The drug is just one element of integrated healthcare solutions, which form part of a“beyond the pill” strategy. Going ‘beyond the pill’, means focusing on the needs of the stakeholders who regulate, reimburse, prescribe and use the medicines. By being outcome-centric, companies can develop and provide tailored solutions which will lead to better health outcomes, and create the optimal conditions for their own products to be commercially successful. Dabbling with a few token-gesture services will not work. Only the provision of legitimate long-term solutions for legitimate unmet needs and in a way that complements the products on offer for the programme will lead to mutual benefit being realised.
One size does not fit all! Kasocio helps pharmaceutical companies:
- understand how the provision integrated care can give them specifically, an invaluable point of differentiation at every stage of their product’s lifecycle. By coupling drugs with integrated solutions within a clinical trial setting, companies can differentiate their offerings and generate additional revenues — particularly in chronic disease categories where patient engagement is critical to achieving better outcomes.
- ensure that the patient pathway is at the heart of their integrated care strategies, to improve health outcomes for their patients and sustain commercial success
- consider the steps they should take to be ready to execute a thorough service strategy
If Pharma is to do true integrated care, which all things being equal, will tend towards being outcome-centric and drug/brand-agnostic, there will always be tension when this is matched with current pharma operations. Finding an arm’s-length solution away from current business will be the most likely to succeed for the long term, unless there is enough time to establish a viable and resilient business model before the current ‘drug of the moment’ goes off patent or out of the limelight.
For integrated care companies, pharma companies are superficially attractive partners (your drug plus my system, we’d be great together) and have the deep pockets that start-ups crave, but drugs come and go and today’s partner could very quickly be tomorrow’s competitor. Be aware of this when partnering and accept that unless a potential partner has a strategy to deal with their eventual internal conflict, that a good deal may never happen or go sour.
For patients and payers, transparency and outcome-driven care is exactly what we hope for. Why care if pharma succeeds here, as long as someone does? Quite simply, because we are more likely to get there if major players in the system, which pharma certainly are, can avoid the traps and downfalls that lead to failed programs. Likewise, we are better off if the new players, the technology and service companies, avoid partnerships that tie their hands or lead them up evolutionary dead ends.