Is It Time to Redefine Your Organized Provider Prioritization Criteria?
Brand, payer marketing, market access, and managed markets teams: Are you perplexed by less-than-stellar brand performance with organized providers (large community groups and health systems). You may ask yourself: Are your efforts being diluted by calling on too many customers in this high-priority segment and not focusing on the right customers who have the greatest capabilities to impact your business—specifically, those customers who can speed accurate diagnosis, identify appropriate patients, and deliver evidence-based care to produce brand results?
Organized Provider (Large Community Groups and Health Systems) Landscape Dynamics
Organized providers continue to undergo significant integration and consolidation resulting in size- and revenue-generating market power. Their efforts are focused on driving profitability with cost control sophistication and improved quality performance. This includes implementing value-based care competencies of standardized care/protocols, risk management, payer-formulary decision support, and population health. Change has not been homogeneous across systems due to varying regional integration levels linking clinical, financial, people, and technology into a system that delivers quality cost-effective care.
Dilemma of One-Dimensional Prioritization Criteria of Organized Providers
Organized providers (large community practices and health systems) vary in their ability to equally deliver the same level of brand advocacy, access, and use. The dilemma for many pharmaceutical companies is that their targeting efforts predominantly treat all systems equally by applying a traditional prioritization model based upon customer size and sales potential. The dilemma becomes heightened by creating large target lists with a commitment of financial resources and engagement of customer-facing functions such as key account managers, reimbursement specialists, medical science liaisons, primary care, and specialty sales representatives. The result is less-than-stellar brand performance by not focusing efforts on organized providers that can have the biggest impact on brand access and sales. By redefining account prioritization criteria beyond size and sales volume to include components of influence and impact on brand results will broaden the definition of account value and attractiveness.
Redefining Account Attractiveness—Where Will We Play?
Aventria’s proprietary Business Planning process can help you design a “winning” Organized Provider Go-to-Market strategy, beginning with a “Where Will We Play?” assessment by evaluating existing and potential new account targets based on a broader definition of account value. This includes examining regional and local market dynamics to assess opportunities to optimize account engagement.
Realizing Growth Opportunities—Advanced Customer Segmentation Components
Redefining Organized Provider Attractiveness—Broadened Definition:
Brand sales and potential remains a key driver—size of the business
Plus, components of integration and value-based care sophistication indicating ability to influence and impact the business
Incorporates variables that are predictive of regional differences in organized provider system motivation, behavior, and impact
Generates data-driven measures to rank and prioritize accounts
The result is an account value index and stratification of the universe—to identify the greatest business opportunities. The output helps to strategically identify level of investment, deployment options, and promotional resources to discrete groups of customers and stakeholders. To learn more about how Aventria can help you redefine organized provider attractiveness and focus your resources on the right customers who can drive brand value and results, please reach out to:
Dave Dierk, Co-President, 30-year sales and marketing thought leader in pharmaceutical diagnostics, biomedical, long-term care, managed care, employer, and pharmacy communications, at dave.dierk@aventriahealth.com.
Paul G. Pochtar, RPh, SVP of Pharmaceutical Commercialization and Access Strategies, extensive experience in leading successful market access commercialization of both primary care and specialty pharmaceuticals throughout their life cycle, including several landmark oncology products, at ppochtar@pinnaclehc.com. Making a difference in patient care by helping patients, providers, and payers collaborate on shared priorities
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