pharmacoeconomics 101
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Pharmacoeconomics 101. 2005 DoD Pharmacoeconomics & Pharmacy Benefits Conference 11 January LtCol David Bennett, Capt Jill Dacus, Eugene Moore, PharmD. Pharmacoeconomics 101. What is Pharmacoeconomics and how does it apply to formulary management?. - PowerPoint PPT PresentationTRANSCRIPT
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Pharmacoeconomics 101
2005 DoD Pharmacoeconomics & Pharmacy Benefits Conference
11 January
LtCol David Bennett, Capt Jill Dacus, Eugene Moore, PharmD
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What is Pharmacoeconomics and how does it apply to formulary management?
Pharmacoeconomics 101
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Choosing drugs based on:• Clinical considerations
– Efficacy
– Safety
– Tolerability
• Humanistic considerations– Quality of Life (Is the gain worth the pain)
• Cost considerations
Characteristics of Formulary Management
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Characteristics of a Pharmacoeconomic Evaluation1. An evaluation that considers both the effects
(consequences, outcomes) and costs of
2. Two or more alternative choices
Defined as:
“the comparative analysis of alternative courses of action in terms of both their costs and consequences”
Drummond
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Outcome Types
Medical Outcome = The end result of medical care– Could be positive
• Using the right antibiotic to treat an infection– Could be negative
• Using the wrong antibiotic to treat an infection
Indicator (Surrogate marker)– A measurable unit that provides information
regarding the outcome of interest
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Medical OutcomesECHO Model
Clinical
Humanistic
Economic
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Clinical Outcomes
Medical events that occur as a result of a disease or treatment
– Cure
– Comfort
– Survival
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Humanistic Outcomes
Outcomes that incorporate patient satisfaction and/or quality of life (QOL) - results of care are expressed in terms of patient’s perceptions
QOL domains– Physical function
– Emotional function
– Social function
– Role performance
– Pain and other symptoms such as nausea/vomiting
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Economic
An outcome expressed in terms of the cost or value of delivering care– Expense– Savings– Cost Avoidance
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Outcome Measures
Disease IndicatorClinical Outcome
Humanistic Outcome
Economic Outcome
Hypertension BP
Renal failure Stroke MI Death
QOLCost/ mmHg BP
Cost/stroke avoided Cost/life year saved
Hyperlipidemia LDL levelsAngina MI Death
QOLCost/MI avoided Cost/point in LDL
DiabetesA1C
BG levels
Retinopathy nephropathy Death
QOLCost/change in A1C Cost/kidney transplant avoided
AsthmaFEV, peak flow
Exacerbation event Death
QOLCost/symptom free day
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Choice
Program B
Program A
ConsequencesA
ConsequencesBCosts B
Costs A
Comparing the costs and consequences (outcomes) of two or more alternatives
Source: Methods for the Economic Evaluation of Health Care Programmes: Drummond 1997
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No
Yes
No Yes
Outcome Description
Cost Description
Cost-Outcome Description
Clinical Trial
Cost Analysis
Full Economic Evaluation
Examines only costs
Types of Evaluations
Are both costs and consequences of alternatives examined
Comparison of two or more alternatives
Examines only consequences
Examines only costs
Full Economic Evaluation
Adapted from Drummond: 1997
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Full Economic Evaluations
Methodology Units Measured
Cost Outcomes Cost-minimization dollars equivalentCost-effectiveness dollars natural unitsCost-Utility dollars QALYCost-Benefit dollars dollars
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Cost-Minimization Analysis
Examines only the COST of competing technologies
Assumes equivalent effectiveness– brand name vs. generic– two or more drugs in same therapeutic class –
with similar side effect profiles
Net result: (i.e., cost / patient treated)
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Cost per Month of SelectedOral Antidiabetic Agents
Drug Cost per Month Glyburide (Diabeta) $22.50 Glyburide (Mirconase) $29.25 Glyburide (Glynase) $24.75 Glipizide (Glucotrol) $22.50 Glipizide (Glucotrol XL) $20.40
Adapted from: Dagogo-Jack and Santiago, Arch Intern Med 1997;157:1802-17
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Cost-Effectiveness Analysis
Costs are measured in physical units and valued in monetary units.
Effectiveness is measured in natural units of health improvement - clinical outcome measure, years of added life, prevention of event.
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Cost-Effectiveness Analysis
Outcomes must be measured in the same units to compare interventions– Can’t compare cost/ reduction in Hem A1C
with cost/ reduction in systolic Blood pressure
Results expressed as cost / effect• $100 per 1% reduction in Hem A1C• $50 per 10 mg reduction in LDL• $5 per symptom-free day gained
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Incremental Cost-Effectiveness Ratio
ICER = TC1 - TC2
E1 - E2
TC1 = total cost of treatment for drug 1
TC2 = total cost of treatment for drug 2
E1 = effectiveness of drug 1
E2 = effectiveness of drug 2
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CEA Example: Prevention of Stroke
Drug A– Total cost for 100 patients = $10,000– Effectiveness = 10 strokes prevented
Drug B– Total cost for 100 patients = $60,000– Effectiveness = 50 strokes prevented
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Stroke Prevention Example: Average CE
Agent
Total Cost for 100 pts
Strokes Prevented
Cost/ Stroke Prevented
Drug A $10,000 10 $1000
Drug B $60,000 50 $1200
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Incremental Analysis
“The additional costs that one service or program imposes over another, compared with the additional effects, benefits, or utilities it delivers.”
Drummond – Methods for the Economic Evaluation of Health Care Programs
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Incremental Cost-Effectiveness Analysis
= $50,000
40
= $1250 per additional stroke prevented
= $60,000 - $10,000
50-10
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Cost-Benefit Analysis
Resources consumed and health outcomes measured in monetary units
Decision Rule: Choose the treatment with the highest net benefit
Controversy – assigning value to health
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Cost-Benefit Analysis
Results expressed in two ways:– Benefits – Costs = Net Benefit or Net Cost– Benefit / Costs = Ratio
Decision Rule: Accept programs with net benefit or benefit:cost > 1.0 When comparing alternatives, choose the treatment with the highest net benefit ratio
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Cost-Benefit Ratio
Benefit per Cost = Net Benefits
Net Costs
Accept those programs (drugs) where ratio > 1.0
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Cost-Utility Analysis
Resource consumed measured in monetary units
Health outcomes/consequences adjusted for quality– Quality adjusted life year (QALY)
QALYs based upon utility (patient preference)
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Cost-Utility Analysis
Utility – the value or worth placed on a level of health status, or improvement in health status, as measured by the preferences of individuals or society.
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Rating Scale
Perfect Health
Death
Feeling Thermometer
0
10
20
30
40
50
60
70
80
90
100
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Rating Scale
Perfect Health
Death
Feeling Thermometer
0
10
20
30
40
50
60
70
80
90
100
Patient’s Preference
0.65
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The Standard Gamble
“True” utility instrument Requires choices between alternatives
under conditions of uncertainty Respondents asked to select one of the
two alternatives Captures the subject’s risk attitude
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The Standard Gamble
Healthy (p)
Dead (1-p)
State i
Standard gamble for a chronic health state. i = chronic health state; p = probability of achieving perfect health
von Neuman and Morgenstern, 1944
Choice B
Choice A
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Time-Trade Off
Utility measure developed specifically for health care
Involves respondents selecting between known choices (no uncertainty)
Scale is anchored by death and perfect health
Not a true utility instrument
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Time-Trade Off
Time trade-off for a chronic health state. h i = x/t, where h i = preference value for state i; state i = chronic health state; t = life expectancy for an individual with chronic health state i; and x = time at which respondent is indifferent between alternatives 1 and 2.
Dead
State i
Healthy
1.0
h i
0x t Time
Alternative 1
Alternative 2
Torrance et al. (1972)
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When to conduct a CE analysis The Cost-Effectiveness Plane
E
C Quadrant I
Quadrant IVQuadrant III
Quadrant II
Ca>Cb & Ea>Eb
Trade-off
Ca<Cb & Ea<Eb
Trade-off
Dominates
(Accept)
Dominated
(Reject)
+
-
- +b
Adapted from Black (1990)
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Cost Analysis Framework
Study Perspective
Resources Consumed
Valuation of Resources
Sensitivity Analysis
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Study Perspective
Determines which costs are relevant to the analysis– Societal– Payer– Hospital– Patient– DoD– Hospital Pharmacy Department
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Resources Consumed
Specify the ingredients Count the units
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Valuation of Resources:
Types of Costs– Direct Medical
– Direct Non-medical
– Indirect
– Intangible
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Valuation of Resources:Types of Costs
Direct Medical– Resources spent on medical
services or products as a direct consequence of a disease or illness
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Direct Nonmedical– Expenses related to the provision of
medical care, but incurred outside the medical sector• Transportation to a medical care facility• Childcare• Lodging
Valuation of Resources:Types of Costs
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Indirect Costs:– Amounts spent or lost as an indirect
consequence of illness or consumption of medical costs• Lost wages due to sickness• Lost production
Valuation of Resources:Types of Costs
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Intangible Costs– Pain and suffering– Social and emotional stress
Valuation of Resources:Types of Costs
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Decision Analytic Modeling
A technique used to evaluate competing decisions
Can focus on cost, outcomes or both Uses a “decision tree” to help determine the
best selection
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Elements of a Decision Tree
Event branches Nodes
– Decision – Chance (event) – Terminal
Probabilities Rollback values
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Decision Tree Branches
Represent alternative paths and events (either chosen or based on probabilities) that may occur
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Decision Tree Nodes
Decision – represents a point where a choice of alternatives can be made
Chance – represents a point where potential events can occur (based on probabilities)
Terminal – represents a point where the end results (payoffs) of a particular pathway are calculated
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Building a Decision Tree Model*
Identify the problem Structure the tree Gather data to populate the tree Analyze the tree Conduct sensitivity analysis
*Adapted from: Veenstra D, Sullivan S. Modeling Methods – Decision Analysis. Presented at the 4th Annual Pharmacoeconomic Principles and Applications Conference, July 2004
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Identify The Problem
What is the question you are trying to answer?– Which long-acting insulin is most cost-effective in the
DoD MHS?
What decision must be made?– Treat with NPH or Insulin glargine
What events follow the decision?– Glucose control
– Adverse events
– Adjust or change drug
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Clinical Scenario
Type 1 Diabetes Mellitus– New diagnosis
• Begin basal insulin therapy
Type 2 Diabetes Mellitus– Pt is not well-controlled on oral antidiabetic
agents.• Option 1: Stop oral meds and begin insulin
• Option 2: Cont oral meds and begin insulin
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How do you define well-controlled? The American Association of Clinical
Endocrinologists Medical Guidelines for the Management of Diabetes Mellitus– Hemoglobin A1c < 6.5– Fasting Serum Glucose < 110– Post-prandial Serum Glucose < 140
The American Association of Clinical Endocrinologists Medical Guidelines for the Management of Diabetes Mellitus: The AACE System of Intensive Diabetes Self-Management-2002 Update
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Long acting insulin alternatives
NPH (neutral protamine Hagedorn)– Novolin*– Humulin
Mixed NPH and regular/short acting Glargine (Lantus)
*National Contract with VA, DoD, IHS, BOP, and Option 2 State Veteran Homes
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NPH insulin Advantages
– Least expensive– Pre-filled devices available
Disadvantages– Greater frequency of nocturnal hypoglycemia– Increased immunogenicity– More weight gain– Lower glycemic control– Reduced patient satisfaction– Duration of action 18-24 hours
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Glargine insulin Advantages
– Duration of action 24 hours, so no peak effect– Once daily dosing– Reduced frequency of nocturnal hypoglycemia– Type I
• Greater reduction in fasting blood or plasma glucose levels• Improved patient satisfaction
– Type 2• Improved HgA1c values
Disadvantages– Most expensive
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Avg Cost (10mL vial) in DoD*Dec 03 – Nov 04 NPH (neutral protamine Hagedorn)
– Novolin $4.50– Humulin
Mixed NPH and regular/short acting– Approximately $15.00
Glargine (Lantus)– $26.11
*Prime Vendor Data
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Average Cost ($) of Insulin in DoD Dec 03 – Nov 04
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
12/3
1/20
03
1/31
/200
4
2/29
/200
4
3/31
/200
4
4/30
/200
4
5/31
/200
4
6/30
/200
4
7/31
/200
4
8/31
/200
4
9/30
/200
4
10/3
1/20
04
11/3
0/20
04
HUMULIN 50/50 - INSULIN NPH S-S/REG INSULIN
HUMULIN 70/30 - HUM INSULIN NPH/REG INSULIN
HUMULIN N - INSULIN NPH HUMAN RECOMHUMULIN N - INSULIN NPH HUMAN RECOM
LANTUS - INSULIN GLARGINE,HUM.REC.AN
NOVOLIN N - INSULIN NPH HUMAN RECOM
NOVOLOG MIX 70/30 - INSULN ASP PRT/INSULIN ASPA
Sum of Avg Cost
DATE
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Dollars Spent in DoD on InsulinDec 03 – Nov 04
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
$800,000.00
$900,000.00
12/3
1/20
03
1/31
/200
4
2/29
/200
4
3/31
/200
4
4/30
/200
4
5/31
/200
4
6/30
/200
4
7/31
/200
4
8/31
/200
4
9/30
/200
4
10/3
1/20
04
11/3
0/20
04
LANTUS - INSULIN GLARGINE,HUM.REC.AN
NOVOLIN 70/30 - HUM INSULIN NPH/REG INSULIN
NOVOLIN N - INSULIN NPH HUMAN RECOM
NOVOLOG MIX 70/30 - INSULN ASP PRT/INSULIN ASPA
Sum OfTOTAL PRICE
DATE
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0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
12/3
1/20
03
1/31
/200
4
2/29
/200
4
3/31
/200
4
4/30
/200
4
5/31
/200
4
6/30
/200
4
7/31
/200
4
8/31
/200
4
9/30
/200
4
10/3
1/20
04
11/3
0/20
04
LANTUS - INSULIN GLARGINE,HUM.REC.AN
NOVOLIN 70/30 - HUM INSULIN NPH/REG INSULIN
NOVOLIN N - INSULIN NPH HUMAN RECOM
Sum Of QTYDELIVERED
DATE
Number of Insulin Vials Dispensed in DoDDec 03 – Nov 04
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Structure the Decision Tree
Depicts the components of the problem graphically
Build tree left to right– Nodes and branches
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What Are Our Choices
Glargine
NPH
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What Events Will Follow Our Choices
Glargine
NPH
Attain A1C Goal
Do Not Attain A1C Goal
Attain A1C Goal
Do Not Attain A1C Goal
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What Events Will Follow Our Choices
Do Not Attain A1C Goal
Glargine
Attain A1C Goal
Hypoglycemia
Hypoglycemia
No Hypoglycemia
No Hypoglycemia
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What Events Will Follow Our Choices
Do Not Attain A1C Goal
Glargine
Attain A1C Goal
Hypoglycemia
No Hypoglycemia
Hypoglycemia
No Hypoglycemia
Pt. Managed
ER Visit
Pt. Managed
ER Visit
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The Complete Decision Tree
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Gather Data to Populate the Tree
Literature review– Estimates from clinical trials (e.g. efficacy,
adverse events) Expert Opinion
– Good where no clinical trial data exists or for specifics like system costs
Database studies– Good for “real-world” event probabilities, cost
identification
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Data Needed for This Model Probabilities
– Probability of attaining A1C target– Probability of having hypoglycemic event– Probability that patient manages hypoglycemia– Probability that hypoglycemia requires medical
intervention Payoffs
– Cost of treatment with NPH– Cost of treatment with glargine– Cost of complications if A1C goal not reached– Cost of medical intervention if hypoglycemia severe
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Data Estimates for Model
Variable Point EstimatesNPH Glargine
Probability of attaining A1C goal* 0.439 0.579
Probability of hypoglycemia* 0.382 0.165
Probability hypoglycemia managed by patient†
0.95 0.95
Cost of 3 years insulin treatment $162 $564
Cost of complications if A1C goal not attained §
$1565 $1565
Cost of medical intervention if hypoglycemic requiring treatment †
$125 $125
•Fritsche, et al 2003 Ann Int Med 138(12):952-9; †Expert opinion; §Gilmer, et al. 1997 Diabetes Care 20(12):1847-53
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Analyze the Tree
Done by “rolling back” the tree to get “expected values”
Start at terminal node and multiply probabilities as you trace tree to origin to get probability of outcome
Sum weighted outcomes for each potential path
*Adapted from: Veenstra D, Sullivan S. Modeling Methods – Decision Analysis. Presented at the 4th Annual Pharmacoeconomic Principles and Applications Conference, July 2004
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Rolled-Back Decision Tree
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Conduct Sensitivity Analysis
Done to “debug” the tree Done to check whether changes in
parameters influence model’s results
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Sensitivity Analysis
Perform one-way sensitivity analyses on all parameters to debug tree
Vary probabilities from 0 to 1; response to changes should be logical
Set all cost/outcomes equal to zero; strategies should have same expected value
*Adapted from: Veenstra D, Sullivan S. Modeling Methods – Decision Analysis. Presented at the 4th Annual Pharmacoeconomic Principles and Applications Conference, July 2004
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Sensitivity Analysis: Varying the probability of attaining A1C Goal with Glargine
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Conclusions
Pharmacoeconomic analysis– Valuable tool to answer a clinical question
• Cost effectiveness – efficacy, safety, tolerability, other & cost
• QOL
– Limitations of modeling• Sensitivity analysis
• Applicability of study data to individual patient
• Physician factors
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A final thought…
Individual patient issues weigh into the decision– Compliance– Patient preference– Patient satisfaction* in DM 1– Values of the individual and society
*Dunn et al. Insulin glargine: an updated review of its use in the management of diabetes mellitus. Drugs 2003; 63 (16): 1743-1778.
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A final thought…
What factors influence a physician to prescribe a new drug?*
• Pharmaceutical company prescribing loyalty
• Prescribing volume – high volume
• Age – more experience, more caution
• Pharmaceutical marketing
• Practice type – office > hospital based
• Clinical investigator experience
• Specialty - endocrine
*Glass, H; Rosenthal, B. Demographics, Practices, and Prescribing Characteistics of Physicians Who Are Early Adopters of New Drugs. P&T 2004;Vol 29:699-708.