Global Blueprint For Patient Adherence

Our Understanding of the
Global Blueprint for Patient Adherence

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

Gaurav Kapoor Shakun Gidwani
Head, Strategic Marketing Solutions Director, Strategic Marketing Solutions

of 16 Our Understanding of the Global Blueprint for Patient Adherence

Background
The 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.

Number of drugs approved by US FDA A systemic decline Continuity Evidence
40 FDA approval process on drugs is becoming more stringent.
35
30 The number of drugs getting approved over the years has seen a
25 significant decline.
20
15 More drugs are hitting the recall list these days. As CNN Money
10 reports, the number of recalls hit 1,742 last year--that’s an
5 increase of 309 percent over 2008.1
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 Issues and warnings around the ban of Avandia and Actos, Vioxx,
Number of drugs approved by US FDA: A systemic decline. MyLotarg etc. seem to indicate need for data on drugs.
Adapted from the Wall Street Journal.

The Pharma innovation gap-increased R& D spending Revenue Leakage
yielding lesser drug approvals
Large number of drugs nearing the patent expiry period. Weak
$60 50
pipelines with fewer molecules available that can be positioned as
Pharma R&D ($Billion)

New Drug Approvals

$50
40 block busters.
$40
30
$30 Pharma
Innovation Data indicates that major pharmaceutical companies will lose
Gap 20
$20 between 15 – 40 % of their revenues as they approach patent
$10 10
expiry.2
$0 0
1992 1996 2000 2001 2002 2003 2004 2005 2006 2007 Since, pharmaceutical companies will have very few launches in
Pharma R&D Investment BioPharm R&D Investment their key therapeutic focus groups, strategic focus to maximize
New Drug Approvals by US FDA returns through better ROI per patient and also strengthening
Source: Pharmaceutical Research and Manufactures (PhRMA) Annual Report
health outcomes data Pharma companies need to minimize
2007; Burill & Company Report 2003; PhRMA Annual Member Survey, 2007: US
Food & Drug Administration Databases. 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.

Page 3 of 16 Our Understanding of the Global Blueprint for Patient Adherence

Top 14 Pharma markets, 2005 Top 14 Pharma markets, 2015 Critical for pharma companies who want to lock in customers across
US (248) US (444) regions before any competitor gains access to the same market.
Japan (68) Japan (82) Health outcome data captured through 12-24 months. Data can be
France (32) France (46) an extremely important differentiator from a region can provide a
Germany (31) Germany (38)
Italy (20) China (38) better case for gaining access into other larger markets.
UK (19) UK (32)
Spain (14) Spain (25)
Canada (13) Italy (25)
China (13) Canada (25) Non adherence to prescription medication regimens, especially for
Mexico (10) India (20) chronic therapy areas is seen to have severe implications in terms
Brazil (9) Brazil (20)
of patient health outcomes and increased costs to the The patient
South Korea (8) Mexico (19)
Turkey (7) South Korea (15) as well as the healthcare system. It is now being viewed as a very
India (6) Turkey (15) serious issue globally, to the extent that in the United States, it is
referred to as ‘America’s other drug problem3’.
Figures in $billion
Source: IMS World Review, analyst projections, National Council on Patient Information and Education (NCPIE),
McKinsey India Pharma demand model.
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.

100% Current Landscape and Insights
90%
80% According to the World Health Organization, of the 1.8 billion
Percent persistent

70%
prescriptions dispensed every year, only 50% are taken correctly
60%
50% by the patient. Along with poor individual health outcomes
40% and increasing mortality rates, medication non adherence has
30%
20%
significant economic ramifications. Non adherence in chronic
10% disease areas with prescribed medication regimens continue to
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
result in pharmaceutical companies losing revenues for brands to
Oral antidiabetics ARBs Statins Bisphosphonates Prostaglandins OAB medications 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
Days
Time to Discontinuation of Six Chronic Drug Classes3 for 33% to 69% of all medication-related hospital admissions, at a
cost of about $100 billion per year.5


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 pharmacists9 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
Blueprint
Over 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
Patient profiling
outcome management perspective. It is important to look at these
& Segmentation varied perspectives and engage with them as “individuals” and
not as “ideals.”

Patient behavior is influenced by multiple factors. These can be
Cost effective
broadly categorized on a two-dimensional axis under “Degree of
balance between Difficulty”11 versus “Level of Enablement.”11
global & local
frameworks
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,
Mechanisms to co-morbid conditions, treatment complexity—duration, time, and
capture data
& analytics response, and economic access which is financial and logistical
to measure access to treatment.


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-Sufficiency11: 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 Efficiency11: 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 Congruency11: 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 Effectiveness11: 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
Patient reduce payouts to patients by maximizing patient adherence by
Immediate Patient support system component;
becoming an equal partner in managing patient health outcomes
Network closest in proximity to the patient in terms
(Caregiver and of emotional connect and focusing on the real and even incentivize them on managing their health.
Physicians) issues for the patient

Second in line in the support ecosystem in All this can be achieved when you have a central framework
Significant Ties terms of administrating prescriptions,
(Pharmacist, AHP) dispensing medications, and essentially being
responsible for patient health outcomes
or a platform that allows you to integrate channels, people and
processes.
Provide information outside of what is offered
Empathizers by the Significant Ties group based on personal
(Patient Groups and experience; often this category is considered prior
Communities) 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 Index11: 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 Index11: 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 Index11: 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 Index11: 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
Frameworks
Having 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


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 Optimax
optimax@indegene.com

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

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 Gidwani, Director, Strategic Marketing Solutions

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.


About Indegene
Indegene 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 Proprietary Platforms

• Medical Education, Marketing and e-marketing • Phynyx – a multi-channel solution for e-marketing and
programs physician engagement
• Publication writing • Optimax – a versatile patient support and compliance
platform
• Training and eLearning
• Medengage – a proprietary virtual platform for
• Medical Information Management
management of advisory boards and KOL engagement
• Medical fact checking and review of all marketing and
• TrialPediaTM – a sophisticated clinical trial analytics
training materials
and benchmarking platform
• Patient Compliance and Adherence program
management
• Management and updates of all knowledge databases
• Research, analytics and insights

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


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