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医薬品業界における患者のアドヒアランスおよびコンプライアンス

Pharmaceutical Patient Adherence and Compliance

発行 Cutting Edge Information 商品コード 235919
出版日 ページ情報 英文 153 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=115.18円で換算しております。
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医薬品業界における患者のアドヒアランスおよびコンプライアンス Pharmaceutical Patient Adherence and Compliance
出版日: 2012年04月01日 ページ情報: 英文 153 Pages
概要

当レポートでは、ライフサイエンス企業による患者のアドヒアランスおよびコンプライアンス(治療および服薬指示の遵守性)向上のための取り組みについて地域別に調査分析し、担当部署の有無、担当部署の構成、予算と予算配分、利用ツールおよびプラットフォーム、有効な実行経路の分析、プログラムの実行における課題、主要10社によるプログラムのプロファイルなどをまとめ、概略下記の構成でお届けいたします。

エグゼクティブサマリー

  • 患者のアドヒアランス:5項目の提言と主要調査結果

アドヒアランスおよびコンプライアンスのための構造的アプローチ

  • アドヒアランスチームの構造
  • アドヒアランスのアウトソーシング

アドヒアランスの予算・経路・活動

患者へのプログラムにおける課題と戦略

  • 患者へのプログラムにおける主要課題
  • 戦略としての患者中心主義
  • 効果的な内部支援
  • 戦略の実践

患者アドヒアランスプログラムのプロファイル

  • 注記

図表

目次
Product Code: PH166

Improving Outcomes through Patient Engagement Programs

Low adherence and compliance is a problem that plagues not only life science companies but also whole health systems, including patients who suffer needlessly and payers who fall short in driving desired outcomes.

In answer, companies show new determination to create patient-centric initiatives that will supplant the traditional, formulaic approaches of the past. Dedicated patient engagement teams are rising in prominence, and programs focused on healthcare consumers are working with larger and larger budgets. New tools, especially on digital and mobile platforms, create exciting opportunities for patient education, engagement and relationship management.

This report provides data for patient-focused organizations to build or reinforce their adherence and compliance programs - and to address the hurdles that make these undertakings such challenging endeavors.

Build Strong Programs

Patient engagement ultimately comes down to effective programs. Use the report's benchmark data to marshal critical financial and staffing resources, choose appropriate channels and tools, and drive implementation across markets.

Empower Patient Teams

Dedicated patient teams increase any organization's ability to understand end users and address real consumers' wants, needs and fears. Track the departments and subfunctions involved in the development of dedicated groups, and understand their structures and reporting lines.

Formulate Patient-Centric Strategy

Look inside companies as they manage the difficult evolution toward patient-centric operations - and explore common external and internal challenges that face any group trying to improve patient engagement.

Table of Contents

Executive Summary

  • Patient Adherence: Five Recommendations and Key Findings

Structural Approaches to Adherence and Compliance

  • Adherence Team Structure
  • Outsourcing Adherence Activities

Adherence Budgets, Channels and Activities

Patient Program Challenges and Strategy

  • Key Challenges to Patient Programs
  • Patient-Centrism as Strategy
  • Winning Internal Support
  • Implementing Strategy

Profiles of Patient Adherence Programs

  • Endnotes

CHARTS AND GRAPHICS

Executive Summary

  • Patient Adherence: Five Recommendations and Key Findings
  • Figure E.1: Companies with a Dedicated Team, Overall
  • Figure E.2: Dedicated Budget Over Time: Overall
  • Figure E.3: Change in Budgets from 2011 to 2012 for All Activities

Structural Approaches to Adherence and Compliance

  • Adherence Team Structure
  • Figure 1.1: Companies with a Dedicated Team, Overall
  • Figure 1.2: US Companies with a Dedicated Team
  • Figure 1.3: EU/Canada Companies with a Dedicated Team
  • Figure 1.4: Overall Team Structure: Groups Involved
  • Figure 1.5: US Team Structure: Groups Involved
  • Figure 1.6: EU/Canada Team Structure: Groups Involved
  • Figure 1.7: Asia Pacific Team Structure: Groups Involved
  • Figure 1.9: US Team Structure: Function Responsible for Final Decisions
  • Figure 1.8: Overall Team Structure: Function Responsible for Final Decisions
  • Figure 1.10: EU/Canada Team Structure: Function Responsible for Final Decisions
  • Figure 1.11: Asia Pacific Team Structure: Function Responsible for Final Decisions
  • Figure 1.12: Number of FTEs Involved From Each Function: Overall Average
  • Figure 1.13: Number of FTEs Involved From Each Function: US
  • Figure 1.14: Number of FTEs Involved From Each Function: EU/Canada
  • Figure 1.15: Number of FTEs Involved From Each Function: Asia Pacific
  • Figure 1.16: Overall Companies that Outsource
  • Outsourcing Adherence Activities
  • Figure 1.17: US Companies that Outsource
  • Figure 1.18: EU/Canada Companies that Outsource
  • Figure 1.19: Asia Pacific Companies that Outsource
  • Adherence Budgets, Channels and Activities
  • Figure 2.1: Overall Companies with a Dedicated Budget
  • Figure 2.2: US Companies with a Dedicated Budget
  • Figure 2.3: EU/Canada Companies with a Dedicated Budget
  • Figure 2.4: Dedicated Budget Over Time: Overall
  • Figure 2.5: Dedicated Budget Over Time: US
  • Figure 2.6: Dedicated Budget Over Time: EU/Canada
  • Figure 2.7: Dedicated Budget Over Time: Asia Pacific
  • Figure 2.8: Percentage of 2012 Budget Dedicated to Overhead
  • Figure 2.9: Percentage of 2012 Budget Dedicated to Different Channels: Overall Averages
  • Figure 2.10: Percentage of 2012 Budget Dedicated to Different Channels: US
  • Figure 2.11: Percentage of 2012 Budget Dedicated to Different Channels: EU/Canada
  • Figure 2.12: Percentage of 2012 Budget Dedicated to Different Channels: Asia Pacific
  • Figure 2.13: Percentage of 2012 Budget Dedicated to Digital Channels
  • Figure 2.14: Change in Budgets from 2011 to 2012 for Digital Channels
  • Figure 2.15: Percentage of 2012 Budget Dedicated to Mobile Channels
  • Figure 2.16: Change in Budgets from 2011 to 2012 for Mobile Channels
  • Figure 2.17: Percentage of 2012 Budget Dedicated to Print Channels
  • Figure 2.18: Change in Budgets from 2011 to 2012 for Print Channels
  • Figure 2.19: Percentage of 2012 Budget Dedicated to Involvement with Patient Organizations
  • Figure 2.20: Change in Budgets from 2011 to 2012 for Involvement with Patient Organizations
  • Figure 2.21: Percentage of 2012 Budget Dedicated to Patient Access Activities
  • Figure 2.22: Change in Budgets from 2011 to 2012 for Patient Access Activities

Patient Program Challenges and Strategy

  • Figure 3.1: Percentage of Drug Sales Lost in 2011 Due to Patient Non-Adherence
  • Figure 3.2: Percentage of Revenue Preserved by Patient Adherence Efforts
  • Figure 3.3: The Cost of Patient Acquisition: All Regions
  • Figure 3.4: The Cost of Patient Acquisition: US
  • Figure 3.5: The Cost of Patient Acquisition: EU/Canada
  • Figure 3.6: The Cost of Patient Acquisition: Asia Pacific
  • Key Challenges to Patient Programs
  • Figure 3.7: Average Marketing Challenges
  • Figure 3.8: US Marketing Challenges
  • Figure 3.9: EU/Canada Marketing Challenges
  • Figure 3.10: Asia Pacific Marketing Challenges
  • Figure 3.11: Average Operational Challenges
  • Figure 3.12: US Operational Challenges
  • Figure 3.13: EU/Canada Operational Challenges
  • Figure 3.14: Asia Pacific Operational Challenges
  • Winning Internal Support
  • Figure 3.15: Metrics Used to Gauge Success of Adherence Programs
  • Figure 3.16: Point at Which Adherence Strategy Planning Begins
  • Implementing Strategy
  • Figure 3.17: Social Media Avenues Used by Companies
  • Figure 3.18: Percentage of Companies Using Unique Technologies (Medical Devices, Packaging, etc.) to Drive Adherence
  • Figure 3.19: Patient Outreach Activities Most Likely to Increase in the Next Five Years
  • Figure 3.20: Patient Outreach Activities Most Likely to Decrease in the Next Five Years

Profiles of Patient Adherence Programs

  • Figure 4.1: Background and Structure for Company B
  • Figure 4.2: Adherence Team Resources: Company B
  • Figure 4.3: Adherence Team Strategy: Company B
  • Figure 4.4: Ratings of Challenges: Company B
  • Figure 4.5: Background and Structure for Company D
  • Figure 4.6: Adherence Team Resources: Company D
  • Figure 4.7: Adherence Team Strategy: Company D
  • Figure 4.8: Ratings of Challenges: Company D
  • Figure 4.9: Background and Structure for Company E
  • Figure 4.10: Adherence Team Strategy: Company E
  • Figure 4.11: Ratings of Challenges: Company E
  • Figure 4.12: Background and Structure for Company G
  • Figure 4.13: Adherence Team Resources: Company G
  • Figure 4.14: Adherence Team Strategy: Company G
  • Figure 4.15: Ratings of Challenges: Company G
  • Figure 4.16: Background and Structure for Company M
  • Figure 4.17: Adherence Team Resources: Company M
  • Figure 4.18: Adherence Team Strategy: Company M
  • Figure 4.19: Ratings of Challenges: Company M
  • Figure 4.20: Background and Structure for Company N
  • Figure 4.21: Adherence Team Resources: Company N
  • Figure 4.22: Adherence Team Strategy: Company N
  • Figure 4.23: Ratings of Challenges: Company N
  • Figure 4.24: Background and Structure for Company P
  • Figure 4.25: Adherence Team Resources: Company P
  • Figure 4.26: Adherence Team Strategy: Company P
  • Figure 4.27: Ratings of Challenges: Company P
  • Figure 4.28: Background and Structure for Company Q
  • Figure 4.29: Adherence Team Resources: Company Q
  • Figure 4.30: Adherence Team Strategy: Company Q
  • Figure 4.31: Ratings of Challenges: Company Q
  • Figure 4.32: Background and Structure for Company R
  • Figure 4.33: Adherence Team Resources: Company R
  • Figure 4.34: Adherence Team Strategy: Company R
  • Figure 4.35: Ratings of Challenges: Company R
  • Figure 4.36: Background and Structure for Company S
  • Figure 4.37: Adherence Team Resources: Company S
  • Figure 4.38: Adherence Team Strategy: Company S
  • Figure 4.39: Ratings of Challenges: Company S
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