Accenture mHealth Defining Role Biopharmaceutical Companies POV Final

7/29/2019 Accenture mHealth Defining Role Biopharmaceutical Companies POV Final

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mHealthDefining a role for biopharmaceuticalcompanies in this rapidly emergingtechnology and care management area


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IntroductionThis paper addresses these issues,and suggests that pharmaceuticalcompanies should target specifictiers of mHealth opportunities

based on several strategicconsiderations, including theirrelationship with payers, alignmentwith disease focus, extent towhich services will supporttargeted therapeutics and likelyadoption rates in selected markets.

New health care funding (especiallyemerging reimbursement policies),the pervasiveness of mobiletechnologies and the current

state of the pharmaceuticalmarket make this an interestingtime for life science companies.Should pharmaceutical companiesmake significant investments andestablish leadership positions now?Or, should they wait and see howpolicies, technologies and stake-holders strategies evolve? Whatoptions make the most sensegiven pharmaceutical companies

critical and necessary role inimproving patient health andpharmaceutical companies needto create new value streams forkey stakeholders?

Mobile health care or mHealthhas gained significant tractionand investment from manyparticipants, as pilots and trials

evolve to substantively fundedbusiness ventures aimed at reachingbroad consumer segments. Earlyresults suggest that mHealthproducts and services can helpmeet two important goals:providing high-quality care andreducing costs, particularly inmanaging chronic diseases.

2 | mHealth


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A catchy, short phrasemHealthactually represents a broad spectrumof products and services, from wearableglucose monitors, to web-based fitnessapplications, to networks of dispersed

health care professionals developingand executing daily treatmentplans for chronically ill patients.Its pervasiveness and relevance tovirtually all consumers strongly suggestssignificant health care benefits andopportunities for all key stakeholdersacross the health care value chain.

Over the last year there has beenunprecedented media coverage,investment and product developmentactivity as evidenced by:

Regulatory approval of devices andsolutions that support remote healthmonitoring

A stream of reports in respectedpress and medical journals, includingthe New England Journal of Medicine(NEJM), detailing the positive impactof mHealth initiatives1

Numerous pilots and small-scaleprojects to demonstrate effectivenessand feasibility

Clinical trials that include mHealthcomponents

Investments and initiatives by leadingtechnology, device and health carefirms to build these capabilities

There are widely varying forecasts of

mHealth revenue and estimates ofthe potential of mHealth, for bothpatients care and company commercialperformance. The disparity is explainedin part because the size of theopportunity depends upon reaching

What is mHealth?a critical mass across several dimensions,including electronic medical records(EMR), reimbursement, and technologystandard convergence. However, figure1 shows a consensus across several

sources that critical mass will occur in2014 and mHealth will be at least a $5billion industry at that point.

Figure 1. Projected growth of mHealth

0.3

0.6

Market estimates vary, predicting growth between $2-$5 billion by 2014.Mobile health revenue predictions, $ billions

Sources: ABI Research, ON World, CSMG, Parks Research, Juniper Research

ABI Research

ON World

CSMG

Parks Research

Juniper Research

1.51.4

6.0

2.6

4.4

5.0

4.6

1.9

0

1

2

3

4

5

6

201420132012201120102009


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Several factors are converging to movemHealth into mainstream health care.First, a rapidly aging population needsoptions for care delivery, particularlyfor treatment of chronic diseases. In

the United States, one study assertedthat 86 percent of people over 65suffer from at least one chronic ailment(diabetes, cardiovascular disease,chronic obstructive pulmonary disease,asthma, cancer or arthritis) with themajority having more than one.2Collectively and globally, treatingthese diseases account for aboutthree-fourths of health careexpenditures, straining financialand medical resources.3

Second, the shortcomings of episodictreatment and event-driven reimburse-ment are well known: patients delayseeing a health care professional untilsymptoms severely impact their quality

4 | mHealth

of life and/or limit treatment optionsmaking more costly and more invasivetreatment necessary. Recent studiesalso highlighted sporadic patientcompliance as a key concern. A UCLA

study of patients discharged from ahospital reveals that 73 percent failedto use at least one prescribed medication,and only 32 percent had taken allmedications prescribed, resulting indelayed recoveries, complicationsand costly readmissions.4

Similarly, relying on patients withchronic diseases such as diabetes toassess whether treatment adjustmentis necessary can be unproductive.

Recent articles on diabetes treatmentsummarized significant improvements inglycemic control in adults and children(who saw a drop of A1C levels froman average of 11 percent to 9 percentin the first three months) who used

devices or were given text messagereminders to take medications versuspatients who used traditional homemonitoring and reporting.5 Theevidence that mHealth makes a

positive impact on improved patientoutcomes is compelling. A 2009systematic review of 25 controlledstudies, by Krishna and colleagues,concluded that interventions deliveredthrough mobile technology resulted inboth clinical and process improvementsin the majority of studies. Thesestudies covered 38,060 participantsworldwide and addressed 12 differentclinical areas (including diabetes,smoking cessation, HIV/AIDS, hyper-

tension and stress management).6

Why mHealth now?


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Accenture believes that the evolutionof mHealth will happen at differentrates and through different paths,depending on a countrys healthcare landscape and the scope of the

mHealth solution. For example, weexpect the United States is severalyears away from adopting comprehensivesolutions but this timeframe will befaster than Western Europe due toprivate payer dynamics, politicalagendas and health care economicfactors. We envision immediateadoption and rapid growth of narrowlyfocused mHealth solutions (e.g., weband mobile-enabled drug adherencesolutions) due to ease of payment and

limited barriers to usage.

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Even as mHealth products and servicescontinue to evolve, it is becoming clearthat most will fall into two distinctcategories: 1) stand-alone products andservices or 2) comprehensive solutions.

Stand-alone solutions and devices arefocused on specific functions, diseasesor data collection. Glucose monitorsfor diabetics or ingestible smart pillsthat track medication compliance.In contrast, comprehensive mHealthsolutions have broader health caredelivery applications and will includean extensive network of stakeholdersto support and provide care (see figure 2).

The evolution of mHealth

Figure 2. Key mHealth stakeholders

Health consumers

Patients

Citizens

Other serviceproviders

Integrated Health

Management Platform

Service integration

Experience optimization

Channel management

Orchestration of interactions

Channels

Web

Mobile

TV

Game console

Health plans

Care providers

Pharmacies

Retailers


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Mobility is a key component of a biopharmaceuticals overall digital strategy7 and

will play a critical role in connecting multiple, currently disparate stakeholders in

the health care industry including patients, payers, providers, medical device companies,governments and regulators. As these entities come together, mHealth will go

through a maturation process from stand-alone initiatives to the point where

mHealth is pervasive throughout the industry.

Independent

Consumer adoption of

stand-alone capabilities

via mobile devices, e.g., tablets,

smartphones, etc.

Pilots of mHealth initiatives

with providers and large

employers

Multiple mobile applications or

capabilities for specific functions

(e.g., adherence, PERS, etc.)

Technology platforms that

support remote monitoring for

target conditions (e.g., diabetes,

heart disease)

Technological and clinical

feasibility

Adoption

Characteristics

Key Issues to

Address

Integrated

Penetration with major payers

(and IDNs) for disease areas

Incorporated into clinical trials

and outcomes studies

Closed loop capabilities

supported by broad-based

platforms and niche providers

Integrated with electronic

medical records (EMRs),

reimbursement processes,

predictive coaching and

communications

Reimbursement for mobile

platform-related activities

delivering improved outcomes

Pervasive

Standard of care for designated

diseases; consolidation of

platforms across payers and

providers

Embedded device capabilities

(e.g., implanted/ingested) that

extend functionality and/or

monitor behaviors

Cost-effective scaling across

health care stakeholders

The Evolution of mHealth in the

United States

Source: Accenture 2011

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Stand-alone productsor servicesTo date, much of the innovation andinvestment in mHealth relates tostand-alone solutions in large partbecause it is easier to bring a discreetproduct or service developed for anidentifiable target segment to market.The value and benefits can be easierto explain and implementation canbe streamlined. Current examplesof stand-alone mHealth products orservices include:

A portable ECG heart monitoringdevice for at-home use that measuresonly 4 x 3 and weighs 3.5 ounces

A smart shirt with embedded sensorsthat continuously monitors more

than 30 physiological signs, includingrespiration, posture and cardiac function

An armband that gathers detaileddata about body movements, heatflux, skin temperature and galvanicskin response, from which inferencesare made about important lifestylepatterns

Home cams or other cheap andsmart environmental sensors (e.g.,motion/activity sensors, temperature

sensors, webcams) that monitorand calibrate the health and safetyof patients within their homeenvironments

Drug adherence solutions such asVitality GlowCaps or Health Prizethat focus on improving compliancewith drug treatment

There are a wide variety of organizationsdevising and implementing thesesolutions; they are sold to a variety

of stakeholders, especially patientssince the costs remain relatively low.

Comprehensive solutionsIn contrast to stand-alone offerings,comprehensive solutions provideend-to-end service that can encompasspatient education, diagnostic services,

as well as ongoing disease managementand treatment. While the value deliveredto patients from comprehensive solutionscan be substantial, developing suchsolutions requires intensive effort andcollaboration. Some organizations suchas the Veteran Health Administration(VHA) can control end-to-end servicefor a captive population (i.e., militaryveterans with VHA health plans). Thedevelopment and delivery of mostcomprehensive solutions, however,will require a multi-player alliance ofindependent companies, each bringingspecialized medical, technology, ormanagement capabilities and assets.Consequently, the development andtesting of comprehensive solutions ismore complex.

Nonetheless, there have been promisingcollaborations to deliver comprehensivesolutions. Insurance providers arebecoming active participants in thedevelopment of comprehensive mHealthservices, with WellPoint, Humana, Aetnaand Highmark launching initiativesthat enable remote and/or mobilemonitoring of symptoms for a varietyof conditions and diseases.

Some of these collaborations are

between unlikely partners. For example,Best Buy, the consumer electronicsgiant, was chosen by Microsoft tohelp advance Microsofts HealthVaultmedical record initiative. Best Buy sellswireless-enabled devices that makethe tracking and communication ofrecords easier. Significa and AllOneHealth have a similar collaboration.Englands National Health Service haslaunched remote monitoring of chronicobstructive pulmonary disease (COPD)

patients, and the telecom companyOrange is also testing mHealth services.

The results of mHealth initiatives areencouraging, whether focused on aspecific disease or patient segments.The New England Healthcare Institutefound that remote monitoring forheart failure patients reduced the

re-admittance rate by 32 percentfollowing a heart failure hospitalization,resulting in net savings of more than$1,861 per patient.8 This result wasmirrored in a meta-analysis of remoteheart monitoring studies involving 9,500patients with chronic heart failurecompiled by the Cochrane Review,which showed a reduction in mortalityfor heart patients using remotefollow-up monitoring.

Taking a broader view of health care,the VHA funded a number of trialsin Florida to test the concept ofaging-in-place by providing diseasemanagement, care coordination andremote monitoring to veterans in theirhomes. Their results showed a 40percent drop in emergency room visits,

60 percent decrease in hospitalizations,64 percent decline in nursing homeadmissions, 88 percent reduction innursing home bed days of care, andmore than 90 percent patient satisfactionratings.9 Another VHA trial focused oncaregiver productivity, and found thatmany home visits could be canceledwhen monitoring devices showed noabnormalities, and when visits wererequired, they were shortened by anaverage of 15 to 20 minutes because

the caregiver was already informed ofthe test results.10

Given that comprehensive mHealthrequires a significant informationtechnology infrastructure and caninvolve development of new devicesor products, companies known fortheir engineering like Bosch, Intel andPhillips all have begun investing inmHealth solutions, sometimes partneringwith provider groups to test offerings.

[See client example sidebar, MedicalDevice Company Pioneers ScalablePatient Web-Based Monitoring Solution].The momentum behind mHealth isaccelerating in part because thesetrials and pilots as well as others haveshown positive results and improvementsin patient care.


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8 | mHealth

The question for biopharmaceuticalcompanies is: what roles can they play

in mHealth to advance patient healthand improve companies current orfuture business opportunities? Giventhe factors in health care funding, thedramatic growth in mobile technologyand emerging innovations in care anddisease management, biopharmaceuticalcompanies should be motivated toanswer this question now. Figure3, mHealth Opportunities forBiopharmaceutical Companies,summarizes the opportunities andbenefits of three levels of involvementpharmaceutical companies can pursue.They range from using mHealthopportunities to address basic benefits

linked to improved drug compliancesomething companies should be taking

advantage of at a minimumto thecomprehensive benefits that enableimproved patient outcomes anddecreased health care costs.

Selecting the right entry level andlanding point is a strategic decisionand one that must be made in thecontext of the companys enterprise-wide approach to the new health carelandscape where biopharmaceuticalcompanies are increasingly goingbeyond the pill to develop solutionsthat improve patient outcomes. Inmaking that critical decision, thefollowing factors should be considered:

mHealth opportunities forbiopharmaceutical companies

Geographic focuse.g., marketspecific influence on likelihood of

third-party reimbursement, consumerpayment, alignment with health carelandscape

Disease area focuse.g., extent towhich offerings align with chronicdisease areas and other attributesthat influence potential impact ofdesignated service offerings

Portfolio strategye.g., extent towhich growth and diversificationobjectives will be met through focus

on biopharmaceutical solution versusrelated services

Figure 3. mHealth opportunities for biopharmaceutical companies

Opportunity

Improve drugcompliance

Improve healthoutcomes

Lower health carecosts and obtaintarget healthoutcomes

Level

1

2

3

Business Benefits

Increased unit sales ofproducts

Decreased cost of patientacquisition or retention

Improved market access and/or pricing

Strengthened relationshipswith payers

Benefits from level 1 andlevel 2

Revenuefromservicesand outcomes for care anddisease management

Required Capabilities and Likely Approaches

Low-cost solution to address funding or reimbursementissues

Stand-alone, single-purpose technology solution thatmeets key attributes (e.g., passive, persistent)

Distribution could be direct to patient or via third party(e.g., PBM, payer partnership)

Ability to link biopharmaceutical solutions with care anddisease management programs

Credible design and execution of studies that generatedata that meets stakeholder and regulatory requirements

Integrated technology platform (devices linked to data

repository with analytics) that enable info sharing acrossstakeholders

Disease and cost management services Funding mechanisms to support investments and

obtain reimbursement Joint venture management Integrated technology platform (device(s) linked to data

repository with analytics) to enable info sharing amongstakeholders


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It is critical for biopharmaceuticalcompanies to think through these

opportunities and make a decision onwhere they want to play and how theywill work with other key stakeholdersto bring mHealth forward in theirbusiness. Accenture expects that mostbiopharmaceutical companies cansuccessfully achieve the level 1 benefitsdescribed in figure 3. At a minimum,biopharmaceutical companies shouldbe using mHealth to improve drugcompliance. Fortunately, pursuing thislevel of opportunity does not require agreat deal of effort or financial outlay.Key steps include: 1) determiningwhich products have the most issueswith adherence; 2) determining whichmethods and technologies best supportvarious patient segments; and 3)implementing a program and monitoringthe results, adjusting as needed.

However, moving to a level 2 or 3approach, biopharmaceutical companies

have some harder questions to answerincluding:

Do we have the competencies thatare required to provide care/diseasemanagement offerings linked withmHealth services?

What is our ability to achieve criticalmass with patients, especiallycompared to payers who typicallyalready have this type of influence?

What is our ability to influence

providers to adopt new platforms,especially if we have little influenceover their reimbursement?

What is our companys credibilityamong consumers and health careproviders in providing mHealthservices?

Next steps in defining a rolein mHealth

If we dont offer services relevant tothe new health care model, will we

be relegated to providing commodityproducts?

Would access to information obtainedthrough mHealth offerings substantiallychange our insights into treatments?

In pursuing a level 2 approach, bio-pharmaceutical companies serveas catalysts in bringing together acommunity of providers, payers whowill be able to influence care delivery

and achieve targeted patient outcomes.We would expect most biopharmaceuticalcompanies to take this approach,particularly in markets where payershave the edge with established patientnetworks and influence on providersthrough reimbursements.

If choosing this approach, biopharma-ceutical companies need to quicklyevaluate with which payers andproviders they want to create ventures

and teaming arrangements to delivermHealth solutions. Biopharmaceuticalcompanies bring important fundingand clinical trial experience to this typeof collaborationbut there is limitedtime and space to establish theserelationships so they must begin now.

Biopharmaceutical companies optingfor a level 3 approach will effectivelyenter a new business area that involvesrisks/rewards associated with achieving

patient outcomes at established perpatient costs. They will compete withexisting providers of these services,including payers that are extendingtheir footprint in this space in developedmarkets. A level 3 approach is bestsuited in areas and markets wherethere is a specialty disease state wherethe biopharmaceutical company has

close relationships with providers. InEurope, we may see biopharmaceutical

companies enter this domain to gaindirect access to real world outcomesdata that is otherwise not available.And while single payer environmentsare attractive in terms of scale, theycarry a higher risk in terms of ability toinfluence or achieve desired outcomes.

For both level 2 and 3 approaches,the most important success factor forbiopharmaceutical companies will beto craft the right value proposition andobtain reimbursements required to payfor upfront investments and ongoingprovider participation. Each marketwill require different approaches. Forexample in Europe, most people aresimply not going to pay for additionalmHealth services out of their own pocket.In Western Europe, payers are the onlypotential buyers of these services. But,in Eastern and Southeastern Europe,some corporations could be additional

targets as many cover the health carecosts of their employees and wouldbenefit from health care cost reductionsfrom improved prevention and healthoutcomes. However, some countriessuch as France, the United Kingdomand Netherlands have started to changetheir reimbursement and are beginningto recognize Telehealth and mHealthservices as part of their regular healthcare provisions making them obvioustargets for a level 3 approach.

There is, of course, the fourth optionthat is not reflected in figure 3: Waituntil these systems reach maturitylevels and then incorporate them intotrial design and health outcomesstudies. But the risk of waiting is high,leaving the market open for others todevelop, own and dominate.


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In 2006, when mHealth initiatives were in their infancy, a leading North American

medical device company turned to Accenture to help plan, manage and build an

implantable cardiac defibrillatora remote patient monitoring solution that could

run over the internet and mark the first wireless device patient monitoring solution

in the industry. The program had to meet two goals: enable a seamless 24x7 view

of patient clinical status to provide a continuous view of a patients clinical status

with alerts for medical triage if needed, and generate data that could be easily

integrated with electronic medical record (EMR) solutions.

Accenture developed the system and sub-systems for the monitoring capability,

which integrated with the companys ERP and inventory management systems,and also integrated data privacy and security access controls and methods to

protect physicians and patients. The system, classified as a Class III Medical Device

Accessory, has a number of functions and capabilities that promoted quick and

easy adoption:

The N-tier web application architecture and user interface easily manages and

integrates continuous receipt of device payloads, patient/device alert processing,

and system transaction view/edit requests by physicians on patient data.

The open system-enabled development of the first market wireless device monitoring

solution as well as a wand-based inductive monitoring solution that supports

legacy devices already implanted and in the field.

The solution is built on a common, flexible platform for initial use in the United

States and the United Kingdom, which can be transferred and scaled for major

markets in Europe, Asia, Australia and Canada.

After the United States roll-out, Accenture worked with the companys R&D team

to transfer critical knowledge to enable the company to develop future releases,

including developing the prototype format for data collection and interfaces

to facilitate submission of the data to EMRs. To date, over 150,000 patients are

monitored with the device. Accenture continues to work with the client on additional

remote monitoring solutions.

Client Success Story

Medical Device Company Pioneers

Scalable Patient Web-Based

Monitoring Solution

10 | mHealth


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The question for bio-

pharmaceutical companies

is: what roles can they play

in mHealth to advancepatient health and improve

companies current or

future business opportunities?


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12 | mHealth

Challenges to the Adoption

of mHealth

As with any new technology and capability, adopting mHealth is not without its

challenges. A few of the more pressing challenges are outlined below:

Evolving business models

While innovation on the technical front is advancing, the marketplace moves more

cautiously, stymied by a health care business model where the interests of medical

practitioners, health insurers and patients are often uncoordinated. Remote, in-

home monitoring can threaten traditional revenue streams of practitioners and

institutions. Whats more, health insurers are holding the line on new treatment

methods until they are proven medically effective and cost effective. This has

created a Catch-22 where new technologies wont be funded until proven, and

cant be proven until funded. The other issue is consistent reimbursement and

payment policy. This will vary across markets and systems, yet ideally should be

consistent to support larger scale and basic availability, whether someone is

treated by Kaiser Healthcare or at the Mayo Clinic or through a local network.

Incompatible technology standards

There are also unresolved technical issues with respect to standards, security,

privacy and other regulatory matters. The industrys slow progress in agreeing

to standards is problematic as comprehensive solutions typically call for diverse

devices and systems to work together to address the unique and complex needs of

an individual patient. Health care executives interviewed for an Accenture study

of mHealth correctly noted that while there are device class standards and end-

to-end standards, there are no standards for Wi-Fi or the wireless personal area

network. However, since 2006 Continua Health Alliance has begun to organize this

market and coalesce more than 200 companies around a set of industry-selectedstandards with a certification program. This has currently led to three Releases of

Continua guidelines and more than 40 certified products/services in the market-

place. There is an education effort that still remains to help them become aware

that Continua has enabled a set of personal area network standards that allow for

a fixed location, mobile, and high-security connectivity.

Prohibitive regulatory restrictions

Privacy is also a concern of patients and regulators. While social networking sites

like PatientsLikeMe or Facebook fan pages for medications and brands encourage

users to share medical details, that disclosure is voluntary. User-managed repositories

for medical records such as Microsoft Healthvault have had some success, butHIPAA regulations in the United States are still a barrier to efficient exchange

of health information among networks of third parties.

All of these challenges can be addressed with concerted effort. Networks of

mHealth providers that are flexible, well funded and clear about the added value

they deliver in improving care will be able to gain regulatory approval and market

traction to overcome these barriers.


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The early part of the

mhealth evolution will

be primarily characterized

by independent, stand-alone solutions but will

evolve to a more integrated

approach with a blend

of stand-alone and

comprehensive and will

eventually move to a stage

where comprehensive

solutions that improvepatient outcomes will

be pervasive.

13


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There are a myriad of opportunitiesand levels of involvement forpharmaceutical companies toparticipate in mHealth. The examplesand options discussed here can help

companies begin developing or refiningmHealth strategies and tactics tobetter serve patients, respond to stake-holder business concerns and securethe right collaborators and partners.Most mHealth products and serviceswill fall into two types of categoriesstand-alone and comprehensive. Theearly part of the mhealth evolutionwill be primarily characterized by

independent, stand-alone solutionsbut will evolve to a more integratedapproach with a blend of stand-aloneand comprehensive and will eventuallymove to a stage where comprehensive

solutions that improve patientoutcomes will be pervasive.Biopharmaceutical companieshave the relevant capabilities, resourcesand market reach to play a key rolein this evolution. Now is the time todecide what that role will beto derivethe most benefit from related changesand investments.

Conclusion

14 | mHealth


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References

1 New England Journal of Medicine;364:1078-1080, March 17, 2011,

Telemonitoring in Patients with HeartFailure.

2 Centers for Disease Control andPrevention, National Health InterviewSurvey, 2008. http://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htm

3 United States Census Bureau,Census Bureau reports worlds older

population projected to triple by 2050,

June 2009. http://www.census.gov/

newsroom/releases/archives/inter-national_population/cb09-97.html

4 Beers MH, Sliwkowski J, Brooks J.Compliance with medication orders

among the elderly after hospital

discharge, Hospital Formulary, 1992;(27(7): 720-724.

5 MobiHealthNews, Texting improvestype 1 diabetes adherence, August 10,2010. http://mobihealthnews.com/8599/texting-imrpoves-type-1-diabetes-

adherence/

6 Krishna S, Boren SA, Balas EA (2009).Healthcare via cell phones: A systematic

review. Telemed e-Health, 15, 231-40.p. 238.

7 Digital: The new connector in life

sciences, Accenture, 2011.

8 New England Health Care Institute,Remote physiological monitoring:

Innovation in the management of

health failure, July 2004.9 Centers for Medicare and MedicaidServices, Minimum nurse staffingratios in nursing homes, April 2002.

10 Meyer M, Robb R, Ryan P. Virtuallyhealthy: Chronic disease management

at the home. Disease Management,2001, 5(2): 87-94. See also Center for

Technology and Aging, Technologies forremote patient monitoring in older adults,

December 2009. http://www.techandaging.org/RPMpositionpaperDraft.pdf

Contact Us

To find out more about how to

leverage mobility and mHealth in

your organization to achieve high

performance in the Life Sciences

industry, please contact:

Mark Laleike

Senior [email protected]+1 267 216 1021

Selim Alantar

Senior [email protected]+41 44 219 5890

About Accentures Life

Sciences Practice

Our Life Sciences industry group workswith pharmaceuticals, biotechnology,medical products, medical technology,regulators, distributors, wholesalersand other companies to help bring

life-enhancing health solutionsto people around the globe. Weprovide consulting, technology andoutsourcing services across theentire life sciences value chain, fromlarge-scale business and technologytransformation to post-mergerintegration. Our key offerings include:Research and Development, includingpharmacovigilance and regulatoryoutsourcing; Supply Chain andManufacturing Optimization;

and Marketing and Sales, includingcommercial services, analytics anddigital marketing.

About Accenture

Accenture is a global managementconsulting, technology services andoutsourcing company, with more than223,000 people serving clients inmore than 120 countries. Combiningunparalleled experience, comprehensivecapabilities across all industries andbusiness functions, and extensiveresearch on the worlds most successfulcompanies, Accenture collaborateswith clients to help them becomehigh-performance businesses andgovernments. The company generatednet revenues of US$21.6 billion forthe fiscal year ended Aug. 31, 2010.Its home page is www.accenture.com.
http://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htmhttp://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htmhttp://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htmhttp://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htmhttp://www.census.gov/newsroom/releases/archives/international_population/cb09-97.htmlhttp://www.census.gov/newsroom/releases/archives/international_population/cb09-97.htmlhttp://www.census.gov/newsroom/releases/archives/international_population/cb09-97.htmlhttp://mobihealthnews.com/8599/texting-imrpoves-type-1-diabetes-adherence/http://mobihealthnews.com/8599/texting-imrpoves-type-1-diabetes-adherence/http://mobihealthnews.com/8599/texting-imrpoves-type-1-diabetes-adherence/http://www.techandaging.org/RPMpositionpaperDraft.pdfhttp://www.techandaging.org/RPMpositionpaperDraft.pdfhttp://www.techandaging.org/RPMpositionpaperDraft.pdfhttp://mobihealthnews.com/8599/texting-imrpoves-type-1-diabetes-adherence/http://www.census.gov/newsroom/releases/archives/international_population/cb09-97.htmlhttp://www.cdc.gov/nchs/health_policy/adult_chronic_conditions.htm

Accenture mHealth Defining Role Biopharmaceutical Companies POV Final

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