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Abbvie FutureFit Presentation Nov2015

La eÑe Group
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on 8 February 2016

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Transcript of Abbvie FutureFit Presentation Nov2015

AbbVie Puerto Rico
Assets
3D BACKGROUND
Agenda
PNG FILES
WHICH YOU CAN
CROP ANYWAY
YOU LIKE
Nov-17
2015

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Overview
Case 1
Case 2
Closing
Case 3
SEPARATE ELEMENTS
Execution
BUSINESS IMPACT
Reality Check
Puerto Rico had to react
MEET THE TEAM
PROJECT TITLE
Short description here
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PROJECT DESCRIPTION
Stakeholder Environment
Decision Making Criteria For Patient Treatment
ROLE & CAPABILITY
14.839
IMPLEMENTATION CAVIAT: CORPORATE INTEGRITY
STRUCTURE CHANGES
Capabilities
Examples

3 Stories

Brand Teams

SEPARATE ELEMENTS
THESE 4 ELEMENTS ARE PNG FILES
WHICH YOU CAN CROP ANYWAY YOU LIKE!
Puerto Rico
Journey

In 2012
Puerto Rico
Affiliate
Began The FF Journey
2012


2015
Paid by performance will gain strength
Price pressure
Less-than-optimal treatment
Primary care physicians as a gatekeeper
More proactive patients
Electronic Health Record (e-prescribing)
Implementation of healthcare delivery model
Demographics
tendencies
Funding
conditions
Changes in the
supply model
Healthcare trends in Puerto Rico
can be group in four categories
Question 1:
ACA impact in
Healthcare services?
Question 2:
How will the
changes apply to PR?
Organizing for the future
Stakeholder Map
2012 Org Chart
Today's Org Chart
Phase 3: We evolved
CAPABILITIES & BRAND MGMT
Phase 4
Humira:
System Challenge
Synthroid:
Develop Opp
HCV:
Viekira
Mkt Access
In field
Teams
Market
Access
Value
Proposition
Contracting
& Tendering
Salesforce
& Medical
Management
2008, Humira gained access to the Puerto Rico Health Insurance (MiSalud) program.
In 2014, the Gov't announced
it could no longer sustain the
existing health system model.
This change meant,
going to multiple players, with different rules.
Effective Date:
April 2015

In jeopardy the use of biologics and patient adherence.
Insanity:
doing the same thing over and over expecting different results.
A. Einstein
Phase 4
Phase 3
Phase 2
Phase 1
Future Landscape Review
Completed
July 2012
Develop Organizational
Model
Completed
July 2012
Size New
Commercial Roles
and Sales Force
Completed
December 2013
Implementation
Build capabilities to close identified priority capability gaps
Establish or Enhance multi-disciplinary Brand Teams
Phase 1
Phase 2
Phase 3
Future
Landscape
Review
Develop
Organizational
Model
Size New
Commercial Roles
and Sales Force
Establish or Enhance
multi-disciplinary Brand Teams
Implementation
Completed
July 2012
Completed
July 2012
Completed
Dec 2012
Affiliates: Full Future Fit
MHC
Commercial
Excellence
Sales
Patients
Brand Team Leader
------
Marketing
Brand Team Leader

Marketing
Commercial
Excellence
OEC
Finance
MHC
Sales
RA / QA
Patients
Medical
MHC
RA / QA
Medical
Finance
Brand Team Evolution
All for our patients
All for one
Closing Video
Time Constraint in
ensuring patient
treatment process
was relatively short.
Situational
Analysis
Challenges
Quality of Execution
Moving
Forward:
Our Brand Team is Ready to Execute.
Results:
Separate elements
MiSalud covers 55% (1.6M) lives in PR.

MiSalud represents 50% of Abbvie's total business.

MiSalud represents 40% of Humira total business.
In 2008, Humira gained access
to the Puerto Rico Health Insurance program (MiSalud)

MiSalud became the main source of growth for Humira.
Phase 4
Build capabilities to close identified priority capability gaps
Cross-franchise MiSalud
Brand Team
- Develop Comprehensive Action Plan

- Mitigate Risk of Treatment Disruption
Situational
Analysis
- Gov't Financial Crisis and Changes in Health Model
Strategies
& Tactics
Project
Description
Obtained
Results
- Humira Patients Dependency on MiSalud
- Risk Patient Journey Disruption
- Capitated Model with Five (5) Health Plans and
Eight (8) Regions
- Specialist Reluctant to be part of MiSalud
- Humira Cost could Trigger: Delays of Referrals, Refuse
Countersign and/or Switch to Conventional Therapy
- Anticipation and Planning was Essencial
Setup

Cross-functional Brand Team

Monthly Meetings

Bi-Weekly Conf Calls
Focus

All Capabilities Represented in Team

8 Month Timeline, Tied to Implementation in Health System Changes
Deliverables

Careful Follow-up and Insight Gathering

miHumira Care Specialist Expansion

Materials and Trainings Developed
1- Minimize Treatment Disruption in miHumira
2- Insight Gathering of Upcoming MiSalud Changes
3- Educate AbbVie Personnel
4- Developed Educational Material for Stakeholders
Reimbursement Script Changes
miHumira Patients Mailing
Outbound Calls
miHumira:
MedMedia Ads at Physician's offices
SlideDeck
Material to Promote Patient Enrollment
Expansion of Care Specialist to enable closer follow-up and coverage

Monthly Meetings with All Capabilities
Bi-Weekly Calls with Field Personnel
Meetings: ASES Director with GM and Gov't Affairs
Field Visits:
MCAM to Decision Makers
Patient Service Specialist to Community and Specialty Pharmacies
Do's & Dont's

Workshops Developed for Field Personnel and Patient Relations

Material for Frequently Asked Questions
Established a MedReg Expedite Approval Process
OEC Support on Role Exceptions and how to engage stakeholders
Customized FlashCard
MiSalud
Full Access
Pharmacy
17% Rx Growth (Q3 2015 vs Q1 2015) in Humira MiSalud
6 Percentage Points Increase in Market Share. Now at 69%.
Strategies
& Tactics
Strategies
& Tactics
Strategies
& Tactics
Strategies
& Tactics
114 units dispatched in
Sep-2015 vs. 5 in Jan-2015.
VA now represents 25% of
Viekira Sales in Puerto Rico.
Market share in VA increased

From 26% in Jan'15

To 48% in Sep'15.
VA Puerto Rico is the first
location in US to have a
Technivie patient.
Rafael Sevilla






Raul Cintron
Luis Cruz
Maribel Acevedo
Nydia Toledo
Maria Merly
Hector Diaz
Migdalia Diaz
Marisel Caraballo
Rosa Mercado
Viekira's Jan'15 launch went not as expected due to Access.
Competitor gained preferential position in Largest Health Plans in PR.
Created a project to target the "only" Channel/Healthcase system with open and parity access:

VA Health.

Project Objectives
2- Obtain & Mantain +45% share
of GT1/GT4 VA patients
3- Educate VA Treaters on
Viekira Packs and Technivie
Preferred positions on VA Guidelines
Brand Team focused on
Learning VA
Inside/Out
Weekly Conf Calls
to discuss
VA strategy and
key findings
At Hospital and
weekly calls to fellows.
Ultra Frequency Schedule
with multiple weekly visits
(maximum under VA allowance)
A Highly Collaborative Relationship Established
Newly HEP C dedicated pharmacist Dr. Velez.
Message Consisted in selling
the attributes of Viekira Pak.
Resources such as
Leave Behinds and
Demonstrator Kits.
(Outside the VA allowance control) to reinforce message.
Increase share of voice with visits to private practice offices.
SUMMARY
1- Viekira Brand and In-Field Team Compehensive Account Management Plan: Brand Value
2- The effectiveness resulted decisive when VA received $500MM suplemental funding for Aug/Sep
3- Final outcome: 48% share in time period and Viekira benefiting many patients.
SUMMARY
SUMMARY
SUMMARY
Attendings and Fellows
Doubtful on Complexity
of DDI with VP Patients.
Multiple Physicians attending patients made dificult Coordinate beyond the GI or ID Physician.
VA Strict Interactions
Guidelines for
Pharmaceutical Reps.
CHALLENGES
1- Capability Target: Market Access
Project Phases Overview
Phase 1
Phase 2
Phase 3
Feeling the FF
Case 1: Brand Team Leadership
Capability: HR
Capability: PATIENT RELATIONS
Capability: COMMUNICATIONS
Case 3: Market Access
Case 2:
Marketing
Excellence

No Limits!
the challenge
grow the market
and protect
Synthroid
Lack of knowledge among general population.
More prevalent in older population.

Up to 20% over 65 at risk.
Hypothyroidism is a common disease.

About 10 times more common in women than in men.
Up to 10% of general population could have thyroid disease, 30% of those suffering could be either unaware or untested.
Project
Description
Brand
Team
Ivette Díaz

Ramón Matías

José Otero

Glenda Ruiz

Astrid Suarez
Angel Pesquera

Marisol Bárzana

Nicole López

Doris Torres

Néstor Ortiz
Market Expansion by Increasing Thyroid Disease Awareness for early diagnosis

DTC campaign and TSH screening program.
Expand Market by Increasing General Population Thyroid Disease Awareness

Encourage individuals to talk with doctor about thyroid, thus increase the number of patients diagnose and treated

TSH Screening Support Programs

DTC campaigns throughout the year island wide, specific target population (pregnant women, family, menopause)
Strategies
Even the Unexpected
Awareness Billboards
Very
...
Very...
Very...
We own
Active!
Disease
Awareness
Time Consuming Internal Approval Process: Resulted in more proactive marketing team and more effective documentation in submissions.

Alignment of external stakeholders: active participation is critical to empower population to be more proactive in their health care.

Developing Cost-Effective DTC Campaigns
Adapted a 360° strategy with Stakeholders.

Recognition that market expansion would only be possible if there was an active commitment and participation of policy makers, payers, health-care providers and patients in the early stages of the patient journey.

Supported by Sales Force: Primary Care Physicians and Patient-Driven Initiatives (DTC/Thyroid Alliance/TSH screening).
Next Step:

Brand Awareness

To Increase Synthroid Prescriptions
Thyroid prescriptions consistently growing at 8% in Q3-15 vs. Puerto Rico TRx pharma market at 1%.

>80% of patients with hypothyroidism condition are already diagnosed and treated.
Tier 1
Tier 2
Our 3 Pillars
External Communications:
Brand Team
Support:
Internal Communications:
1. Brand team participation and engagement

2. Project execution, branded and unbranded
1. Brand and Corporate Identity

2. Company Spokesperson

3. Corporate Social Responsibility
Monthly Newsletter

Quarterly Town Halls

Culture Task Force

1,612 hours of employee community service to date
Priorities & Initiatives
Capitated Model:

Full Financial Risk
Case Management Approach:
Marketing
Excellence
Brand Team
Leadership
Market
Access
Knowing how to play…
Readiness played a key role in protecting preferential access under crisis mode…

Enbrel suffered a temporary removal (Q1 & Q2) from Mi Salud’s formulary which amplified Humira’s success.
CAPABILITIES & BRAND MGMT
Phase 4
Tier 1
Tier 2
Post April 2015
"Every Patient Count"
Patient
Relations

miHumira Call Centers
miHumira Care Specialists (nurses)
Patient Services Specialist
Sales

•PCP Sales Force
•Specialist Sales Force
Market
Access

Managed Care Account Manager
Market Access Manager
Trade

Key Account Manager
Brand
Awareness
Commercial
Synthroid
Situational Analysis
Defend the Brand in a highly Generic environment.

e-Prescribing systems with default generic programs.

Patients pay higher co-pays and co-insurance for Synthroid.
Synthroid Brand
Challenge
Build brand loyalty through awareness campaign “Check your pill to make sure they Synthroid”

TV/ Cinema commercial spot

Office staff thyroid disease education on why Synthroid should be protected
Retain market leadership

Grow Prescriptions

Minimize share erosion
Synthroid Brand
Protection Strategy
Synthroid Brand Awareness Results:
Market continuous growth at approx. 8% growth

Engaged office staff personnel in the Synthroid brand protection

Synthroid # 1 most prescribed brand product
Rebeca Passapera
Full transcript