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How to design a winning access strategy? Second part


  1. Generate strong evidence for decision makers

How is the data that supports the value of a product built? Remember that it is not just to attach the famous articles published on the effectiveness of your product. What you need to do is build a critical analysis using evidence-based medicine guidelines.


You should take data from clinical studies, generate clear and practical messages about why your product is the best therapeutic option, and translate it into a dossier pragmatic and clear value.


Do not forget that, within the construction of value, efficacy and safety are not enough. It must generate local economic evidence, prepare cost-effectiveness and budget impact studies that show payers that the product is not only effective, but that the additional cost that it is going to pay is justified by a tangible additional benefit and, of course, and that you can afford it.


  1. Develop a policy of pricing strategic

While we all know that the guidelines for pricing a technology come from Global (pronounced "glou-bal"). It would be a big mistake not to consider technical, political and local aspects, such as the efficiency frontier, the country's willingness to pay, the local pricing policy, and how reimbursement works.


For this, 3 "zones" have been described. In zone 1 is the technology manufacturer, who has the duty to build with arguments from evidence-based medicine, pharmacoeconomics and other fields, the value proposition that proves the relevance of their product.


In zone 2 is the payer, which seeks to improve the results of its affiliates and maintain its financial profitability at the lowest possible cost. Zone 3 is in the center, it is the place of the win-win, it is there where the product proves its worth, adapts to the context of the country and brings the payer to negotiate, it is here where the two parties give in but win.


  1. How to stay?

He has already succeeded, now whatever agreement he reached with the payer must endure over time. The secret is knowing how to help the payer deal with the 3 uncertainties. The financial and the clinic. For this there are traditional strategies such as discounts for the purchase of a complete portfolio, the usual discounts, credits and other figures that surely you know quite well. But this is not enough, innovation is expected from you and when times of uncertainty and doubts come to the payer, you can be prepared with the development of shared risk agreements, generation of local evidence with studies of Real World Evidence and pay-for-performance agreements. These proposals will demonstrate your real commitment to the system and its sustainability and will generate bonds of trust that will bear fruit.


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