additional content
Exhibit 5: Pricing and market access (P&MA)
can inform internal strategic options
about product development and
launches.
In another instance, a pharmaceutical
company found itself facing policy
changes on the payor side in Europe
and Asia, supported by government
decision making, that negatively
affected revenues from some of
its leading brands by as much as
20 percent. Worse, pricing actions
involving these drugs took the
company by surprise because it
had invested little effort and few
resources in understanding and
120
world monitor
anticipating what payor and physician
communities, as well as governments,
were considering to address spiraling
healthcare costs.
However, after a campaign to build
critical team capabilities, things
changed radically for the company.
By adding substantial skill sets in
medical affairs, government affairs,
and market access, in particular, the
company was able to integrate a much
more well-rounded view of the external
payor, healthcare professional,
regulatory, and policy landscape into
its internal market discussions. Unlike
before, the company could proactively
address fundamental questions: How
can we protect our cornerstone brands
by having more coordination between
our commercial side and the critical
teams? How do we communicate our
points of view to the medical and
payor communities, and how do we
address their concerns consistently?
How do we provide the right level
of data to influence payor decisions
without compromising the conditions
the product is approved for? How do we
educate providers about the value of our
pharmaceuticals and work with them to
drive efficiencies in healthcare delivery?