High Acuity Medicine
Infusion focuses predominantly on products for high acuity medicine. This focus stems from our conviction that this area holds some of the most promising opportunities for clinical and economic value creation.
High acuity products comprise those for seriously ill patients used in the hospital and other specialized settings. They also include complex outpatient products that require specialized means of administration, exceptional vigilance in monitoring or which are for extremely serious or rare diseases.
High acuity medicine is delivered in a variety of treatment settings, most of which differ sharply from traditional outpatient markets, particularly with respect to reimbursement, customer decision making and competitive dynamics. The fixed rate reimbursement common to hospitals, for example, aligns product decisions with their economic consequences in a way found in few other markets.
High acuity market differences can prove challenging for manufacturers, especially those not dedicated to the area. Some of the industry’s savviest competitors thrive in these markets, while others have found success more elusive.
Infusion consultants have worked across all major high acuity therapeutic areas and treatment settings and in more than ten countries on an array of client products ranging from some of the industry’s largest to ultra-specialty brands. Several of our consultants have practiced directly in high acuity settings.
In addition, we offer clients an array of specialized resources tailored to the specific needs of this market, including pricing, reimbursement and bidding models, comprehensive business development databases and key specialty prescriber panels.
We are professional members of the Society of Critical Care Medicine (SCCM), the American Society of Health-Systems Pharmacists (ASHP), the Academy of Managed Care Pharmacy (AMCP) as well as ISPOR, the Pricing Society and the Licensing Executives Society (LES).
Infusion is prepared to assist clients in addressing a wide range of high acuity market issues:
- How can we most successfully introduce a hospital brand at a time when hospital customers are under unprecedented budget pressure?
- Are there ways to effectively telescope the hospital P&T approval cycle to accelerate new brand revenues?
- How can we best distribute a new high-ticket/low use specialty product? How can we make a high urgency product available within hours?
- What pricing and development strategies maximize return for a brand with multiple, potentially conflicting indications? When do we need to act?
- How can we use price to gain a toehold in the market while minimizing the chances of precipitating a price war? How do we defend against a new upstart?
- How far should we build out our commercial capabilities before FDA approval?
- How can I quickly bring my new team up the learning curve with respect to the hospital market?
- How can we improve the return on our current hospital portfolio? What new segments, accounts and applications are worth pursuing?
- How can we get more value out of GPO and IDN contracting efforts? Under what circumstances do these agreements make sense?
- How can we build outpatient product revenues through hospital-directed efforts?
- How can we adjust the price of a physician-administered product under Part B without penalizing customers?
- How can we deal with a “bull-in-the-china-shop” competitor? An inattentive competitor?
- In which direction is the industry most likely to move in the future? How do we position ourselves to offer enduring value in a changing world?
- In which direction should we seek to grow the portfolio? How do we balance asset availability, strategic alignment and future direction?
- Which specific business development opportunities should we pursue? Do they hold untapped growth potential? Are the targets realistically acquirable?
- When does it make sense to partner out a brand? Who is positioned to make the most of it?