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

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?

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

► 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

Key questions




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

Understanding a patient’s journey helps us identify unmet needs and intervention opportunities

Population

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

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

Navigating diverse market stakeholder independencies requires micro-market analysis

Source: EY Analytics Platform

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

Collaborating with the market to improve outcomes and provide earlier intervention

Key questions




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

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

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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Creating Commercial Agility to Avoid the Commoditization ... · dr. lisa marie myers 7796 wolf...

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