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Phase 1: Early Pre-Launch
Phase 2: Pre-Launch
Phase 3: Preparing for Launch
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Phase 5: Post-Launch

Market Access Roadmap
for UK Clients

The HAVAS UK market access roadmap is a strategic framework for market access functions, acting as a blueprint to support launch success and optimise patient access to new treatments. The roadmap can be used by UK market access teams as a guide to supplement thinking, provide ideas and support a smooth and successful launch programme.

While the roadmap provides a best-practice approach for market launch planning, every product launch is different. As a result, not every deliverable within the roadmap will always be necessary and the timings of some deliverables may need to be adapted.

Structure

The roadmap aims to provide the deliverables to enable optimal access across five different timepoints, from 24 months pre-launch to 12 months post-launch. These are:

For each timepoint, the roadmap provides the key deliverables to be considered, the intended audience, an overview of content, purpose, format and the required time to develop. Example outputs and case studies are included, where available.

How to Use

Scroll through the roadmap below or use the buttons at the top to explore each launch phase and deliverable. The deliverables can also be filtered betwee internal and external using the buttons above.

Click any card to view further details. Use 'Add to Plan' to save any deliverables you need. When ready, hit 'Create My Plan' to build your custom launch plan.

Get in touch with us for any further information.

Phase 1

Early Pre-Launch

Minus 24 to Minus 18 months

Access Landscape Analysis

Internal

Desk Research to cover environmental, policy, reimbursement, commissioning and treatment guidelines. Primary Research to pressure test key questions and fill gaps.

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Purpose

Provide a clear understanding of the current healthcare landscape and market access barriers/opportunities, informing pre-launch strategy and identifying areas requiring early attention.

Format

Internal report or slide deck summarizing findings, with data visuals and strategic implications.

Time to Develop

~6–8 weeks (including research and internal reviews).

Access Stakeholder Mapping

Internal

National, regional, local key customer roles.

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Purpose

Highlight who the critical stakeholders are for market access, enabling the team to plan targeted engagement and advocacy efforts well in advance of launch.

Format

Stakeholder map and profile document (e.g. PowerPoint with diagrams or Excel list with roles and influence).

Time to Develop

~4 weeks (gathering insights, verifying roles, creating mapping visuals).

NICE/SMC Advice Service Assessment

External

Enagement with NICE/SMC through Advice Service to understand HTA challenges.

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Purpose

Determine how to align the development program with HTA expectations in the UK (NICE) and Scotland (SMC), reducing risks in the formal appraisal and speeding up patient access.

Format

Consultation meetings with NICE/SMC, followed by an internal summary report with recommendations.

Time to Develop

~8–10 weeks (includes scheduling the advice, preparing briefing materials, and summarizing guidance).

PharmaScan Completion

External

Writing or reviewing input into PharmaScan as this will drive NICE/SMC prioritisation and scoping for HTA review.

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Purpose

Secure early visibility of the product in the NHS system: the purpose is to trigger NICE/SMC prioritization and scoping of the upcoming HTA, so that no delays occur in scheduling the appraisal.

Format

Completed PharmaScan form (online submission) and confirmation report, aligned with internal regulatory and medical input. 

Time to Develop

~3–4 weeks (data gathering, cross-functional review, final submission). 

NICE/MHRA Aligned Pathway Assesment

Internal

Assessment of whether Aligned Pathway for MHRA/NICE is desirable.

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Purpose

Decide if pursuing an aligned regulatory-HTA pathway could expedite patient access. The purpose is to map out requirements and pros/cons of this route, informing the regulatory strategy. 

Format

Internal briefing document outlining the aligned pathway option, with a recommendation on whether or not to proceed (plus rationale).  

Time to Develop

~2–3 weeks (research into pathway criteria, team discussion, and write-up). 

ILAP Pathway Assessment

Internal

Assessment of whether ILAP Pathway approach is desirable.

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Purpose

Determine the strategic value of ILAP for this product. The purpose is to advise whether to apply for ILAP (to potentially shorten time to market) based on the product’s profile and unmet need. 

Format

Internal analysis memo or slide deck summarizing ILAP pros/cons, entry criteria match, and a go/no-go recommendation.  

Time to Develop

~2–3 weeks (evaluate criteria, consult regulatory colleagues, prepare recommendation).  

PIM assessment and dossier assessment

External

Assessment of whether PIM status is desirable and dossier creation.

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Purpose

Explore an early access route: the purpose is twofold – first, to decide if a PIM designation (and subsequent EAMS route) could significantly accelerate UK access, and second, to be ready with a compelling dossier if pursuing this option. 

Format

Internal recommendation document (go/no-go on PIM/EAMS) and, if pursuing, a formal PIM application dossier (Word/PDF format) for MHRA submission.  

Time to Develop

~2–3 weeks for initial viability assessment; ~4–6 weeks for full PIM dossier preparation (if proceeding).  

High Cost Drugs List submission in England

External

For any high cost drug ensure it has been submitted for inclusion on the HCD by NHS England.

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Purpose

Assess the likelihood of requiring listing on the NHS England NHS Payment Scheme High Cost Drugs List, and apply through the online portal according to the criteria for use. Consider whether a PAS will be required and place of prescribing.

Format

Confidential submission to NHS England through the NHSPS HCD list portal. 

Time to Develop

~2–3 weeks for initial viability assessment; ~2–3 weeks for full online submission preparation (if proceeding).  

Phase 2

Pre-Launch

Minus 18 to Minus 12 months

Advanced Budgetary Notification

External

Provides advanced cost implications to budget holders for new medicine.

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Purpose

Inform and prepare NHS organisations early. Provide budget holders (e.g. Integrated Care Boards) with advance notice of financial requirements and service implications.

Format

ABN document (typically a concise Word/PDF report of ~5–10 pages) tailored for NHS budget holders, following ABPI compliance guidelines.

Time to Develop

~6–8 weeks (drafting content, clinical and health-economic validation, internal approval including ABPI Code sign-off).

Payer Value Message Creation

External

Core value story for use with key decision makers who are price sensitive.

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Purpose

Define the product's narrative for payer communications. Ensure consistent, resonant messaging that demonstrates the product's value to NHS payers.

Format

Value messaging document or slide deck listing key messages and supporting evidence, vetted by medical/health economics teams for accuracy and impact.

Time to Develop

~3–4 weeks (message development workshops, drafting, and internal alignment across medical, health economics, and commercial teams).

Payer value message workshop

Internal

Workshop to test the core value story.

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Purpose

Refine and internalize the value story. The purpose is to align the team on the messaging and strengthen it through internal critique, ensuring that all angles are covered and that the messages will resonate with payer audiences. 

Format

Workshop session (half-day) with presentation materials and discussion guides; post-workshop output could be an updated message framework and a summary of action items. 

Time to Develop

~4 weeks (planning the workshop, preparing materials, conducting the session, and capturing refinements to the messaging). 

Payer value message testing (Synthetic and/or real life)

External

Testing of the core value story with key decision maker customers.

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Purpose

Validate and optimize messaging. The purpose is to ensure the value messages truly resonate with payer priorities and language, and to identify any objections or information gaps before broader dissemination. 

Format

Qualitative research (e.g. a small advisory board or one-on-one payer interviews either synthetically or in real life) followed by an internal report analyzing feedback and recommending adjustments to messages. 

Time to Develop

~6–8 weeks (recruiting payers, conducting sessions, analyzing results, and reporting insights for message refinement). 

Develop initial budget impact model (BIM) build

External

To assess concept design, plan and initial build for the BIM.

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Purpose

Provide a tool for economic evaluation. The purpose is to quantify the potential budget impact of the therapy for payers, supporting discussions on affordability and value. Early development ensures time to refine the model with real-world data or scenario updates prior to final launch. 

Format

Excel-based budget impact model (prototype version), accompanied by technical documentation or a slide set explaining assumptions, inputs, and preliminary results. 

Time to Develop

~6 weeks (model design, data gathering, initial build, and internal testing/validation of calculations). 

Payer advisory board - Product focused

External

Gaining decision maker insights into funding, reimbursement and potentially core value story.

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Purpose

Gain real-world payer insights on funding and value. The purpose is to ensure the product’s value proposition and pricing strategy are aligned with payer expectations, and to identify any potential barriers in securing reimbursement or funding approvals. 

Format

1-day facilitated advisory board meeting (in-person or virtual) with ~8–10 payer experts. Outputs include a summary report of insights/recommendations and adjustments to the market access plan based on expert feedback. 

Time to Develop

~8 weeks end-to-end (advisor recruitment, briefing material development, meeting execution, and reporting of outcomes). 

Payer advisory board - Service focused

External

Service and treatment pathways.

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Purpose

Ensure launch readiness in the healthcare system. The purpose is to understand and address system-level barriers (such as pathway adjustments or service infrastructure needs) so that the product can be adopted smoothly and deliver optimal patient impact. 

Format

Half- or full-day advisory board with healthcare system stakeholders. Deliverables include a detailed report on identified pathway challenges and agreed solutions or actions (which will feed into launch planning). 

Time to Develop

~8 weeks (advisor recruitment, scenario planning, meeting facilitation, and follow-up report with recommendations for service readiness). 

EAMS assessment and dossier development

Internal

Assess whether EAMS submission is desirable and dossier development support.

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Purpose

Accelerate availability for patients pre-approval. The purpose is to potentially secure a positive EAMS Scientific Opinion, which could provide early patient access ~12–18 months before formal approval15. A successful EAMS can also generate real-world data and signal NHS endorsement, but requires robust evidence and a plan to manage risks. 

Format

Internal decision brief on EAMS feasibility; if positive, a formal EAMS dossier (Word/PDF) for submission, following MHRA’s guidelines and including all required modules (clinical data, manufacturing info, pharmacovigilance plan, etc.). 

Time to Develop

~4 weeks for initial assessment. If proceeding, ~8–12 weeks for dossier development and internal approval prior to MHRA submission (timelines may vary depending on data availability and review cycles).  

Phase 3

Preparing for Launch

Minus 12 to Minus 3 months

Advisory Board(s)

External

To review service flows and issues, funding and reimbursement issues.

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Purpose

Final check and refinement of the launch approach. Pressure-test the launch plan in a real-world context – ensuring seamless product introduction with stakeholder buy-in.

Format

One-day (or half-day) facilitated advisory board meetings (in-person or virtual) with ~8–10 participants. Outputs include summary report and action items.

Time to Develop

~6–8 weeks per advisory board (including planning, participant recruitment, meeting execution, and follow-up reporting).

BIM/Service Model

External

Develop externally facing BIM / Service Model.

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Purpose

Provide practical implementation tools for payers and service planners. The purpose is to equip NHS stakeholders with resources to evaluate financial impact and plan service delivery for the new medicine, ensuring smooth adoption and budgeting post-launch. 

Format

An interactive Excel BIM tool for NHS budget holders (with an accompanying user guide) and a Service Model guide (PowerPoint or PDF) illustrating the optimal care pathway and service requirements for the therapy. Both are prepared for external use (ABPI Code approved). 

Time to Develop

~8–12 weeks (iterative model refinement, validation with internal experts, preparing polished materials, and obtaining necessary approvals for external distribution). 

Payer Value Story Development

External

Development of a payer value story deck for use with NHS decision makers.

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Purpose

Equip the field team with a powerful communication tool. The purpose is to present a clear and convincing value proposition to payers, ensuring that the product’s benefits and supporting evidence are communicated consistently and effectively during formulary or reimbursement discussions. 

Format

PowerPoint presentation deck (~15–20 slides) with a logical flow (burden of disease, current challenges, product value, evidence, budget impact, and conclusions). Includes speaker notes or an accompanying narrative to guide representatives in delivering the story, and is reviewed by medical and health economics teams for accuracy. 

Time to Develop

~4–6 weeks (content development, graphic design for visual impact, cross-functional review, and final approval). 

Payer Value Story Testing

External

Testing of payer value story deck with NHS decision makers.

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Purpose

Validate and refine the communication approach. The purpose is to ensure the value story truly speaks to payer priorities and to identify any tweaks needed so that the final deck lands well with its target audience (improving engagement and reducing potential objections in real meetings). 

Format

Feedback sessions (e.g. a short virtual advisory board or a handful of interview calls with payer stakeholders reviewing the deck), followed by an internal summary of findings. The output is an updated payer value story deck incorporating the external feedback (with adjustments to messaging, emphasis, or support data as needed). 

Time to Develop

~4–6 weeks (recruiting 2–5 payer advisors, conducting the testing sessions, analyzing feedback, and implementing revisions to the materials). 

Formulary Pack Development

External

Development of a formulary pack to support formulary submissions by clincians.

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Purpose

Accelerate formulary inclusion. The purpose is to make it easy for NHS clinicians or medicines committees to evaluate and endorse the new therapy by providing all necessary information in a concise, well-organized manner, thereby shortening the time to local uptake. 

Format

A collection of documents (assembled as a Formulary Pack in PDF or Word format), including a one-page formulary application template, a 2–3 page clinical and economic evidence summary, and appendices with key supporting data or references. Designed for distribution to NHS pharmacy/therapeutics committees via medical liaison or upon request. 

Time to Develop

~6 weeks (content creation in collaboration with medical and outcomes teams, review for compliance, and production of the final pack). 

Exemplar Pathway for Adaptation Development

External

Development of an exemplar pathway to show where any new treatment fits in the algorithm.

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Purpose

Guide clinical integration. The purpose is to provide a model pathway that helps clinicians and service managers understand how to incorporate the new treatment into practice, ensuring clarity on referral routes, sequencing with existing therapies, and any service changes needed (e.g., new monitoring or specialist input). 

Format

Pathway diagram (e.g. a flowchart infographic) accompanied by a brief explanatory document. Delivered as a slide or PDF handout that can be shared in meetings with clinicians and planners, allowing them to modify it for local protocols. 

Time to Develop

~4 weeks (gather input from medical experts to map the pathway, design the infographic, and validate the flow with clinical team members). 

ABN Deployment

External

Deployment of any ABN developed with those making policy decisions on budgets.

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Purpose

Inform NHS budgeting and planning processes at the final pre-launch stage. The purpose is to ensure that budget decision-makers have ample notice and detail of the upcoming therapy’s financial impact, supporting them in allocating resources and avoiding surprises – ultimately increasing the likelihood of earlier uptake due to proactive planning. 

Format

Communication outreach (e.g. an official ABN email or letter sent to each relevant organization, along with the ABN report). In some cases, a webinar or briefing call can supplement the written communication to address questions. The format follows compliance standards (ABPI code) for pre-launch communications. 

Time to Develop

~3–4 weeks (coordination of distribution lists, preparation of any cover communications or briefing sessions, and execution of the outreach). 

Service Guides

External

A guide for decision makers on developing or redesigning relevant services.

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Purpose

Support local service redesign. The purpose is to help NHS organizations translate the new treatment’s introduction into effective service delivery, ensuring that operational aspects (staff training, infrastructure, patient flow) are proactively addressed and consistently managed across regions. 

Format

Guide document or toolkit (could be a PDF manual or set of checklists and planning tools). It may include sections on service setup, roles and responsibilities, monitoring outcomes, and case examples. Visually, it should be easy to scan with diagrams or icons, making it user-friendly for busy service leads. 

Time to Develop

~6–8 weeks (information gathering from early adopter sites or experts, writing the guidance, internal review with medical/regulatory teams, and designing the final document). 

Field Team Training - Preparing for Launch

Internal

Training of field team on current pathway, service flows and funding.

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Purpose

Ensure team readiness and alignment. The purpose is to equip the field team with the necessary knowledge and confidence to discuss system-related aspects of the product (e.g., how it fits into pathways, what budget considerations are) and to handle questions from payers or providers, thereby enhancing credibility and impact during launch engagements. 

Format

Interactive training sessions (e.g. a workshop or series of webinars). Materials include a slide deck covering pathway, funding flow, and key messages, supplemented by Q&A booklets or quick-reference guides. Role-play scenarios or case studies might be used to practice conversations about service and access challenges. 

Time to Develop

~4 weeks (developing the training content and materials, scheduling sessions, and conducting the training sessions across the field force). 

Value Leavepiece

External

Development of a leavepiece for sustaining message retainment following an access call.

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Purpose

Reinforce and sustain the message post-meeting. The purpose is to ensure that key decision-makers retain the product’s value story and can recall important points after the face-to-face interaction, thereby supporting internal advocacy (e.g., a budget holder explaining the product to a committee using the leavepiece).

Format

Printed or digital leave-behind (typically a glossy 2-page brochure or a one-page infographic) focusing on the value story. It features concise text, supporting data points (graphs or icons for emphasis), and is compliant for use with payer audiences. In digital form, it could be a PDF that can be emailed. 

Time to Develop

~4–6 weeks (content drafting with marketing/medical input, graphic design and layout, compliance review, and production). 

Rep Triggered Emails

External

Development of emails that cover the key aspects of a call sent afterwards as a reminder.

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Purpose

Maintain engagement and provide added value. The purpose is to extend the dialogue beyond the meeting by reminding stakeholders of key points and supplying any promised follow-up information, which helps to cement the product’s value in the stakeholder’s mind and keeps the momentum going after the initial call. 

Format

Templated emails (likely 3–5 variants to cover different contexts) stored in the CRM system for reps to personalize and send. Each email is concise and professionally written, often including links to resources (e.g., the value leavepiece PDF, study abstracts, or a website) for further reading. 

Time to Develop

~4 weeks (drafting content for each template, iterating with medical/legal for approval under the ABPI Code, and implementing the templates into the reps’ email tool). 

Heatmap Dashboards

Internal

Development of heatmaps to highlight differences in e.g. admissions, spend across localities/regions.

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Purpose

Drive data-driven strategy post-launch. The purpose is to enable the market access team to monitor and identify regional differences in uptake or need, so they can prioritize support and resources (for example, focusing on areas that lag in adoption or have significant budget pressure). 

Format

Internal dashboard tool, potentially built in Excel or a BI software, featuring heatmap visuals (e.g., a UK map with color gradients or tables with color-coded cells). Accompanied by an instruction guide on how to input data (e.g., monthly uptake figures, regional epidemiology) and interpret the outputs during team planning meetings. 

Time to Develop

~6 weeks (define the data metrics and sources, develop the dashboard model, test with historical or pilot data, and refine the visualization; then deploy to the team with a brief training). 

Phase 4

Launch

Minus 3 to Plus 3 months

Deploy Payer Facing Materials

External

Complete final content requirements across all materials and deploy to the field team for use.

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Purpose

Ensure the field is equipped for engagement at launch. Arm the field team with every approved resource to engage payers immediately upon launch.

Format

Deployment package delivered to field teams (online repository with all PDFs, slide decks, models). Internal kickoff call often accompanies distribution.

Time to Develop

~2–3 weeks (final content checks and approvals, then rapid distribution; much development is already complete by this stage).

Launch Notification Document

External

Guide for those making policy decisions on budgets to highlight launch and availability of the new medicine.

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Purpose

Officially notify and inform healthcare organisations. Ensure budget holders and policy decision-makers are promptly informed of the new medicine's availability.

Format

Brief document or letter (2-3 pages max) on company or joint NHS letterhead. Disseminated via email to NHS stakeholders with formal, compliant tone.

Time to Develop

~4 weeks (drafting with medical and regulatory affairs, getting approvals, coordinating distribution around launch date).

Field Team training - Materials

Internal

Training of field team to support material roll-out and confidence in use.

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Purpose

Maximize material impact through proficiency. The purpose is to boost the field team’s confidence and skill in deploying each material, so that the quality of engagement with payers is high and consistent. Well-trained reps can better tailor the conversation to stakeholder needs, using the right tool at the right moment, which can improve the chances of positive access outcomes. 

Format

Interactive training session (e.g. a 1-day session or series of shorter webinars) focusing on material rollout. It includes live demonstrations of each key material, scenario-based breakout sessions where reps practice using the materials, and a Q&A to address any uncertainties. Key takeaways or “cheat sheets” are provided for ongoing reference. 

Time to Develop

~2–3 weeks (to organize and deliver the training around launch time – much content is already created, so this timeline covers prepping training aids, scheduling calls or meetings, and executing the training just as materials go live). 

Assess private access material requirement

Internal

Assess private opportunity and requirement for specific materials to support conversations.

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Purpose

Leave no market segment unaddressed. The purpose is to ensure that any opportunities in the private healthcare market are not overlooked and that the field team has appropriate resources if needed. This way, the company supports access for all patient populations (NHS or private) and maintains a consistent value narrative across both sectors. 

Format

Internal assessment report or briefing. It could be a short document summarizing the size of the private market opportunity and recommendations. If materials are needed, the output could include an outline or prototype of the proposed private payer material (e.g., a slide addendum or a modified leavepiece focusing on private insurance value arguments). 

Time to Develop

~4 weeks (market analysis and consultation with key account managers who handle private sector accounts, decision on whether to create new materials, and initial drafting of any required content). 

Formulary Tracker

Internal

Develop and launch tool to track shifts in formulary application and status.

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Purpose

Monitor uptake and guide follow-up actions. The purpose is to allow the market access team to track where the product is gaining formulary inclusion and where there are roadblocks, enabling targeted interventions. It serves as an internal KPI dashboard for the launch, ensuring accountability and a focus on achieving broad formulary coverage in line with launch goals. 

Format

Excel-based tracker or database managed by the market access team. It can be as simple as a spreadsheet with columns for each hospital/ICB and rows for status, or a more sophisticated CRM add-on if available. Regular updates (weekly or bi-weekly) are communicated via an internal report or dashboard view. 

Time to Develop

~4 weeks to set up (defining the data fields, gathering initial baseline data on target formularies, creating the tracker file or tool, and training the team on updating and using it). Ongoing updating will occur throughout the post-launch period. 

Publication on disease background

External

Educational article in key UK journal on disease burden and unmet need highlighting positioning in the treatment pathway.

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Purpose

Shape the narrative in the medical community. The purpose is to set a supportive context for the new medicine by informing clinicians and policymakers about the disease’s impact and the value of advancing care. This non-promotional communication can stimulate interest and discussion in a credible way, paving the ground for receptivity to the new treatment. 

Format

Peer-reviewed journal article or commentary in a respected UK medical or health policy journal (for example, The Pharmaceutical Journal, or a specialty-specific journal). Typically authored or co-authored by independent clinical experts (with company support in the background), and timed to coincide with or shortly after launch. 

Time to Develop

~12 weeks for development (identify author(s), draft and revise the manuscript, internal review for compliance). Publication timelines vary, but the goal is to have it appear near the launch window, factoring in journal review lead times. 

Phase 5

Post-Launch

Plus 3 to Plus 12 months

NICE/SMC Communications

External

Short communication templates of what NICE/SMC decision was and why to support NHS teams update newsletters etc.

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Purpose

Facilitate clear and consistent messaging of HTA outcomes. Support NHS stakeholders in quickly informing staff about NICE/SMC decision implications.

Format

Template communications such as a one-page bulletin or email text with decision summary, reasons, access conditions, and link to full guidance.

Time to Develop

~4 weeks to draft and get approvals (well ahead of decision dates). Then 1–2 days post-publication to finalize and disseminate.

Service Evolution Toolkits

External

Toolkits to support services evolve as sustainable and efficient patient centric services.

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Purpose

Sustain and broaden therapy impact. Enable NHS teams to iteratively refine services so patient outcomes improve and efficiencies are gained.

Format

Modular toolkit packages (PDF or PowerPoint per focus area) with step-by-step guidance, worksheets, case study snapshots, and optional video content.

Time to Develop

~8–12 weeks (collecting post-launch insights, developing content for each module, reviewing with clinical experts, producing final materials).

MasterClass / Preceptorships

External

Support for key decision makers on specific topics or more generally in preceptorships.

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Purpose

Deepen stakeholder engagement and expertise. The purpose is to educate and inspire influential healthcare professionals so they become champions in effectively implementing the new medicine. By seeing and discussing the therapy in practice (and the service model around it), they can return to their organizations with greater confidence and practical knowledge, helping to drive broader adoption and optimal use of the therapy. 

Format

Educational programs – for instance, an in-person MasterClass event with presentations and case discussions, and/or a Preceptorship arranged at a leading hospital (with a structured agenda to observe clinics and interact with experienced staff). Follow-up materials (slide decks or summary notes) are provided to reinforce learning. 

Time to Develop

~8–12 weeks to set up the first sessions (recruit faculty or host sites, develop the curriculum, handle logistics and compliance approval). These programs might be repeated or expanded over time depending on demand and impact. 

Value Story Refresh

External

To take account of NICE/SMC decisions and any updates to data since launch.

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Purpose

Keep the value proposition current. The purpose is to ensure the ongoing narrative about the product stays aligned with the latest evidence and official guidance, thereby maintaining credibility and relevance in discussions with stakeholders. As the context evolves (e.g., new competitors, updated clinical guidelines, or health economic data), the value story is refined so that the product continues to be positioned optimally. 

Format

Revised communication materials, including an updated payer deck and one-page summary of value, circulated to the field team and, where appropriate, shared with external stakeholders. Changes are clearly communicated internally so that everyone knows what’s been updated. In some cases, a comparison memo (old vs new messaging points) may be provided to highlight the differences. 

Time to Develop

~4–6 weeks (analysis of new data and feedback, rewriting sections of content, refreshing graphics as needed, and routing through approval processes again). Timing is typically triggered by a major event (e.g., NICE guidance publication or 1-year data readout). 

Case Studies

External

Case studies of treatment adoption and service evolution to support others learn from theire experience.

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Purpose

Encourage learning and wider adoption through peer examples. The purpose is to illustrate the real-world value and feasibility of the new medicine’s implementation by letting NHS teams learn from the experiences of their colleagues. Success stories and even honest discussion of challenges overcome can motivate other organizations to follow suit, easing the path for late adopters and fostering a community of practice around the innovation. 

Format

Multi-format case study materials: for instance, a written case study (2–3 pages PDF or an interactive HTML page) and an accompanying short video (a 2–3 minute interview with the clinicians or managers involved). These could also be presented in webinars or at meetings. The materials are branded in a non-promotional way and focus on the service improvement aspect as much as the product. 

Time to Develop

~8–12 weeks per case study (including identifying candidate sites, obtaining consent, gathering data through interviews or site visits, writing the narrative, producing any video content, and getting approvals for external use). Depending on resources, multiple case studies can be developed in parallel to cover different types of healthcare settings. 

Publication on real world experience

External

Publication in a key UK journal on real world experience working with a new treatment and/or service evolution.

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Purpose

Add to the scientific and policy evidence base. The purpose is to document the new medicine’s impact in the real NHS setting and share those findings with the wider medical community, thereby reinforcing trust in the product and informing ongoing decision-making (e.g., NICE review updates, commissioning decisions, guideline revisions). It also demonstrates the company’s commitment to transparency and learning post-launch. 

Format

Journal publication (peer-reviewed article), which might take the form of a case study, depending on the data collected. Additionally, the content can be repurposed into conference abstracts or posters, and summary communications for stakeholders once published. 

Time to Develop

~12–16 weeks for manuscript development and internal review, not including journal review time (which can add a few months). Ideally, submission happens around 9–12 months post-launch so that publication can occur within the first 12–18 months of the product on the market, when interest is still high. 

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