| You are not currently logged in |
 |
Items: 0 Total: £0.00 |
|
|||
|
ARTICLES |
 |
|
|
|
|
Pharma needs a local approach for PBC partnerships to succeed. Featuring Jason Bryant, Binley's Pharmaceutical companies can only forge successful alliances with practice-based commissioning groups if they understand what their local priorities are, say industry experts. The number of PBC clusters in England has grown rapidly during 2007, but the locally-led nature of each group means each has a different approach and a unique set of priorities. Jason Bryant, Director of the Pharmaceutical Business Unit at data specialists Binley’s, said poor understanding of PBC and outdated attitudes from pharma could scupper potential partnerships from the outset. “Pharma needs to move on from the last 30 years. There is a real need for a different type of discussion,” he told September’s EyeforPharma conference on NHS change. In particular, the industry must get to grips with the complex controls that have been put into place to govern PBC, and the varied needs in different regions, and then apply this knowledge before approaching NHS customers, he said. The time for change A glaring indicator that pharma should change its approach was found in a report from the National Audit Office. It showed two thirds of GPs said prescribing advisers had greater influence on prescribing than pharma companies. Bryant highlighted the report as evidence that the traditional sales method is redundant, and said reps that meet GPs and don’t discuss priorities in local care don’t leave an impact. Prescribers now appeal to the advice and incentives of PCTs, and drug companies lose out by pushing sales in the same way. PBC demands a response from pharma, and Bryant stressed it is a reality that won’t go away. “PBC is right at the heart of the agenda to improve access to healthcare and increase local delivery, and the government is increasingly bullish in its ability to push it out. The extent of healthcare professionals involved in PBC, the nurses as well as doctors, all suggest it is here to stay.” What should pharma do? Bryant said trust and cohesive relationships between pharma and the NHS were needed, adding that companies must be more open about their projects. He said: “There is need for more communication and less paranoia about giving away information to competitors. “Pharma should be more willing to share best practice. Within one care pathway, there is enough remit for more than one product or intervention. More than one company can have an active role within a commissioning group. The problem is that pharma wants to occupy it all.” Communication and dialogue is key to pharma understanding the NHS, but Bryant pointed out a ‘disconnect’ between those doing the talking. “The NHS wants something different from reps. For example, public health directors are looking to pharma for contact with people of similar seniority and qualifications.” Bryant promoted smaller, highly trained sales teams, and advised that senior contract managers could replace traditional sales reps. What will happen if pharma doesn’t change? Bryant also touched on the threat to companies that don’t react to PBC: “Companies that embrace change ahead of the pack will win through as partners of choice. If two or three big companies bite the bullet first, they will win the redesign agenda and there wont be a need for a wider market. The early adopters will lock out the masses.” The EyeforPharma conference also heard views on PBC from Peter Dunkley, head of healthcare development and strategic planning at Sanofi Pasteur MSD. Dunkley said companies need to treat each PBC cluster individually, and put the right people in front of decision makers. “A tailored approach must be adopted if relationship-building is to thrive. Persistence in this respect will pay off in the long run.” He added: “Know your PBC cluster’s agenda, not just your own. When going to see them, carry their local development plan in your bag.” From an NHS perspective, David Throne, head of commissioning, welcomed involvement from pharma. He encouraged managers to become acquainted with PCT priorities by attending board meetings, and emphasised just how much expertise the pharma industry had to offer the NHS.
Editor's notes:
|
|