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  • Writer's pictureAventria Health Group

Is Senior Management Confident in Your Brand’s Health System/IDN Performance?

Brand, payer marketing, market access, and managed markets teams: Now that you’ve concluded your brand’s 2020 business plans and finalized budgets, did senior management express confidence in your health system/integrated delivery network (IDN) strategy and performance? While management continues to hear of the growing importance of health systems/IDNs on brand sales impact, in many cases they express skepticism in the ability of teams to develop credible approaches that speed accurate diagnosis, identify appropriate patients, and deliver evidence-based care to produce brand results.

Health System/IDN Dynamics

Health systems/IDNs have undergone significant integration and consolidation by acquiring and growing organized community practices. Up to 50% of specialties are aligned with hospital systems, either being owned or being a member of a health system. Efforts are now focused on getting better organized and building new competencies in value-based care, standardized care/protocols, risk management, and population health while realizing cost efficiencies. These insights are provided from a sophisticated health information technology (HIT)/electronic health record (EHR) platform to improve care (not just a billing vehicle). As part of their effort to increase efficiency, access by vendors to key decision makers is being limited. This includes access by pharmaceutical personnel.

Health System/IDN Performance Dilemma

Brand marketing, market access and sales teams have realized the growing importance of health systems/IDNs and recognize the need to build a credible presence—access for personnel, relationships, brand promotion, and sales results. They have made significant investments:

  • Customer-facing personnel—key account managers, medical science liaisons, primary care and specialty sales representatives

  • Funding for brand promotion

For the most part, these investments have been to support traditional promotional programs that treat brands and portfolio equally in promotional support. The general sense is that pharmaceutical companies are struggling to build a credible presence and performance. And senior management is questioning strategy and return on investment.

Getting Out of Management’s Cynical Spotlight

The result is pressure on marketing, sales, and market access functions to develop “winning” brand health system/IDN strategies. The current approach does not seem to be working. While they are looking for help, they are very skeptical of current agencies/consultants, since past approaches have not been very successful. 

Introducing Aventria Health Group’s PASS (Product Assessment Success Strategy) Model

Our proprietary PASS strategic planning process and unparalleled industry expertise in health systems/IDNs positions you to confidently achieve a competitive advantage faster and at less overall costs.

Applying Aventria’s PASS Model® can elevate your performance and recognition with senior management by developing a “winning” health system/IDN customer and brand engagement strategy that facilitates identification of appropriate patient candidates and delivers evidence-based care that drives brand results. 

Aventria’s 5-Step Integrated Strategy

Each step of the integrated strategy is a critical component; disregarding even 1 step will jeopardize success.

1. Rigorous customer segmentation and prioritization

  • Components include sales, level of integration, brand assessment aligned with health system/IDN needs, service line mapping, and prioritization.

2. Compelling brand value proposition

  • Central promise and messages that resonate with IDN stakeholders and service line decision makers

3. High-impact promotional assets

  • Clear and concise disease and brand messaging delivered via interactive digital platforms

4. Account manager effectiveness

  • Engaging service line decision makers, communicating impactful messaging, implementation of promotional assets, and pull-through coordination

5. Detailed measurement plan

  • Clear key performance indicators including a detailed dashboard which includes early indicators of success to potentially expand targets

Learn more about Aventria’s Product Assessment Success Strategy process and how we may help you develop a winning health system IDN engagement strategy.

Please reach out to:

Dave Dierk, Co-President, 30-year sales and marketing thought leader in pharmaceutical diagnostics, biomedical, long-term care, managed care, employer, and pharmacy communications, at 215-489-9000 x103 or

Paul G. Pochtar, RPh, 25+ years of experience in leading the successful commercialization of both primary care and specialty pharmaceuticals throughout their life cycle, including several landmark oncology products and other specialty therapeutics, at 215-489-9000 x118 or

Making a difference in patient care by helping patients, providers, and payers collaborate on shared priorities

— Dave Dierk is co-president of Aventria Health Group, and Paul Pochtar, RPh, is SVP of Pharmaceutical Commercialization and Access Strategies for Aventria Health Group.

The views and opinions expressed are those of the author and do not imply endorsement by Aventria Health Group.


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