Benchmark your managed markets department's size and structure against those of top-tier firms, mid-size companies, and small pharmas and biotechs. Identify the structural differences and strategic business drivers that differentiate companies in each of these groups, and learn about the pitfalls that commonly affect managed markets departments at each level. Use product-specific headcounts and budgets to lobby for additional resources, and prepare your company's strategy for incorporating the Medicare Part D prescription drug benefit into structural changes, marketing planning and account management realignments.

Managed Markets: Pharmaceutical Reimbursement Strategy, Organizational Structure and Medicare Part D is a cutting-edge guide for companies of all sizes:

• Top-tier companies' managed markets organizations use this report to compare their account management forces, marketing resources and support staff against the competition; justify headcounts and budgets; and learn the latest strategies, structures, processes and tactics for winning in the changing Medicare Part D arena. The report analyzes the key business drivers, including pharmacoeconomic data collection, span and level of control over insured lives integrated marketing and account management, and account alignment, that differentiate the top-tier company managed care operating environment from that of smaller firms.
   
• Mid-size companies use this report to identify the organizational structures and headcounts they need as they expand along the mid-tier spectrum from small operations to those approaching top-tier status. The report's brand-specific budgets and staffing data help ensure that their resource allocations are right on the mark. Strategic insights help these companies develop a detailed understanding of how Part D will affect their products.
  
  
• Small pharmaceutical and biotechnology companies can derive many benefits from this report in a number of areas. Case studies of other small companies' and mid-size and top-tier companies' managed markets organizations present a roadmap for organizational growth from having a few or even no dedicated resources to establishing a small department of five or 10, to a mid-size organization of 20 or 60 FTEs, to a top-tier group of 100 or more managed markets staff. Analysis of key business drivers at the various levels help small companies identify the important clinical, health economics and managed care activities they need to focus on as they grow.

 

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