Bosulif launched + reimbursed in EU

Bosulif launched + reimbursed in EU16 with positive uptake
Bosulif recommended in relevant guidelines (ELN, NCCN)

FACING intense pressure to contain rising health care costs, payers—private insurance plans, pharmacy benefits managers, governments, and employers—are exerting much greater influence over pharmaceutical markets. They are demanding information on a drug’s safety and efficacy, as well as its cost effectiveness compared to alternative treatments.
Executives at pharmaceutical companies are aware of the growing role of payers, but companies have usually responded to this new reality from the bottom up. Acknowledging the importance of payers and how they differ, many companies have developed regional account sales teams to cultivate closer ties with payers. Others have launched efforts aimed at collecting more data on payers and their decision-making processes. Some companies have experimented with performance-based contract provisions to better align their goals with payers. These efforts may have incremental benefits, but they are insufficient responses given the scope of the market access challenges pharmaceutical companies confront today.
Senior executives may consider major organizational changes to meet new market access challenges. Pharmaceutical executives should work to rebalance the time and attention they spend on payers and specifically commit to rebuilding the drug commercialization process to address a new market reality. They have to make market access planning an integral part of their organization, placing clinical and economic value at the center of product development and commercialization activities. To support this new approach, pharmaceutical companies may need to reallocate resources on a massive scale. It is not simply a question of determining how much payers will pay for drugs, but the value of and economic justification for a given drug. This question challenges today’s commercialization processes and rules of thumb about how to invest across the physician, patient, and payer ecosystem. Navigating these challenges requires executive leadership; without such leadership, significant (and unpredictable) change is likely to bubble up.
The gap between GDP growth and rising health care costs (see figure 1) has created a situation in which health care eats into a larger portion of overall GDP. Even in the best of times, government payers had trouble affording these rising costs, but the recession that began in 2007 created a sense of urgency that gave both public and private payers an opening to expand their focus on medical costs. Faced with high unemployment, exploding debt, and falling tax revenue, government payers are urgently seeking to control health care spending. Private payers, under pressure to both turn a profit and keep a lid on costs, have followed the lead of government payers in looking beyond pure clinical efficacy to give greater consideration to relative cost-benefit analyses when making formulary decisions.
For pharmaceutical companies, this drive for cost control represents a major change. In the past, market access for a drug depended almost exclusively on efficacy and safety. These factors are still critical. But in many instances, cost effectiveness—built on clinical differentiation—now matters just as much, and its importance is on the rise.
In the current health care environment, payers will make exceptions to their cost-control policies for truly revolutionary products, but exceptions will be rare. Pharmaceutical companies should be aware that many of
the largest therapeutic areas (TAs) such as cardiovascular disease are already served
by entrenched and demonstrated lipid-lowering and antihypertensive products, many of which are now (or soon will be) generic. As more blockbuster drugs lose patent protection and generic alternatives proliferate, pharmaceutical companies will have to absorb the double blow of lost revenue and greater scrutiny from payers who will have even more alternatives.
To achieve desired results in this new regulatory and market environment, pharmaceutical companies will have to consider the importance of market access and its place in the fabric of the organization. Making sure that the focus on payers is an ongoing concern—not just something done three to six months before a product launch—will be critical for efficacy.

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Results (English) 1:

Bosulif launched + reimbursed in EU16 with positive uptakeBosulif recommended in relevant guidelines (ELN, NCCN)FACING intense pressure to contain rising health care costs, payers — private insurance plans, pharmacy benefits managers, governments, and employers — are exerting much greater influence over pharmaceutical markets. They are demanding information on a drug's safety and efficacy, as well as its cost effectiveness compared to alternative treatments.Executives at pharmaceutical companies are aware of the growing role of payers, but companies have usually responded to this new reality from the bottom up. Acknowledging the importance of payers and how they differ, many companies have developed regional account sales teams to cultivate closer ties with payers. Others have launched efforts aimed at collecting more data on payers and their decision-making processes. Some companies have experimented with performance-based contract provisions to better align their goals with payers. These efforts may have incremental benefits, but they are insufficient responses given the scope of the market access challenges pharmaceutical companies confront today.Senior executives may consider major organizational changes to meet new market access challenges. Pharmaceutical executives should work to rebalance the time and attention they spend on payers and specifically commit to rebuilding the drug commercialization process to address a new market reality. They have to make market access planning an integral part of their organization, placing clinical and economic value at the center of product development and commercialization activities. To support this new approach, pharmaceutical companies may need to reallocate the .resources file on a massive scale. It is not simply a question of determining how much payers will pay for drugs, but the value of and economic justification for a given drug. This question challenges today's commercialization processes and rules of thumb about how to invest across the physician, patient, and payer ecosystem. Navigating these challenges requires executive leadership; without such leadership, significant (and unpredictable) change is likely to bubble up.The gap between GDP growth and rising health care costs (see figure 1) has created a situation in which health care eats into a larger portion of overall GDP. Even in the best of times, government payers had trouble affording these rising costs, but the recession that began in 2007 created a sense of urgency that gave both public and private payers an opening to expand their focus on medical costs. Faced with high unemployment, exploding debt, and falling tax revenue, government payers are urgently seeking to control health care spending. Private payers, under pressure to both turn a profit and keep a lid on costs, have followed the lead of government payers in looking beyond pure clinical efficacy to give greater consideration to the relative cost-benefit analyses when making formulary decisions.For pharmaceutical companies, this drive for cost control represents a major change. In the past, market access for a drug depended almost exclusively on efficacy and safety. These factors are still critical. But in many instances, cost effectiveness is built on clinical differentiation — now matters just as much, and its importance is on the rise.In the current health care environment, payers will make exceptions to their cost-control policies for truly revolutionary products, but exceptions will be rare. Pharmaceutical companies should be aware that many ofthe largest therapeutic areas (TAs) such as cardiovascular disease are already servedby entrenched themselves and demonstrated lipid-lowering and antihypertensive products, many of which are now (or soon will be) generic. As more blockbuster drugs lose patent protection and generic alternatives proliferate, pharmaceutical companies will have to absorb the double blow of lost revenue and greater scrutiny from payers who will have even more alternatives.To achieve desired results in this new regulatory and market environment, pharmaceutical companies will have to consider the importance of market access and its place in the fabric of the organization. Making sure that the focus on payers is an ongoing concern is not just something done three to six months before a product launch — will be critical for efficacy.She will not be able to meet due to illness

Results (English) 2:

Bosulif Launched in EU16 + reimbursed with positive uptake
in Bosulif recommended Relevant guidelines (ELN, NCCN) FACING intense pressure to Contain Rising Costs Health care, Private Payers-Insurance Plans, Pharmacy Benefits Managers, governments, and Employers-are exerting much greater Influence over pharmaceutical markets. They are Demanding information on A Drug's safety and efficacy, as well as cost ITS Effectiveness Compared to alternative Treatments. Executives at Pharmaceutical companies are aware of the role of Payers Growing, But Usually companies have responded the to this new Reality from the bottom up. Acknowledging the importance of payers and how they differ, many companies have developed regional account sales teams to cultivate closer ties with payers. Others have launched efforts aimed at collecting more data on payers and their decision-making processes. Some companies have experimented with performance-based contract provisions to better align their goals with payers. These Efforts May have incremental Benefits, But They are Insufficient responses Given the scope of the Market access Challenges Pharmaceutical companies confront Today. Senior executives May Consider Major Organizational Changes to meet new Challenges Market access. Pharmaceutical executives should work to rebalance the time and attention they spend on payers and specifically commit to rebuilding the drug commercialization process to address a new market reality. They have to make market access planning an integral part of their organization, placing clinical and economic value at the center of product development and commercialization activities. To support this new approach, pharmaceutical companies may need to reallocate resources on a massive scale. It is not simply a question of determining how much payers will pay for drugs, but the value of and economic justification for a given drug. This question challenges today's commercialization processes and rules of thumb about how to invest across the physician, patient, and payer ecosystem. Navigating these challenges requires executive leadership; without such Leadership, Significant (and unpredictable) change is likely to bubble up. The gap Between GDP growth and Rising Costs Health care (See Figure 1) has created a situation in which health care eats into a larger portion of overall GDP. Even in the best of times, government payers had trouble affording these rising costs, but the recession that began in 2007 created a sense of urgency that gave both public and private payers an opening to expand their focus on medical costs. Faced with high unemployment, exploding debt, and falling tax revenue, government payers are urgently seeking to control health care spending. Private Payers, under pressure to Turn A Profit Both and Keep A lid on Costs, have Followed the Lead of Government Payers in looking beyond pure clinical efficacy to Give Consideration to greater relative cost-benefit Analyses When making Formulary Decisions. For Pharmaceutical companies, this drive for cost control represents a major change. In the past, market access for a drug depended almost exclusively on efficacy and safety. These factors are still critical. But in many instances, cost-Effectiveness Built on clinical Differentiation-now Matters Just as much, and ITS Importance is on the rise. In the Current Health care Environment, Payers Will make exceptions to Their cost-control policies for truly Revolutionary products, But exceptions will be rare. Pharmaceutical companies Should be aware That many of the Largest Therapeutic Areas (TAs) such as cardiovascular Disease are Already Served by entrenched and demonstrated Lipid-lowering and antihypertensive products, many of Which are now (or soon Will be) generic. As more blockbuster Drugs Lose Patent Protection and generic alternatives proliferate, Pharmaceutical companies Will have to absorb the blow of Double Lost Revenue and greater Scrutiny from WHO Payers Will have even more alternatives. To Achieve Desired results in this new Regulatory and Market Environment, Pharmaceutical companies will have to consider the importance of market access and its place in the fabric of the organization. Making sure that the focus on payers is an ongoing concern-not just something done three to six months before a product launch-will be critical for efficacy. It can not meet due to illness

Results (English) 3:

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