市場調査レポート

市場アクセスと医療費償還:保険者の要望を満たす商品価値の明示

Market Access and Reimbursement: Demonstrating Product Value to Meet Payer Demands

発行 Cutting Edge Information 商品コード 285185
出版日 ページ情報 英文 250 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=102.18円で換算しております。
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市場アクセスと医療費償還:保険者の要望を満たす商品価値の明示 Market Access and Reimbursement: Demonstrating Product Value to Meet Payer Demands
出版日: 2013年09月30日 ページ情報: 英文 250 Pages
概要

世界各国の市場で保険者側の要求条件が厳しくなるなか、生命科学業界の多くの企業が、自社の製品を医療保険の対象にするため市場アクセスグループを活用するようになっています。市場アクセスグループは、自社の製品が医療機関で利用可能な処方集に入れられるようにするため、医薬品開発に関わっているさまざまな技能と役割を有するチームの調整役を務めています。最近は、多くの企業で市場アクセスグループの影響力が強まっており、人員や予算も増強される傾向にあります。

当レポートは、70以上の製薬会社と医療機器メーカーのデータをもとに、各社の市場アクセス戦略や目的、トレンドなどを明らかにしたもので、10社の市場アクセスグループのプロファイルも盛り込み、概略下記の構成でお届けいたします。

エグゼクティブサマリー

  • 調査方法
  • 定義
  • 市場アクセス戦略:成功に向けた5つの提言

市場アクセスにまつわるさまざまなニーズへの対応

  • 市場アクセス組織の結成を促す要因
  • 拡大するパイプラインの高まる市場アクセススタッフのニーズ

増額される予算が市場アクセスチームの明るい未来を約束

  • 市場アクセス関連予算全体が増加傾向
  • パイプランなどの要因が予算配分に及ぼす影響

戦略的な目標を達成するための市場アクセス活動

  • 市場アクセスのための活動
  • 市場アクセスのための戦略
  • 製薬会社による市場アクセス活動のアウトソーシングと予算

市場アクセスの課題を克服し、世界の複雑なトレンドに対処するための取り組み

  • 医薬品市場への最適なアクセスを実現する上での障害
  • 市場アクセスチームの成果の評価と実証
  • 市場アクセスの最新トレンドと今後の展望

市場アクセスグループのプロファイル

図表

目次
Product Code: PH189

Faced with rigorous payer requirements in markets around the globe, life science companies rely heavily on market access groups to ensure product reimbursement.

As these groups grow in influence - and expand their strategic reach, headcounts, budgets and more - they coordinate multi-skilled, multi-functional teams throughout drug development in the quest to achieve and maintain strong formulary placement.

This comprehensive report examines market access strategy, objectives and trends with data from more than 70 pharma and device companies across a range of different markets. Metrics detail market access staffing, spending, timelines and activities. Rounding out the study are 10 profiles, enabling direct comparisons among different market access groups.

Prepare a robust product value package - and secure optimal reimbursement

Timing and level of involvement greatly impact market access. Address payer demands as early as possible to prepare a convincing product value dossier. Explore timelines and best practices for integrating input from market access groups into product development decision-making.

Maximize resources and increase cross-functional communication

See how leading companies staff and fund their market access groups across markets - including resource allocations for 8 key activities and subfunctions. Examine budget benchmarks for 2011-2013, and explore projections for 2014. Learn how teams expand the impact of their resource support by cultivating cross-functional communication to achieve preferred reimbursement.

Eliminate roadblocks and anticipate market trends

Gain fresh insights to solve market access groups' toughest challenges. This study explores leading executives' assessments and ratings of global market trends and operational challenges. Measuring ROI - a difficult task for market access teams - is explored in depth.

Table of Contents

Executive Summary

  • Study Methodology
  • Study Definitions
  • Market Access Strategies: Five Recommendations for Success

Fulfilling Market Access Needs through Structure

  • Drivers of Varied Market Access Structures
  • Pipeline Growth and Market Access Staffing Needs

Increasing Budgets Indicate Promising Future for Market Access Teams

  • Upward Trends in Overall Market Access Budgets
  • Impact of Pipeline and Other Factors on Budget Allocation

Implementing Market Access Activities to Achieve Strategic Goals

  • Market Access Activities
  • Market Access Strategy
  • Outsourcing of Pharmaceutical Market Access Activities and Budget

Overcoming Market Access Challenges to Navigate Complex Global Trends

  • Roadblocks to Gaining Optimal Pharmaceutical Market Access
  • Measuring and Demonstrating Market Access Team Success
  • Current Market Access Trends and a Look Forward

Market Access Group Profiles

CHARTS AND GRAPHICS

Executive Summary

  • Figure E.1: Average Market Access Budget from 2011 to 2013

Market Access Strategies: Five Recommendations for Success

  • Figure E.2: Involvement of Functions with Market Access by Phase
  • Figure E.3: Position Heading Market Access Function
  • Figure E.4: Position Heading Market Access Function by Region

Fulfilling Market Access Needs through Structure

Drivers of Varied Market Access Structures

  • Figure 1.1: Percentage of Companies with Dedicated Market Access Departments
  • Figure 1.2: Percentage of Companies with Dedicated Market Access Departments, by Company Type
  • Figure 1.3: Structure of Market Access Activities
  • Figure 1.4: Structure of Market Access Activities by Company Size
  • Figure 1.5: Structure of Market Access Activities by Region
  • Figure 1.6: Number of Distinct Market Access Groups
  • Figure 1.7: Percentage of Companies with a Separate Market Access Team for Emerging Markets
  • Figure 1.8: Function that Oversees Market Access Activities at Companies with No Dedicated Department
  • Figure 1.9: Reporting Structure for Dedicated Market Access Departments: All Companies
  • Figure 1.10: Reporting Structure for Dedicated Market Access Departments: Top 10 Companies
  • Figure 1.11: Reporting Structure for Dedicated Market Access Departments: Top 50 Companies
  • Figure 1.12: Reporting Structure for Dedicated Market Access Departments: Small Companies
  • Figure 1.13: Reporting Structure for Dedicated Market Access Departments: Device Companies
  • Figure 1.14: Reporting Structure for Dedicated Market Access Departments by Region
  • Figure 1.15: Position Heading Market Access Function
  • Figure 1.16: Position Heading Market Access Function by Company Type
  • Figure 1.17: Position Heading Market Access Function by Region
  • Figure 1.18: Functions Involved with Market Access Teams: All Companies
  • Figure 1.19: Functions Involved with Market Access Teams: Top 10 Companies
  • Figure 1.20: Functions Involved with Market Access Teams: Top 50 Companies
  • Figure 1.21: Functions Involved with Market Access Teams: Small Companies
  • Figure 1.22: Functions Involved with Market Access Teams: Device Companies

Pipeline Growth and Market Access Staffing Needs

  • Figure 1.23: Number of FTEs from Functions Involved with Market Access: All Companies
  • Figure 1.24: Number of FTEs from Functions Involved with Market Access: Top 10 Companies
  • Figure 1.25: Number of FTEs from Functions Involved with Market Access: Top 50 Companies
  • Figure 1.26: Number of FTEs from Functions Involved with Market Access: Small Companies
  • Figure 1.27: Number of FTEs from Functions Involved with Market Access: Device Companies
  • Figure 1.28: Distribution of FTEs from Functions Involved with Market Access: All Companies
  • Figure 1.29: Distribution of FTEs from Functions Involved with Market Access: Top 10 Companies
  • Figure 1.30: Distribution of FTEs from Functions Involved with Market Access: Top 50 Companies
  • Figure 1.31: Distribution of FTEs from Functions Involved with Market Access: Small Companies
  • Figure 1.32: Distribution of FTEs from Functions Involved with Market Access: Device Companies
  • Figure 1.33: Number of Market Access FTEs by Region: All Companies
  • Figure 1.34: Number of Market Access FTEs by Region: Top 10 Companies
  • Figure 1.35: Number of Market Access FTEs by Region: Top 50 Companies
  • Figure 1.36: Number of Market Access FTEs by Region: Small Companies
  • Figure 1.37: Number of Market Access FTEs by Region: Device Companies

Increasing Budgets Indicate Promising Future for Market Access Teams

Upward Trends in Overall Market Access Budgets

  • Figure 2.1: Average Market Access Budget from 2011 to 2013
  • Figure 2.2: Average Market Access Budget from 2011 to 2013, by Company Type
  • Figure 2.3: Average Market Access Budget Without Salaries and Overhead from 2011 to 2013, by Company Type
  • Figure 2.4: Average Market Access Budget from 2011 to 2013, by Region
  • Figure 2.5: Average Market Access Budget Without Salaries and Overhead from 2011 to 2013, by Region
  • Figure 2.6: Total Market Access Budget for 2013, by Company
  • Figure 2.7: Total Market Access Budget Without Salaries and Overhead for 2013, by Company
  • Figure 2.8: Total Market Access Budget for 2012, by Company
  • Figure 2.9: Total Market Access Budget Without Salaries and Overhead for 2012, by Company
  • Figure 2.10: Total Market Access Budget for 2011, by Company
  • Figure 2.11: Total Market Access Budget Without Salaries and Overhead for 2011, by Company
  • Figure 2.12: Handling of Market Access Salary and Overhead Activities
  • Figure 2.13: Percentage of Market Access Budget Dedicated to Salaries and Overhead from 2011 to 2013, by Company Type
  • Figure 2.14: Market Access Budget Dedicated to Salaries and Overhead from 2011 to 2013, by Company Type
  • Figure 2.15: Average Regional Allocation of Market Access Budget for 2013

Impact of Pipeline and Other Factors on Budget Allocation

  • Figure 2.16: Percentage of Market Access Budget Dedicated to Activities: All Companies
  • Figure 2.17: Percentage of Market Access Budget Dedicated to Activities: Top 10 Companies
  • Figure 2.18: Percentage of Market Access Budget Dedicated to Activities: Top 50 Companies
  • Figure 2.19: Percentage of Market Access Budget Dedicated to Activities: Small Companies
  • Figure 2.20: Percentage of Market Access Budget Dedicated to Activities: Device Companies
  • Figure 2.21: Percentage of Market Access Budget Dedicated to Activities: US
  • Figure 2.22: Percentage of Market Access Budget Dedicated to Activities: EU/Australia/Canada
  • Figure 2.23: Percentage of Market Access Budget Dedicated to Activities: Emerging Markets
  • Figure 2.24: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: All Companies
  • Figure 2.25: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: Top 10 Companies
  • Figure 2.26: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: Top 50 Companies
  • Figure 2.27: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: Small Companies
  • Figure 2.28: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: Device Companies
  • Figure 2.29: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: US
  • Figure 2.30: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: EU/Aus/Can
  • Figure 2.31: Percentage of Companies Predicting Change in Budget Allocation from 2013 to 2014: Emerging Markets
  • Figure 2.32: Percentage of Projected Change in Market Access Budget from 2013 to 2014: General Market Access Activities
  • Figure 2.33: Percentage of Projected Change in Market Access Budget from 2013 to 2014: Comparative Effectiveness Activities
  • Figure 2.34: Percentage of Projected Change in Market Access Budget from 2013 to 2014: Government Affairs Activities
  • Figure 2.35: Percentage of Projected Change in Market Access Budget from 2013 to 2014: HEOR Activities
  • Figure 2.36: Percentage of Projected Change in Market Access Budget from 2013 to 2014: HOL Activities
  • Figure 2.37: Percentage of Projected Change in Market Access Budget for Managed Markets: Account Management Activities from 2013 to 2014
  • Figure 2.38: Percentage of Projected Change in Market Access Budget for Managed Markets: Marketing Activities from 2013 to 2014
  • Figure 2.39: Percentage of Projected Change in Market Access Budget from 2013 to 2014: Medical Affairs Activities
  • Figure 2.40: Percentage of Projected Change in Market Access Budget from 2013 to 2014: New Product Planning Activities
  • Figure 2.41: Percentage of Projected Change in Market Access Budget from 2013 to 2014: Pricing Activities

Implementing Market Access Activities to Achieve Strategic Goals

Market Access Activities

  • Figure 3.1: Involvement of Functions with Market Access by Phase
  • Figure 3.2: Percentage of Companies Involving Dedicated Market Access Teams in Each Development Phase, by Company Type
  • Figure 3.3: Percentage of Companies Involving Dedicated Market Access Teams in Each Development Phase, by Region
  • Figure 3.4: Percentage of Companies Involving Comparative Effectiveness in Each Development Phase, by Company Type
  • Figure 3.5: Percentage of Companies Involving Comparative Effectiveness in Each Development Phase, by Region
  • Figure 3.6: Percentage of Companies Involving Government Affairs in Each Development Phase, by Company Type
  • Figure 3.7: Percentage of Companies Involving Government Affairs in Each Development Phase, by Region
  • Figure 3.8: Percentage of Companies Involving Regulatory in Each Development Phase, by Company Type
  • Figure 3.9: Percentage of Companies Involving Regulatory in Each Development Phase, by Region
  • Figure 3.10: Percentage of Companies Involving HEOR in Each Development Phase, by Company Type
  • Figure 3.11: Percentage of Companies Involving HEOR in Each Development Phase, by Region
  • Figure 3.12: Percentage of Companies Involving Patient-Reported Outcomes in Each Development Phase, by Company Type
  • Figure 3.13: Percentage of Companies Involving Patient-Reported Outcomes in Each Development Phase, by Region
  • Figure 3.14: Percentage of Companies Involving HOLs in Each Development Phase, by Company Type
  • Figure 3.15: Percentage of Companies Involving HOLs in Each Development Phase, by Region
  • Figure 3.16: Percentage of Companies Involving Managed Markets: Account Management in Each Development Phase, by Company Type
  • Figure 3.17: Percentage of Companies Involving Managed Markets: Account Management in Each Development Phase, by Region
  • Figure 3.18: Percentage of Companies Involving Managed Markets: Marketing in Each Development Phase, by Company Type
  • Figure 3.19: Percentage of Companies Involving Managed Markets: Marketing in Each Development Phase, by Region
  • Figure 3.20: Percentage of Companies Involving Medical Affairs in Each Development Phase, by Company Type
  • Figure 3.21: Percentage of Companies Involving Medical Affairs in Each Development Phase, by Region
  • Figure 3.22: Percentage of Companies Involving New Product Planning in Each Development Phase, by Company Type
  • Figure 3.23: Percentage of Companies Involving New Product Planning in Each Development Phase, by Region
  • Figure 3.24: Percentage of Companies Involving Pricing in Each Development Phase, by Company Type
  • Figure 3.25: Percentage of Companies Involving Pricing in Each Development Phase, by Region
  • Figure 3.26: Involvement of Functions with Market Access by Phase: Pre-Clinical Through Phase 2
  • Figure 3.27: Involvement of Functions with Market Access by Phase: Phase 3
  • Figure 3.28: Involvement of Functions with Market Access by Phase: Registration and Launch
  • Figure 3.29: Involvement of Functions with Market Access by Phase: First Year on Market
  • Figure 3.30: Involvement of Functions with Market Access by Phase: Second Year on Market
  • Figure 3.31: Involvement of Functions with Market Access by Phase: Third Year on Market and Beyond

Market Access Strategy

  • Figure 3.32: Reasons to Reevaluate Market Access Strategy
  • Figure 3.33: Reasons to Reevaluate Market Access Strategy, by Company Type
  • Figure 3.34: Reasons to Reevaluate Market Access Strategy, by Region
  • Figure 3.35: Scheduled Frequency of Market Access Strategy Reevaluation
  • Figure 3.36: Market Events that Prompt Market Access Strategy Reevaluation: All Companies
  • Figure 3.37: Market Events that Prompt Market Access Strategy Reevaluation: Top 10 Companies
  • Figure 3.38: Market Events that Prompt Market Access Strategy Reevaluation: Top 50 Companies
  • Figure 3.39: Market Events that Prompt Market Access Strategy Reevaluation: Small Companies
  • Figure 3.40: Market Events that Prompt Market Access Strategy Reevaluation: Device Companies
  • Figure 3.41: Market Events that Prompt Market Access Strategy Reevaluation: US
  • Figure 3.42: Market Events that Prompt Market Access Strategy Reevaluation: EU/Aus/Can
  • Figure 3.43: Market Events that Prompt Market Access Strategy Reevaluation: Emerging Markets

Outsourcing of Pharmaceutical Market Access Activities and Budget

  • Figure 3.44: Percentage of Market Access Teams that Outsource Market Access Functions
  • Figure 3.45: Percentage of Market Access Teams that Outsource Market Access Functions, by Company Type
  • Figure 3.46: Percentage of Market Access Teams that Outsource Market Access Functions, by Region
  • Figure 3.47: Average Percentage of Market Access Activity and Budget Outsourced: All Companies
  • Figure 3.48: Average Percentage of Market Access Activity and Budget Outsourced: Top 10 Companies
  • Figure 3.49: Average Percentage of Market Access Activity and Budget Outsourced: Top 50 Companies
  • Figure 3.50: Average Percentage of Market Access Activity and Budget Outsourced: Small Companies
  • Figure 3.51: Average Percentage of Market Access Activity and Budget Outsourced: Device Companies
  • Figure 3.52: Average Percentage of Market Access Activity and Budget Outsourced: US Teams
  • Figure 3.53: Average Percentage of Market Access Activity and Budget Outsourced: EU/Aus/Can and Emerging Markets Teams

Overcoming Market Access Challenges to Navigate Complex Global Trends

Roadblocks To Gaining Optimal Pharmaceutical Market Access

  • Figure 4.1: Perceived Significance of Specific Operational Challenges to Market Access: All Companies
  • Figure 4.2: Perceived Significance of Specific Operational Challenges to Market Access: Top 10 Companies
  • Figure 4.3: Perceived Significance of Specific Operational Challenges to Market Access: Top 50 Companies
  • Figure 4.4: Perceived Significance of Specific Operational Challenges to Market Access: Small Companies
  • Figure 4.5: Perceived Significance of Specific Operational Challenges to Market Access: Device Companies
  • Figure 4.6: Perceived Significance of Specific Operational Challenges to Market Access: US
  • Figure 4.7: Perceived Significance of Specific Operational Challenges to Market Access: EU/Aus/ Can
  • Figure 4.8: Perceived Significance of Specific Operational Challenges to Market Access: Emerging Markets
  • Figure 4.9: Perceived Significance of Specific Market Trends to Market Access: All Companies
  • Figure 4.10: Perceived Significance of Specific Market Trends to Market Access: Top 10 Companies
  • Figure 4.11: Perceived Significance of Specific Market Trends to Market Access: Top 50 Companies
  • Figure 4.12: Perceived Significance of Specific Market Trends to Market Access: Small Companies
  • Figure 4.13: Perceived Significance of Specific Market Trends to Market Access: Device Companies
  • Figure 4.14: Perceived Significance of Specific Market Trends to Market Access: US
  • Figure 4.15: Perceived Significance of Specific Market Trends to Market Access: EU/Aus/Can
  • Figure 4.16: Perceived Significance of Specific Market Trends to Market Access: Emerging Markets
  • Figure 4.17: Perceived Significance of Specific Emerging Markets Challenges to Market Access: All Companies
  • Figure 4.18: Perceived Significance of Specific Emerging Markets Challenges to Market Access: Top 10 Companies
  • Figure 4.19: Perceived Significance of Specific Emerging Markets Challenges to Market Access: Top 50 Companies
  • Figure 4.20: Perceived Significance of Specific Emerging Markets Challenges to Market Access: Small Companies
  • Figure 4.21: Perceived Significance of Specific Emerging Markets Challenges to Market Access: Device Companies
  • Figure 4.22: Perceived Significance of Specific Emerging Markets Challenges to Market Access: US
  • Figure 4.23: Perceived Significance of Specific Emerging Markets Challenges to Market Access: EU/ Aus/Can
  • Figure 4.24: Perceived Significance of Specific Emerging Markets Challenges to Market Access: Emerging Markets

Measuring and Demonstrating Market Access Team Success

  • Figure 4.25: Methods to Gauge Success of Market Access Efforts
  • Figure 4.26: Methods to Gauge Success of Market Access Efforts, by Company Type
  • Figure 4.27: Methods to Gauge Success of Market Access Efforts, by Region
  • Figure 4.28: Perceived Effectiveness of Market Access Activities

Current Market Access Trends and A Look Forward

Market Access Group Profiles

  • Figure 5.1: Company A Profile Overview
  • Figure 5.2: Company A Profile Activities
  • Figure 5.3: Company B Profile Overview
  • Figure 5.4: Company B Profile Activities
  • Figure 5.5: Company C Profile Overview
  • Figure 5.6: Company C Profile Activities
  • Figure 5.7: Company D Profile Overview
  • Figure 5.8: Company D Profile Activities
  • Figure 5.9: Company E Profile Overview
  • Figure 5.10: Company E Profile Activities
  • Figure 5.11: Company F Profile Overview
  • Figure 5.12: Company F Profile Activities
  • Figure 5.13: Company G Profile Overview
  • Figure 5.14: Company G Profile Activities
  • Figure 5.15: Company H Profile Overview
  • Figure 5.16: Company H Profile Activities
  • Figure 5.17: Company I Profile Overview
  • Figure 5.18: Company I Profile Activities
  • Figure 5.19: Company J Profile Overview
  • Figure 5.20: Company J Profile Activities
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