global blueprint for patient adherence

Establishing a global positive health outcomes framework through scalable, measurable, cost effective patient-centric programs

Our Understanding of the

Global Blueprint for Patient Adherence

Gaurav Kapoor Head, Strategic Marketing Solutions

Shakun GidwaniDirector, Strategic Marketing Solutions

of 16 Our Understanding of the Global Blueprint for Patient Adherence

BackgroundThe global pharmaceutical industry is presently undergoing a phase of significant transformation which in turn is impacting their strategies and challenging them to think differently and thereby align better to their consumers and prescribers. It’s imperative for us to realize that the health economic equation across the globe is rapidly changing and we view some of the following changes will redefine the role of different stakeholders.

Continuity EvidenceFDA approval process on drugs is becoming more stringent.

The number of drugs getting approved over the years has seen a significant decline.

More drugs are hitting the recall list these days. As CNN Money reports, the number of recalls hit 1,742 last year--that’s an increase of 309 percent over 2008.1

Issues and warnings around the ban of Avandia and Actos, Vioxx, MyLotarg etc. seem to indicate need for data on drugs.

Revenue LeakageLarge number of drugs nearing the patent expiry period. Weak pipelines with fewer molecules available that can be positioned as block busters.

Data indicates that major pharmaceutical companies will lose between 15 – 40 % of their revenues as they approach patent expiry.2

Since, pharmaceutical companies will have very few launches in their key therapeutic focus groups, strategic focus to maximize returns through better ROI per patient and also strengthening health outcomes data Pharma companies need to minimize revenue leakage by locking in consumers on brand.

Market Access

Emerging markets are growing in size. The policy makers and payors in these markets need substantial data around cost versus benefits to allow access and re-imbursements. They look for cost benefit ratios to allow for drug launch and re-imbursement and co-pay coverage.

Number of drugs approved by US FDA A systemic decline

Number of drugs approved by US FDA: A systemic decline. Adapted from the Wall Street Journal.

40

35

30

25

20

15

10

5

02000 2001 2002 2003 2004 2005 2006 2007 2008

The Pharma innovation gap-increased R& D spending yielding lesser drug approvals

Source: Pharmaceutical Research and Manufactures (PhRMA) Annual Report 2007; Burill & Company Report 2003; PhRMA Annual Member Survey, 2007: US

Food & Drug Administration Databases.

$60 50

$5040

$4030

$3020

$20

$10 10

$0 01992

Pharma R&D Investment BioPharm R&D Investment

New Drug Approvals by US FDA

1996 2000 2001 2002 2003 2004 2005 2006 2007

New

Dru

g Ap

prov

als

Phar

ma

R&D

($Bi

llion

)

PharmaInnovation

Gap


Critical for pharma companies who want to lock in customers across regions before any competitor gains access to the same market. Health outcome data captured through 12-24 months. Data can be an extremely important differentiator from a region can provide a better case for gaining access into other larger markets.

Non adherence to prescription medication regimens, especially for chronic therapy areas is seen to have severe implications in terms of patient health outcomes and increased costs to the The patient as well as the healthcare system. It is now being viewed as a very serious issue globally, to the extent that in the United States, it is referred to as ‘America’s other drug problem3’.

National Council on Patient Information and Education (NCPIE), which is a non-profit coalition of more than 100 organizations, has even released a 10-step action plan4 to reduce the adverse health and economic consequences associated with this growing public health threat.

To effectively address all the above discussed market pressures, our industry has started to take steps to strengthen disease management ecosystems by measuring and analyzing long term health outcome data, integrating various stakeholders to manage outcomes and seamlessly transmitting data across various synaptic points.

As we move into a new landscape where patients, payors and policy makers take an extremely critical role in decision making process, pharma industry’s role is extending beyond marketing to physicians. Providing each player with strong credible case for drug support becomes an important function for pharma today.

Current Landscape and InsightsAccording to the World Health Organization, of the 1.8 billion prescriptions dispensed every year, only 50% are taken correctly by the patient. Along with poor individual health outcomes and increasing mortality rates, medication non adherence has significant economic ramifications. Non adherence in chronic disease areas with prescribed medication regimens continue to result in pharmaceutical companies losing revenues for brands to the tune of billions of dollars. It can be directly linked to as much as $290 billion annually in increased medical costs and is responsible for 33% to 69% of all medication-related hospital admissions, at a cost of about $100 billion per year.5

Figures in $billion

Source: IMS World Review, analyst projections, McKinsey India Pharma demand model.

US (248) US (444)Japan (82)Japan (68)

France (32) France (46)Germany (31) Germany (38)

Italy (20)

Italy (25)

UK (19) UK (32)Spain (14) Spain (25)Canada (13)

Canada (25)China (13)

China (38)

Mexico (10)Brazil (9) Brazil (20)

South Korea (8) Mexico (19)South Korea (15)Turkey (7)Turkey (15)India (6)

India (20)

Top 14 Pharma markets, 2005 Top 14 Pharma markets, 2015

Time to Discontinuation of Six Chronic Drug Classes3

Days

100%90%80%70%60%50%40%30%20%10%

0%0 30 60 90 120 150 180 210 240 270 300 330 360 390 420 450 480 510 540 570 600 630 660 690 720

Oral antidiabetics ARBs Statins Bisphosphonates Prostaglandins OAB medications

Perc

ent p

ersi

sten

t


While there are many patient support and assistance programs available, they may not be able to address the requirements. The key challenges that plague these programs pertain to unification of stakeholders, execution, definition of relevant success metrics, and replication across geographies. Some of these challenges precipitate from the fact that programs are executed at individual brand levels and may not be necessarily aligned to the overall regional or global strategic imperatives defined by the organization.

To quote some figures that measures the existing programs:

Evidence states that it costs less •dollars to retain a patient versus acquire new patients. As an industry, we spend only 3%6

on a patient which is rather shocking considering that they are more informed decision makers today and an important stakeholder to drive criticality of managing revenue leakage due to non-adherence.

7 out of 10 programs are dropped after 8-12 months •because of lack of patient data on adherence and low interest by doctors.7

Findings from expert interviews propose many key design •principles for successful adherence programs, including suggestions to tailor overall intervention strategies based on patient segmentation as attitudinal and behavioral barriers vary widely among the patient population.8

Integration of multiple stakeholders (physician, nurses, •pharmacists and practice care assistants) is essential for adherence to medication, especially for adherence in the prescription medication regimen while also increasing patient-centricity. With physicians and pharmacists part of patient recruitment cycle one can expect a jump in the numbers of enrolments on a program in the range of 17–36 %7 based on regions and disease type.

Most patient support programs go unnoticed due to poor •visibility among patients and influencers7. Capitalize on stakeholder relationships to improve communication and ensure continuous contact with the patient and maintain and develop this established relationship to address patients’ concerns and provide support.

Most patients may initially engage in support programs for •the incentives but tend to lose connect if the program does not add value to management of their health outcomes, although a majority of patients can be motivated to stay on therapy through education and peer support.7

There are few or almost no programs that leverage profiling •and segmentation approaches for patients or capture metrics across the program lifecycle to assess progress.


In certain drug categories pharmacists• 9 play the role of an advisor and hence it is key to loop them in the patient recruitment and education cycle.

Reasons for non-adherence although varied are relatively •simple and can be tackled through pointedly addressing individual patient concerns.7

Consumer studies indicate increasing numbers of patients •leverage the internet to understand more about their disease condition and actively research their prescription medications.10

Most of these programs don’t have aggressive drives to recruit patients and other stakeholders in the ecosystem. The template should be designed keeping the strictest requirements in mind and then giving the flexibility to the local affiliates to adapt within those boundaries.

Patient support programs, while being integral to patient engagement strategies, continue to pose a dilemma to pharmaceutical companies on decisions pertaining to investments. With “more for less” being the order of the day, optimized communication mix that yield maximum returns is desired by pharmaceutical companies.

Critical Factors for a Developing a Successful BlueprintOver the years Indegene has worked on hundreds of patient support programs for brands across the globe in varied therapy areas. In our opinion there are some very critical factors that need to be reviewed and managed when defining a global blue print for a program.

Patient Profiling and Segmentation: Patient 360

Each patient is unique and has specific challenges from a disease outcome management perspective. It is important to look at these varied perspectives and engage with them as “individuals” and not as “ideals.”

Patient behavior is influenced by multiple factors. These can be broadly categorized on a two-dimensional axis under “Degree of Difficulty”11 versus “Level of Enablement.”11

Degree of Difficulty is defined as the demand of managing a disease and treatment placed on a patient. A patient’s degree of difficulty may be influenced by several factors such as nature of the disease, co-morbid conditions, treatment complexity—duration, time, and response, and economic access which is financial and logistical access to treatment.

Patient profiling& Segmentation

Cost effectivebalance between

global & localframeworks

Mechanisms tocapture data& analyticsto measure


Level of Enablement is the capacity of the patient to address the demands of disease and treatment. Patients’ level of enablement is influenced by demographic factors (e.g., age, level of education, and economic status). It could also be influenced by cognitive and psychosocial aspects of the patient.

Considering all the above factors, the patient personalization metrics becomes quite varied in terms of the number of attributes one need to track and leverage for engagement on their disease management continuum. Indegene’s proprietary framework Optimax allows for the calculation of the individual risk levels for each of these profiles over a period of time and track how individual patients are faring over these profiles. Based on this, personalized engagement plans are drawn that are not only relevant to the patient but also impact their health outcomes.

Data is collated on an ongoing basis while patients are engaged on a therapy program through patient surveys, electronic health record systems, and interactions with different program components, for example, the number of times a card was swiped or discount coupons downloaded to buy refills. It is important to ensure that there is flexibility to capture information through different systems that feed into profiling the patient into different segments and further managing them as individuals within the segment.

Self-Sufficiency• 11: Bringing patients to a stage where they can manage the low demands of their disorder/treatment. Let us look at patients who have been recently diagnosed with diabetes and are at the initial stage of their therapy. In addition to this, they may not have a high level of enablement. The primary goal for this category would be to ensure that one is able to motivate this group to take their diabetes medications and also provide them with educational resources and promote diabetes awareness. Providing them with reminders and empowering them with a basic level of education and ensuring timely refills along with some self-help tools like BMI calculators, diet engines etc. could assist in their adherence journey.

Proactive Efficiency• 11: Manage preventive and screening processes as well as contemporary treatment. For instance a section that may still be in the early stages of diabetes, and they are empowered with means to connect and draw relevant inputs from their ecosystem with ease. This group would require early diabetes awareness and risks of non-adherence at a more microscopic level. Lab values like HbA1c levels, TCH, LDL values and other significant ones would need to be captured and updated on a regular basis.

Treatment Congruency• 11: Achieve the patient’s cooperation with the treatment team and acceptance of the above average amount of assistance required. As an illustration, this consumer base would consist


of a relatively older group who has lived with diabetes for a longer duration. Sharing information on the importance of controlling their diabetes by making certain lifestyle changes like incorporating exercise into their daily routine, following a recommended diet plan etc. would be of assistance. Motivational counseling through qualified health coaches, capturing and monitoring relevant lab values on a regular basis along with tools for tracking their condition and facilitating interactions with their physicians would be of great benefit to this group.

Sustained Effectiveness• 11: Maintain high levels of adherence to successfully improve outcomes and sustain their progress. Drawing for diabetes as a therapy area, this set of people would have been on therapy for a relatively longer period of time with comorbid conditions. In this case, ensuring relevant lab values like HbA1c levels, triglyceride, LDL and HDL levels along with more intensive tests for advanced stages of diabetes like routine eye checks, feet checks, monitoring for co-morbid conditions like nephropathy, cardiovascular disease etc. While they may have the means to manage their condition rightly, the key here would be to provide them with evidence and reports on positive health outcomes.

Multiple Channel and Stakeholders

Success at different stages likes recruitment, collation of data, engagement to drive adherence and hence a positive health outcome is important for a patient support program. Considering the varied nature of the disease, market considerations and profile of patients it’s important to ensure that one is able to offer as much flexibility as possible to support interactions with patients. Voice, email, web, text messaging, eFax, direct mailing, scan and capture techniques are some of the approaches that one can look at to offer patients the option to engage based on their convenience. Intelligent configuration of these for a patient support program allows for end goals to be met irrespective of whether a patient chooses to use one or more of these channels or not.

For instance, leveraging multiple channels like voice support, email, web text messaging, direct mailers etc. to provide refill reminders, educational awareness material and health assessment surveys for patients in the ‘Self-Sufficiency’ group is critical since they may have access to fewer numbers of channels; while the ‘Treatment Congruency’ group would best leverage push-based interventions like calls from health coaches along with refill and follow-up reminders; support resources and direct mailers like educational posters, health system navigation packets etc.


In fact new innovative ways to track and collate patient data and provide them education on their mobile devices, through virtual health and lifestyle coaches seem to be gaining momentum. Bar code data, chips, product packaging etc. are being looked upon by early innovators as mediums to capture adherence related data.

While varied channels may be used the framework also needs to offer the flexibility to turn them on and off based on market related data and nuances and still not jeopardize or break the framework due to the limitations.

In addition to the primary sources of data secondary, such as electronic health record systems, CRMs, also need to be leveraged for patients with the hospital environment.

While channels of engagement is one part of the overall engagement aspect one also view a variety of stakeholders are beneficiaries of patient’s positive health outcomes. These are the payers, pharmacists, physicians, nurses, compliance associates, care givers, patient groups and communities. The framework needs to offer the flexibility to execute their role in the disease support continuum with ease.

Patients requiring extensive physician time stand to benefit immensely from a healthcare ecosystem that includes other stakeholders. Qualified HCPs such as pharmacists, accredited experts, counselors, and associations, have started playing an integral role in patient care.

A physician can view this information from the perspective of monitoring patient progress and accessing their reports, while the other partners in the ecosystem like pharmacists can help manage refills and educators can assist in providing the right advice to the patients. The other interesting emergence as the new stakeholder is that of insurance companies. Insurance companies strive to reduce payouts to patients by maximizing patient adherence by becoming an equal partner in managing patient health outcomes and even incentivize them on managing their health.

All this can be achieved when you have a central framework or a platform that allows you to integrate channels, people and processes.

Patient

ImmediateNetwork

(Caregiver andPhysicians)

Significant Ties(Pharmacist, AHP)

Empathizers(Patient Groups and

Communities)

Patient support system component;closest in proximity to the patient in termsof emotional connect and focusing on the realissues for the patient

Second in line in the support ecosystem interms of administrating prescriptions,dispensing medications, and essentially being

responsible for patient health outcomes

Provide information outside of what is offeredby the Significant Ties group based on personalexperience; often this category is considered prior

to or alongside the Significant Ties groupes


Mechanisms to Capture Data and Analytics to Measure While the process of engaging patients leverages varied channels, to gain maximum benefit from a program the tools to collate data points should be equally varied. Patient support programs need to leverage the strategic advantages offered by the web, mobile solutions, and the human interaction component to allow patients a convenient choice of medium. Data should be collated during each patient interaction starting from the registration process through the entire engagement along with tracking of usage and usage duration of the selected intervention medium and evaluating its effectiveness against the patient wellness index recorded.

Once specific program goals have been identified the next step would be to look at how these goals are to be measured. Let’s look at a patient support program catering to diabetes. For recruitment related goals analytics need to demonstrate patient and physician volumes segmented by regions. When we talk about tracking patient health and diagnostic results, improvement in lab results like HbA1c levels, total cholesterol, LDL, HDL, blood pressure, hemoglobin etc. and increase in adherence compared to the previous intervention would provide suitable measures. Providing interventions according to medium of choice would involve tracking of usage and usage duration of the selected intervention medium and evaluating its effectiveness against patient wellness index recorded previously and finally medication adherence outcomes can be measured based on test results over a period of time.

It is common business sense that programs ought to be measured. While defining a patient support program, it is critical for a company to define what it would consider as ROI and how they would actually calculate it. It is recommended that a pilot program be rolled out to assess what really works. One could look at starting a program with a smaller patient group; understand the impact of different elements, and then scale-up to add volumes and regions.

Define measures—that is the first step. These could either come through collation of information directly from a patient or through indirect interpretation based on how a patient engages in a program.

Some of the indices to consider could be as follows:

Patient Risk Profile Index• 11: Measured by calculating patients risk profile on a 7 point scale based on their disease condition, Rx pattern, access to medication, cognitive and psychosocial elements, etc. Based on therapy areas, one could define the frequency at which one would want this data to be captured in the system.


Adherence Index• 11: The adherence index is often captured and detailed in the form of a patient’s persistence on to medications, refill ratios, medication possession ratios, and proportion of days covered. There are standard and defined formulas that are available and based on the different components of the program; one can decide which of these metrics are actually collated.

Brand Belief Index• 11: The impact and perception of brand among key stakeholders such as pharmacists, physicians, and patients. How your patient support program influence the various stakeholders and how it is perceived by them is critical to understand the success factor and also make calculated investment decisions in the future. Patient support programs are not a burst of one-time activities but continuous engagement with your consumers, prescribers, and influencers; hence the perception and its impact on adherence is critical. Patients with a positive perception in brand are proven to show higher percentage of adherence which in turn has a cascading effect on more physicians not recommending switch. Scores based on persistence, new Rx, health outcomes reports, physician and patient reputation index, and ROI help calculate and assess a brand belief index (BBI).

Campaign and Content Popularity Index• 11: One critical point to measure is how the investment is done by you on engaging a patient being perceived and utilized. Companies may use this decision to further fine-tune strategy and invest right.

Cost Effective Balance Between Global and Local FrameworksHaving discussed the critical success factors for a program one of the key questions to ask is what is all this going to cost. Considering the program leverages a range of resources and services it is always critical to understand how one can get the most out of their buck. This can be ensured by anchoring program infrastructure centrally and providing regional controls to enable and disable roles and channels and also have the flexibility to configure the program framework to market and disease need. A simple example could be leveraging web to recruit patients in the Asian countries to ensuring a physician desktop channel is available to do the same across France and Italy.

Companies have access to the same CRM tool which can be configured with different content assets for an Alzheimer’s patients or a diabetes patient. However one may still need to factor for the difference in the associates interacting with the patients; in the case of Alzheimer’s one could be talking about seniors talking to seniors versus diet educators talking to patient for diabetes.


Selection of channel for ongoing engagements may vary by regions. For instance using internet to engage patients in the European countries region would work well versus text messaging in some other parts of the world.

The program needs to offer the flexibility of working seamlessly irrespective of whether a channel or a role is leveraged across a certain region or a therapy area or not.

It is important to strike the right balance between global and local and have the most appropriate Localization map drawn keeping market-specific parameters such as channels preferences overall, stakeholders to be leveraged and integrated into the patient ecosystem and trust loop, and format of education in perspective.

Having understood the need for a global blueprint, one cannot be privy to the fact that there are certain things that would actually need to be anchored at a local level. While a central platform helps automate and leverage a lot of resources and processes, internal and external stakeholders’ involvement is equally critical and so is the regional-specific considerations. While one would look at economies through a central blueprint, it is equally important to factor these local considerations, hence the need to strike the right balance between global and local becomes critical. Therefore it is critical to select a partner who has a global reach and will provide you local market insigts to ensure seamless entry and access to a local market.

So the obvious question one might ask is where to invest and how does one know if it is working. Investing in a patient support program requires you to listen to your consumers. What do they really want and what of this can you give them? Research indicates that patients expect a range of things from a support program as highlighted alongside. Having understood this, how does one ensure that these services are indeed leveraged by them and help you analyze the impact they have on your business and brand. Then comes a range of services that remind them, ensure enough data points are being collated to demonstrate evidence not just for you but for the patients and partners in their ecosystem to prevent switch. So how much does one really invest in patients? On average, pharma companies should be willing to invest anything between 1% and 3%12 of their cost per patient on a program to observe results. The impact of these measured against different indices such as Patient Risk Profile Index, Adherence Index, Physician Engagement Index, Brand Belief Index, and Content Popularity Index.

Rollout Framework Now that we know what should be the different measurement criteria’s one may consider for a patient support program it is also important to see the transition happen at regular intervals to review


how well aligned the program is towards your business goals. Measurement data from the indices and the regular check points build will facilitate business decisions to fine tune the company’s strategy. In other words your patient support program journeys will be validated for progression to the next stage.

Conclusion The pharmaceutical industry has more reasons and ways to •connect with consumers and prescribers.

It is not just a product but the services coupled with the •product that impact a patient’s health outcome, and this is key to preventing switch by consumers and prescribers to other variants and competitors.

Pharma companies should look at investing 3% to 5% of •annual ROI per patient on a pilot and subsequent rollout of programs.

Any patient support program should lead to 50% adherence •over a 3-year time frame.

Segmentation and profiling allows for more targeted •engagement and helps build program credibility in the minds of the stakeholders.

Multiple stakeholders in the ecosystem have to be leveraged to •enroll patients on a program.

Using the right blend of channels and services is critical to •ensure alignment to the consumers, prescribers, and the influencer’s ecosystem.

Multiple data sources such as pharmacies, surveys, and •virtual health coaches and connects have to be leveraged to get data into the system for meaningful analysis and reporting.

Start with smaller patient groups, understand the baseline •measures, and scale-up to add larger groups and regions.

Impact of patient support programs need to translate into •measureable goals outlined in the form of different indexes.

It is critical to maximize ROI by leveraging cost-effective •platforms that allow for drawing up a global blueprint that can be localized keeping market considerations,regulatory, and other nuances in mind.

References 1 Drug recalls hit all-time high in 2009 - FiercePharma http://www.fiercepharma.

com/story/drug-recalls-hit-all-time-high-2009/2010-08-17#ixzz0yGKjo0oP

2 AXA Farmington

3 http://www.marketwire.com/press-release/Americas-Other-Drug-Problem-Poor-Medication-Adherence-756583.htm


Gaurav is one of the founding members of Indegene. He has more than a decade of experience in the pharmaceutical industry in various positions including product management, international marketing, marketing management, and general management. He has a graduation degree in pharmacy from St. John's College of Pharmacy, Bangalore, and an MBA from ENPC, Paris.

Shakun is part of the strategic marketing solutions group at Indegene. At Indegene, her role involves product development and rollouts on the Patient and Physician Engagement side. She has been closely involved with rollouts of several patient support and adherence programs across the globe for leading pharma majors. She completed her BSc from Fergusson College, Pune, and earned her Postgraduate Diploma in Marketing and Finance from Symbiosis Institute of Management Studies.

Optimax is an integrated multichannel patient adherence and management platform with different compo-nents to maximize medication adherence. It is designed to cater to different patient profiles and behaviors with the option to reach patients through varied medium such as e-mails, calls, direct mailers, and texts according to convenience and choice. The program is configurable across states and countries and can be offered in multiple languages.

About the authors Gaurav Kapoor, Head, Strategic Marketing Solutions and Emerging Markets

Shakun Gidwani, Director, Strategic Marketing Solutions

About Optimax [email protected]

4 http://www.marketwire.com/press-release/Americas-Other-Drug-Problem-Poor- Medication-Adherence-756583.htm

5 2010 Benchmarks in Medication Adherence Results of HIN Monthly E-survey on Trends Shaping the Healthcare Industry.

6 Frost and Sullivan. Patient non-adherence: Tools for combating persistence and compliance issues 2005.

7 Optimax Business Insights

8 http://www.frost.com/prod/servlet/cpo/115071626.pdf

9 http://www.freedomdataservices.com/downloads/2009med-adherence-report.pdf

10 Susannah Fox and Lee Rainie. The Online Health Care Revolution: How the web helps Americans take better care of themselves. Pew Internet & American Life Project, Washington DC, November 26, 2000. http://www.pewinternet.org/PPF/r/26/report_display.asp. Accessed August 6, 2004.

11 Optimax Segmentation and Individualized Framework.

12 Frost and Sullivan. Patient non-adherence: Tools for combating persistence and compliance issues 2005.


About IndegeneIndegene is a scientific partner to global pharmaceutical and life sciences companies. We deliver a spectrum of medical, marketing, and analytics services and a range of proprietary platforms for marketing and analytics. Through the depth of our scientific expertise, scale of our operations, offshore delivery model, and global footprint, we deliver value across multiple dimensions: • Costs – Through our scalable hybrid delivery model, we provide significant cost benefits in Medical Education, Sales Training, Medical Writing, Medical Information Management, Business Intelligence, and Analytics. • Value Addition – Indegene has a formidable track record in working with KOLs and managing marketing programs worldwide. By success fully collaborating with teams in global headquarters and in local affiliates of pharmaceutical companies, we have delivered significant cost savings as well as consistency in messaging. • Innovation – Indegene has developed proprietary platforms that lie at the heart of the transformation in the global pharmaceutical industry. Our platforms include sophisticated solutions for e-marketing, patient compliance management, and clinical trial analytics.

Services

• Medical Education, Marketing and e-marketing programs

• Publication writing

• Training and eLearning

• Medical Information Management

• Medical fact checking and review of all marketing and training materials

• Patient Compliance and Adherence program management

• Management and updates of all knowledge databases

• Research, analytics and insights

Proprietary Platforms

• Phynyx – a multi-channel solution for e-marketing and physician engagement

• Optimax – a versatile patient support and compliance platform

• Medengage – a proprietary virtual platform for management of advisory boards and KOL engagement

• TrialPediaTM – a sophisticated clinical trial analytics and benchmarking platform

Highlights

• Proven track record of delivery with 15 of the Top 20 global pharmaceutical companies

• Offshore partner for strategic commercialization and marketing to 4 of the Top 10 pharmaceutical companies

• Global footprint—offices in the United States, Europe, S.E. Asia, Australia, and India as well as presence in China, Middle East, and Africa

• More than 300 employees, 50% with a medical background—rich clinical and scientific expertise and a decade of experience servicing the pharmaceutical industry

• Awards—regular winner of prestigious awards for medical marketing and training initiative

www.indegene.com © Indegene. All rights reserved. 2010


global blueprint for patient adherence

Documents

pharma markets

pharma innovation data

patient health outcomes

pharma industrys role

patient information

patient adherenceestablishing

adverse health

transmitting data