Han Steutel (B-MS) über neue Kommerzialisierungsmodelle

Han Steutel ist European Vice President & General Manager Germany bei Bristol-Myers Squibb (B-MS). Er begann seine Karriere 1987 bei AstraZeneca in den Niederlanden, seit 1999 ist er bei B-MS beschäftigt.

Bevor er 2008 in Deutschland die Geschäftsführung übernahm, leitete Han Steutel fünf Jahre als General Manager die niederländische B-MS Zentrale. Neben seiner Tätigkeit in dem amerikanischen Biopharmaunternehmen war er in führender Position in einer Reihe von Industrieverbänden aktiv, darunter als Vorsitzender der Pharmagruppe der American Chamber of Commerce der Niederlande und später als Präsident des niederländischen Verbandes der Forschenden Arzneimittelunternehmen Nefarma.

Han Steutel ist seit 2009 im Vorstand des Deutschen Verbandes der forschenden Pharma-Unternehmen, vfa, vertreten.

Auf der Pharma Sales Force 2011 wird Han Steutel mit anderen CEO-Kollegen "Das New Commercial Model - Der Pharmavertrieb zwischen Herausforderungen, Chancen und Risiken" diskutieren. Erfahren Sie mehr hier.

Pharma: Rahmenbedingungen und Zukunftschancen für Rabattverträge

Dr. Christopher Hermann, Stellv. Vorstandsvorsitzender, AOK Baden-Württemberg, gibt einen Einblick in die Rahmenbedingungen und Zukunftschancen für Rabattverträge vor dem Hintergrund des AMNOG.


Welche Auswirkungen sind durch die Anwendung des Kartellrechts bei Rabattverträgen zu befürchten? Welches sind die negativen Konsequenzen der Mehrkostenregelungen? Dies und vieles mehr sind Themen des Interviews.

Das Interview ist als Video verfügbar. Dieses sehen Sie hier.

Wie sollten Unternehmen sich aufstellen, damit die Chances des AMNOG zum Tragen kommen?

Dr. Med. Steffen Wahler, VP Clinical Outcome & Reimbursement bei Iroko Cardio International, spicht exklusiv mit IQPC über die Konsequenzen der Regelungen zur frühen Nutzenbewertung für die Entwicklung neuer Arzneimittel sowie die Auswirkungen des AMNOG auf das Vertriebsmodell der Pharmaindustrie. Das ausführliche Gespräch wurde als Podcast aufgezeichnet.

Der Podcast kann kostenlos hier angehört und gedownloaded werden.

Sie möchten Herrn Dr. Steffen Wahler gerne live erleben? Besuchen Sie die Pharma Sales Force 2011, wo Dr. Steffen Wahler und viele weitere namhafte Referenten sprechen werden. Das Konferenz-Programm sowie weitere Informationen finden Sie hier.

Pharma Execs Confess Innovation Is Lacking

An article By Ed Silverman // (Pharmalot) 

 

When the going gets tough, do the tough know now to innovate? Apparently not. At least that’s what a bunch of pharma execs confess in a new survey that finds only 54 percent - including those who admit to having poor or ineffective innovation strategies - consider innovation to be a leading priority. And only 49 percent rank their overall innovation strategy as just moderately effective, at best.

More specifically, improving innovation was cited as the single most important priority that will define success by 16 percent, while 38 mentioned this is a one of a handful of top priorities. Interestingly, 26 percent reported that change is important, but really just one priority among many others. And 11 percent say change would be good, but it is not a priority. And 7 percent say ‘why change?’

Meanwhile, just 47 percent report their R&D model is capable of meeting corporate needs and only 42 percent say their strategy is more than moderately successful at replenishing the pipeline. These sobering results reflect comments from 282 senior execs, including 58 percent from the c-suite, by the Economist Intelligence Unit and was done at the behest of Quintiles, the clinical research organization.

“In any other industry you can measure using metrics, but you can’t really do that in this industry,” Peter Hongaard Andersen, exec vp for research at Lundbeck, tells the questionnaires. Instead, potential improvements need to be assessed against non-tangible criteria, such as measuring the quality of efforts before knowing if a pay off exists. “That is why we are all struggling to get this right.”

But what are the impediments to improving innovation? Not surprisingly 47 percent cited cost as a leading barrier, followed by 38 percent who pointed to the time involved in product development and 33 percent who fault regulatory restrictions. However, cultural attachment to existing ways and a lack of talent were cited by 24 percent. And difficult corporate structures were mentioned by 21 percent.

“Right now the industry is very much driven by fear rather than by ambition,” Paion ceo Wolfgang Soehngen tells the questionnaires. He acknowledges that there are legitimate issues that make innovation difficult to achieve. But, he adds, these are “partially fact, partially an excuse.”

The survey found that drugmakers and biotechs are experimenting with a number of possible improvements, but none of these strategies is becoming widely popular within their organizations. In fact, Nine different ideas have each been adopted at more than 20 percent of the companies, but the most popular were only taken on by one-third of the respondents.


When it comes to finding ideas, here’s an interesting contrast: over the last three years, 59 percent of employees in clinical development at device makers, generic makers and service providers cite doctors and medical experts as sources, while 41 percent point to academic research and 35 percent named patients and patients groups. The rest of the employees have differing views: 51 percent cited internal R&D; 44 percent named existing intellectual property and 34 percent pointed to doctors.

In biopharma, academic research was cited as the second most common source of ideas over the coming three years - 38 percent, to be exact, while only 24 percent of other employees pointed to such research. Internal R&D remains the leading source of innovation as a whole, cited by 60 percent, but over the next three years, just 46 percent of the execs say internal R&D will be a good source.

Meanwhile 63 percent of those who believe they have effective innovation programs say they are successfully using open innovation, compared with 35 percent of the rest of the respondents. Which barriers are mentioned? A lack of certainty over the resulting intellectual property, difficulty in coordinating the process, and research costs that can impede effective open collaboration.

When asked how well their companies use data to support its product innovation, both internal and external data - 34 percent say they use internal data very well, but only 21 percent acknowledged making similar use of external data. All totaled, 51 percent say sharing data across companies is either very useful or simply useful.

By the way, over the last three years, 37 percent of execs who say their innovation programs are very effective have adopted new technology to access and mine data, and 33 percent have invested in technology to speed the way that drug candidates are filtered. This compares with 22 percent of those who do not describe their innovation efforts as effective.

The findings maintain this correlates to success - 67 percent of the so-called innovation leaders say they use internal company data to support innovation very well, compared with 25 percent of the rest; and 38 percent say the same about external data, compared with 17 percent among the others.

But how does one go about creating a good innovation environment? Consider rewards. More of the self-proclaimed innovation leaders offer financial rewards for contributions - 53 percent compared with 29 percent. And 47 percent of those with who rate their innovation systems as very effective also provide recognition for contributions to innovation, compared with 39 percent of the others.

Building a compound management facility: The intergration challenge - an exclusive interview.

Building a compound management facility - The intergration challenge - Reiner Dieden PhD in an exclusive interview

Reiner Dieden PhD, Analyst and Physical Chemistry and Logistics Director from UCB, joins Helen Winsor Pharma IQ, to report on the development of a compound management facility at The University of Bonn.

Listen to this Podcast online now; alternatively download it here.

Tip: Interested in learning more about Compound Management and Compound Libraries? Click here.

Green Solutions for Cold Chains

As the world's focus shifts towards reducing carbon emissions, the pharmaceutical industry finds itself facing a dilemma in maintaining strict safety standards while improving its environmental credentials. One of the key areas where this must be met head on is in the energy intensive field of temperature controlled distribution, where a breach in the cold chain could severely reduce the efficacy of a drug and as such have a negative effect on patient health.

Speaking to Next Generation Pharmaceuticals, Richard Harrop, commercial and technical manager of SCA Cool Logistics, said: "Environmental accountability is already bringing considerations regarding recyclability, carbon emissions and energy cost. Cold chain is one part that can be re-evaluated from a green standpoint."

Packaging solutions

As Harrop explained, there are already a number of greener solutions on the market which allow companies to reduce the carbon footprint of their cold chain.

Biodegradable and recyclable packaging materials are increasingly being looked at to provide more environmentally friendly solutions, which do not compromise on the safety of the products.

GREENBOX was one example provided by Harrop, which is made from 100 percent recyclable materials and can be reused, meaning fewer boxes have to be produced, cutting the amount of carbon produced by manufacturing processes. Reducing the overall size and weight of the packaging is also been seen as a way of making cold chains greener, while reducing transport costs.

"Blister packages, for example, are shipped as fully loaded packages, ready for immediate distribution by pharmacists." 
Dr. Ted Lithgow, president, MWV Healthcare

 

"Blister packages, for example, are shipped as fully loaded packages, ready for immediate distribution by pharmacists. Additionally, from a structural design perspective, they can be stacked, stored, and shipped more efficiently than standard amber vials," Dr. Ted Lithgow, president, MWV Healthcare, writing for Healthcare Packaging, explained.

Suppliers to major pharmaceutical firms should also take note of this trend. The Carbon Disclosure Project supply chain report released last year revealed suppliers are increasingly being expected to demonstrate their environmental credentials.

Read more about implementing greener cold chain solutions, download the full article here.

Tip: Download free whitepapers and articles for Cold Chain and Cool Chain transportation, click here.

Keeping the Pharma Sales Door Open

Daniel Schick, Executive Director, Commercial Affairs & Key Account Management bei Janssen-Cilag, spricht mit Pharma IQ über die aktuellen Herausforderungen im Pharma Sales. Er spricht über die drastischen Veränderungen im deutschen Gesundheitsmarkt und die daraus resultierenden Trends, die jetzt beobachtet werden.

Das Interview wurde als Podcast aufgezeichnet und kann hier runtergeladen oder direkt angehört werden.

Effizienzpotenziale im Pharmavertrieb ausschöpfen

Zum 7. Jahresforum „Pharma Sales Force“ vom 17. – 20. Oktober 2011 in Berlin kommen erneut Marketing- und Vertriebsverantwortliche aus der Pharmaindustrie sowie Vertreter von Verbänden, Krankenkassen und anderen wichtigen Stakeholdern des deutschen Gesundheitsmarktes zusammen. Diskutiert werden aktuelle Herausforderungen für Market Access, Marketing und Vertrieb, die das alte Kommerzialisierungsmodell der Industrie auf den Prüfstand stellen. 

Schwerpunkte der diesjährigen Veranstaltung sind:

• Auf der Suche nach dem New Commercial Model – Müssen sich Marketing und Vertrieb neu erfinden?

• Effizienz- und Wertschöpfungspotenziale im Vertrieb realisieren: Welche Konzepte sind tatsächlich zielführend?

• Market Access und frühe Nutzenbewertung – Wie soll sich die Industrie auf die Konsequenzen von AMNOG vorbereiten?

• CRM, Closed Loop Marketing, Social Media: Wo passt welche Multi Channel Strategie?

• Key Account Management: Hat die Umstellung auf KAM-Strukturen die gewünschten Erfolge gebracht? 

Zusätzlich zu über 10 Stunden intensivem Networking, Panel Discussions und interaktiven Brainstorming Sessions erwartet die Teilnehmer mehr als 25 Erfahrungsberichte zu den Themen Commercial & Sales Excellence und den Konsequenzen des AMNOG u.a. von folgenden Unternehmen: 

• Pfizer Pharma GmbH

• INTENDIS GmbH

• Bayer Vital GmbH

• Bristol-Myers Squibb GmbH & Co. KG

• B. Braun Melsungen AG

• Becton Dickinson GmbH

• MSD Sharp & Dohme GmbH

• Gemeinsamer Bundesausschuss

• Daiichi Sankyo Deutschland GmbH

• AstraZeneca Deutschland GmbH

Weitere Informationen und Artikel, sowie das ausführliche Konferenzprogramm finden Sie auf der Webseite.