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市場調查報告書

附加價值服務相關調查 (2015年):最新商業模式主要服務

Value Added Services 2015: Services as a Key Component of any New Business Model

出版商 EyeforPharma 商品編碼 286400
出版日期 內容資訊 英文 77 Pages; 20 Figures & Tables
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附加價值服務相關調查 (2015年):最新商業模式主要服務 Value Added Services 2015: Services as a Key Component of any New Business Model
出版日期: 2015年09月09日 內容資訊: 英文 77 Pages; 20 Figures & Tables
簡介

本報告針對製藥產業附加價值服務進行調查、服務開發、引進必要性、服務引進的成功條件、企業內部、外部各種組織的關係性、主要企業成功事例等資料。

第1章 介紹

  • 現在面對的課題
  • 對目前商業模式的影響
  • 分析目的

第2章 從「是否有現實性」到「實現的方法」

第3章 支持服務引進的要素

  • 外部環境變化
    • 對醫療系統永續性的擔憂
    • 轉向成果報酬模式
    • 決策方法變化
  • 內部環境變化
    • 「暢銷藥時代」的結束
    • 研究開發 (R&D) 費用增加
  • 醫療市場生態系統中製藥企業的角色
  • 市場競爭的威脅
  • 服藥規範的相關課題

第4章 「附加價值服務」是什麼

第5章 轉向最佳示範

  • 變更管理
    • 文化變動
    • 組織
      • 營業部門的集中服務開發
      • 研究開發 (R&D) 部門集中服務開發
      • 個別事業部門服務開發
  • 服務開發
    • 資金調配
    • 法務、協同的考慮事項
    • 外部合作
  • 服務傳輸、引進
    • 縮放
  • 該引進什麼? - 服務「產品化」
  • 成果

第6章 主要成功因素

  • 經營團隊長期參與
  • 醫藥品開發/販售部門分類
  • 目的分明文化
  • 實驗性、重覆開發流程
  • 與顧客共同作業
  • 新機能:租借/合作方式運用

第7章 「一體型治療服務」的商業模式

  • 服務系統創新:從需求成為服務
  • 醫療系統
  • 診療領域
  • 顧客的內在能力
  • 業界方面的能力:從「產品行銷」轉為「服務方案行銷」
  • 顧客關係性
  • 目的與整合性以及醫療費用償還制度

第8章 結論

調查方法

參考文獻

附錄

圖表一覽

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目錄

3 tailored roadmap's to solutions in healthcare beyond the pill.

  • Understand the creation of successful services by looking at organizational structure and internal processes, how to partner with external stakeholders, and how to make projects economically viable.
  • A roadmap tailored to your company with three scenarios for creation, development, implementation and up-scaling of ‘Value Added Services'.
  • In-depth case studies of company-wide initiatives and specific projects, such as Janssen Healthcare Innovation, Sanofi Integrated Care, Pfizer Integrated Health, Grunenthal's ‘My pain feels like' and Boehringer-Ingelheim's ‘Picasso'.

Table of Contents

  • About the Authors
  • Welcome
  • Acknowledgements
  • Peer Reviews
  • About eyeforpharma
  • Figures
  • Executive Summary

1. Introduction

  • 1.1. What is the challenge we are solving for?
  • 1.2. How does this shift change the current business model?
  • 1.3. Our objective

2. From IF to HOW

3. Trends supporting the move into services

  • 3.1. Changing external environment
    • 3.1.1. Concerns over healthcare system sustainability
    • 3.1.2. Move towards outcomes-based payment model
    • 3.1.3. Shift in decision-making
  • 3.2. Changing internal environment
    • 3.2.1. End of the blockbuster drug era
    • 3.2.2. Rising R&D expenditure
  • 3.3. Pharma's role in the healthcare ecosystem
  • 3.4. Threat of competition
  • 3.5. And then there is the issue of patient adherence

4. What are ‘evalue added services'?

5. Towards best practice

  • 5.1. Change management
    • 5.1.1. The challenge of culture
    • 5.1.2. Organization
      • 5.1.2.1. Centralized service development within the commercial branch
      • 5.1.2.2. Centralized service development within R&D
      • 5.1.2.3. Service development in a separate business unit
  • 5.2. Service development
    • 5.2.1. Funding
    • 5.2.2. Legal and compliance considerations
    • 5.2.3. External partnerships
  • 5.3. Service delivery and implementation
    • 5.3.1. Scaling
  • 5.4. What is being delivered? The ‘productification’ of services
  • 5.5. Outcomes

6. Key success factors

  • 6.1. A long-term commitment from senior management
  • 6.2. Independence from pharmaceutical development and/or commercialization
  • 6.3. Clearly stated intentions
  • 6.4. An experimental and iterative development process
  • 6.5. Co-creation with customers
  • 6.6. New capabilities - hire or partner

7. Moving towards an integrated care solutions business model

  • 7.1. Creating a service system: from need to service
  • 7.2. Healthcare system
  • 7.3. Therapeutic area
  • 7.4. The customer's internal capabilities
  • 7.5. Industry capability - moving from product marketing to solution marketing
  • 7.6. Relationship with the customer
  • 7.7. Fit For purpose & reimbursement

8.Concluding Remarks

Research & Methodology

References

Appendix

List of Figures and Tables

  • Figure 1: Blockbuster sales percentage of total sales, 2011/2016
  • Figure 2: Patent expiries, 2012-2016
  • Figure 3: Cost of drug development, 1970-2010
  • Figure 4: The product value chain
  • Figure 5: The service value chain
  • Figure 6: Patient pathway
  • Figure 7: At what stage of development of VAS does your company find itself?
  • Figure 8: End-to-end service development process
  • Figure 9: Which of the following departments are involved in the development of your service programs?
  • Figure 10: What kind of partnership(s) were established?
  • Figure 11: What external stakeholders have contributed to your VAS activities?
  • Figure 12: The three groups of pharma app publishers
  • Figure 13: In which indication(s) has your company developed VAS?
  • Figure 14: Where in the patient pathway has your company developed VAS?
  • Figure 15: Did you achieve your primary objective?
  • Figure 16: What of the following would you identify as further keys to success of VAS?
  • Figure 17: Potential areas for service development in pharma
  • Figure 18: A strategic roadmap from need to service
  • Figure 19: What region(s) best fall(s) into your area of responsibility?
  • Figure 20: Demography of eyeforpharma survey respondents
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