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市场调查报告书

医药品产业的患者的医嘱遵从性及配合度

Pharmaceutical Patient Adherence and Compliance

出版商 Cutting Edge Information 商品编码 235919
出版日期 内容信息 英文 153 Pages
商品交期: 最快1-2个工作天内
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医药品产业的患者的医嘱遵从性及配合度 Pharmaceutical Patient Adherence and Compliance
出版日期: 2012年04月01日 内容信息: 英文 153 Pages
简介

本报告提供生命科学企业为提高患者的医嘱遵从性及配合度(治疗及服药指示的遵守度)的配合措施及各区域的调查分析,负责部门的有无,负责部门的组成,预算分配,利用工具及平台,有效的实行途径分析,计划的实行的课题,主要十大公司的计划简介等汇整数据,为您概述为以下内容。

摘要整理

  • 患者的医嘱遵从性:5项建议与主要调查结果

医嘱遵从性及配合度的结构

  • 医嘱遵从性队结构
  • 医嘱遵从性的委外服务

医嘱遵从性的预算·途径·活动

患者的计划的课题与策略

  • 患者计划的主要课题
  • 策略之一的患者中心主义
  • 有效的内部支持
  • 策略的实践

患者医嘱遵从性简介

  • 注记

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目录
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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