Abstract
Improving Outcomes through Patient Engagement Programs
Low adherence and compliance is a problem that plagues not only life science
companies but also whole health systems, including patients who suffer
needlessly and payers who fall short in driving desired outcomes.
In answer, companies show new determination to create patient-centric
initiatives that will supplant the traditional, formulaic approaches of the
past. Dedicated patient engagement teams are rising in prominence, and
programs focused on healthcare consumers are working with larger and larger
budgets. New tools, especially on digital and mobile platforms, create
exciting opportunities for patient education, engagement and relationship
management.
This report provides data for patient-focused organizations to build or
reinforce their adherence and compliance programs - and to address the hurdles
that make these undertakings such challenging endeavors.
Build Strong Programs
Patient engagement ultimately comes down to effective programs. Use the
report's benchmark data to marshal critical financial and staffing resources,
choose appropriate channels and tools, and drive implementation across markets.
Empower Patient Teams
Dedicated patient teams increase any organization's ability to understand end
users and address real consumers' wants, needs and fears. Track the
departments and subfunctions involved in the development of dedicated groups,
and understand their structures and reporting lines.
Formulate Patient-Centric Strategy
Look inside companies as they manage the difficult evolution toward
patient-centric operations - and explore common external and internal
challenges that face any group trying to improve patient engagement.
STUDY METHODOLOGY
Analysts developed the information for this study from both primary and
secondary sources. Cutting Edge Information's process for collecting and
analyzing information encompasses two distinct tools: quantitative surveys and
qualitative interviews. Both tools provide necessary information for analysts
to understand not only the benchmarks included in this report, but also the
reasoning that influences strategy development, responses to key trends and
pressures, operational processes, staffing, budgets and timelines.
About Cutting Edge Information
Cutting Edge Information is a boutique research firm serving the
pharmaceutical, biotech, medical device and healthcare delivery industries.
Clients throughout the life sciences industries - from the world's largest
firms to the newest startups - use our research every day to make critical
business decisions.
Report Statistics
- Publication Date: March 2012
- Total Number of Pages: 153
- Total Number of Charts and Tables: 100+
- Total Number of Metrics: 500+
- Total Number of Surveyed Companies: 18 ( Pharmaceutical, Biotech, Medical Device Companies)
- Format: Adobe PDF E-Copy
Table of Contents
Executive Summary
- Patient Adherence: Five Recommendations and Key Findings
Structural Approaches to Adherence and Compliance
- Adherence Team Structure
- Outsourcing Adherence Activities
Adherence Budgets, Channels and Activities
Patient Program Challenges and Strategy
- Key Challenges to Patient Programs
- Patient-Centrism as Strategy
- Winning Internal Support
- Implementing Strategy
Profiles of Patient Adherence Programs
CHARTS AND GRAPHICS
Executive Summary
- Patient Adherence: Five Recommendations and Key Findings
- Figure E.1: Companies with a Dedicated Team, Overall
- Figure E.2: Dedicated Budget Over Time: Overall
- Figure E.3: Change in Budgets from 2011 to 2012 for All Activities
Structural Approaches to Adherence and Compliance
- Adherence Team Structure
- Figure 1.1: Companies with a Dedicated Team, Overall
- Figure 1.2: US Companies with a Dedicated Team
- Figure 1.3: EU/Canada Companies with a Dedicated Team
- Figure 1.4: Overall Team Structure: Groups Involved
- Figure 1.5: US Team Structure: Groups Involved
- Figure 1.6: EU/Canada Team Structure: Groups Involved
- Figure 1.7: Asia Pacific Team Structure: Groups Involved
- Figure 1.9: US Team Structure: Function Responsible for Final Decisions
- Figure 1.8: Overall Team Structure: Function Responsible for Final
Decisions
- Figure 1.10: EU/Canada Team Structure: Function Responsible for Final
Decisions
- Figure 1.11: Asia Pacific Team Structure: Function Responsible for Final
Decisions
- Figure 1.12: Number of FTEs Involved From Each Function: Overall Average
- Figure 1.13: Number of FTEs Involved From Each Function: US
- Figure 1.14: Number of FTEs Involved From Each Function: EU/Canada
- Figure 1.15: Number of FTEs Involved From Each Function: Asia Pacific
- Figure 1.16: Overall Companies that Outsource
- Outsourcing Adherence Activities
- Figure 1.17: US Companies that Outsource
- Figure 1.18: EU/Canada Companies that Outsource
- Figure 1.19: Asia Pacific Companies that Outsource
- Adherence Budgets, Channels and Activities
- Figure 2.1: Overall Companies with a Dedicated Budget
- Figure 2.2: US Companies with a Dedicated Budget
- Figure 2.3: EU/Canada Companies with a Dedicated Budget
- Figure 2.4: Dedicated Budget Over Time: Overall
- Figure 2.5: Dedicated Budget Over Time: US
- Figure 2.6: Dedicated Budget Over Time: EU/Canada
- Figure 2.7: Dedicated Budget Over Time: Asia Pacific
- Figure 2.8: Percentage of 2012 Budget Dedicated to Overhead
- Figure 2.9: Percentage of 2012 Budget Dedicated to Different Channels:
Overall Averages
- Figure 2.10: Percentage of 2012 Budget Dedicated to Different Channels: US
- Figure 2.11: Percentage of 2012 Budget Dedicated to Different Channels:
EU/Canada
- Figure 2.12: Percentage of 2012 Budget Dedicated to Different Channels:
Asia Pacific
- Figure 2.13: Percentage of 2012 Budget Dedicated to Digital Channels
- Figure 2.14: Change in Budgets from 2011 to 2012 for Digital Channels
- Figure 2.15: Percentage of 2012 Budget Dedicated to Mobile Channels
- Figure 2.16: Change in Budgets from 2011 to 2012 for Mobile Channels
- Figure 2.17: Percentage of 2012 Budget Dedicated to Print Channels
- Figure 2.18: Change in Budgets from 2011 to 2012 for Print Channels
- Figure 2.19: Percentage of 2012 Budget Dedicated to Involvement with
Patient Organizations
- Figure 2.20: Change in Budgets from 2011 to 2012 for Involvement with
Patient Organizations
- Figure 2.21: Percentage of 2012 Budget Dedicated to Patient Access
Activities
- Figure 2.22: Change in Budgets from 2011 to 2012 for Patient Access
Activities
Patient Program Challenges and Strategy
- Figure 3.1: Percentage of Drug Sales Lost in 2011 Due to Patient
Non-Adherence
- Figure 3.2: Percentage of Revenue Preserved by Patient Adherence Efforts
- Figure 3.3: The Cost of Patient Acquisition: All Regions
- Figure 3.4: The Cost of Patient Acquisition: US
- Figure 3.5: The Cost of Patient Acquisition: EU/Canada
- Figure 3.6: The Cost of Patient Acquisition: Asia Pacific
- Key Challenges to Patient Programs
- Figure 3.7: Average Marketing Challenges
- Figure 3.8: US Marketing Challenges
- Figure 3.9: EU/Canada Marketing Challenges
- Figure 3.10: Asia Pacific Marketing Challenges
- Figure 3.11: Average Operational Challenges
- Figure 3.12: US Operational Challenges
- Figure 3.13: EU/Canada Operational Challenges
- Figure 3.14: Asia Pacific Operational Challenges
- Winning Internal Support
- Figure 3.15: Metrics Used to Gauge Success of Adherence Programs
- Figure 3.16: Point at Which Adherence Strategy Planning Begins
- Implementing Strategy
- Figure 3.17: Social Media Avenues Used by Companies
- Figure 3.18: Percentage of Companies Using Unique Technologies (Medical
Devices, Packaging, etc.) to Drive Adherence
- Figure 3.19: Patient Outreach Activities Most Likely to Increase in the
Next Five Years
- Figure 3.20: Patient Outreach Activities Most Likely to Decrease in the
Next Five Years
Profiles of Patient Adherence Programs
- Figure 4.1: Background and Structure for Company B
- Figure 4.2: Adherence Team Resources: Company B
- Figure 4.3: Adherence Team Strategy: Company B
- Figure 4.4: Ratings of Challenges: Company B
- Figure 4.5: Background and Structure for Company D
- Figure 4.6: Adherence Team Resources: Company D
- Figure 4.7: Adherence Team Strategy: Company D
- Figure 4.8: Ratings of Challenges: Company D
- Figure 4.9: Background and Structure for Company E
- Figure 4.10: Adherence Team Strategy: Company E
- Figure 4.11: Ratings of Challenges: Company E
- Figure 4.12: Background and Structure for Company G
- Figure 4.13: Adherence Team Resources: Company G
- Figure 4.14: Adherence Team Strategy: Company G
- Figure 4.15: Ratings of Challenges: Company G
- Figure 4.16: Background and Structure for Company M
- Figure 4.17: Adherence Team Resources: Company M
- Figure 4.18: Adherence Team Strategy: Company M
- Figure 4.19: Ratings of Challenges: Company M
- Figure 4.20: Background and Structure for Company N
- Figure 4.21: Adherence Team Resources: Company N
- Figure 4.22: Adherence Team Strategy: Company N
- Figure 4.23: Ratings of Challenges: Company N
- Figure 4.24: Background and Structure for Company P
- Figure 4.25: Adherence Team Resources: Company P
- Figure 4.26: Adherence Team Strategy: Company P
- Figure 4.27: Ratings of Challenges: Company P
- Figure 4.28: Background and Structure for Company Q
- Figure 4.29: Adherence Team Resources: Company Q
- Figure 4.30: Adherence Team Strategy: Company Q
- Figure 4.31: Ratings of Challenges: Company Q
- Figure 4.32: Background and Structure for Company R
- Figure 4.33: Adherence Team Resources: Company R
- Figure 4.34: Adherence Team Strategy: Company R
- Figure 4.35: Ratings of Challenges: Company R
- Figure 4.36: Background and Structure for Company S
- Figure 4.37: Adherence Team Resources: Company S
- Figure 4.38: Adherence Team Strategy: Company S
- Figure 4.39: Ratings of Challenges: Company S
Pharmaceutical Patient Adherence and Compliance published by Cutting Edge Information in April 1, 2012. This report consists of 153 Pages and the price starts from US $ 7695.
6 Reasons Why Patients Are Non-Adherent
April 10th, 2012
Global Information Inc. would like to present a new market research report, "Pharmaceutical Patient Adherence and Compliance" by Cutting Edge Information.
Low adherence rates have been a problem for a long time, plaguing not only the industry that develops products but also patients themselves, who do not realize the dangers of partial treatment. As companies seek to realize their products full potential usage and revenue, they are increasingly forming dedicated Adherence Teams to better understand why patients are non-compliant.
Reasons for non-adherence vary from simple forgetfulness to more complex social and financial issues. Drilled down, the main reasons for non-compliance are:
- Forgetfulness: Patients may have difficulty remembering to take their prescriptions. This implies that if they remembered, they would comply with their treatment programs. This problem is generally the most easily addressed: it can be solved by reminder calls or smart phone apps. However, forgetfulness does not account for the majority of non-adherence.
- Expense: Prescriptions may be too expensive for patients to fill. Patient access programs may help alleviate this barrier for some patients, or working with payer groups to develop pay-for-performance programs may entice some customers to fill prescriptions.
- Inconvenience: Treatments that are complicated are more apt to be avoided. Simplifying the treatment from several doses a day or from injectable form to pill form can improve adherence rates. Alternatively, if no simplification is possible, educating patients as to why they should adhere to their regimen is important.
- Side effects: Like companies creating drugs, patients are conducting their own internal cost-benefit analysis: if a treatment causes side effects perceived as worse than the disease state untreated, they may be resistant to complying. Education again is a potential solution, as is providing access to a network of other patients also experiencing side effects.
- Admitting disease state: Especially in cases of chronic disease, taking medications implies something is wrong and needs to be fixed. It is easier to deny the problem than address it, especially in cases where a) no immediate effects are perceived (as in chronic high blood pressure), b) treatment would mean side effects and c) it is easier and cheaper to simply do nothing. Again, education and support are ways companies can address this barrier.
- Distrust of healthcare industry/provider: Perhaps the most difficult barrier to address, many patients are distrustful of their healthcare provider. Any adherence or patient engagement programs developed need to clearly be non-promotional in nature to gain the trust of patients.
Fully grasping the many different reasons patients are non-compliant allows companies to target their adherence programs to best address the various issues. These issues can vary by therapeutic area, disease state, product delivery mechanism, region or other factors. To address these different needs, companies need to focus their efforts on gaining a comprehensive understanding of their target patient population.
CEIs new report provides data for patient-focused organizations to build or reinforce their adherence and compliance programs - and to address the hurdles that make these undertakings such challenging endeavors
