| Assessment of market opportunity: Looks at pricing and market access (P&MA) landscape for a product or therapy area, giving a sense of the future market potential what will be needed to support value and what actions can be taken to provide data |
| P&MA landscape assessment: A more broad review of a therapy area, focusing on price and market access issues and the payer perceptions. Usually commissioned to support broad investment and planning |
| Strategic appraisal of clinical development programs: Linking to some of the above activities - involves looking at clinical development programs, considering if they will yield evidence needed to support P&MA success |
| Initial P&MA Strategy: Determination of an initial target price band based on target product profile and early data. Gives clients an idea of what is achievable, and what they might need to do in later development to optimize this |
| Market access strategic plan development: Focuses on the practical steps that need to be taken to support market access, allowing clients to ensure they are taking all actions necessary and in a timely manner |
| Implementation playbooks: Development of step-by-step guides to implementing P&MA strategy. Includes appraisal of local feasibility of actioning global recommendations, links back to the global team for consideration |
| Final P&MA strategy: Development of final pricing and market access strategy based on the final/near final product profile. Gives client a specific price to target in each market, a global strategy and recommendations on how to balance price, access, reimbursement and uptake. Can involve qualitative & quantitative pricing methodologies |
| Quantitative price analysis: Linked to the above price strategy work, there may be an opportunity to focus just on quantitative pricing methodologies and analysis - giving clients strategic input from this perspective. This would build on an earlier qualitative analysis, either conducted by HERON or by another vendor |
| Health Technology Assessment (HTA) strategy and submission: Includes gathering of evidence and development of appropriate models to present the relevant clinical and economic evidence to HTA agencies. Also includes the completion of submission documents and supporting of clients through the submission and Q&A process |
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Development of innovative strategies to support P&MA, e.g. Patient Access Scheme (PAS):To support price and market access when the simple target price may not be accepted (e.g. due to cost effectiveness). Development of a strategy, such as a patient access scheme, supports access into the market
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| Strategy to optimize value at loss of exclusivity: As a product approaches loss of exclusivity, work is conducted to assess the likely impact on price once LOE is reached and once generics enter the market. Recommendations given on how to optimize product value at this stage of the lifecyle. May include models to map out price and revenue changes over time |
| Strategy for product value extension: For mature products that have a new mode of administration or a new dosage, work is conducted to assess the value of this and how it can be used to maintain/improve the P&MA situation |
| Product value optimization: For mature products that are facing an increasingly challenging environment, or where the expected access and uptake has not been realized, work can be done to review the situation and recommend adjustments to the strategy |
| International Reference Price Tool: This links to the customized launch sequence model below, and allows the impact of IRP on price strategy to be mapped out - highlighting the interplay between markets |
| US Specific |
| Regulated markets pricing and contracting strategy: P&MA strategy, but specifically for the US market including key US Market Segments (Commercial Managed markets, Federal (including Part D), Institutional, Medicaid. May be the US part of a global P&MA strategy or commissioned as a stand-alone piece in the US |
| AMCP Dossier: Development of a strategic, centralized resource to communicate the value messages, value story, and supporting evidence to serve as a base for submissions in the US, following the Academy of Managed Care Pharmacy template |
| Managed markets account segmentation: Strategic segmentation of accounts based on analytic rigor developed around product or market attributes and strategies |
| Acquisition candidate pricing evaluation: Quick burn, in-licensed or acquisition candidate evaluation based on market/therapeutic class evaluation and adjunctive pricing recommendations; follow on could be product launch strategy development |
| Contract review/evaluation: Contract language evaluation to assess for strength of contract language with recommendations for strengthening language and implementation |
| Comparative effectiveness audit: Analysis of a product, portfolio or franchise to assess readiness for CER audits. May also include a review of a product clinical development plan with recommendations for CER studies by phase to enhance access position at launch |
| Payer advisory boards: Develop and conduct of advisory boards utilizing current and former formulary and reimbursement decision makers and influencers. This program will provide manufacturers advice and recommendations around pricing and positioning issues for specific product and/or its competitive set |
| Innovative Contracting Strategy Development: Contract strategies that would include risk/gain sharing concepts from conceptualization through implementation including a key risk/benefit evaluation, resource gap analysis, organizational readiness assessment, upside/downside analysis and target account segmentation |
| New product launch programs: Domestic and global pricing, contracting and reimbursement programs including sensitivity, willingness to pay, elasticity, patient/provider/payer preference studies, as well as associated qualitative and semi-quantitative assessments |
| Mock P&T sessions: Sessions designed to elicit potential responses from formulary decision makers through a role-playing exercise including key P&T decision makers. These sessions may also be applied from a competitive perspective where desired |
| Co-pay sensitivity analysis: Provides professional insight from payers to manufacturers with regard to the probability of access and tier placement based on pricing and competitive market dynamics |
| Policy impact analysis: A semi-quantitative analysis that will provide an assessment of potential upside/downside resulting from a change in policy at the federal and/or state level. This can be performed at a company, portfolio, or product level depending upon the specific policy being assessed |
