Creating Commercial Agility to Avoid the Commoditization ... · dr. lisa marie myers 7796 wolf...
Transcript of Creating Commercial Agility to Avoid the Commoditization ... · dr. lisa marie myers 7796 wolf...
Creating Commercial Agility to Avoid the Commoditization of Rx’s
DTC National Conference 2014 Presented By: Dan Fracas
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Key questions
► What steps need to be taken to address the consolidation of physician practices by IDNs?
► What are the key capabilities needed to effectively navigate the interdependencies between diverse market stakeholders?
► What are the organizational impacts of transforming to a customer-centric model that integrates providers, payors and patients?
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Market forces are driving the industry to handle customer interactions differently …
Market forces
► Primary and specialty care case load rising, further reduces sales rep time with providers
► IDNs consolidating physician practices, transforming individual HCP behavior to that of a “system member”
► Market stakeholders all vying for dominant role in health care continuum
Industry response
► Build targeted partnerships to evaluate new business models across life cycle of care
► Build sales capabilities to manage relationships across market stakeholders
► Develop stronger relationships with patients to help reduce hurdles for physicians
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► The organization is primarily focused
objectives (pharma’s agenda).
► Customer relationships are a series of
transactions with individuals.
► The organization is viewed as
latest product or expanding access for
products.
► The organization has limited account
understanding of account-level
buying patterns.
► The organization is externally focused,
developing solutions with key
► Customer engagement is driven in a
manner and based on a deep
stakeholder’s business agenda and
► The organization is viewed as a trusted
► Customer information is standardized
enterprise to develop a comprehensive
customer.
… and transform from product-to-customer-centric organizations
Product centric
attributes Customer centric
attributes
Current Future
Account centric teams
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Key questions
► What steps need to be taken to address the consolidation of physician practices by IDNs?
► What are the key capabilities needed to effectively navigate the interdependencies between diverse market stakeholders?
► What are the organizational impacts of transforming to a customer-centric model that integrates providers, payors and patients?
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Detailed ecosystem analysis is visually represented to harness greater insight across key stakeholders
HospitalLTC
FacilityASC
Group
Practice
HCPHCP HCP HCP
IDN
OWNED
LEASED
NETWORK
AFFILIATED
MANAGED
CHILD IDN
HCO HCO HCO
HCPHCP HCP
PIID
HCP
POID
HCO GPO
Channels>6,000 hospitals
>33,000 outpatient clinics>17,000 LTC/Extended care facilities
>9,000 Home Health agencies>3,000 Hospice Agencies>4,000 ASC’s
Metrics>110 Million Unique Patients
>500 Million Medical Claims>1.1 Million Unique HCPs
> 49 Million Unique HCP Connections
Key IDN Endocrinologist
Target Baptis t Memoria l IDN Endocrinologis t Address City State Rank Network Size
Dr. MOHAMMAD NAUMAN QURESHI 6630 SUMMER KNOLL CIR MEMPHIS TN 9 1596
Dr. MAHER S GHAWJI 6027 WALNUT GROVE RD MEMPHIS TN 8 1294
Dr. ALAN JAY COHEN 5659 S REX RD MEMPHIS TN 8 1197
Dr. RALPH CONRAD GOODMAN 6027 WALNUT GROVE RD MEMPHIS TN 8 1207
Dr. HOOMAN OKTAEI PO BOX 172036 MEMPHIS TN 7 1374
Dr. LISA MARIE MYERS 7796 WOLF TRAIL CV GERMANTOWN TN 7 932
Dr. LAKSHMI KRISHNAMURTI KRISHNAMURTHI 4913 RALEIGH COMMON DR MEMPHIS TN 6 675
Dr. KASHIF AHMED LATIF 2996 KATE BOND RD MEMPHIS TN 6 822
Dr. DANIEL QUARCOOPOME COFIE 9016 ANDERTON SPRINGS DR MEMPHIS TN 6 534
Dr. JAYANT DEY 910 MARY VANCE TUPELO MS 6 595
Dr. ANTHONY KEITH CRYAR 1222 TROTWOOD AVE COLUMBIA TN 6 1082
Dr. MUZAFFAR BASHIR PIRACHA 4540 W RAILROAD ST GULFPORT MS 6 438
Dr. JOHN WEBSTER DEGROOTE 4211 HOSPITAL ST PASCAGOULA MS 6 252
Dr. RAUF MOHAMMED BABA 315 E TICKLE ST DYERSBURG TN 5 644
Dr. JAVERIA AHMED 6027 WALNUT GROVE RD MEMPHIS TN 5 606
Dr. MARK DEVIN SHEPHERD 670 CROSSOVER RD TUPELO MS 5 528
Dr. LEONIL ALDECOA GAN LIM 670 CROSSOVER RD TUPELO MS 5 555
Dr. AMANDA REAGAN SCHIEFER 501 MARSHALL ST JACKSON MS 5 536
Dr. JOSEPH N TOKARUK 109 W 6TH ST COOKEVILLE TN 5 307
Dr. RICHARD FRANCIS GRIFFITHS 2 SHACKLEFORD WEST BLVD LITTLE ROCK AR 5 467
Dr. BEVERLY JEAN WILLIAMS-CLEAVES 2829 LAMAR AVE MEMPHIS TN 3 397
Dr. GENARO MIGUEL PALMIERI 100 N HUMPHREYS BLVD MEMPHIS TN 3 320
Dr. MALINI GUPTA-GANGULI 6005 PARK AVE MEMPHIS TN 3 442
Dr. KEVIN DONALD GANONG 311 E MATTHEWS AVE JONESBORO AR 3 340
Influence Network
Target Baptis t Memoria l IDN Endo Endo HCP Network Specia l ty City State Rank SOR
Dr. MOHAMMAD NAUMAN QURESHI JOSEPH SETH WEINSTEIN Cardiology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI MAHIR RAMIZ AWDEH Cardiology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI PAUL STEWART BIERMAN Gastroenterology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI CLYDE RUFUS SMITH III Emergency Medicine MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI OTIS SUMTER WARR III Cardiology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI MICHAEL BAIRD MCDONALD Cardiology GERMANTOWN TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI WILLIAM KEITH LAWRENCE Radiology, Diagnostic OXFORD MS 10 8
Dr. MOHAMMAD NAUMAN QURESHI KENNETH I FIELDS Gastroenterology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI MARK GORDON GUNN Radiology, Diagnostic OXFORD MS 10 6
Dr. MOHAMMAD NAUMAN QURESHI THOMAS ALLEN SNEED JR Radiology, Diagnostic OXFORD MS 10 6
Dr. MOHAMMAD NAUMAN QURESHI WAJIH ISTANBOULI Emergency Medicine MEMPHIS TN 10 9
Dr. MOHAMMAD NAUMAN QURESHI ELLIS GAVIN REEF Cardiology MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI MARY S MISSAK Internal Medicine MEMPHIS TN 10 10
Dr. MOHAMMAD NAUMAN QURESHI MAGDI S WASSEF Internal Medicine SOUTHAVEN MS 10 8
Dr. MOHAMMAD NAUMAN QURESHI COVIN MCKINLEY JORDAN JR Radiology, Diagnostic OXFORD MS 10 2
Dr. MOHAMMAD NAUMAN QURESHI VIRGIL LEE NORRIS JR Radiology, Diagnostic OXFORD MS 10 5
Dr. MOHAMMAD NAUMAN QURESHI TODD DWAYNE EDWARDS Cardiology GERMANTOWN TN 9 10
Dr. MOHAMMAD NAUMAN QURESHI MUKESH JAIN Internal Medicine SOUTHAVEN MS 9 8
Dr. MOHAMMAD NAUMAN QURESHI RAJ C DAVE Cardiology MEMPHIS TN 9 10
Dr. MOHAMMAD NAUMAN QURESHI JOHN DANIEL CRAWFORD Fami ly Practice COLLIERVILLE TN 9 9
Dr. MOHAMMAD NAUMAN QURESHI ABBAS MIRZA Emergency Medicine ARLINGTON TN 9 10
Dr. MOHAMMAD NAUMAN QURESHI CIAO ZHENG NEWMAN Internal Medicine SOUTHAVEN MS 9 6
Dr. MOHAMMAD NAUMAN QURESHI STEVEN LEE AKINS Cardiology GERMANTOWN TN 9 10
Dr. MOHAMMAD NAUMAN QURESHI ERIC DEWAYNE BLAKNEY Internal Medicine MEMPHIS TN 9 10
Access to individual, network, and
customer affiliation data which drives
analysis of network coverage and existing
targeting and resource allocation
Layering market insights on a
geographic “patch” enables us to:
► Identify the concentration of
appropriate brand patients by
disease state or risk factor
► Assess the influencers within the
environment across stakeholders
(e.g. payers, providers, patients,
pharmacies, etc.)
Geospatial analysis produces a unique
visualization and understanding of
environmental interdependencies
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Understanding a patient’s journey helps us identify unmet needs and intervention opportunities
Population
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Analysis shows an uneven distribution between the allocation of calls and patients coverage
Approximately 70% of capacity is
allocated to 37% of total patient
volume.
Source: EY analysis study
25%
20%
15%
10%
5%
0% 10 0
Market decile
Physician targets
Calls
25%
20%
15%
10%
5%
0% 10 0
Market decile
Physician targets
Calls
Market
decile Total targets Call distribution
EY matched
targets Call distribution
Patient
coverage
10 2 1% 109 2% 2 1% 109 3% 334 4%
9 7 3% 203 4% 7 4% 203 5% 2,090 24%
8 6 2% 226 4% 6 3% 226 5% 854 10%
7 15 5% 507 9% 13 7% 382 9% 1,549 18%
6 12 4% 325 6% 10 6% 321 7% 1,219 14%
5 12 4% 347 6% 9 5% 291 7% 362 4%
4 18 6% 511 9% 11 6% 372 9% 508 6%
3 28 10% 773 14% 22 13% 648 15% 1,070 12%
2 51 18% 1,114 20% 39 22% 994 23% 731 8%
1 91 33% 1,185 21% 38 22% 595 14% 411 5%
0 36 13% 298 5% 19 11% 192 4% 142 2%
278 176
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Non-targeted neurologists
Targeted vs. Non-targeted neurologists
Neurologists Patients Mkt shr @50k/patient Mkt shr @50k/patient
Partners 42 221 15% $1,657,500 30% $3,315,000
Boston MSA 54 140 15% $1,050,000 30% $2,100,000
Total 96 361 15% $,707,500 30% $5,415,000
Source: EY analysis study
Neurologists MS patients
Low
Medium
High
Non-targeted neurologists MS patients
Low
Medium
High
Partners non-targeted neurologists MS patients
Low
Medium
High
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Navigating diverse market stakeholder independencies requires micro-market analysis
Source: EY Analytics Platform
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The “Quarterback” will understand patients needs throughout their disease
journey
• Market analytics (e.g., customer segmentation, tracking value)
• Patient journey (prevention through treatment)
• Partnerships with third parties to access and analyze patient data
• Patient stratification tools and health outcomes analysis capabilities
Providing Value Added Services to Network Customers
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Collaborating with the market to improve outcomes and provide earlier intervention
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Key questions
► What steps need to be taken to address the consolidation of physician practices by IDNs?
► What are the key capabilities needed to effectively navigate the interdependencies between diverse market stakeholders?
► What are the organizational impacts of transforming to a customer-centric model that integrates providers, payors and patients?
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Enabling customer engagement in today’s market requires a collaborative team effort
B
C A
D E
Push
Pull
Planning — allows the selling team to
conduct market planning, sales territory
planning, alignment, and to set sales
quotas and incentives based on defined
corporate objectives.
Implementing — allows the selling team
to maintain, evaluate and monitor
customer satisfaction and improve
business unit performance and
marketing strategies
Transacting — allows the selling team to
establish and monitor pre-call activities,
actual sales calls, post-call activities, sales,
sales training and bonus calculations
Closing — allows the selling team to
complete, sign, seal and deliver a
mutually agreeable contract with a
program to achieve customer delight and
increased sales
Qualifying (profiling and targeting) — allows the selling team to
assess customer needs, set pricing strategy and identify
appropriate programs
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Tools and
technology
Incentives and
metrics
Customer-centric
account strategy
People
culture
roles and
responsibilities
► Understanding current and future trends
through customer business insights
► Understanding the customer’s operating
model
► Understanding the share of wallet across
products
► Evaluating and selecting the best people
for these new roles
► Defining a culture that promotes
customer-centric behavior
► Defining the roles and responsibilities
across the BUs
► Quantitative and qualitative metrics based on
account potential and history
► Incentives tied to account and business unit
(BU) performance
► Alignment of incentives to drive customer
centricity across BUs
► Using a common “playbook” to drive
customer-centric processes
► Providing actionable insight to enable your
customer-centric strategy
► Facilitating collaboration with customers
and stakeholders to drive health outcomes
Including an approach that addresses the strategy and enablement necessary for true transformation
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In summary
► Develop partnerships to evaluate new business models across life cycle of care
► Build capabilities to manage relationships across market stakeholders – “connection points”
► Develop stronger relationships with patients to help reduce hurdles for physicians
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