Alliance Life Sciences Formalizes Software Organization, Launches Separate Division

SOMERSET, N.J. / LONDON – October 27, 2014 – Alliance Life Sciences Consulting Group (ALSCG), a leading global life sciences consultancy and technology provider, announces the launch of a separate division focused on life sciences price optimization software and the appointment of Mark Costa as senior vice president of Products to lead and drive the strategic and operational direction of this new software product division.

Costa brings over 20 years of software sales and management experience primarily in life sciences to this division, created as a separate group from the Company’s service offerings in order to provide more effective product development and better alignment with market needs.

Alan Crowther, CEO, ALSCG, says, “Costa has relationships with many of the top 25 pharmaceutical companies, and comes on board at an exciting time for our organization as we experience the growth of this newly created division. We built this separate software division to support an appropriate structure for growth and to allow the right partner ecosystem to evolve around the product. Costa is absolutely the right person to accomplish these objectives, while delivering great customer satisfaction.”

Coming most recently from Revitas, a global life sciences revenue management software company, Mr. Costa is an expert in complex enterprise solution lifecycles and customer adoption of new technologies within the global revenue management segment of the life sciences industry. As founder of multiple information technology businesses, Costa has the experience to direct entrepreneurial and high performance organizations and teams, propelling them to meet and exceed goals and generate the customer satisfaction necessary to sustain high year-over-year revenue growth.

Costa says, “It is exciting, and an honor, to be part of the ALSCG organization. The new structure will help to deliver more value to our customers and partners. I’m looking forward to driving our software business, focused on our customers’ business and their success.”

 

Insight. Innovation. Impact. Integrity.

During the first quarter of 2014, Alliance began our journey to develop a new message that would embody our company as a whole.  Our clients and internal team provided feedback that shaped a new prospective leading to the launch of our re-branding.  Through all of our development activities, one theme prevailed, the importance of our customers.  The ultimate outcome being, that it’s not about what we do but who we do it for and how they benefit.

Keeping both the feedback and the end goals of our customers in mind we developed our new tagline Insight. Innovation. Impact. Integrity. Through this process, we found that it’s not our knowledge, solutions, and proprietary tools that our company thrives on. It’s the team of passionate people.

Who better to ask what the new Alliance brand means then those people themselves? Check out their responses at the link below.

https://www.youtube.com/watch?v=qvIyErRkDII&list=UUiPA3dAD-HVHSyfsVgQ5mmg

To celebrate the re-birth of our brand, we held a “brand day” party on September 26th, 2014, which luckily for us, and our executive team whom were elected to take the ALS Ice Bucket challenge, ended up being a warm Indian summer day.  Equipped with a Taco truck and various team building activities the day left our team with high moral and many laughs to take with us.

taco truck

 

Alliance’s V.P.Global Client Development Jon Kizner and Executive V.P, Global Sales and Marketing Jeff Erb order lunch!

ring toss

 

CFO Jason Watters playing Ring Toss to raise money for ALS.

ice bucket challenge

CEO Alan Crowther takes the ALS Ice Bucket Challenge.

 

Alliance Life Sciences Launches New Brand and Website Brings Focus to Customer Centric Impact

SOMERSET, N.J. / LONDON – September 29, 2014 – Alliance Life Sciences Consulting Group (ALSCG), a leading global life sciences consultancy and technology provider, announces the re-launch of its brand and website at http://www.alscg.com.

After a thorough review of its brand positioning and their client’s motivations for engagement, the company debuts it’s new positioning through the tagline: “Insight. Innovation. Impact. Integrity.”

ALSCG is a global innovator that delivers peace of mind and unlocks business value with unique solutions to complex commercial problems. The company combines proprietary technology and consulting to maximize product portfolio value through strategy, insights, technology and customer engagement.

“Our customers think of ALSCG as the definitive go-to resource, helping them to rethink contracting, sales and marketing, pricing and market access operations to meet emerging stakeholder requirements and expectations,” says Alan Crowther, CEO of ALSCG. “We are strategically aligned with our customers to unlock business value with unique solutions to these problems.”

After conducting research utilizing an agency, Alliance‘s new brand direction closely portrays a bold and innovative approach to solving challenges within life sciences, while providing messaging that align with its customer’s motivational drivers.

Through its three practice areas that focus on revenue management through a product’s lifecycle, Alliance creates meaningful and compelling value, with global projects that have included:

  • Pricing study delivered in Switzerland
  • Global pricing system delivered in Germany
  • Health economic study for a “Top 5″ pharma company in Taiwan
  • Animal health website delivered in Chile
  • Emerging market entrance pricing strategy in India
  • Revenue contract management system delivered in the USA

Highlights from the 2014 Pharma Pricing & Market Access Outlook Conference in London

by Patricia Ladrón de Guevara

UK – Update on VBP

Paul Catchpole announced that the Value Base Pricing implementation has been delayed until late 2014.

It was announced that the VBP scheme is going to include an annual cap on economic growth of each medicine. If the pharmaceutical company exceeds the growth agreed, a rebate of the amount exceed will have to be paid back – this amount will be visible to the public!

Referring to NICE, it was said that NICE will be a body to evaluate reimbursement not pricing. It was explained that NICE will not negotiate, publicly set or indicate prices.  The threshold will remain at the same level. NICE will evaluate Value Based Assessments from autumn 2014.

Germany – AMNOG Analysis

Dr. Meriem Bouslouk gave a rundown of recent news on the AMNOG situation expressing that the market launch and early benefit assessment run in parallel with AMNOG. The mandatory rebate of 16% was reduced to 6% the 1st of January of 2014 and will be increased to 7% the 1st of April pf 2014.

France – Medico-Economic Assessment

Professor Jean–Luc Harousseau talked about the pricing process in France.

It was explained that the drugs in France are priced in accordance to the ASMR classification. If the drug is classified in class ASMR I and II: the price will be based on IPR If the drug is classified in class ASMR III and IV: the price approved will be similar to the comparator. If the drug is classified in class ASMR V: the price approved will be cheaper than the comparator and the product will not be reimbursed.

Netherlands – Temporary Reimbursement

Martin van der Graff introduced a very important concept to bear in mind in Netherlands when launching a product in Netherlands, Temporary Reimbursement. It was explained that if you achieve all the criteria for temporary reimbursement in Netherlands, you can launch the product and negotiate the price afterwards.

Italy – Algorithm to Define Innovation

Dr Giovanni Tafuri explained the changes introduced in the evaluation system in Italy.

It was announced that currently in Italy, there is a possibility of quick access ie launch the product before starting the reimbursement process with free pricing.

There are 3 groups of medicines with a faster negotiation process: orphan drugs, hospital only use medicines and medicines of great therapeutic and social relevance.

One very important feature to highlight about the Italian System is that Dr Giovanni talked about the development of an algorithm to define innovation which is due to be completed in 2015.

Canada – Attractive Pharmaceutical Market

Neil Palmer showed the market figures for the healthcare system in Canada.

It was explained the Patented Medicine Prices Review Board (PMPRB) role: the primarily role of this board is price fixing but is not involved in reimbursement decisions. The classification system is similar to the ASMR rating in France. Also, although price setting is a central decision, reimbursement is solely decided at provincial level.

An IMPORTANT NOTE about the future – Canada is considering extending the basket of reference countries (consult Pricentric for more information)

Greece – Reactivated the Approval of New Drugs

Penny Retsa recalled to the audience that Greece has not approved new drugs in the last 2 years. However, she announced that the Ministry of Health in Greece has reactivated the approval of new drugs from the beginning of 2014.

She highlighted that in the price bulletin that has just been published there are new drug approvals for the first time in 2 years.

The Conclusions of the Conference were:

Due to the limited healthcare resources across the countries, Governments are trying to establish new legislations and rules to ensure that the resources are allocated to the most cost-effective treatment. This is resulting in ever-changing price and reimbursement legislation. For further information contact Patricia at: pricentric@alscg.com

Alliance Reports Record Growth in 2013: Revenue Up More than 20 Percent Over 2012, 100 Percent Growth Since 2010, Continued Profitability

Alliance Life Sciences reports record revenues in 2013, and a three-year compound annual growth rate of over 20 percent that has led to revenues nearly doubling from 2010.

“Throughout 2013, we delivered a strong line-up of services and solutions which translate into over 20 percent growth for our third straight year,” says Alan Crowther, CEO, ALSCG. “Also, our addition of Jason Watters as an experienced industry chief financial officer will help lay the foundation for continued growth.”

Watters joined ALSCG after serving as chief financial officer at McKinsey’s IT Solutions division, where he oversaw part of that division’s growth from inception to almost $200 million in revenues in five years. He brings considerable experience in high-growth consulting and IT solution environments.

In addition, ALSCG had record bookings in December 2013 and January 2014, positioning the company for another record year in 2014.

Watters states, “Based on industry trends in Life Sciences, and the growing demand for our unique mix of services, we expect over 20 percent growth in 2014 and 2015. We forecast that the firm will have grown almost 200 percent since 2010 by the end of 2015.”

Not only is ALSCG growing revenues at a significant rate, but also the firm experienced a number of major successes:

  • Three of the Top 10 Pharmaceutical Companies adopted ALSCG’s PriceRight™ global pricing solutions
  • Four of the Top 10 Pharmaceutical Companies used or renewed ALSCG’s PRICENTRIC™ global pricing data services
  • Seven successful “go-lives” at clients with Revenue Contract Management suite implementations

Crowther adds, “Our tremendous success and growth in a short time reflects the strengths of our strategy, our close relationships with our customers, and the efforts of our professionals around the globe. Building upon this momentum, we will continue to offer customers the management, technology and software products they need to solve business problems, maximize revenue and achieve optimal pricing in an outcomes-based world.”

NJBIZ Ranks Alliance Life Sciences in Top 10 Among Technology Consultant Service Companies in New Jersey

Alliance Life Sciences has been ranked number eight among New Jersey’s technology consultant service companies by NJBIZ’s Annual Book of Lists 2014, an influential source of information for business-to-business professionals in New Jersey.

“This ranking reflects our continued growth, our record 2013 year, the quality of our employees and their dedicated approach to serving our customers,” says Alan Crowther, CEO, ALSCG.  “We are honored to be recognized by the highly respected and influential NJBIZ, and applaud their focus on critical business issues.”

ALSCG serves over 40 of the largest pharmaceutical and medical device companies, including 8 of the top-10 largest pharmaceutical manufacturers, enabling them to focus on continued investments in patient health and well-being by helping them receive fair value for their products with an integrated portfolio of services:

  • Management Consulting
  • Technology Integration
  • Solutions and Data Services

ALSCG has many specialized offerings with top strategic positions in the industry, and delivers these services with expertise across the following domains:

  • Global Pricing, Reimbursement and Market Access
  • Contract Strategy, Operations and Compliance
  • Commercial Operations and Analytics

Crowther adds, “ALSCG helps its customers maximize revenue and optimize pricing in an outcomes-based world. We employ hundreds of professionals around the globe who help firms obtain the best value for their critical healthcare initiatives. This distinction helps bring attention to our leading set of offerings and set the stage for our customers’, and our, continued success.”

Evolving Pharmaceutical Market Access in Brazil

This is an excerpt from our whitepaper, “Evolving Pharmaceutical Market Access in Brazil: How the Latest Developments Will Change your Business Strategy”. To read the full paper, please click here.

With expectations to reach 30% of the nearly $1.2 trillion US global spend, and
50-70% of the $70 billion annual US growth forecasted in the pharmaceutical
sector by 2016, it is clear why emerging markets are considered the new
frontier. They are the new hope for a pharmaceutical industry that is seeking
new strategies and partnerships to balance the stagnation in more mature
markets.

Quickly growing, increasingly competitive, culturally, socially and economically diverse, emerging markets defy the effectiveness of a uniform approach and call for local business planning based on a comprehensive and global perspective. For this reason, international pharmaceutical companies must be willing to implement market-specific strategies and local thinking within their global business strategy. Nevertheless evolving political stances, increasing international competition, and rising local manufacturers are toughening market access environments and creating new, and sometimes unexpected, risks for drug makers.

Brazil is one of many examples showing how quickly business conditions for drug makers are changing and how important it is to identify, evaluate, and foresee such changes as early as possible to improve and consolidate market positioning. This paper provides an overview of latest trends regarding pharmaceutical taxation, strategic partnerships and generics promotion.

Brazil Facts

Latest Reforms and New Challenges 

With over $220 billion of healthcare expenditure, a strong economic growth, and drug prices adjusted annually (2.7-6.31% increase estimated in 2013), Brazil is destined to become the third largest pharmaceutical market by 2020 after US and China.

Despite its strong economic growth, Brazil is facing increasing pressure to control healthcare expenditure and, at the same time, to promote innovation and improve access to healthcare.

Pursuing this difficult task, decision makers are discussing several initiatives, some of them already converted into law, which will reshape the pharmaceutical market in the following years. In a context of increasing competition and stricter regulatory hurdles, Brazil will become a much more challenging business environment.

To read more, please click here to download the white paper.

Global Pricing Data and Advanced Analytics for Better Decisions and Competitor Edge

This is an excerpt from our whitepaper, “Global Pricing Data and Advanced Analytics for Better Decisions and Competitor Edge”. To read the full paper, please click here.

Increasing price transparency and global competition are key challenges faced by companies across all industries. Today’s pricing decisions cannot be based on instinct or informal methods due to the high level of risk incurred through inaccurate practices.

Analytical pricing strategies are used across all global industries. Strategic decisions based on pricing data and advanced analytics have been long-established and are an integral part of price setting for the financial industry. Benchmarking competitor prices on an hourly basis and ensuring pricing decisions are optimized are practices used by the travel industry. So why not apply the same principles to pharmaceutical pricing? Basing decisions on data and analytics empowers the decision maker and allows full confidence in the choices made.

Data and analytics have become powerful tools for pharmaceutical organizations in their strive to stay ahead of competitors. Best practice shows that better data and analytical models improve decision making and thus provide better business outcomes. Within the pharma industry, data forms the basis of many decisions; clinical data defines whether or not a drug is effective; sales data defines market share; and advanced data models drive cost effectiveness decisions made by health technology authorities.

So how does pricing data play a part in strategic pricing and market access? With so many new innovative pricing schemes and tactics, pharmaceutical competitor price intelligence is crucial in optimizing prices and staying ahead of the competition. The use of data analytics can help move pricing behavior from reactive to proactive decisions based on predicted market conditions.

How can pricing data and analytics be used within pharma?

Test for Competitor Response: Competitors do not evolve in isolation—they are responding to the relevant companies in the industry, if they have the freedom, knowl­edge, and capability to do so. Knowing how the launch of a direct competitor affects the price of your product across markets is essential in knowing how to react.

Business Transformation: Data allows you to visualize what is happening in the outside world and to shape competitor actions. Modeling allows you to make the best use of the data to help predict competitor actions and optimize business strategies. Transforming business decisions based on data and models enables organizations to keep ahead of competitors and make business processes more efficient. This is particularly essential for capturing growth in emerging markets where policy and pricing is not so clear.

To read more, click here to download our whitepaper.

Anti-TNF Biosimilar Prices – How low will they go?

Benoit Donze – Pricing and Market Access Consultant

The patents of two anti-TNF agents are due to expire over the next two years, in 2014[1] for J&J’s Remicade®, and in 2015[2] for Amgen’s Enbrel®. Their loss of exclusivity will clear the way for the arrival of biosimilar agents, defined[3] as medicinal products which are similar to a biological medicinal product. The market access uptake of those biosimilars will be clearly facilitated by the economic crisis and by the payers’ willingness to reduce their healthcare expenditures. Thereby, biosimilars could represent one of the most important sources of savings over the next decade.

This article examines the possible pricing implications on the original drug and the anticipated price differentials between the original biologic and its associated biosimilar.

Study of pricing impact of biosimilars on their originator

The following analysis investigates the price differential between the price of biosimilars currently available on the market and their originator to predict prices of future biosimilars. This article does not take into consideration the complexity of anti-TNF biosimilars in term of clinical development, manufacturing and ‘similarity’ to branded anti-TNF which will for sure impact the price differential.

To date, three active substances have been approved for use in Europe by the Committee for Medicinal Products for Human Use (CHMP): filgrastim (a granulocyte colony-stimulating factor), epoetin (an erythropoietin stimulator) and somatropin (a human growth hormone). The table below shows the authorised biosimilars in the EU:

The following graphs illustrate the price differentials of Neupogen®, Eprex® and Genotropin® against their lowest priced biosimilar in EU5 (France, Germany, Italy, Spain and United Kingdom). The analysis is based on lowest ex-factory price per unit of the most available presentation.The observed price difference between the two products revealed a variation of -31% and +10%. The price difference in Spain remains constant for both G-CSF and epoetins at 30%. Current legislation in Spain states that biosimilars must be priced 30% below the price of the reference biological medicine. Interestingly, in the UK, Amgen’s strategy to remain competitive involved voluntarily price cuts to the original molecule Neupogen® resulting in the price of biosimilars being 10% higher than the originator.Taking an average of the price differentials across the three original biologics (Eprex®, Neupogen® and Genotropin®) and their biosimilars results in price differentials, ranging from -7% in the UK to      -30% in Spain. The calculation is based on lowest ex-factory price per unit of the two most available presentations (filgrastim 30MU and 48MU, epoetin 2000UI and 40000UI, somatropin 5.3mg and 12mg).

Currently, there are no mandatory price reductions imposed on the original biologic therapy after the entry of biosimilars. In the UK and Germany, there are no compulsory price reductions enforced on the biosimilar. In Spain, Italy and France, legislation states that biosimilars must be priced below the originator drug, 30% in Spain, at least 20% in Italy and at 15% in France.

 

What could we expect with anti-TNFs biosimilars?

Based on the analysis above, the anticipated price points of future anti-TNF biosimilars may be around 18% below the originator in France, 20% in Germany and Italy, 30% in Spain and 7% below the price of the original medicine in the UK.

We acknowledge that there are manufacturing issues (sophisticated technologies, processes, and high investments) associated with anti-TNFs biosimilars which translate to higher development costs than those required for current biosimilars. To date, Remsima® (first Remicade® monoclonal antibody to market), is only 5% less expensive than Remicade® in South Korea.

Moreover, the clinical efficacy and safety of these new biosimilar agents has not yet been confirmed. Pricing is one factor dictating market access: the lack of experience with anti-TNF biosimilars, safety and efficacy concerns (especially for biosimilars coming from Asia), and the reluctance to switch from physicians also play a significant role.

 


[1] MP advisors – Merck – Celltrion filed first mAB Biosimilar in Europe: Remicade Challenged – Consulted in January 2013

[2] Genetic Engineering & Biotechnology News – Firms Are Upping the Stakes on mAb Biosimilar Development – Consulted in January 2013

[3] EMA – Biosimilar medicines – consulted in January 2013

One Week In

Welcome to our ALSCG Blog!

I am very excited to take the helm of Alliance Life Sciences and bring it together with the Adjility Health organization. It’s a privilege to serve both groups of employees, and all our customers.

Collectively, we have a lot to offer. We are solving complex problems across a lot of functions. We are doing great work in pricing, HEOR, contract management, clinical operations, and sales operations. We are introducing new algorithms to help our customers compete on analytics, we are creating some great technology and technology capabilities, and so on.

But what is most important in all of this is that we help our customers innovate in their work, and that we innovate in our own work. And by innovate, I mean real productivity gains and real shifts in ways of doing business. This is the source of real gain, this is how cash flow is freed up for the innovation that really matters: the research that brings new health therapies to market.

How do we show decision makers that a global trial can be executed for 3% – 5% less by optimizing site usage globally? How can a mobile app extend a pharmaceutical product into a service that has greater impact on patient outcomes?

We will spend time talking about how we are driving down the cost of our business and our customer’s business, helping manufacturers service patients and physicians better. Its not just solving a skill shortage or helping our clients with areas that are not core skills for them. Those things are nice – but we have to aim much higher, because the pressure to deliver on the industry has never been greater.

There are a lot of “first things” to get done, but one of the very first things we are doing is to get our leadership team up and active on all forms of social media, including our company blog. We have a very talented group with a lot of things to share.

Sharing these ideas with all of you, engaging in a dialogue with everyone more efficiently, is the first step in this process.

I look forward to what comes next!