Oncology Market Access Europe – Payer and Industry Perspectives
Oncology Market Access Europe – Payer and Industry Perspectives answers your questions:
Critical insight
Based on interviews and surveys with experts from the UK, Germany, Italy, France and Spain, FirstWord’s Oncology Market Access Europe – Payer and Industry Perspectives lays out the current – and growing – challenges facing companies in getting drugs to the European market. Filled with compelling insight into the most pressing issues ranging from changing payer data requirements and financial austerity to the adoption of formalised HTA, the report offers critical strategies, knowledge and a roadmap to the future.
Key experts interviewed
- What are payers looking for when making decisions regarding oncology reimbursement?
- How are HTAs and other challenges affecting market access and what insight do payers offer?
- How do payer decisions vary from market to market and what factors influence those decisions?
- What will be the future role of real world data in payer decision-making?
- What role do risk-sharing schemes, expanded access programmes and other pricing schemes play?
- What factors should companies take into account when planning market access strategies?
- Which innovations, such as PD-1 inhibitors, vaccines, personalised medicine and companion diagnostics show the most promise?
Critical insight
Based on interviews and surveys with experts from the UK, Germany, Italy, France and Spain, FirstWord’s Oncology Market Access Europe – Payer and Industry Perspectives lays out the current – and growing – challenges facing companies in getting drugs to the European market. Filled with compelling insight into the most pressing issues ranging from changing payer data requirements and financial austerity to the adoption of formalised HTA, the report offers critical strategies, knowledge and a roadmap to the future.
Key experts interviewed
- UK payer — Deputy Head of Medicines Management for a PCT with regional and local funding and budgetary decision making responsibility
- German payer — Head of a national budgetary committee with national, regional and local funding and budgetary decision making responsibility
- Italian payer — Pharmacist involved in purchasing of drugs and devices for hospital and with national, regional and local funding and budgetary decision making responsibility
- Spanish payer — Professor of health economics and advisor to the Ministry of Health on pricing and reimbursement issues, with national, regional and local funding and budgetary decision making responsibility
- French payer — Hospital pharmacist involved in buying medical products including drugs and medical devices for a group of nine hospitals with regional and local funding and budgetary decision making responsibility
- Former oncology marketing manager, BMS
- Oncology marketing manager, GSK
- Oncology medical manager, GSK
- Oncology market access, Pfizer
1. EXECUTIVE SUMMARY
1.2. Innovation has changed the course of the disease
1.3. The cost of treating cancer is expected to continue to rise
1.4. Innovative strategies for obtaining oncology market access are being employed
1.5. The challenges are expected to continue to grow – and with it, the importance of a robust oncology market access strategy
2. RESEARCH OBJECTIVES AND METHODOLOGY
3. INTRODUCTION.
3.1. Oncology market access is different for a variety of reasons
3.2. Despite the challenges, oncology market access is being achieved in many cases
4. ONCOLOGY MARKET DYNAMICS
4.1. Although a commercially significant sector, oncology has experienced a slowing in growth in recent years
4.2. A number of new oncology drugs were approved in 2013
4.3. The current oncology pipeline is wide and varied – and offers some interesting prospects
4.4. The oncology market is dominated by several leading companies – but there are many others with one or two key products
4.4.1. Roche – the market leader and oncology innovator
4.4.2. Novartis is re-establishing its oncology presence through acquisition
4.4.3. Pfizer is growing its portfolio through acquisition and targeted research
4.4.4. BMS is experiencing ongoing growth in oncology and has a promising pipeline
4.4.5. There are several smaller players with one or two key oncology drugs
4.5. Cancer vaccines, niche indications and personalised therapies are expected to drive the oncology market in the near future
5. MARKET ACCESS IN ONCOLOGY
5.1. Obtaining market access for oncology drugs varies across different markets
5.2. What are the key challenges for oncology market access?
5.2.1. The payer perspective
5.2.2. The industry perspective
5.2.3. Different cancers present different challenges
5.2.4. Obtaining access in certain markets can be more difficult
5.2.5. The challenges are expected to become more difficult in the short to medium term
5.2.5.1. The industry perspective
5.2.5.2. The payer perspective
5.3. Current trends in oncology market access
5.3.1. Value, rather than cost, is increasingly driving decision making
5.3.2. The pharmaceutical industry is seeking to define value – but payers are not necessarily looking at it the same way
5.4. HTAs are currently widely used in certain markets but they are not expected to be implemented in those markets where they are not undertaken
5.5. The payer perspective
5.6. The industry perspective
5.7. Market access considerations are driving R&D decision making for some companies
5.8. The industry perspective
5.9. The payer perspective
6. STRATEGIES FOR EFFECTIVE ONCOLOGY MARKET ACCESS
6.1. There are several strategies that can be employed to ensure market access is attainable
6.1.2. Risk-sharing schemes have been used with varying success
6.1.3. The payer perspective
6.1.4. The industry perspective
6.1.5. Patient access schemes can be used to help boost market access; however, the right scheme must be adopted in order to provide benefit
6.1.6. Pricing schemes are relatively unusual, although informal discounts will be given on an individual basis
6.1.6.1. Launch sequencing can be used as a pricing tool to affect access
6.1.7. Including market access as a key element of commercial strategy is key to market access success
6.1.7.1. Early inclusion of market access considerations in the development process is vital for success at launch
6.1.7.2. The industry perspective.
6.1.7.3. The payer perspective
6.1.7.4. Payers need robust clinical and economic data to make their decisions
6.2. Early engagement with payers is critical to ensure awareness of a new oncology drug and its potential budgetary impact
6.2.1. The industry perspective
6.2.2. The payer perspective
6.2.3. Payers are looking for open and honest communications on a regular basis
6.3. Advocacy can be a key aspect of obtaining market access, and this is expected to become increasingly the case
7. CONTRIBUTORS
1.2. Innovation has changed the course of the disease
1.3. The cost of treating cancer is expected to continue to rise
1.4. Innovative strategies for obtaining oncology market access are being employed
1.5. The challenges are expected to continue to grow – and with it, the importance of a robust oncology market access strategy
2. RESEARCH OBJECTIVES AND METHODOLOGY
3. INTRODUCTION.
3.1. Oncology market access is different for a variety of reasons
3.2. Despite the challenges, oncology market access is being achieved in many cases
4. ONCOLOGY MARKET DYNAMICS
4.1. Although a commercially significant sector, oncology has experienced a slowing in growth in recent years
4.2. A number of new oncology drugs were approved in 2013
4.3. The current oncology pipeline is wide and varied – and offers some interesting prospects
4.4. The oncology market is dominated by several leading companies – but there are many others with one or two key products
4.4.1. Roche – the market leader and oncology innovator
4.4.2. Novartis is re-establishing its oncology presence through acquisition
4.4.3. Pfizer is growing its portfolio through acquisition and targeted research
4.4.4. BMS is experiencing ongoing growth in oncology and has a promising pipeline
4.4.5. There are several smaller players with one or two key oncology drugs
4.5. Cancer vaccines, niche indications and personalised therapies are expected to drive the oncology market in the near future
5. MARKET ACCESS IN ONCOLOGY
5.1. Obtaining market access for oncology drugs varies across different markets
5.2. What are the key challenges for oncology market access?
5.2.1. The payer perspective
5.2.2. The industry perspective
5.2.3. Different cancers present different challenges
5.2.4. Obtaining access in certain markets can be more difficult
5.2.5. The challenges are expected to become more difficult in the short to medium term
5.2.5.1. The industry perspective
5.2.5.2. The payer perspective
5.3. Current trends in oncology market access
5.3.1. Value, rather than cost, is increasingly driving decision making
5.3.2. The pharmaceutical industry is seeking to define value – but payers are not necessarily looking at it the same way
5.4. HTAs are currently widely used in certain markets but they are not expected to be implemented in those markets where they are not undertaken
5.5. The payer perspective
5.6. The industry perspective
5.7. Market access considerations are driving R&D decision making for some companies
5.8. The industry perspective
5.9. The payer perspective
6. STRATEGIES FOR EFFECTIVE ONCOLOGY MARKET ACCESS
6.1. There are several strategies that can be employed to ensure market access is attainable
6.1.2. Risk-sharing schemes have been used with varying success
6.1.3. The payer perspective
6.1.4. The industry perspective
6.1.5. Patient access schemes can be used to help boost market access; however, the right scheme must be adopted in order to provide benefit
6.1.6. Pricing schemes are relatively unusual, although informal discounts will be given on an individual basis
6.1.6.1. Launch sequencing can be used as a pricing tool to affect access
6.1.7. Including market access as a key element of commercial strategy is key to market access success
6.1.7.1. Early inclusion of market access considerations in the development process is vital for success at launch
6.1.7.2. The industry perspective.
6.1.7.3. The payer perspective
6.1.7.4. Payers need robust clinical and economic data to make their decisions
6.2. Early engagement with payers is critical to ensure awareness of a new oncology drug and its potential budgetary impact
6.2.1. The industry perspective
6.2.2. The payer perspective
6.2.3. Payers are looking for open and honest communications on a regular basis
6.3. Advocacy can be a key aspect of obtaining market access, and this is expected to become increasingly the case
7. CONTRIBUTORS
