Marketing Strategies for Specialty Care Marketing Strategies for Specialty Care Products: Why change the model?Products: Why change the model?
Touchpad Question:Touchpad Question:Which Market Segment Grew Faster Which Market Segment Grew Faster in 2009?in 2009?
1. Branded Primary Care
2. Biotech
3. Oncology
4. Generics
Touchpad Question:Touchpad Question:Which Market Segment Grew Faster Which Market Segment Grew Faster in 2009?in 2009?
1. Branded Primary Care + 1.6%
2. Biotech + 16.1%
3. Oncology + 10.4%
4. Generics + 11.6%
Strategy: Strategy:
“a plan of action designed to achieve a particular goal or overall aim ” noun (plural strategies)
Oxford English Dictionary
Goals Are SimilarGoals Are Similar
Primary Care
Sell your productGain market shareDisplace your competition
Specialty
Sell your productGain market shareDisplace your competition
What is a “Specialty” Market / Product?What is a “Specialty” Market / Product?
1. Expensive, complex therapy.o e.g. Avastin, Fabrazyme, Remicade, Tsabri, Atripla
2. Small number of target customers.o e.g. 200 key prescribers in Canadian HIV market place.
3. Highly knowledgeable and sophisticated prescriber base.
4. Rapidly advancing base of scientific knowledge.o Driven by key conferences (e.g. ASCO, CROI, ASN, ACC).
5. Increasingly becoming a chronic care market.o e.g. transplant immunosuppressives, MS-therapy, HIV antiretrovirals,,
targeted anti-neoplastics.
6. Often a small patient base.
Major DifferencesMajor Differences
1. Sales force deployment
2. Science and data are the drivers
3. Patient Advocacy Groups
4. Reimbursement hurdles are high
5. Marketing Mix
6. Communication Channels and Media
Target Audience:Target Audience:General MD vs. SpecialistGeneral MD vs. Specialist
GP / FP
Solo practice,
Limited staff,
Wide range of diseases
Limited access
Specialist
Group, department practice.
Influence on guidelines, reimbursement, education,
Research requirement / interest
Single disease focus
Frequent access
Limited clinical time
1. The Sales Force1. The Sales Force
Highly technical knowledge requirements Not driven by reach & frequency Project based activities Must be able to sell the science Must be able to work as part of a team High access to Customers (part of the team)
Few customers to target /Few customers to target /Higher value per customerHigher value per customer
Small audience relative to other therapy areas
High relative value per prescriber
Example:o 6 HIV representatives.o $20.0 M per
representative in revenue.
Relatively little variation in value per prescriber (all are high prescribers).
0
10000
20000
30000
40000
Onc Urol Neur CV OBG
# Oncs vs. Other Specialties
2. Science and data are the Drivers2. Science and data are the Drivers
Conferences can change practice Face to face influence (role of a good medical
director) Medical Information as a communication
channel MSL’s
Publish Or Perish:Publish Or Perish:Topo Inhibitor - Publications & SalesTopo Inhibitor - Publications & Sales
0
50
100
150
200
250
94 95 96 97 98 99 00 01
To
tal P
ub
licat
ion
s
$0
$200
$400
$600
$800
U.S
. Sal
es (m
illio
ns)
Irino Pubs Topo Pubs Irino Sales Topo Sales
3. Patient advocacy 3. Patient advocacy
Patient groups are often very educated regarding the disease / condition
Small, vocal groups that can influence approvals, reimbursement
Very involved in the treatment and availability of treatment
These groups can affect patient opinion as well.
4. Reimbursement4. Reimbursement
Hurdles are high due to relatively high price QOL data is essential to success Again, a data driven world Expect provincial variability Expect variability in criteria for reimbursement
Large Differences Between Health Canada Indication and “Payor Indications”
BC AB ON QC
Treatment Naïve Patients
Cirrhotic pts with:HBV DNA >1M copies/ml
Or
HBV DNA >10K copies/ml
& ALT >3x ULN
All pts with chronic HBV
(restricted benefit listing for use by specialist in
internal medicine)
Pts. with HBV DNA >106
IU/ml, any age, >F4 upon biopsy or confirmed diagnosis of cirrhosis
All pts with chronic HBV
(open listing on RAMQ formulary)
Treatment Experienced Patients
Not Listed LAM pts who have evidence of:
1) inadequate response
2) Viral breakthrough
3) LAM resistancePu
blic
Pay
or
“In
dic
atio
ns”
HC
Ind
icat
ion
Viread® is indicated for the treatment of chronic hepatitis B infection in patients 18 years of age and older
Key Areas of Strategic FocusKey Areas of Strategic Focus
Regulatory Strategy
Product Label
New Indications
Funding Strategy
Reimbursement
Guidelines
Communications
Sales Force
Promotional Strategy
Conferences
Stakeholder Strategy
Patient Groups
Advocacy
Medical Strategy
Advisory Boards
MSL’s
Med Info
IIT’s
Marketing Mix Allocation ComparisonMarketing Mix Allocation Comparison
30%
20%
10%
10%
5%
15%
10%
Journal Ads Detail AidsReprints SamplesAd Boards Market ResearchKOL Development
Primary Care Product10%
5%
15%
0%
25%
15%
30%
Journal Ads Detail AidsReprints SamplesAd Boards Market ResearchKOL Development
Specialty Care Product
What’s The Ideal Communication Medium?
• Detail Aid
• Sales Force Messages
• Clinically oriented communications
• Guidelines, conference coverage, slide decks
• Sales and Medical delivered Messages
•Customer forums
Product Slide Set
Speaker Name
Title
Insitution
Date
Specialty Marketing:Specialty Marketing:8 Strategies for Specialty Success8 Strategies for Specialty Success
1. Gain key opinion leader support early in the development process.
2. Develop evidence of the health gain and value for money of therapy.
3. Develop a clearly defined patient profile for the brand based on the evidence.
4. Plan for variation in reimbursement criteria, guidelines, product positioning and product uptake.
5. Invest in advancing the science– guidelines, review articles, IIT’s.
6. Be Nimble: Medical practice Changes Quickly in these Markets
7. Ensure enough resources are allocated to “non-traditional” channels – Medical Strategy, MSL’s,
8. Ensure sufficient conference coverage and presence is implemented.