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There is a general acknowledgement that the traditional pharma sales and marketing model needs to be reappraised. Simply pushing products through clinicians and pharmacists is no longer enough in a world of rising chronic conditions and tech-savvy patients swapping experiences via social networking. In a recent KPMG survey of pharma sales leaders, 68 percent of respondents believe that the current sales system is ‘broken.’2
It is a big leap of faith to shift investment away from sales towards education and training of clinicians, patients and carers, and promotion of broader health and wellbeing, rather than direct product sales and marketing. Nevertheless, change is happening. In a bid to become more patient-centric, Danish manufacturer NovoNordisk talked to diabetics to understand how the disease affects them at differing times, and gave them the opportunity to design their own treatment model. The resulting pilot
included services such as text reminders to take medication, which reduced incidents of hypoglycaemia. Google’s glucose monitoring contact lens is another example that began with conversations with diabetes patients, who felt traditional methods to be laborious and uncomfortable.
Closer collaboration with clinicians can also improve outcomes. One company producing anti- dementia drugs analysed regions where sales were low, and discovered that some of these geographies also experienced a high volume of internet searches for possible treatments, suggesting unmet needs. The company’s medical sales staff then spent time with local physicians to improve their ability to recognise dementia symptoms earlier and prescribe appropriate therapies. In this win-win scenario, patient outcomes and quality of life improved, costs of associated complications fell, and commercial product sales increased.
© 2014 KPMG LLP, a UK limited liability partnership, and a member fi rm of the KPMG network of independent member fi rms affi liated with KPMG International Cooperative, a Swiss entity. All rights reserved.
Such advances take a far broader view of the role of a pharma company, involving interactions with patients, families, providers, payers and other sectors such as medical devices, technology, telecommunications, food and leisure. Not surprisingly, technology is at the heart of many of these innovations, with apps and online portals offering advice and enabling diagnosis.
It is a big leap of faith to shift investment away from sales
towards education and training of clinicians, patients and carers, and promotion of broader health and wellbeing, rather than direct product sales and marketing
2
kpmg.com/global/en/issuesandinsights/articlespublications/press-releases/pages/pharma-randd-innovation.aspx
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