Strategies For M&a Integration In The Pharmaceutical And Healthcare Sector – Brian Corvino is a Managing Director at Deloitte Consulting and leads Deloitte’s Value, Access and Pricing Strategy practice and Deloitte’s Center for Oncology Transformation. For more than 20 years, Corvino’s practice has focused on advising life sciences clients on go-to-market, pricing, commercialization and launch strategy. His main area of focus is to bring new perspectives to the growing challenges of sustainable pricing, affordability, access and value in conventional, specialty, oncology, cell and gene therapy and rare diseases.

John Yeager is a Managing Director at Deloitte Consulting and leads Deloitte’s Value, Access and Pricing Strategy practice. For over 18 years, Jaeger has advised life sciences clients on commercial strategies focused on go-to-market, biosimilar entry, reimbursement, pricing and lifecycle management. Its primary goal is to help life sciences clients optimize patient access and affordability while developing sustainable commercial and pricing models.

Strategies For M&a Integration In The Pharmaceutical And Healthcare Sector

Nataša, Deloitte Services LP, Research Manager, Deloitte Healthcare Solutions Center. He has spent more than 10 years in market research serving healthcare clients. Nataša, who has extensive experience in research methodology and data analysis, conducts interdisciplinary research at the Center. Natasha holds a Masters in Survey Research and Methodology.

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Madhushree Wagh, Deloitte Services LP Research Analyst in Deloitte’s Center for Healthcare Solutions. Conducts research to inform stakeholders about emerging trends, challenges and opportunities in life sciences and healthcare. He has an MBA degree in Marketing.

A go-to-market strategy is critical to launching a successful therapy, but traditional approaches may lack nuance. Our research suggests that an archetype-based approach to targeted go-to-market strategies may be more useful.

However, more than a third (36%) of all new launches in the US failed to meet expectations.

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Go-to-market strategy and execution – The ability of life sciences companies to demonstrate clinical and economic evidence, negotiate with healthcare access stakeholders,

And ensuring affordable and timely product delivery to eligible patients is a key factor in product success and failure.

Without effective market access, patients lose confidence in the ability of the entire healthcare system to provide access to therapy. In addition, market access issues can undermine the trust of other important stakeholders—the providers who prescribe and administer treatments, the private and public payers who pay for them, and the researchers and investors who drive innovation.

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While successful go-to-market strategy and execution are universally important, our research suggests that more nuanced approaches are needed. We have found that the go-to-market activities associated with a successful launch often differ by product type. That’s why we’re introducing a therapeutic archetypes framework that can help life sciences companies improve product launch success and realize brand ambitions. We present five archetypes that consider product, patient, disease area, market characteristics, and product technology, as well as the evolution of drug pathways from broad patient populations to more targeted indications and personalized therapies. The archetypes are:

Our research suggests that preparation should begin much earlier in the development process, taking into account market access considerations, a wider range of industry stakeholders, and deeper, cross-functional collaboration. We present the results of our research in relation to the strategic decisions to be made by organizations.

As deployment becomes more complex, companies must consider these strategic issues as well as specific deployment and go-to-market requirements. Meeting these requirements with archetype-based startup planning can help them successfully execute new startups.

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The ever-increasing cost of drug development, fierce competition, payer control, and complex distribution logistics make it a challenge for pharmaceutical companies to implement the right launch strategy. A Deloitte study analyzing drug launches in the United States shows that success at launch has a significant impact on the product’s revenue trajectory in later years, yet 36% of drugs launched between 2012 and 2017 failed to meet launch forecasts. Half of drug launch failures (50%) were due to limited market access, followed by insufficient understanding of market and customer needs (46%) and poor product differentiation (44%).

Looking ahead, we expect that market access will continue to evolve throughout the product life cycle. Complex benefit models, increasingly sophisticated utilization management practices, and the increasing market power of payers as a result of industry consolidation put market access at the center of rollout success. This raises the stakes for implementation teams and requires conscious and careful planning for potential access issues early in the development process and throughout the product lifecycle.

Without effective market access, new therapies remain an unfulfilled promise even after they are introduced, undermining patient and caregiver confidence in the health care system’s access to treatment. In addition, market access issues can undermine the trust of other key stakeholders: the providers who prescribe and administer treatments, the private and public payers who pay for them, and the researchers and investors who drive innovation. Biopharmaceutical manufacturers must rethink their go-to-market and stakeholder relationships to ensure new treatments reach the market.

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In this article, we examine critical aspects of the introduction of different types of biologics and share ideas on how future introduction approaches can be improved based on the unique characteristics and needs of each therapy. We suggest that processes based on therapeutic archetypes (see the sidebar “Therapeutic Archetypes Can Optimize Startup Decision-Making”) can improve the effectiveness of startup planning and execution.

Deloitte’s Center for Healthcare Solutions conducted this study to understand the challenges and leading practices associated with bringing new products to market in various therapeutic areas (TAs). We also wanted to understand the fundamental similarities and differences in go-to-market and implementation aspects between different types of products and how organizations can improve their implementation.

Between September and November 2021, we interviewed 16 industry players who are experts in go-to-market, commercial strategy, marketing and excellence from biopharmaceutical companies (14) and go-to-market consultants (two).

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Deloitte’s experience shows that a successful go-to-market strategy takes into account strategic decisions, optimizes process coordination between functions and subsidiaries, clarifies roles and responsibilities, and uses digital technologies for efficient and effective operational execution. Our Market Access Excellence (MAx) methodology recognizes that organizations make decisions based on imperfect information and that strategic decisions involve trade-offs, antecedents, downstream effects and side effects. We illustrate our research results with the following strategic decisions (Figure 1):

The technologies that enable new therapies to enter the market are changing rapidly. As new therapies, such as biomarker testing for certain cancers, target smaller and smaller populations, and some, such as gene therapies, are tailored to individual patients, we have entered the era of personalized medicine. The market’s reaction to all this is difficult to predict. Reimbursement dynamics and payers’ willingness to pay may change, and changing care models may limit access or bear a significant portion of patient costs.

One-size-fits-all approaches to market access are no longer viable. We present the therapeutic archetypes framework (Figure 2), first introduced in the book Commercializing Specialty Pharmaceuticals: Advancing Channel Strategy and Analytics. Archetype-based deployment approaches can incorporate critical product-specific considerations and simplify the creation of unique deployment plans for each product.

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Based on the product and market characteristics outlined below, our five archetypes are related to the increasing complexity of stakeholders in the management of increasingly complex and expensive treatments, as well as the shift from high-volume therapies for chronic diseases to highly specialized therapies for narrowly defined patient populations.

One of the goals of our study was to test our therapeutic archetype system, and it confirmed several of our main hypotheses and suggested some improvements.

According to some respondents, further segmentation of general medicine may be useful: how payers and providers perceive benefits and how they manage utilization may differ depending on whether the product is used chronically (e.g., statins) or short-term (e.g., infection repellents or local consumables) are used. .

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Another recommendation was to categorize oncology into subcategories whose evolution is expected to reflect the client’s approach to treatment: mature products facing biosimilar entrants are expected to be treated differently than products with new MOAs, creating greater financial and clinical uncertainty.

Although respondents agreed that cell and gene therapy deserves a separate archetype, the aspects of going to market today are very similar to oncology and rare diseases. Recognizing these similarities, we propose that cell and gene currently occupy a sub-segment within the oncology and rare disease archetype. We expect the field to evolve into its own archetype with different approaches to access, channel dynamics, payment models, pricing and reimbursement.

A disciplined approach to go-to-market starts with articulating your brand goals and how those goals support overall commercial goals. Organizations must consider trade-offs such as access time, market share, volume, rebates and discounts, costs of patient access programs, fulfillment solutions, and required commercial opportunities, recognizing that goals and costs they are modified as the test product progresses. clinical development.

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An important contribution to this exercise is landscape assessment, which provides information on ‘where to play’ and covers the following areas:

Our research shows that incorporating commercial knowledge into a clinical development program, even at a very early stage, can be extremely valuable as it can inform future evidence development, trial design and formulation strategy.

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