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Evidence-Based Strategic Differentiation in the APAC Region – WHO Are the Key Stakeholders in IEG?
Lakshmi Sameera Dumpala, Associate Principal, Medical Affairs & Real World Solutions, IQVIA
Satabdi Mishra, Evidence Strategy Manager, Medical Affairs & Real World Solutions, IQVIA
Sep 15, 2025

In our Integrated Evidence Generation blog series, we have embarked on a journey to revisit the basics and uncover the frameworks that enable transformational use of evidence. This 5-part series explores what IEG is, who the stakeholders are, why it is required, when it should be developed, and how it is achieved.

In the first article, “WHAT is IEG in the Context of APAC”, we explored the definition of IEG, the different components that support regulatory and reimbursement decision-making and provided an overview of our IQVIA IEG framework. The second article, focused on ‘Who’, will delve deeper into the roles, evidence requirements and value demands by each stakeholder across the healthcare continuum. 

An Integrated Evidence Generation (IEG) plan serves as a central nexus, designed to meet the unique expectations and deliver tangible value to each critical stakeholder in the healthcare ecosystem. By fostering a data-driven environment, IEG ensures that innovation translates into meaningful impact for all. But who exactly are the stakeholders we consider when developing an IEG strategy?

In our strategy, we focus on 5 key stakeholder groups: Providers, Patients, Pharma, Payers and Regulatory Bodies. Let’s take a closer look at each, with a focus on the unique demands of the Asia Pacific (APAC) region.  

Patients

The IEG must be fundamentally designed around patients, with a focus on improving healthcare outcomes. In the diverse APAC region, this requires sensitivity to varying cultural beliefs, languages and levels of health literacy while ensuring equitable access to innovation.

  • Strategic Priorities for Patients: Continued patient engagement throughout the evidence lifecycle; real-world outcomes and patient priorities; emphasis on health-related quality of life (HRQoL) and usability of interventions.
  • What the IEG Strategy Must Address: Ensure patients’ quality of life is prioritized and build trust by ensuring transparency and patient-centric communication throughout the treatment journey. Generate evidence that supports precision approaches tailored to the region’s genetic diversity and heterogeneous populations in APAC.
  • Real-World Study Example: A real-world evidence study to gather patient-reported outcomes and genomics data to demonstrate how personalized therapies impact daily living and quality of life.
  • Why It Matters: By aligning evidence generation with personalized medicine and robust privacy safeguards, IEG ensures that innovations are not only clinically effective but also trusted, accessible, and truly improve patients’ lives.

Providers (Healthcare Professionals - HCPs)

IEG empowers HCPs with robust, actionable data to deliver high-quality care. In APAC, this means ensuring evidence that is relevant to the local demographics.

  • Strategic Priorities for Providers: Updated clinical guidelines, ease of use of medications and confidence in the evidence generated.
  • What the IEG Strategy Must Address: Ensure evidence is applicable to local patient populations and clinical practices, which may differ from global clinical trial(s). The IEG strategy should support in providing (locally representative and adapted) educational materials tailored to local languages and practices.
  • Real-World Study Example: A burden of disease study providing clear clinical evidence on therapy’s effectiveness in a real-world APAC setting to support guideline updates and personalized medicine.
  • Why It Matters: Empowers healthcare professionals with robust, actionable evidence for better diagnosis and treatment decisions.

Pharma & Regulatory Bodies

IEG streamlines critical processes for pharmaceutical companies and regulatory authorities, accelerating innovation while ensuring compliance and value. In APAC, this means navigating a fragmented market with distinct regulatory environments and diverse patient populations.

  • Strategic Priorities for Pharma and Regulatory: Stronger value demonstration for the asset, cross-functional collaboration, regulatory compliance and KPI-driven partnerships.
  • What the IEG Strategy Must Address: Provide robust evidence to meet safety and efficacy standards of each national regulatory agency in APAC; facilitate collaboration between global R&D and local teams to ensure evidence is relevant to each country.
  • Real-World Study Example: Cross-team collaboration to generate evidence that meets regulatory requirements in countries like Japan or Australia, while supporting commercial needs in emerging markets.
  • Why It Matters: Accelerates clinical trials and streamlines regulatory submissions to drive business growth.

Payers

IEG addresses the core concerns of payers by providing evidence necessary for informed reimbursement decisions and market access. In APAC, this includes national health insurance schemes, private insurers and out-of-pocket payment systems.

  • Strategic Priorities for Payers: Access to innovation, reimbursement, cost-effectiveness and tailored evidence requirements by generating the right evidence.
  • What the IEG Strategy Must Address: Provide health economic and real-world evidence aligned with each country’s budget and healthcare priorities; adapt to varying evidence requirements, from detailed Health Technology Assessments (HTA) to direct price negotiations, and a tailored IEG strategy will ensure that the evidence meets these requirements.
  • Real-World Study Example: Health economic data that demonstrates a therapy’s total cost of care, including indirect costs, to support pricing and reimbursement negotiations with the government health agencies.
  • Why It Matters: Ensures value for money and enables faster reimbursement and broader market access.

By meeting the expectations of all these critical stakeholders, the IEG serves as a robust framework for building and communicating value, ultimately advancing healthcare for the benefit of all in the APAC region.

For more information on evidence planning and medical affairs solutions, contact us.

Stay tuned for the third article, “WHY is Integrated Evidence Generation (IEG) required in APAC?” in our 5-part IEG article series

In Article 3, we will explore why an APAC-specific IEG strategy is necessary, how it differs from the Global IEG strategy, and what key questions should be considered when developing a Regional IEG strategy. The article will also highlight how IEG can support regulatory and reimbursement decision-making.

To understand the IQVIA IEG framework, read our first article of the series, WHAT is IEG in the Context of APAC”.

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