OBJECTIVES: After the Pharmaceutical Market Restructuring Act (AMNOG) took effect in 2010, almost all pharmaceutical companies consider how to position themselves differently in health care related value chains. The law offers new options for the pharmaceutical and medical devices industry to reorganize their business models in order to become an active and equal partner in integrated care contracts with insurance companies. This paper examines key success factors for collaborating with other stakeholders. METHODS: Due to the distinctiveness and topicality of integrated care contracts, four cases of selective contracting between the industry and insurance companies were scrutinized. On this basis, experts of all parties (pharmaceutical industry, health care providers, insurance companies, and management companies) were interviewed. RESULTS: Whereas insurance companies and health care providers, as well as health care providers and the pharmaceutical industry have gained experience in cooperating with each other (e.g., in clinical trials), fears of contacts between insurance companies and the pharmaceutical industry still exist. They need to be abolished by establishing capable structures and a bi-lateral willingness to cooperate. Pivotal elements of selective contracting can be allocated to four segments, namely markets (exceed certain thresholds such as number of patients enrolled), products (targeting of “real” care-gaps and physicians’ relief), management (distribution of tasks, evaluation concepts), and financial mechanisms (gain-sharing as means to achieve revenue and profitability). First experiences in Germany have proofed technology-based contracts to be suitable for inexperienced companies to start with. The level of complexity of selective contracts and the timely component are often underestimated.  CONCLUSIONS: Pilot projects are now being implemented into practice which underpins their topicality and the importance of adequate evaluation. Their success depends on the inclusion of relevant partners and the intelligent combination of the stakeholders’ various strengths. The objective is to develop concepts which are applicable outside of Germany on international markets.