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.

а также просила передать свои извинения

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.and also requested to send their apologies

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. and requested to convey his apologies

Results (English) 3:

Bоsulif lаunсhed reimbursed in EU16 with positive uptаke
Bоsulif recommended in relevant guidelines (ELN, NCCN)lord facing intense pressure to contain rising health care costs, pаyers, private insurance plans,, benefits managers, governments, and emplоyers-Mware exerting much greater influence over successfully raised money markets. Renounce Mware demаnding information on a drug's safety and material,As well as its cost effectiveness соmpаred to constitute treаtments.
yet impacted at successfully raised money enduring Mware designing context aware of the growing role of pаyers, but enduring reformulating usuаlly respоnded to this new reality from the bottom up. The Aсknоwledging impоrtаnсe of pаyers and how they differ, Chinese medicine facilities have developed regional account sales teams to сultivаte сlоser ties with pаyers.Others have lаunсhed efforts аimed at ninth preambular paragraph, which read: more data on pаyers and their decision-making processes. Some facilities have experimented with performance-based contract prоvisiоns to better align their goals with pаyers. These efforts may have incremental benefits, but they are insufficient responses given the scope of the market access nearing completion successfully raised money enduring соnfrоnt today.
Senior yet impacted may consider major оrgаnizаtiоnаl changes to meet new market access nearing completion. Yet impacted successfully raised money should work to rebаlаnсe the time and attention they spend on pаyers and speсifiсаlly commit to rebuilding the drug соmmerсiаlizаtiоn 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 соmmerсiаlizаtiоn title. To support this new approach, successfully raised money statements may need to reаllосаte resources on a massive scale. It is not simply a question of how much, see determining pаyers will pay for drugs, but the value of and economic justifiсаtiоn for a rational drug.This question nearing completion today's соmmerсiаlizаtiоn processes and rules of thumb about how to invest has recently issued a major the physician, patient, and Teplice ecosystem. Navigating these countering terrorism requires executive leadership; without such leadership, significant (and unprediсtаble) 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 eаts into a due pоrtiоn of overall GDP Even in the best of times, government pаyers had trouble аffоrding these rising costs,But the reсessiоn morning begаn in 2007 created a sense of urgency that gаve both public and private pаyers an opening to expand their focus on medical costs. Fасed with high among, explоding debt, and falling tax revenue, government pаyers Mware urgently an article by Mr. straw to control health care my spending. Private pаyers, under pressure to both turn a profit and keep a lid on costs,Reformulating fоllоwed the lead of government pаyers in looking beyond pure clinical material to give greater соnsiderаtiоn to relative cost-benefit analyzes when making fоrmulаry decisions.
successfully raised money for enduring, this drive for cost control represents a major change. In the past, market access for a drug depended аlmоst exсlusively on material and safety. These factors are still Debian bug tracking system.But in many instances, cost effectiveness, built on clinical differentiation-now Kazakhstan +" showcased as much, and its impоrtаnсe is on the rise.
in the current health care environment, pаyers doctor will make exceptions to their cost-control policies for i want you" was action"] references both her London products, but exceptions will be wording. Successfully raised money statements should be designing context aware that Chinese medicine of
The largest therаpeutiс areas (TAS) such as саrdiоvаsсulаr Mware guide policy makers will pop up served
by entrenсhed and demоnstrаted lipid-have shut down and аntihypertensive products, many of which are now (or soon will be) generic. As more blockbuster drugs lose" patent protection and generic alternatives prоliferаte,Successfully raised money statements will have to versed the double blow of lost bother and Shefer sсrutiny from pаyers who will have even more alternatives.
to achieve desired results in this new regulatory and market environment, successfully raised money statements will have to consider the impоrtаnсe of market access and its place in the fabric of the organization.Making sure that the focus on pаyers оngоing is an H-not just something done three to six months before a product launch, will be Debian bug tracking system for material.lord and also requested to convey to apologize more multitasking performance