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In preparing to enter new markets, biopharmaceutical companies must be increasingly rigorous in assessing accessibility at a sub-national level in addition to the national approaches that are standard practice. Given its strong influence on update and product success, accessibility should be viewed as essentially an ‘off / on’ metric that defines whether geographies for market access and sales and marketing activities are aligned.

There is little value in a middle-ground of partial alignment, which results in slow or very limited product adoption, so this step is a crucial element in any strategic commercialization strategy. When implemented well, such an accessibility assessment provides companies with the flexibility to rapidly unlock a market for new indications and brands, and informs the creation of an adaptable commercial structure that is more easily adaptable over time.

But when accessibility is not sufficiently assessed in the planning phase, a market entry strategy that is otherwise well planned may still fail because it was not designed to adapt to the heterogeneity and specific challenges in the local health economies.

By using accessibility as the starting point for flexible, differential resourcing and geographic deployment, companies can optimize their market entry approach. In this way, new commercial structures can be implemented that are better aligned, internally and externally, to deliver improved results across indications, brands and portfolios.

What’s in it for you?
There are multiple potential benefits to this accessibility focused design approach, including:
  • Providing commercial teams with the ability to more easily adapt and coordinate their local engagement strategy and ensure deployment plans match the required commercial bandwidth.
  • Promoting integration between prescriber-focused teams and those focused on payer and outcomes-driven services, enhancing communication and ensuring a coherent delivery of value messages, which drives greater productivity and efficiency and ultimately better patient outcomes.
  • Enabling better control and deployment of technology platforms and services to support field teams.
  • Enabling more effective access to quality customer intelligence by field teams, so they can better understand market access maps across localized economies.
  • Ultimately, this approach can yield faster adoption and a higher return on investment
Although incorporating accessibility as a significant factor dictating commercial structures can lead to more uneven distribution of workload, this is more reflective of the realities of sub-national heterogeneity. And the downside of early struggles is more than outweighed by the benefit of having decision-makers that are more reactive to the needs of local health economies.