American medical value while changing the payment standard, but also by forcing pharmaceutical companies to pay more attention to marketing in order to improve the efficacy of the product value. In recent years, a number of pharmaceutical giants have entered the mobile medical field, trying to increase drug stickiness and patient participation through C-side tools. Does this type of mobile tool work? How to balance the patient and doctor? To answer these questions, let's first look at several innovative projects in the field of mobile tools in foreign countries.
Jassen of Johnson & Johnson has launched Care4today, which contains more than 20,000 medicines. Users can set reminders for medicines and share medication records with doctors or nurses. In marketing, Johnson & Johnson weakened its own brand, with the aim of pushing tools to multi-brand products in order to collect more user medication data.
In addition, Sanofi's GoMeals for diabetic patients was initially followed by tracking blood sugar, and later developed into the overall way of life and diagnosis of diabetic patients. The goal is to increase patient involvement and track health, and the app has social features that stick to users through groups.
Merck has an iChemoDiary for cancer patients, tracking patient appointments, treatment options, symptoms and other indicators, and sharing it with patients or nurses, but mainly rely on personal initiative to record and share.
In addition, the mainstream also includes GSK's tracking tool MyAsthma for asthma patients' treatment and disease progression. Lilly helps doctors find Lilly Oncology, a platform for oncology clinical trial patients, and Pfizer helps children with 0-24 months of parental vaccine tracking. VaxNext.
Most of these tools are launched by pharmaceutical companies. They are characterized by C-end users (except Lilly's doctor-based research). The main purpose is to increase medication adherence and increase patient involvement. ). The reason why pharmaceutical companies have the incentive to do this, because Obama launched value-based medicine, both the service side and the payer, have become more concerned about the treatment effect, not on time medication, lack of viscosity is an important reason for the efficacy of the drug. Therefore, most of the pharmaceutical companies have started from this aspect. The promotion method has Johnson & Johnson's practice of weakening its own brand, strengthening the instrumentality, and collecting all-round drug data. There are also separate products for certain diseases in the fields of Sanofi and GSK. It is not limited to medication, but is tracking the development of the overall disease.
First, the direct effect of medication viscous tools is difficult to measure by numbers, and the impact on medical expenditures is more subtle. However, the most typical feature of such tools is the patient-centered, and the combination with the doctor is not very strong. There are reasons for compliance behind this. US law has strict restrictions on the way pharmaceutical companies contact doctors and cooperate. It is unlikely that pharmaceutical companies can directly influence their behavior through doctor-side tools. Therefore, they can only help patients improve drug efficacy through indirect methods. In order to increase their own differentiated competitiveness.
However, value-based medicine puts more pressure on doctors to treat the disease. Doctors will want to know the real-time dynamics of patients with chronic diseases in order to better cure them. For patients with major illnesses, such as cancer patients, hospitals and doctors have the pressure to follow them and know their health and avoid re-admission. In China, after the patient leaves the hospital, the doctor loses the patient unless they come back. Therefore, although the tools of the US pharmaceutical companies are mostly directed at the C-end, and the direct service connection with the doctors is not too close, the doctors have the motivation to select some tools that can track the patients because they have the need to retain patients.
In contrast, there is no large-scale mobile tool for patients in China. Some foreign-invested pharmaceutical companies have introduced tools for doctoral research, such as helping doctors collect tumor patient data to support clinical research. However, in China, the patient's end is less sticky. The patient cares about whether he can get more exposure to the doctor and get closer service. The doctor has no incentive to increase the interaction and improve the service quality. Therefore, under the premise that the doctor does not have the motivation to improve the service and efficacy, it is difficult to maintain the data and disease data provided by the patient. This is mainly related directly to the doctor's service motivation.
From this, it can be seen that if doctors agree to mobile medical tools, and then slowly convert to recommend a certain tool, and then participate in a certain tool, it is still a change in payment methods. When doctors face pressure from the payer to cure, they may agree with these tools and patients will be motivated to participate in these tools. Although it is difficult to measure these tools with direct economic benefits, it is beneficial to the pharmaceutical companies' own brand building and user interaction. Under China's current payment methods, doctors lack the motivation to improve service efficiency, and there is no direct economic benefit from direct interaction with patients. This pattern does not change, and the mobile tools of pharmaceutical companies will be difficult to advance on the patient and doctor.
Xi'an complex bio-tech CO.,LTD. , https://www.complexpowder.com