If you got a question, look no further.
We post the most common questions
in our FAQ section.
Please fill in the form below to receive a Free Sample of the Report.
CCG commissioners want pharmas money and expertise but on their terms how do
you develop effective Joint Working partnerships which meet everyones
On April 1, 2013, the NHS in England underwent profound changes in an attempt to
introduce a new culture where clinicians and patients are the new stars, where
competition is mandatory, where everything rests on patient outcomes and where
collaboration and innovation are encouraged at the highest levels. The question
is: How can key account managers (KAMs) and front-line staff achieve commercial
targets within the new NHS structure?
A new way of working
Simple detailing and clinical benefits are no longer a guarantee of success. NHS
England is looking for industry support to meet its wider health aims. The
opportunities are plentiful, particularly in service and pathway redesigns where
inefficiencies are well recognised and small changes can make a significant
difference. Industry leaders such as Pfizer and Janssen, as well as third party
companies, are developing solutions that can be applied across therapeutic areas
in keeping with nationally developed outcomes strategies.
The role for KAMs: Joint Working and partnering
The key to success in the NHS will be through the development of robust
relationships and co-working which delivers effective medicines within the wider
health framework. The people best positioned to take advantage of this change in
culture are the key account managers but they cannot work in isolation.
Collaborative long-term relationships need to be formed, not just by individuals
but by organisations and via a cross-functional team approach. Key account
managers need support to identify solutions that will help local health
economies realise their objectives and the autonomy to see them through. Indeed,
industry may need to go further than ever before in the provision of skills and
resources: joint working in a very real sense.
It may not be straightforward. There remains considerable scepticism at local
level about pharmas motives, which is why building trust with the NHS is the
bedrock on which collaborative working must be based.
A thorough briefing with unique insider input and case studies
This new report, Value-based Key Account Management and the NHS — Ensuring
optimal performance under new rules, provides everyone involved with the
fast-changing NHS England with a deep understanding of the issues which are
shaping the operating environment and how they are affecting its commercial and
clinical development. The report illuminates this fast-changing environment with
insight and case studies from leading companies, consultants and those charged
with implementing the changes in CCGs and NHS Trusts.
The benefits of this report-Know how companies are organising themselves to respond to new challenges-Establish strategies for moving from a promotional selling model to a
partnership model-Appreciate the crucial role key account managers play in achieving commercial
and customer objectives-Know what is important to local health economies and health commissioners-Understand why building trust and relationships with NHS colleagues is important-Review the kinds of Joint Working projects that companies are engaged in-Know why of collaboration and innovation in NHS England will be the key to
This report will allow you to: -Understand what is important in NHS England and health buyers-Know what commissioners in CCGs expect from pharma-Get a perspective of how Joint Working is evolving-Understand the critical role played by service redesign and disease pathway
management-Work through some of the complexities of the reforms-Appreciate how third parties can help pharma develop services which meet
Expert Views Include:-Dr Partha Kar, a consultant endocrinologist and clinical director of
endocrinology and diabetes at the Portsmouth Hospitals NHS Trust-Caroline Dawe, managing director for the Northern Locality of New Devon CCG-Mike Crooks, general manager, Astellas UK-Rebecca Thornley, associate director of consultancy firm PPC-Gareth Motley, head of sales for critical care at Novartis UK-John Proctor, head of commercial services, Quint-Huw Tippett, former global head of commercialisation, Novartis-Kevin Blakemore, head of partnerships, ABPI-Jo Wales, head of Pfizer Health Solutions-Marco Mohwinckel, head of Janssen Healthcare Innovation
Profound cultural change
Liberating the NHS
NHS follows global trends
An overview of NHS England
Clinical commissioning groups
NHS regional commissioning offices and Local Area Teams
Commissioning Support Units
Guiding the commissioning
Getting patients into the system
Key account management (KAM)
Early mover advantage
Partnership working gains ground
Fundamental mind shift
Case study: Partnerships in mental health
Organising KAM activity
Case study: Astellas
A slow transition
Case study: Moving fast with Xolair
The search for opportunities
A marriage of health outcomes and profits
Negotiating the wins
What can pharma bring to the table?
No longer an open cheque book
Learning from the Respiratory Programme
NHS Outcomes Framework
Evolution of Joint Working
Pfizer Health Solutions
Innovation incubation units
ABPI Joint Working teams
Academic Health Science Networks
Joint Working Criteria
Measuring the gains