Patient Empowerment: Consequences for Pharmaceutical Marketing and for the Patient–Physician Relationship - Innovation and Marketing in the Pharmaceutical Industry - page 440

Table 14.3 Index of patient empowerment orientation, 2005-2010, for the 20 largest
pharmaceutical companies
Company 2005 2006 2007 2008 2009 2010

Pfizer 6.087 0.806 1.550 0.694 1.961 1.415

Novartis 1.429 0.424 0.385 0.000 1.119

Sanofi-Aventis 1.316 6.250 7.143 0.000 3.571

Merck 2.778 0.000 0.000 3.390 4.911

Roche 0.847 1.942 1.064 1.587 0.787 0.694

GlaxoSmithKline 0.521 0.521 0.543 1.415 1.449 0.926

AstraZeneca 2.083 2.717 0.481 3.922 0.943 0.292

Johnson & Johnson 1.250 1.190 1.220 2.632 2.778 1.250

Eli Lilly 1.000 0.862 0.000 0.758 1.744 2.439

Abbott 1.250 1.250 1.333 1.316 0.000

Bristol-Myers Squibb 2.419 0.735 2.419 0.926 0.806 2.344

Teva 1.487 4.242 2.959 1.449 3.497 2.717

Amgen 0.000 2.632 0.556 0.526 0.556 0.568

Bayer 0.446 0.403 1.674 3.435 3.285 3.663

Takeda 0.000 1.111 2.128 3.604 6.923 0.714

Boehringer Ingelheim 3.175 2.548 2.041 0.388

Novo Nordisk 5.172 0.806 4.032 4.839 0.893 1.724

Astellas 0.000 6.250 1.471 1.282 0.000 1.220

Daiichi Sankyo 4.167 2.941 0.000 0.000 0.000 0.000

Eisai 0.000 0.000 0.000 0.000 1.282 5.263

empowerment is mentioned per 100 pages. Table 14.3 reproduces the IPEO for each
of the 20 companies in my sample and each of the years.
The first insight we can take from this analysis is that although several firms are
already mentioning patient empowerment in their annual reports, the prevalence is
still relatively limited. Moreover, there is heterogeneity strong volatility across
companies. In 2010, the three companies with higher IPEO were Eisai, Bayer, and
Sanofi-Aventis, which on average mentioned the selected keywords on patient
empowerment 5.2, 3.7, and 3.6 times for each 100 pages of their annual reports,
respectively. In contrast, Abott and Daiichi Sankyo did not mention any of the terms
in my keyword list in 2010. However, in 2005, Daiichi Sankyo had a relatively high
IPEO of 4.17.
Second, there is no clear indication of a consistent pattern for the increase in
orientation towards patient empowerment. Take the example of Takeda. If I had
analyzed data only until 2009, I could have concluded that Takeda was consistently
increasing its IPEO over time. However, in 2010, the index for Takeda fell from 6.9,
the largest value in 2009, to 0.714 in 2010, which constitutes a drop of 11 places if
we rank the companies from highest to lowest IPEO. This may stem from regulatory
limitations forcing companies to be more conservative in their direct-to-patient mar-
keting or from limitations of my chosen measure (e.g., the keyword list is quite
conservative). Figure 14.5 tells a similar story. It depicts the average IPEO, across
all 20 companies for each year considered in the analysis. The pattern shows limited