earns only half of its potential.
thought is this: When adherence
brand actually loses out on more
than it earns.
estimated mean adherence rate of
mate of revenue lost in this thera-
There are four main factors that
make the report’s estimate of revenue loss conservative. One, it focused only on chronic conditions.
Two, the way it estimated revenue
loss due to primary nonadherence
most secondary adherence studies include only patients who have
for the fact that in any given year,
there are patients who were prescribed a medication the prior year
and dropped off, but who should
have remained on that medication through years two, three, and
beyond. See figure 1.
Although a number of pharmaceutical companies have established
adherence teams, they are often
underfunded, slow moving, and
prone to recommending traditional tactics, such as reminder
programs, cost reductions, and
isolated educational campaigns.
These strategies are insufficient
and often do not address the root
of the problem.
Interestingly, regardless of condition, cost of therapy, or demographic, a common shortcoming
of human psychology is the dif-ficulty;in;following;through;with
taking a medication (or with any
for a health-related payoff in the
distant future. This is a psychological reality that tends to resist
simple reminders, cost reductions,
and even educational efforts.
However,;even;the;most;innova-tive and effective solution will
not “cure” the problem. The goal
is to raise adherence rates compared with baseline, not to perfect
adherence, which is impossible.
Given this reality, how much of the
each year can pharma reasonably
reduce the adherence gap by a
tenth across the board, it would
industry each year. And, with this
lift in adherence and revenues, a
corresponding boost in clinical
outcomes and decline in health-care spending would be realized,
benefiting;patients;and;the;health-care industry as a whole.
A common shortcoming
of human psychology
is the difficulty in following through with
taking a medication
(or with any healthy
behavior) in the present for a health-related
payoff in the distant
Future efforts, based on better
data, will offer the industry even
more accurate insights into the nature of the problem, its magnitude,
and the efficacy of new interventions.
WHAT TO DO ABOUT
of nonadherence, there is no silver
multidimensional approaches to
the;complex;challenge;of;motivat-ing;patients;to;fill;their;prescrip-tions and stay on their medications. Three guiding principles are
offered for pharmaceutical organizations seeking to improve the
performance of their adherence
Make adherence a strategic pri-
ority for your organization.
Adherence interventions to date
have predominantly been implemented at the brand level. This
cautious approach allows for the
piloting of new and innovative
programs, but offers only short-term improvements that are inher-ently;limited;in;scope.;Pharmaceu-tical organizations that elevate the
level are able to implement solutions that leverage resources and
align priorities across departments
and brands, affecting diverse
patient populations beyond the
limited reach of any single brand.
Focus on enrollment strategy
early. “If you build it, they will
come” isn’t true.
work unless it is marketed successfully and made easy for patients
to enroll. Start thinking about
enrollment plans well before the