Managing Market Access Launch Activities

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Cutting Edge Information designed Managing Market Access Launch Activities to guide brand managers and market access teams through key market access launch activities during the 12 months leading up to – as well as the 12 months following -launch. This detailed benchmarking study explores timelines and coordination tactics for market access strategies, payer relationship management and global launch sequencing.

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REPORT VITALS AND FEATURES 

This report is a comprehensive study on medical education.  Learn how to manage time, the scarcest resource: activities are compressed into tight 6- or 12-month planning windows.

Managing Market Access Launch Activities: Benchmarking Product Commercialization and Cross-Functional Coordination focuses on typical product launches, not the market access function as a whole. Overall findings will address things like:

  • Market access strategies
  • Timing
  • Payer relationships
  • Global coordination

REPORT DETAILS

  • 3 chapters + an Executive Summary
  • 300+ metrics
  • 53 graphics

Data have been split by team region:

  • Global
  • Country-Level

Data have also been split by company size:

  • Top 10
  • Top 50
  • Small
  • Device

Portfolio size:

  • Large
  • Medium
  • Small

Top Reasons to Buy Managing Market Access Launch Activities

Manage market access activity timelines: For many surveyed groups, the scarcest resource is time, as a slew of activities are compressed into tight 6- or 12-month planning windows. This study provides data and benchmarking metrics on market access strategy and timing. Data show companies’ functional involvement in specific market access launch activities. Internal functions examined include market access, managed markets and marketing groups. Further data also highlight both current and ideal activity timing across a range of market access responsibilities.

Master payer relationship management at launch: Market access considerations around launch primarily revolve around meeting payer needs and making sure that value dossiers respond to payer priorities. This study spotlights the need to initiate preparations for submitting health technology assessments (HTAs) to payers early in the product lifecycle — both in the US and Europe. This report also showcases data on payer relationship management. For instance, many surveyed teams begin talking with payers by the time their product enters Phase 3 — and some start even earlier — to ensure that payer priorities are addressed. Responding to payer priorities successfully is an essential part of paving the way for global launch success.

Coordinate global pharmaceutical launch activities: Resource allocation during product launch is particularly demanding for market access teams, regardless of company size or number of products. Planning and early involvement go a long way toward avoiding potential pitfalls during this period, but launch still represents a peak in terms of market access teams’ workload. Managing Market Access Launch Activities examines how to allocate pricing and health economics resources effectively during the launch window. It also explores how to develop and maintain a global launch sequence, a critical process that supports successful pharmaceutical launches.

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Excerpt from Managing Market Access Launch Activities

Life science organizations must implement a number of market access activities —ranging from global launch sequencing to payer relationship management — leading up to brand commercialization. For successful product launches, firms should begin these activities well in advance to better meet fluctuating economic trends and evolving regulatory expectations. Market access teams must also have time to collect key supporting data — including health economics and outcomes research (HEOR), patient-reported outcomes (PROs) and comparative effectiveness research (CER). In today’s regulatory environment, these data play a critical role in payer relationship management and market access discussions.

Surveyed pharmaceutical and device firms recognize the importance of beginning market access activities early in the product lifecycle.  Across all activities, surveyed companies begin the task prior to product launch. Start times range from an average 3.3 months prior to launch for PROs to 15.1 months pre-launch for launch sequencing tasks.

Examples of companies that have participated in this study:

Managing Market Access Launch Activities Participation List

Table of Contents

6            Executive Summary

15           Optimizing Market Access Strategies and Activity Timing

17           Combine Internal Expertise to Inform Market Access Launch Strategies

23           Timing Market Access Activities to Maximize Impact

45           Managing Payer Relationships at Launch

46           Using Health Technology Assessments to Aid European Reimbursement

53           Coordinating Managed Market Account Managers in the Launch Window

61           Managing Global Product Launches

63           Supporting Product Launches with Pricing and Health Economics Expertise

68           Product Launch Sequencing

CHARTS AND GRAPHICS

6             Executive Summary

8             Figure E.1: Current and Ideal Start Time for Market Access Activities Relative to Product Launch Date: All Companies

10           Figure E.2: Frequency of Launch Team Meetings with Internal Regulatory Groups: Global Teams

15           Optimizing Market Access Strategies and Activity Timing

17           Combine Internal Expertise to Inform Market Access Launch Strategies

18           Figure 1.1: Market Access Group Involvement in Launch Activities

19           Figure 1.2: Managed Markets Group Involvement in Launch Activities

20           Figure 1.3: Marketing Group Involvement in Launch Activities

23           Timing Market Access Activities to Maximize Impact

24           Figure 1.4: Current and Ideal Start Time for Market Access Activities Relative to Product Launch Date: All Companies

26           Figure 1.5: Current Market Access Activity Start Time, by Company Type and Portfolio Size: General Market Access

27           Figure 1.6: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: General Market Access

29           Figure 1.7: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Product Pricing

30           Figure 1.8: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: Product Pricing

32           Figure 1.9: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Payer Relationships

33           Figure 1.10: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: Payer Relationships

34           Figure 1.11: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Launch Sequencing

35           Figure 1.12: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: Launch Sequencing

37           Figure 1.13: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Health Economics

38           Figure 1.14: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: Health Economics

40           Figure 1.15: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Comparative Effectiveness

41           Figure 1.16: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: Comparative Effectiveness

43           Figure 1.17: Current Market Access Activity Start Time, by Company Type and Portfolio Size: Patient-Reported Outcomes

44           Figure 1.18: Ideal Market Access Activity Start Time, by Company Type and Portfolio Size: PROs

45           Managing Payer Relationships at Launch

46           Using Health Technology Assessments to Aid European Reimbursement

48           Figure 2.1: Time Before Launch that Groups Begin Preparatory HTA Discussions for Innovative Products at Top 10 and Top 50 Companies: US Payers

48           Figure 2.2: Time Before Launch that Groups Begin Preparatory HTA Discussions for Innovative Products at Small Companies: US Payers

49           Figure 2.3: Time Before Launch that Groups Begin Preparatory HTA Discussions for Follow-On Products at Top 10 and Top 50 Companies: US Payers

50           Figure 2.4: Time Before Launch that Groups Begin Preparatory HTA Discussions for Follow-On Products at Small Companies: US Payers

51           Figure 2.5: Time Before Launch that Groups Begin Preparatory HTA Discussions for Innovative Products: EU Payers

52           Figure 2.6: Time Before Launch that Groups Begin Preparatory HTA Discussions for Follow-On Products: EU Payers

53           Coordinating Managed Market Account Managers in the Launch Window

54           Figure 2.7: Total Number of Managed Markets Account Managers at Launch Among US Groups, by Company Type

54           Figure 2.8: Number of Managed Markets Account Managers per Product at Launch Among US Groups, by Company Type

55           Figure 2.9: Total Number of Managed Markets Account Managers at Launch Among US Groups, by Portfolio Size

56           Figure 2.10: Number of Managed Markets Account Managers per Product at Launch Among US Groups, by Portfolio Size

57           Figure 2.11: Average Number of Meetings with Private Payers Among US Groups, by Time Around Launch

57           Figure 2.12: Average Number of Meetings with Government Payers Among US Groups, by Time Around Launch

58           Figure 2.13: Average Duration of Meetings with Private Payers Among US Groups, by Time Around Launch

59           Figure 2.14: Average Duration of Meetings with Government Payers Among US Groups, by Time Around Launch

60           Figure 2.15: Timing of First Formal Contact with Payers Among Top 10 and Top 50 Companies

60           Figure 2.16: Timing of First Formal Contact with Payers Among Small Companies

61           Managing Global Product Launches

62           Figure 3.1: Percentage of Time and Spending Dedicated to Single Product in First 12 Months on Market, by Portfolio Size

63           Figure 3.2: Number of Pricing FTEs Supporting a New Product Around Launch: Global and US Groups

63           Supporting Product Launches with Pricing and Health Economics Expertise

64           Figure 3.3: Number of Pricing FTEs Supporting a New Product at US Groups Around Launch: Innovative vs Follow-on Products

65           Figure 3.4: Number of Pricing FTEs Supporting a New Product at Global Groups Around Launch: Innovative vs Follow-on Products

65           Figure 3.5: Number of Pricing FTEs Supporting a New Product at US Groups Around Launch: Blockbuster vs Niche Products

66           Figure 3.6: Number of Pricing FTEs Supporting a New Product at Global Groups Around Launch: Blockbuster vs Niche Products

67           Figure 3.7: Minimum and Maximum HEOR Expenditure per Product, by Time Around Launch: US Groups

67           Figure 3.8: Minimum and Maximum HEOR Expenditure per Product, by Time Around Launch: Global Groups

68           Product Launch Sequencing

69           Figure 3.9: Team with Final Responsibility for Approving Launch Sequence

70           Figure 3.10: Organization of Launch Sequencing Responsibilities: All Companies

71           Figure 3.11: Organization of Launch Sequencing Responsibilities: By Company Size

71           Figure 3.12: Organization of Launch Sequencing Responsibilities: By Portfolio Size

73           Figure 3.13: Frequency of Launch Team Meetings with Internal Regulatory Groups: Country-Level Teams

73           Figure 3.14: Frequency of Launch Team Meetings with Internal Regulatory Groups: Global Teams

74           Figure 3.15: Launch Sequencing Preferences Among Surveyed Companies, by Wave of Launch: Major Markets

75           Figure 3.16: Launch Sequencing Preferences Among Surveyed Companies, by Wave of Launch: Asia Pacific

75           Figure 3.17: Launch Sequencing Preferences Among Surveyed Companies, by Wave of Launch: Latin America