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ヘルスケアの市場で成功をしていくことは容易ではありません。ヘルスケア業界におけるイノベーションとはいかに製品やブランドがいかによいベネフィットや経験を提供することができるか、ということによって評価されるものです。

 

競争力を保つためには、Patient Journeyや、経験や決定の背景にあることがらにも注視した製品やサービスの開発をしていく必要があります。

 

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GfKは医療用医薬品、コンシューマーヘルスケア、医療機器、デンタルヘルス、オプティクス、アニマルヘルス、農業・農薬関連など、さまざまなヘルスケア市場におけるインサイトを提供します。 
 

コンシューマーヘルスケア

デンタルヘルス

オプティクス&ビジョンケア

医療用医薬品

ヘルステクノロジー

Takeshi Taguchi
Health Talk ニュースレター

Health Talk ニュースレターで最新の業界インサイトやトレンドを配信しています。

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    • 04/16/18
    • Health
    • Global
    • English

    Examining the complexities of pharmaceutical launch pricing: Three easy steps to get it right

    Pricing for pharmaceuticals has never been more complex, and establishing optimal pricing across key strategic markets, with different evidentiary requirements, standards of care, comparator prices and assessment processes, poses enormous challenges for the industry. In this article, we examine the major factors influencing pricing, and chart a course for success by highlighting three key components for pricing strategy development.

    Weighing multiple factors to determine optimal launch pricing without tipping the scales

    The pricing of innovative pharmaceuticals and medical technologies is coming under increasing scrutiny, with payers, prescribers and the public challenging the relationship between incremental clinical benefit and increasing cost. Even when high-cost therapies deliver significant improvements in health outcomes and may be considered to be cost-effective, payers’ focus will tend to shift to budget impact and financial sustainability. Ultimately, a complex mix of interrelated factors, including level of unmet need, societal and clinical demand, unit price, the level of clinical benefit, budget impact, the price points of relevant comparators and the potential value of cost-offsets are driving access and uptake. So determining optimal launch pricing has to take account of these drivers, together with the views and behaviors of payers, physicians and patients. Never before has there been more pressure on pricing for pharmaceuticals:
    • Just one chance to get it right. Once a pricing strategy is in place, course corrections are difficult and sometimes impossible; for example, price increases in ex-US markets. Clearly, leaving money on the table is a major concern, but exceeding what may be considered to be an acceptable price threshold could be as bad, if not worse. A subsequent change in pricing strategy may fail to repair payer and prescriber perceptions and remove access and utilization hurdles.
    • More competitive markets. Many indications, even in oncology and specialty care, have become commoditized at one end, and highly competitive at the other – with brands, generics and biosimilars all playing a role. Standing out from the crowd from a value perspective can be challenging. Thus pricing in line with value perception becomes even more important.
    • Continuously growing price pressure. As healthcare budgets continue to rise, payers have become increasingly focused on value for money, acquisition costs, budget impact and financial sustainability. One response to such challenges has been to shift the budgetary risk to manufacturers, either through contracting and price-volume and other financial agreements, or linked to outcomes, using a variety of pay-for-performance models. In some markets, such as the US, cost-shifting to patients has created additional access hurdles.
    • Prescriber price sensitivity. Beyond payer influences on utilization, prescribers are more aware than ever of drug prices and more likely to chime in on discussions in social media. In the US, value frameworks have become an instrument to convey different perspectives of measuring value, which payers consider when making drug coverage decisions.
     With these challenges in mind, we offer three components to consider for ensuring the most robust pricing strategy input:
    1. The overall pricing research approach must be tailored to the strategic objectives for your product

    Earlier-stage and a less complex marketplace suggest a streamlined, quick turnaround approach with an essential sample of payers and a concise N sample with physicians, for example 30 by market, with a focus on direct pricing methods. Launch strategy and/or highly complex/competitive markets require not just larger samples for payers and physicians (ideally 100/market), but also more sophisticated indirect methods; e.g., DCM and complex market models.
    1. Pricing methods adequate for the research objectives

    Direct methods, such as Van Westendorp and Gabor Granger, address fundamental price reaction, while indirect methods provide higher precision.  For very early development assessments, pure price/value perception can be sufficient, while a more intricate profile requires a multi-method approach. Indirect methods, such as adaptive conjoint, are also the method of choice for a larger number of product concepts to test.
    1. Integrated findings representing all P&R stakeholders

    It is critical to have an adequate approach that combines price sensitivity of payer restrictions, physicians’ reacting to restrictions and patient response to out-of-pocket costs to derive a resulting price/volume relationship and identify optimal pricing.

    A unique profile to support quantitative pricing research

    Through our research, we have developed a tried-and-tested pricing approach addressing objectives customized for a customer’s specific product.  Our approach leverages country-level price and market access expertise in all key strategic and emerging markets with an integrated team of experts in healthcare, quantitative methods and primary research.  Moreover, our method is direct and efficient in league with the project team. We’ve learned that through our quantitative pricing approach, we can provide the most in-depth understanding of the pricing and reimbursement opportunity of your product.

    How can you unravel the complexities of pharmaceutical launch pricing?

    Attend our May 16 webinar, “The value of choosing the right approach to pharmaceutical launch pricing,” hosted by market access and pricing experts, Tim Fitzgerald and Michael Kuehn, to join a discussion that includes a fresh perspective on pharmaceutical pricing, supplemented with examples/case studies and an interactive Q&A. hbspt.cta.load(2405078, 'c1f1f608-373d-4c13-9cb6-e42ed979dc0f', {});
    • 04/13/18
    • Health
    • Global
    • English

    How understanding a consumer’s mindset helps OTC companies defend their place in the market

    Until now, understanding the mindset of the Over-the-counter (OTC) consumer, given the wealth of information and multiple touchpoints they encounter in every digital environment, was complex and hard to unravel. But it’s the essence of determining what impacts a consumer’s purchasing behavior, an issue so vital to OTC companies who are fighting an increasingly challenging battle against competitors’. We know that consumers are willing to pay more for OTC brands recommended by healthcare professionals (HCP). In fact, consumers paid up to 54% more on average when buying a specific recommended product, according to a study by GfK on recommendation behavior. Expert recommendations are clearly a defining way to influence consumer purchase behavior. So how do you get to the heart of their thinking and deliver much-needed insights? The emerging digital technologies open up an endless scope of opportunities for new digitized market research tools. For many years, market research tools were contrived, expensive or simply incapable of providing the relevant insights into consumer behavior at the point of purchase. Now, with the rise of innovations like virtual reality, Health marketers have real opportunities to observe consumers in a controlled, true-to-life test environment mimicking the physical reality of a pharmacy. Such a setting offers a much more realistic and credible manner to obtain evidence of how health brand consumers shop at the shelf and in the category. So what are the advantages for the consumer health market?

    Connecting the dots, driving conversion through conversation

    OTC health brand consumers still finalize the vast majority of their decisions in-store. Despite an overload of available information and an exploding number of touchpoints, the benefit of getting expert recommendations can make a significant impact on purchase decisions, especially when there are so many choices in many markets. In particular, expert recommendations made by healthcare professionals (HCPs) are highly valued and can influence purchase decisions. In fact, GfK’s study uncovered that 30% of health purchases are driven by HCP-based recommendations*.

    Empowering marketers through insights from our proprietary virtual platform

    Existing evaluation protocols can be challenging when it’s necessary for the marketer to have a full understanding of the sales process involving a consumer sales dialogue. That’s why we have now merged our shopper research solutions with a leading-edge virtual store approach where we can mimic selling through expert recommendations. With the use of scripted conversations, leveraged in a virtual pharmacy environment, our Simstore Dialogue platform empowers marketers to address business questions like:
    • How can expert recommendations impact purchasing behavior?
    • How appealing and impactful is our messaging?
    • What is the market potential of our new product?
    • What is the effect of expert recommendations, when combined with marketing ideas such as POS material or design changes?

    Adding predictive power to the consumer health marketer’s toolbox

    Simstore Dialogue is designed to enable marketers to understand and optimize the consumer/HCP consultation dialogue and optimize consumer interactions in a simulated pharmacy to reveal whether a proposed scenario will have a significant impact on sales. At our May 9 webinar, “Partnering virtual pharmacies and expert recommendations to drive powerful consumer health marketing,” our experts will discuss the benefits of Simstore Dialogue for optimizing pharmacy selling strategies. By joining our webinar, you will get a full introduction to this next-generation platform, and learn how Merck has already successfully piloted it. You will also learn the power of pairing virtual pharmacies, together with expert recommendation research to inform your most impactful consumer health marketing yet. hbspt.cta.load(2405078, '63345a87-0b3a-48ea-8d81-584d8bc9667a', {});
    • 03/23/18
    • Health
    • Global
    • English

    The digital era and its impact on health and health marketing

    All players in the healthcare market understand that the old model of the pharmaceutical industry, which has traditionally focused on developing molecules and promoting new drugs with the support of teams of sales representatives, will no longer be tenable in the near future. Technology companies, including digital startups, have introduced health services based on the use of AI, microchips and cloud computing. The resulting monitoring solutions are the best for patients suffering from chronic diseases. Such solutions can effectively help patients manage the disease and provide a significant improvement in quality of life.

    The digitally-driven transformation in health

    In the era of digital health, the patient journey will be significantly transformed due to the use of AI at the monitoring and decision making stages. As a result, personal communication with a physician will become less relevant in the medical treatment and health maintenance. And a digital platform will become almost more important than medical treatment. For example, in the treatment of diabetes insulin delivery systems, insulin pumps and devices for continuous monitoring of blood glucose are no less important than the insulin that a diabetes sufferer uses. Add to that the fact that effective control of type 2 diabetes, by following a proper diet and increasing physical activity, can make it possible to live without pills.

    A virtual opportunity for expanding the value chain

    Companies are beginning to invest more and more funds in digital health. Big pharma does not want to dwell in the digital world, but they also have begun to play in this market. This is the next logical step in the evolution, because pharmaceutical companies have vast expertise in disease, in the patient and health in general. So it seems that big pharma has the opportunity to significantly expand the value chain beyond just developing and promoting medicines. In the new digital reality, access to patient records becomes a matter of power, because it provides possession of valuable information that allows the analyzing of disease outcomes, identifying symptoms that make it possible to reveal the presence of orphan diseases. All this leads to better diagnosis, treatment and disease outcomes.

    A greater role for market research players to future-proof pharma

    It seems that big pharma will be increasingly immersed in the process of digital health transformation, trying to find its place in a changing value chain. The role of market research players and consultants at this stage is to provide pharmaceutical companies with information about the market ensuring companies keep one step ahead of the marketplace, anticipating events and giving recommendations for the future and providing guidance about how to prepare for the transformational challenges of our time. Studying the evolution in the patient journey and understanding the new role of the doctor will allow pharmaceutical companies to always be relevant and up-to-date, enhancing their means of communication with patients and doctors according to the requirements of the market landscape today and tomorrow. To share your thoughts, please email marina.bezouglova@gfk.com or leave a comment below.
    • 03/22/18
    • Health
    • Global
    • English

    Exploring 2018 eyeforpharma’s key topics: A delegate’s view from Barcelona

    Is pharma ready for disruption?

    Pharma certainly is one of the biggest candidates for a major disruption, which has already taken place in many other industries. Thus, attendees arrived at eyeforpharma with high expectations to find out about the status of the transition process in their industry and what steps have already been taken with regard to technological and cultural disruption.

    A changing pharma paradigm in search of technical solutions

    Everyone is aware of a rapidly changing paradigm in pharma/HCP/patient relationship. Just as in previous years, topics such as customer engagement, patient-centricity and multichannel marketing management remained key. Expectations were high with regard to technical solutions addressing these challenges. Some interesting cases were presented, such as early involvement of patients in the R&D journey, measuring the value of patient-centric approaches and patient engagement. Unlike in previous years, a good deal of attention was payed to transformational technologies to unlock data and how to integrate it into multichannel platforms. It also became clear that it is the tech companies, such as Microsoft and Google, that are driving the technical disruption by means of artificial intelligence, machine learning and remote monitoring of treatments via cloud.

    Looking for the necessary next step for thinking beyond the pill

    It makes sense that the pharma industry, as such, would be open to change. Still the disruption is in its infancy and its progress as such remains difficult to measure. Although single solutions and promising initiatives were demonstrated, the key question remains: What is actually inhibiting the necessary business transformation in order for pharma to truly think beyond the pill? With digital solutions already available, above all, a cultural change, as well as a change of mindset within the organizations, is required. The rise of omni-channel engagement and collaboration across boundaries with all stakeholders have yet to be improved. To keep pace with the fourth technical revolution, the pharmaceutical industry will have to redouble their cooperation with technical solution providers. To share your thoughts, email jan.guse@gfk.com or leave a comment below.
Solutions
  • ブランド&カスタマー・エクスペリエンス (BaCE)

    ブランド&カスタマー・エクスペリエンス (BaCE)

    ブランドには今、消費者や企業の経営層との間に感情面でのつながりや関係性を築くことが求められています。

    消費者がブランド、製品、サービスを体験するあらゆる段階で、ターゲット層の共感を呼ぶエクスペリエンスを提供することが成功の鍵です。

  • デジタルマーケティング・インテリジェンス(DMI)

    デジタルマーケティング・インテリジェンス(DMI)

    オンライン上での買い物や情報収集で企業やブランドと関わりを持つ際、消費者は使用している端末や画面によって異なった行動をとります。一方で、彼らは使用しているチャネルや端末に関係なく、同じ体験を得たいと考えています。

  • マーケット・オポチュニティ&イノベーション (MOI)

    マーケット・オポチュニティ&イノベーション (MOI)

    市場競争が激しさを増す中、ブランドは常に高い影響力を発揮するよう迫られています。消費者とブランドの双方にとって付加価値を生む魅力的なエクスペリエンスをいつ、どこで、どのように提供すべきか。これらを把握することが重要です。

  • ユーザー・エクスペリエンス(UX)

    ユーザー・エクスペリエンス(UX)

    今日の消費者には、魅力的な体験を約束する案内が大量に送られてきます。消費者の目は肥え、求める内容も厳しくなっています。このような状況下で成功するためには、新しい製品やサービスは直観的で使いやすく、興味をひく魅力的なものでなくてはなりません。記憶に残るユーザー・エクスペリエンスは、感情に訴えかけるものでなくてはなりません。

    GfK のユーザー・エクスペリエンス (UX)のエキスパートは、製品やサービスのカスタマー・エクスペリエンスを構築し、改善します。

クライアントの声

„調査のニーズの難易度にかかわらず、あらゆる調査に対して常に GfK から優れた調査結果が得られます。 “

Abbott Spain 社、ビジネスインテリジェンスマネジャー、David Delgado
お問い合わせ
Takeshi Taguchi
General