SKU: PH222.
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Patient Centricity 2.0 (Marketing)

$4,895.00

Patient-centricity is more than a buzzword — it’s the new way of life for leading life sciences companies.  This report investigates how companies are implementing structures, resources and tactics to best support patient-centric strategies.  It also explores different types of patient-centric initiatives — including resources, timelines and ROI — to provide readers with snapshots of different programs they can conduct to bring their company’s patient-centricity to the next level.

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PATIENT-CENTRICITY REPORT VITALS AND FEATURES 

Patient-Centricity means that companies engage with actual drug/device end-users (aka patients/consumers/humans)! They listen to patient concerns about things like quality of life, dosage, delivery, side effects (diet issues, weight gain, etc), and anything else that affects real people. They engage with patient communities and work with them to ensure that patients have the knowledge, resources and support systems they need. This report’s three chapters are about these topics:

  • Chapter 1 is about the prevalence of patient-centric initiatives and the rise of dedicated teams.
  • Chapter 2 is about roles/responsibilities for patient-centric programs and distribution channels.
  • Chapter 3 has profiles of specific patient-centric initiatives.

Data have been split by by geography:

  • Global
  • US
  • EU/CAN/AUS
  • Asia-Pacific
  • Latin America
  • Middle East and Africa

Data have also been split by company size:

  •  Top 10 pharma
  • Top 50 pharma
  • Small pharma
  • Device
  • Consultant / CRO

Top Reasons to Read Patient-Centricity 2.0

Gain awareness of and improve strategy and planning initiatives for patient-centricity: Improving strategy and planning is essential to maximizing patient-centric initiatives’ impact. Proper planning enables teams to deliver the information or service that patients need most, determine the most effective way to solve this need and discover the best way to communicate the solution to patients. This study includes detailed best practices and strategies for balancing patient needs with internal commercial priorities. It also includes methods companies use to identify and communicate initiatives for patient-centricity.

Determine best-fit structures for disseminating patient-centric messages: Teams weigh several factors when deciding the best path for distributing messages for patient-centricity. Online platforms are being used as a primary point of communication. But within the online sphere there are several approaches that teams can use. This study explores online channels used to engage patients, as well as the percentage of companies using those platforms.

Benchmark patient-centric initiative costs, staffing and duration to plot successful initiatives and ensure adequate support: Every initiative for patient-centricity will be slightly different in operations, strategy and resources. Companies need to consider these details before they can successfully implement patient-centric activities. The data in this study provide initiative details, company backgrounds, initiative spending and other resource metrics to help pharmaceutical and medical device teams implement and plan their patient-centric tactics.

You may also be interested in CEIConnect: The Lifesciences Industry’s On-Demand Research Resource as well as our individual marketing research reports.

The following excerpt is from Chapter 3: Profiling Patient-Centric Initiatives.

Patient-centric initiatives can start almost any time after a product is approaching launch. Early initiatives — like those that take place a year or two prior to launch — can help new patients acclimate to the product (especially for first-in-class products). Moreover, physicians and payers may look more favorably on new products if the company promises patient support.

That being said, initiatives that begin late in a product’s lifecycle are also crucial. New initiatives may help sway patients to the company’s product as competitors enter the market. Alternatively, they may help long-term product users remain motivated and maintain product adherence.

Eighteen percent of surveyed teams’ initiatives began a year before the related product launched, and another 36% began during the product’s launch year (Figure 3.5, not shown). While launch may be the most popular time to start an initiative, 27% of surveyed teams’ initiatives did not begin until the product had been on market for at least two years. More specifically, one initiative began during the product’s 4th year on market, and another did not begin until the product’s 10th year on market.

Surveyed teams also indicated the expected duration of their initiatives (Figure 3.6, not shown). Only 3% of surveyed teams’ initiatives lasted less than a year. Short-term campaigns like these may need to have very targeted and achievable end goals because most initiatives would require more time to reach all of their audience and make an impact. Instead, 41% last 1–2 years. This duration is long enough to build trust with patients and help them develop habits. Yet it is not long enough that the company would have to implement processes and/or staff to establish long-term maintenance.

Examples of companies that have participated in this study:

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