Health System Assessment and Strategy for Franchise

Summary

Vis-à-vis increasingly competitive dynamics, SciVida supported a large pharmaceutical company in developing strategy to improve access and utilization of a key product franchise in the health systems channel.

Situation

Having recently released a new product in a crowded market, our client wanted to revise and strengthen its health systems strategy for a portfolio of products in a therapeutic area. They needed a partner to inform a robust fact base, identify the strategic considerations and implications of the findings, and develop an actionable strategy.

SciVida’s Approach

A strong health system strategy for the franchise required deep insights from appropriate decision makers at health systems, group purchasing organizations (GPOs), and regional purchasing coalitions (RPCs). After taking stock of the client’s existing data and information, our team developed a primary research plan in collaboration with the client to include clinical (e.g., department heads) and pharmacy (e.g., directors of pharmacy) stakeholders involved in P&T decision making for the relevant franchise, as well as executive-level stakeholders from top GPOs and RPCs.

We prepared and executed the primary research plan with the end in mind, considering the key business questions our client needed answered and taking those into account in the logic of the research questions we posed as well as the specific probes we included. Broadly, the research focused on perceptions of products and manufacturers, drivers and barriers of coverage, handling, and utilization, and pricing and contracting dynamics in the category.

Using the output from the primary research with health systems, GPOS, and RPCs, we developed a robust assessment, including both summary points and granular-level details. In analyzing our data and findings, we defined and characterized a set of account archetypes into which health systems can be grouped for strategy customization and then developed strategic recommendations for each customer segment. We synthesized the findings of the assessment and archetype analysis—interpreting the “so what” factor for our client—and recommended strategies for improving access and utilization of their products within health systems.

The client leveraged the output to refine their health system strategy for the franchise, including customer engagement, product value proposition and positioning, and contracting.