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SKIM: Decision Behavior Specialists

Alex Zhu | Ariel Herrlich | February 2016

Leveraging Patient Support Programs in

Biologic-Biosimilar Competitive Landscape

Biologics are facing biosimilar competition

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Strategic levers in biologic-biosimilar competition

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Patient

support

Market

access

Product

formulation

Messaging

1 2 3 4

• Benefits investigation

• Copay assistance

• Injection trainings

• Education

• Nursing support

• Supplies

• Peer resources

Basic structure of such patient support programs

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1) Access to

medication

2) Services to

improve

outcomes

3) Living with the condition

Stakeholders of a patient support program

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Patient support program

“All I know is that I need help to

pay for my medication. I feel like

I’m not alone when the patient

support program trains my on

self-injection, and is there to

answer my questions.”

“Starting patients on these

biologics is a real hassle, and

patient support programs that

make this easier are appreciated.

Injection training frees me up to

do other things, and I can use

their educational materials in my

practice.”

• What does my program

need to offer?

• How can it stand out and

impact prescribing?

“I won’t prescribe a medication if I

don’t feel confident the patient

can get started on it. With that

said, all these programs seem

pretty much the same to me, and

they’re all pretty good. I don’t

know too much detail about

them.”

PATIENT MANUFACTURER

NURSE PHYSICIAN

5 key learnings to leverage patient support programs in biologic-biosimilar competitive landscape

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Three types of

services are

most critical:

1. Access

2. Device training

3. Disease, and

therapy

education

Recognizing

the different

needs of

patients at

different

stages in their

journey is

important

Two broad

opportunities

to (re)create

value for all

stakeholders

1. Repackaging

2. New services

Goals and

expectations

are different

between

originator and

biosimilar

patient support

programs

Patient support

programs are

not just for

patients -

physicians

and nurses

are also

key players

Learning 1: Access, device training and disease, and therapy education are the most critical services

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expected for biologics

expected for bothexpected for biosimilars

expected for neither

• Co-pay assistance

• Injection training

• Educational

programs

Learning 2: Patient support programs are also about helping HCPs better serve patients

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RX INITIATION PROCESS FOR HCPS

ACCESS TRAINING

Insurance coverage investigation and financial

assistance

Ensures access and by assisting with obtaining

insurance coverage

Injection training, education and support

Inspires confidence that patients will initiate and maintain Rx

Nurses spend the most time on the phone and

filling out paper work.

Physicians may need to hire staff to

handle authorizations.

Nurses are freed from providing training

themselves.

Learning 3: Recognizing patients’ needs at various stages of their journey is important

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Initiation Control

QoLFrustration

Symptom

change

Fear about

progression

Injection training

Nurse support

Co-pay assist

Education

Nurse support

Education

Insurance change

Education

Em

otio

na

lC

linic

al

Learning 4: Goals differ between originator and biosimilar patient support programs

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Biologics Biosimilars

Differentiate:

Meaningful services: HCP centered

services or services that help to obtain

access and ensure compliance.

Cohesive patient experience

Prioritize:

Evaluate existing programs

Identify what matters most: Certain

services are expected - cost of coming on the

market.

There is low awareness of the full

breadth of services

Reflect how patients and HCPs

categorize services differently

Clear, descriptive language optimizes

utilization

There is more room to create value for

HCPs

Ensuring that patients get on treatment

and stay compliant eases the burden on

practices

Easy to access

Learning 5: Two broad opportunities to (re)create value for all stakeholders

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Re-package service offeringsOffer services that make HCPs’ lives

easier

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Framework and considerations

Include all of the relevant stakeholders

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What is the actual impact on prescribing?• Ultimately responsible for prescribing • May take different programs into account

How do different programs compare in alleviating the burden of getting patients started?

• Most interaction with support programs• Deeper understanding of different programs

What feelings does patient support invoke? How do those feelings impact brand loyalty?

• Rely on programs for starting and staying with Rx

• Programs provide assistance and comfort

KEY QUESTION RELEVANT EXPERIENCE

PA

TIE

NT

NU

RS

EP

HY

SIC

IAN

STAKEHOLDER

Employ a multi-phased qualitative and quantitative methodology

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PHASE 1

PHASE 2 PHASE 3

PHASE 4(Optional)

Exploratory

Qualitative

Immersion Session

with the Brand TeamValidate with

Quantitative

Iterative Qualitative

Competitive Intel

Phase 1A: Exploratory qualitative research

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Individual Interviews Online Bulletin Board Focus Groups

Establishing a range of experiences

Broad exploration of individual experiences

Projective exercises for unstated feelings and unmet

needs

In-depth reflection and descriptive accounts

Ideation and co-creation

Assess extent of unmet needs

MOST APPROPRIATE STAKEHOLDERS MOST APPROPRIATE STAKEHOLDERS

PATIENT NURSE PHYSICIAN PATIENT NURSEPATIENT

MOST APPROPRIATE STAKEHOLDERS

Phase 1B: Competitive intelligence (conducted alongside exploratory qual)

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• HCPs typically work with

multiple brands

• Therefore, competitive

intel is relatively easy to

obtain

• Current patients with past

experiences on other brands

• Former patients who have

switched

• Competitor patients who

have never been treated with

the Rx in question

HCPs PATIENTS

Phase 2: Immersion session with Brand team

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• Discuss the qualitative outcomes deemed relevant

• Identify relevant service offering packages

• Align the outcomes of the quantification phase with brand team needs and

expectations

Phase 3: Validation through quantitative research

Metrics to assess current

services‘Drag-and-drop’ classification Measure impact on loyalty

Current Services

Potential New Services

UNNECESSARY

NICE TO HAVE

ESSENTIAL

Awareness Importance

SatisfactionUtilization

Baseline of

engagement/ loyalty

Compare optimization

strategies against

baseline

Contact

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skimgroup.com

SKIM: Decision Behavior Specialists

Alex Xiaogung Zhu

Manager

Based in New York

Ariel Herrlich

Analyst

Based in New York