ADG Whitepaper_Feb2020 The future of the pharma and GP engagement model | Page 3

Introduction
While many GPs no longer see sales representatives,
pharmaceutical companies have an unprecedented opportunity
to engage and support GPs under a digitally led model.
Australia’s healthcare system faces significant chal-
lenges including an unprecedented demand on doctors
and medical professional services. General practitioners
(GPs) delivered 18 per cent more services in 2016 / 2017
than they did a decade ago and this is predicted to con-
tinue to grow. 1
This demand is being fuelled in part by Australia’s
increasing life expectancy, resulting in an aging
population 2 presenting with more complex cases with
30 per cent of Australians over 65 now take at least five
PBS medicines a day. 3
Despite increases in the number of Australian trained
doctors, more than doubling since the late 1990s,
recent locally trained graduates are less likely to work
either as GPs or in rural communities compared to local
graduates of the 1970s – 1980s. 4
As partners in healthcare, the pharmaceutical
(pharma) industry helps to support these over-stretched
GPs and keep them up to date with best practice use of
medicines. 5
However, in the increasingly complex world of
medicine, traditional methods of education and
communication are quickly becoming inadequate.
The integrated nature of medicine and the necessity
for healthcare professionals (HCPs) at all levels to have
a far greater understanding of complex treatments and
therapy areas means traditional single therapy and
single profession education is outdated and ineffectual
at changing understanding and therefore behaviour in
the way that is required.
Until now, drug information has mostly been received
by doctors through pharma sales representative (sales
rep) visits and educational meetings. But times have
changed. Many GPs are too busy to see sales reps 6 ,
2
THE FUTURE OF THE PHARMACEUTICAL
AND GP ENGAGEMENT MODEL
or are choosing to see fewer than before 7 , while others
won’t see them purely on principle. 8 Even if they did,
many established brands have had their budgets for
sales reps reduced or some no longer have the luxury
of a field force at all. 9 Also, newly launched primary care
medications may have reduced internal priority as the
marketing focus moves to novel biological drugs.
But there is a silver lining to these clouds of
disruption; the internet has come of age, presenting
pharma companies and marketers with new
opportunities to engage with these doctors and add
value to their professional lives by the timely sharing
of relevant knowledge and information.
The question is no longer if pharma companies and
marketers should use digital communication; it’s how
they should use it to ensure maximum engagement
and ultimately maximum benefit to the patient.
18
GPs DELIVERED
%
MORE
SERVICES IN 2016 / 2017
THAN THEY DID A DECADE AGO