The CVS/Aetna Effect: How Pharma Can Prepare for Change

Posted by Paul Darling on Thu, Dec 21, 2017

CVS Health’s proposed purchase of Aetna and UnitedHealth Group’s plan to buy DaVita’s primary care units could bring a sea change for healthcare delivery. They are two examples of the corporatization of healthcare delivery and the broader evolution of the healthcare landscape that’s currently under way. In addition to securing the position of immediate care facilities and pharmacies as first-line healthcare providers—which is expected to continue to reframe the healthcare delivery model as we know it—these deals would affect all corners of the healthcare ecosystem in areas from data and analytics to drug pricing and pharmaceutical customer influence.


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How Biopharma Companies Can Adapt to Industry Changes: Step Three

Posted by Jude Konzelmann on Mon, Jun 19, 2017

Karan Dhundia co-wrote this blog post with Jude Konzelmann.

In the first and second parts of our blog series, we discussed two steps for adapting to the evolving healthcare landscape, which has seen massive shifts when it comes to delivering care, assessing value and reaching customers. Here’s the third step.  
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How Biopharma Companies Can Adapt to Industry Changes: Step Two

Posted by Jude Konzelmann on Wed, May 17, 2017


Karan Dhundia co-wrote this blog post with Jude Konzelmann.

In our last blog post, we discussed three pressing challenges for commercial organizations within the biopharmaceutical industry: the increasing evolution and (often uneven) consolidation of healthcare customers, the complexity of each geography’s key influencers and how they work together to deliver care in different therapy areas, and stakeholders’ inconsistent definitions of value. To address these challenges, we proposed a four-part transition framework—covering deployment, roles, structure and marketing—and we delved into step one: the reorganization of field-based commercial personnel. Now let’s get to step two.


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How Biopharma Companies Can Adapt to Industry Changes: Step One

Posted by Jude Konzelmann on Wed, Apr 19, 2017

Karan Dhundia co-wrote this blog post with Jude Konzelmann.

Today, commercial organizations in the biopharmaceutical industry face a number of challenges that are forcing them to adapt. The first challenge is that as their customers—the physician practices, hospitals, insurers and provider networks that deliver healthcare—have consolidated and evolved, they’ve done so in a very uneven way across geographies. This leaves healthcare delivery in Salt Lake City operating very differently from healthcare delivery in Miami, as an example.


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What Pharma Needs to Know About Local Healthcare Markets

Posted by Paul Darling on Fri, Dec 16, 2016


The “shop local” movement has been a mainstay in the U.S. healthcare marketplace for ages. Patients travel fewer than 30 miles for the majority of their care, which means that healthcare is consumed in local markets, each with unique characteristics, almost like small provinces. Providers are increasingly acknowledging this trend, as evidenced by the recent M&A activity of provider systems across the country. Given the pace of change, it seems that this topic warrants a closer look.  


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