martes, 4 de junio de 2019

NOVARTIS: Entresijos de Entresto...


Los analistas dijeron 
que la droga fue siempre 
una propuesta arriesgada, 
dado su tropiezo anterior con los reguladores. 
"El fracaso de la serelaxina 
volverá a enfocar la importancia de Entresto 
para cumplir con las expectativas de ventas a largo plazo..., 
así como la importancia 
de la gestión para reforzar su línea de producción"
 nota a los inversionistas.



Best practice around value-based contracting, which involves tying reimbursement for drugs (or devices or digital health tools, etc.) to proof that they deliver improved outcomes or lower treatment costs, is an evolving science. Just ask Mark Vineis, VP of market access and commercialization for Novartis.

Economically justified price is really in the eye of the beholder; we don’t have a societally aligned view of that,” said Vineis, while speaking on a panel at the MM&M Transforming Healthcare Conference this month.

That comment not only set the stage for the panel; it was also a lamentation of sorts on the launch experience for Entresto, the Novartis heart failure (HF) drug that became a case study in why hitting clinical endpoints is not enough to sway payers to extend coverage for a new drug.


Entresto jumped onto the market in 2015 with late-stage trial data showing the drug cut the rate of HF-related cardiovascular death by 20% vs. the leading ACE inhibitor. Given the pill’s combination of clinical efficacy, large treatable population (roughly 2 million patients) and premium price tag of $4,500 per year (which, by the way, the nonprofit research organization ICER ruled cost-effective), many analysts forecasted mega-blockbuster sales.

But something went wrong. Entresto generated just $21 million in sales in its first year on the market. A year later, sales weren’t much better, rising to $68 million.

It comes back to the need for societal agreement on economically justified price. Said Vineis, “We had a product, we value-based priced it, but we didn’t get value-based access.

Never mind the fact that, about six months into the launch, Novartis actually inked performance contracts with Aetna, Cigna and Harvard Pilgrim, in which it agreed to a reduced price if Entresto didn’t lower hospital admissions.

Ver:

Entre tanto...Entresto "golpea" a Novartis por malos resultados.




As to why its launch failed to live up to the initial outsized expectations, Vineis said, “We got our forecast wrong…It ended up taking some pretty significant discounts to get that product [back into coverage].” The brand finally crossed the $1 billion threshold last year.(Más)

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