Picture of Value Added Services: Payer Perspectives (2016)

Value Added Services: Payer Perspectives (2016)

January 2017


Payer viewpoint: What should value-added services be providing?  

Getting close to payers and finding out exactly what they want from value-added services (VAS) has proved problematic for the pharmaceutical industry, not least because maintaining impartiality is such a key driver. But too much guesswork invariably leads to helplines that don’t ring, little-used apps, abandoned support services and glossy tools that lack substance – all of which are expensive mistakes.

Report Overview

Value Added Services: Payer Perspectives gives a unique insight into the payer mindset. It explores in detail payer attitudes to current VAS options, covering not only what is liked, but also what is not (and why). 

Eight senior payers in Europe and the US discuss their thoughts and share their individual hopes and expectations for future value-added services.  

Report Features

  • Understanding of how value-added services impact payer decisions – either positively or negatively – and what pharma can do in response.
  • Insight into the core therapy areas where payers want to see the most support and believe tangible value can be gained.
  • Real world case study evidence of successful value-added services in action.
  • A detailed ‘wish list’ of features and capabilities that payers like and want to see more of in value-added service provision. 
  • Unique insight into what payers don’t want from value-added services, including explanations of why particular elements are disliked.  

Key Benefits

  • Avoid guesswork: Draw upon payer views as well as established case study examples of VAS successes to build an evidence-based plan for VAS investment and development.
  • Design new VAS with confidence: Find out what payers find useful and valuable. What ground-breaking new ideas appeal most? And what common approaches do payers actively dislike? 
  • Discover strategies to boost payer engagement: How do payers want to find out about VAS initiatives? What type of services do they see most value in and why?  Are branded VAS a help or a hindrance?
  • See how VAS can support payer relationships: How can pharma leverage VAS to help payers in their day-to-day interactions with physicians, pharmacists, providers and patients?

Report available for immediate download - place your order today

Why payer views on value added services are important for pharma

First and foremost, payers want to save money. That’s a given. But payer decision-making is far more than a single-issue process – a host of other factors are influencing their thought processes and impacting outcomes. Getting VAS right gives pharma a powerful route to building more trusting, more collaborative, more entrenched relationships with payers which will ultimately prove more fruitful in the longer term. The first step is evolving a deeper understanding of wants and needs. After that, the path to sustainable cost-savings and more positive interactions becomes clearer. 

Key Questions Answered By This Report

  • What do payers think about the current value-added services provided by pharmaceutical companies? How useful are they?
  • What payer opinions should pharma be aware of when designing new value-added service offerings.
  • Which therapy areas have the most need for VAS?  How can pharma better meet payer needs in these core areas? 
  • How do value-added services positively or negatively influence payer decisions?
  • What do payers say they don’t want? What concerns do payers have regarding certain kinds of value-added service? 

Find answers to these and many more important questions — download the report today

Expert Views

  • Jesse Jay Beck: Vice President of Strategic Growth, Texas Health Resources 
  • Julien Gandiol: Docteur en Pharmacie, Fondation Roguet
  • Jan Geldmacher: Physician and member of the Drug Committee of the German Medical Association (AKDÄ)
  • Stephane Perrier: Directeur des Achats Adjoint, Centre Hospitalier Universitaire (CHU) de Nantes 
  • Oriol Solà-Morales: CEO, HITT (Health Innovation Technology Transfer); Innovation and Knowledge Director at Grup SAGESSA, and Associate Professor of Health Economics, Universitat Internacional de Catalunya (UIC)
  • Anonymous: An Italian hospital pharmacist and Therapeutic Commission participant
  • Anonymous: A UK commissioning pharmacist hosted at a clinical commissioning group (CCG)
  • Anonymous: Medical director of a US managed care organisation (MCO)

4 Key Quotes

"The challenge is that the pharmaceutical companies think they know what we want. They think they can produce what we want and that we'll use whatever they give us. Unfortunately, they're spending time and budget dollars on materials and services we don't always find useful." 
Medical director of a US managed care organisation

"There are a number of different types of value-added services, but the ones that are most prevalent now are IT-related, for example wearables, apps or software to manage patients. The most advanced projects we've worked on are in the managed care area. I think that the ones that are more helpful are those that target patients, for example looking at behaviour change."
Oriol Solà-Morales

"Ideally the best value-added services focus on a disease area rather than just a specific product. It causes us problems if you've got five different apps from five different pharmaceutical companies for the same disease area, just depending which product they're taking."
CCG commissioner in England

Critical insights from these and many other respected experts available for immediate download —place your order here

Who Would Benefit from This Report?

  • Value added service designers and developers in marketing, medical affairs and IT
  • Senior managers building the business case for new value added services
  • Drug development teams defining what services could be launched alongside
  • Budget holders considering whether to invest resources in new value added services
  • Key Account Managers forging relationships with payers
  • Medical science liaison teams overcoming objections from medics and KOLs 

Report available for immediate download — place your order here

Content Highlights

  • Executive summary
  • What are value-added services?
  • Why do pharmaceutical companies develop value-added services?
  • Value-added services from a payer's perspective
    • Saving money as the bottom line
      • Case study: ADVANTICS Care Pathway Transformation
    • Supporting payers by educating doctors
    • Supporting payers by working with pharmacists
    • Benefitting payers through a patient focus
    • The value of patient support
      • Case Study: AbbVie Care
    • The value of patient engagement
      • Case study: Mobilecare247
    • The value of improved patient experience
      • Case study: Partners in Quality
  • How payers find out about value-added services
  • Do value-added services change payer's decisions?
    • Case study: MyPso QualityCare
    • Case study: The challenge of providing value-added services in Germany
  • Value-added services and therapy areas
    • Value-added services in specific therapeutic areas
      • Case study: COPD
      • Case study: Diabetes
  • What payers want from value-added services
    • We want to understand the impact of VAS
    • We want services tailored to patients
      • Case study: Betaferon
    • We want information
    • We want help with communication
    • We want innovation
    • We want support in data analysis
    • We want real-world evidence
  • What payers don't want from value-added services
    • We don't want branded services
  • Consulting and collaborating between payers and pharmaceutical companies
    • Case study: Novo Nordisk
  • In conclusion
    • Opportunities for developing value-added services
    • Challenges faced by companies developing value-added services