- Language: English
- 71 Pages
- Published: January 2013
The Corporate Reputation of Pharma in 2013 —the Patient Perspective
- ID: 2765476
- February 2014
- 64 Pages
A Global Survey of The Views of 800 Patient Groups On the Corporate Reputation of the Pharma Industry as a Whole and 33 Leading Pharma Companies
A benchmarking strategy for corporate patient centricity
Providing pharma and medical device companies with a template to build their own patient-centric strategies. Today, almost every medical supplier talks about corporate patient centricity. Here is a means of truly—and demonstrably—being patient centric.
- A global survey, conducted mid-November to mid-December 2013
- Includes the views of 800 patient groups from 43 countries and differing specialties
- Patient-group feedback on the corporate reputation of the pharma industry during 2013
- Patient-group feedback on the corporate reputation of 33 pharma companies in 2013
- Results for 2013 are compared with those of 2012, and 2011
This independent study represents 800 patient groups' latest impressions on the corporate reputation of 33 individual pharma companies and of the pharma industry as a whole. Results for 2013 are compared with those of 2012 and 2011. For the purposes of this report, the phrase ‘corporate reputation' is defined as the extent to which pharma companies are meeting the expectations of patients and patient groups. The 33 companies examined are:
AbbVie lActavis l Allergan l Amgen l Astellas l AstraZeneca l Baxter International l Bayer l Biogen Idec l Boehringer Ingelheim l Bristol-Myers Squibb l Celgene l Eli Lilly (Lilly) l Gilead Sciences l GlaxoSmithKline (GSK) l Grunenthal l Janssen l Lundbeck l Menarini l Merck & Co (the US company) l Merck Group (the German company) l Novartis l Novo Nordisk l Pfizer l Roche l Sanofi l Servier l Shire l Stada Arzneimittel l Takeda l Teva l UCB l ViiV
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Understanding the Results
Why this report?
The author is increasingly asked by pharmaceutical and medical-device companies what measures they can take to be patient centric (and thereby bolster their reputation). To answer this question, the author has analysed the past five years of it's survey work, aiming to determine what patient groups believe makes a company patient centric. The resulting data was remodeled into relevant business contexts with the help of management consultancy Neovoca. In this report, Mat Phillips, the head of Neovoca, translates the concept of patient centricity into practical, actionable strategies.
How this report can help your company
The contents of the report aims to be a platform upon which companies like your own can initiate a systematic strategy that will lead to corporate patient centricity. The author and Neovoca are now working with a number of pharma companies to develop coherent patient-centric strategies relevant to their business activities and geographic positioning. The intention is:
- To frame patient-centred plans that offer true value to the end-user, the consumers.
- To unlock real insights requiring a dialogue with all customer groups.
- To ensure effective implementation. Strategically-aligned personal goal-setting is key.
- To design internal and external auditing methods to measure progress.
What this report contains ...
- Introduction to the market shifts that necessitate corporate adoption of patient centricity.
- Description of what patient groups expect from companies that are moving towards patient centricity. Includes a central corporate 'Intent and Culture', plus 7 separate domains.
- The result: a process to turn patient expectations into a tangible strategy that can be implemented within your company.
Data and illustrations provided on:
- Building a benchmarking system for corporate patient centricity
- Patient centricity—a systematic approach from the author
-Baxter Interna onal
-Merck & Co (USA)
-Merck Group (Germany)