Other VBAs are hardly able to stop the wave of alternative payment models – for example, to offer discounts or discounts that optimize prices by a few percentage points instead of usefully linking payment to results. These BVAs should not give any real value – and therefore do not seem worth the considerable effort required to negotiate and implement them successfully. – Cost-value analysis: which stakeholders are valued and what value can be created in certain therapeutic areas? Ultimately, a better match between prices and the value of health technologies, such as drugs, biologics and medical services, is an important goal of any health system. This can be achieved in a number of ways, including awarding value-based contracts and providing evidence-based coverage. The most innovative use of VBAs is not only to hate therapy, but uses VBA to create added value by providing a comprehensive solution. For example, you can combine therapy with coaching and a mobile application that together will address a patient`s unmet underlying needs and follow the results – and then participate, via the VBA, in the benefits generated if you influence the clinical problem holistically. Implementing a broad solution and ensuring a fair return on investment through a VBA can provide a powerful approach to addressing complex patient challenges, while addressing the measurement challenges faced by many VBAs. It is likely that in the future there will be more value-based contracting activities. This extension could be fuelled by (1) improved data systems, which could contribute to the implementation of mechanisms for monitoring patients` use of biopharmaceutical drugs and their effects on health outcomes; and (2) the shift in incentives within the health care system towards value-based orientations.
The increased use of responsible care organizations can, for example, improve the health system`s focus on value-based contracts. Value-based agreements – which are well designed and implemented – are an opportunity to respond more skilfully to the interests of the various players in the health ecosystem, as shown in Figure 3.