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Case Studies in Patient Incentives

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Overcoming Internal Pressure

A Case Study for Overcoming Internal Sales Department Pressure

Situation:

A top pharma company had a patient incentive offer in market that consisted of physical co-pay cards and on-line discount coupons for their dermatology product  -- both were thought to be performing adequately.

The client had two major issues:

  • Their field sales force was constantly asking for a “deeper discount” that they felt would produce better results.
  • They had a fixed budget which they could not exceed in order to maintain their product’s margin.

Our Solution:

  • We produced a unique analysis using our proprietary “Patient Incentive Optimal Offer Model”.
  • We met with the client to review a series of strategic and tactical brand and market specific questions. We gathered strategic objectives, budget, current brand performance, competitive activity, drop off/written to fill/abandonment rates, incentive program costs and brand financial information as input for the analysis.

Result:

  • We utilized client specific information and combined it with key performance data from their co-pay card vendor to produce a simulation model specific to the client’s brand and market situation.
  • The model performed a side-by-side analysis of the current in-market offer compared with five other offers. These offers were compared on base and incremental sales, profit, ROI (calculated eight different ways), and budgeting estimates by month.
  • The model presented a “mini case study” for each of the scenarios showing all the KPI’s side by side. The simulation capabilities allowed the brand team to run different patient offer scenarios “on-the-fly” and to quickly determine the impact of additional offer variations.
  • The analysis showed the current offer performed well above other offers and produced a high level of incremental volume.
  • The analysis indicated that most other evaluated options exceeded budget, with most not producing the same level of incremental volume as the current offer.
  • The results of the analysis were shared with the field sales force. A business decision was necessary: whether to choose another (deeper discount) offer with commitment to a higher sales goal or keep the current in-market offer and the current sales goal.
  • The client decided to keep the current in-market offer based on the analysis, their understanding of the potential impact of alternate options and their sales force’s hesitancy to increase sales goal.
  • At six months post analysis, co-pay utilization increased 12% with over 75,000 new patients. Over 70% of all prescriptions used a co-pay card.

Timing:

  • We finished the entire analysis in less than two weeks!
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Brand Going Off Patent

A Case Study for Using Predictive Modeling to Drive Better Decisions

Problem:

The brand team of a major pharmaceutical company had run a patient incentive card program for two years and wanted to continue, but they did not know how the card performed (outside of understanding the costs and redemption rate). The brand was just over a year from going off patent and they wanted to keep the offer in market to help maintain the persistency of their current patients as long as they could.

Our Solution:

  • We recommended that the brand go through our patient incentive optimal offer process to forecast what the impact of continuing the card might be.
  • We completed the analysis and provided the brand the estimates for several different types of offers and programs. Several offers showed that the estimated incremental volume would more than cover the cost of the program.
  • The offer was changed slightly based on the “optimal offer” which was designed to:
    • Stay within the budgeted amount given
    • Get the best $$$ return per $1 invested for the budget that was approved
    • Maintain the adherence rate for patients who were utilizing these co-pay cards

Result:

  • Based on the business case we provided, the brand received approval from senior management to continue their program for another year
  • A new vehicle type was chosen and the new program outperformed the old one by 41% on a profitability basis!
  • The brand team exceeded their goal of maintaining the adherence rate for patients who were utilizing these co-pay cards
  • Our patient incentive optimal offer process showed that by changing the offer only slightly they could reduce their overall costs and get a better return on their investment for their program.

Timing:

  • The entire process was completed in 3 weeks!
  • The new offer was put into market just 4 weeks after receiving the recommendation.