|180+ Charts and Diagrams|
This report analyzes current market access trends and advises companies on the most effective market access strategies and timelines for incorporating these teams into the product lifecycle. It describes how surveyed companies structure, fund and manage critical market access activities.
Quantitative benchmarks include market access team structures, reporting relationships, budgets and staffing, among many other key metrics. The qualitative data included in the study contains best practices for determining the content of a product value dossier, methods for mitigating major challenges to market access and any changes that are likely to occur in the reimbursement landscape in the next few years. To round out the data, company profiles also provide examples of successful and unsuccessful market access teams.
Market Access Budgets Increased from 2011 to 2013: Though some companies’ market access budgets dipped slightly in 2012, the general trend of increasing budgets continued through 2013. Allocate budgets more effectively to key market access subfunctions throughout product development. Track market access budget trends and projections from 2011 to 2014.
Involve HEOR, Government Affairs, and Pricing Early in Product Development: The timing and level of involvement of health economics and outcomes teams, as well as the government affairs function, can be the key to securing reimbursement for pharmaceutical products. Coordinate various market access groups’ involvement at the most opportune times during product development — and ensure a smooth launch. Know when and how often to assess your market access strategy — and establish a schedule to do so.
Prioritize Market Access through High-Level Leadership: Whether companies have dedicated market access teams or address the function on an ad hoc basis, market access teams are most often led by directors or higher positions. Discover how companies with and without dedicated market access teams meet reimbursement requirements and support diverse portfolios. Build market access teams to grow alongside developing products to ensure efficiency and adequate resources throughout development and launch.
37 charts detailing market access team structure and reporting relationships. Data are broken down by company type (Top 10, Top 50, device and small pharma) and by region (US, EU/Canada/Australia and Emerging Markets).
41 charts detailing total market access budgets as well as sub-function budgets. Data are broken down by company type (Top 10, Top 50, small pharma and device) and by region (US, EU/Canada/Australia and Emerging Markets).
52 charts detailing market access groups’ involvement in product development. Data are broken down by company type (Top 10, Top 50, small pharma and device) and by region (US, EU/Canada/Australia and Emerging Markets).
Market Access Group Involvement:
28 charts detailing companies’ assessments of various challenges and market trends and their efforts to measure market access success. Throughout the chapter, data are broken out by company type (Top 10, Top 50, small pharma and device) and by region (US, EU/Canada/Australia).
Profiles for 10 market access groups broken down into these components:
The following excerpt is taken from the full report's executive summary:
Market access is a challenging and multifaceted function for any company that demands a well-rounded team to achieve its goals. Responsibilities for market access require a deep combination of hard and soft skills. Team members’ tasks are scientific — understanding medicine in order to work with clinical teams for necessary trial endpoints. But their responsibilities also require economics knowledge and interpersonal skills, as they need to network with payers and negotiate an optimal, but realistic, reimbursement amount. Market access activities also require marketing skills and a strong understanding of regulations in any country where the company plans to launch. The Company H director of market access has trouble finding a full mixture of these skills in potential hires for a team position. However, finding an ideal match is not entirely necessary if the company is willing to expand the team to be as effective as possible.
Such an expansion is difficult for companies to attempt without certain payout, however. The director of market access at Company C, a Top 50 company, is currently one of only two people at the company working on market access itself. Ideally, the director would set up a team with each employee focusing on one of the market access activities: