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スマート・インサイト: ヘルスケア

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。

 

オポチュニティを創出するドライバーやトレンド深層理解で、GfKはヘルスケア企業の成功戦略の導出をサポートします。

 

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。

最新インサイト

最新のヘルスケアのインサイトはこちらからご覧いただけます。 View all insights

    • 10/24/17
    • Health
    • Global
    • English

    01/01/70
    GfK at ISPOR: Exploring the evolving value story in healthcare

    Meet our Market Access Experts at ISPOR’s 20th Annual European Congress November 4-8 in Glasgow
    • 10/24/17
    • Health
    • Global
    • English

    Value Frameworks in Oncology

    Read our Value Frameworks in Oncology analysis, published in American Health & Drug Benefits.
    • 10/23/17
    • Health
    • Global
    • English

    Demystifying quantitative methods: Three easy steps to drive your pharmaceutical pricing strategy

    Pricing for pharmaceuticals continues to grow in complexity for the industry due to a variety of factors.  A few of the prominent challenges our clients face include:
    • Just one chance to get it right. Once a price strategy is in place, course corrections are difficult and sometimes even impossible; for example, price increases in ex-US markets. Not just leaving money on the table is a concern.  Also when exceeding a price threshold, a change in price strategy might not even correct payer and prescriber perception and change behavior to the expected extent.
    • More competitive markets. Many indications, even in oncology and specialty care, have become crowded market spaces between brand, generic and biosimilar players these days. Standing out in the crowd from a value perspective can be challenging; thus pricing becomes even more important.
    • Continuously growing price pressure. Healthcare budgets keep expanding and payers look for savings potential, in particular with drugs. A popular concept is shifting budgetary risk to manufacturers, either based on spend or measured by outcomes. In the US, also patient exposure to cost is a growing market access hurdle.
    • Prescriber price sensitivity. Beyond payer influences on utilization, prescribers are more aware than ever of drug prices and more likely to chime in for the discussion in the media. In the US, value frameworks have become an instrument to convey different perspectives of measuring value which payers start to look at when making drug coverage decisions.

    To provide robust input for a pricing strategy, three components are key:

    1. Overall approach of the pricing research to reflect 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 developed 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
    Critical is an adequate approach to combine product and price-related behavior for payers’ reaction to price, physicians reacting to restrictions, patient response to out-of-pocket costs to derive a resulting price/volume relationship and identify optimal pricing.

    We offer a unique profile to support quantitative pricing research

    Our team has developed a tried-and-tested pricing approach addressing the specific objectives for your product.  We leverage country-level price and market access expertise in the US and globally with an integrated team of experts in healthcare, quantitative methods and primary research.  Moreover, our project approach is direct and efficient in close contact with your project team. Through our quantitative pricing approach, we provide the most in-depth understanding of the pricing and reimbursement opportunity of your product.

    Meet with us at ISPOR!

    Our team of market access experts will be at ISPOR in Glasgow, November 4 to 8 in booth #207 and would welcome a discussion around our quantitative pricing approach and how it can generate optimal output for your pricing strategy! Click here to set up a meeting. Michael Kuehn is a Vice President of Market Access at GfK. Please email Michael.Kuehn@gfk.com or leave a comment below to share your thoughts.
    • 10/20/17
    • Health
    • Global
    • English

    Putting payers in the spotlight: Shifting the market access mindset to focus on shaping payer attitudes

    “You can’t manage what you don’t measure” – Peter Drucker This well-known mantra proffered by the management guru Peter Drucker in the early 1960s still holds true today! Many successful commercial organizations rely to a great extent on measuring key performance indicators (KPIs) in order to monitor their successes, identify shortcomings and develop strategic responses to changes in performance. For big pharma this remains common practice, leveraging healthcare provider, patient and caregiver data utilizing awareness, trial and utilization (ATU) tracking, and ongoing customer satisfaction studies. Surprisingly, industry has been slow to adopt such approaches when it comes to payers.

    The importance of embracing the payer role

    The commercial environment that confronts the pharma industry is becoming  increasingly challenging and uncertain, not least because of the heterogeneous mix of stakeholders that need to be aligned to the value proposition.  It is a well-acknowledged fact that payers are playing an increasingly pivotal role in terms of influencing “go/no-go”’ decisions at the expense of other stakeholders; i.e., HCPs/patients.  So as we seek to establish a positive environment that supports access and uptake of new health technologies, one thing seems very clear: we need to do so in a way that addresses all key stakeholder groups, including payers. The ability to monitor and assess payer metrics as part of the stakeholder mix presents pharma with a critical opportunity to shape rather than react to the market, therefore aligning payers with the product value proposition ahead of launch and beyond.

    Four key components to enable greater agility and responsiveness to payer needs

    1. Leverage a payer tracker program. This is a key tool for supporting timely adjustment of commercial planning across the lifecycle to enable pharma MA professionals to:
    2. Support payer tracking activities. This is possible with a robust and rigorous predictive framework, which is fundamental to the design of a payer tracker. It must feature carefully designed KPIs which need to be actionable, replicable and measurable and reflect payer-orientated key drivers, including:
    • Level of awareness (disease, unmet needs, perceptions of treatments)
    • Willingness to pay
    • Understanding burden of illness (economic, societal, humanistic)
    • Product-specific KPIs
    • Communication/engagement with pharma (frequency, mode, relevance)
    • Launch activities (pre/post launch – clinical data, congresses)
    Having established the baseline, clients are in a position to challenge commercial organizations to “move the dial” and to monitor performance pre- and post-launch against a set of tangible, measurable goals.
    1. Understand the highly heterogeneous nature of the payer audience. Take into account national vs. regional/local payer mix and also geographies (US managed markets vs. EU price driven vs. more mixed reimbursement APAC) to ensure that it reflects regional/local variations.
    2. Utilize dynamic reporting. A robust payer tracker offering should deliver “at-a glance” results across metrics, markets, target groups and waves and empower knowledge-sharing between local affiliate, regional & HQ teams.

    GfK offers an innovative and robust payer tracker program

    Our payer tracking is driven by our distinctive and rigorous methodology, supported by our global panel of over 5,000 payers and payer advisors across national and subnational levels. An online deliverable platform with dynamic dashboards displays, full in-view results across metrics, countries, target groups and waves can all be customized to your reporting needs. Through our payer tracker program, we provide a unique opportunity to obtain the most in-depth understanding of payers; knowledge that will empower you to anticipate change and shape the market.

    Meet with us at ISPOR!

    Our team of market access experts will be at ISPOR in Glasgow, November 4 to 8 in booth #207 and would welcome a discussion around your payer challenges and how our payer monitoring program can get you on track! Click here to set up a meeting. Santanu Das is a Vice President of Market Access at GfK. Please email santanu.das@gfk.com or leave a comment below to share your thoughts.
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