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製品収益性を保証するための医療費支払者関係の強化

Fortify Payer Relationships to Secure Product Profitability

発行 Cutting Edge Information 商品コード 311716
出版日 ページ情報 英文 115 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=115.18円で換算しております。
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製品収益性を保証するための医療費支払者関係の強化 Fortify Payer Relationships to Secure Product Profitability
出版日: 2014年05月31日 ページ情報: 英文 115 Pages
概要

当レポートでは、マネージドマーケットにおけるカウントマネージャーにとって最も価値のある情報を調査分析し、マネージドマーケットグループの構造、マネージドマーケットグループ・アカウントマネージャーにとっての製品ライフサイクル関連スケジュール、マネージドマーケットのアカウントマネージャーの予算・支出に関するベンチマーク、医療費支払者とのコミュニケーション・関係構築を改善するための戦略的提言とベンチマーク、企業におけるマネージドマーケット戦略の改善に関する戦略的提言と分析および地域・企業規模別のデータなどを提供しています。

第1章 構造・資源によってマネージドマーケットにおけるアカウントマネジメントの成功を促進する

第2章 医療費支払者関係管理の改善によってフォーミュラリーの地位を実現する

第3章 インテリジェントサポート、アカウントアロケーションおよび補償によって優れたアカウントマネージャーを配置する

付録

目次
Product Code: PH200

REPORT TOP FIVE FINDINGS

  • Involve managed markets account managers early and frequently throughout a product's lifecycle.
  • Support account managers with MSLs and scientific expertise.
  • Match resource allocation to team size, product portfolio and target market.
  • Adapt meeting presentations to individual payer concerns.
  • Recruit managed markets account managers with extensive networks and an understanding of payer needs.

WHY CLIENTS NEED THIS REPORT/OVERALL MESSAGES

This report's benchmarks and best practices will help companies:

  • Establish a team that addresses payers' needs and protects the company's profitability.
  • Reach out to payers more effectively, especially as they seek substantial value dossiers.
  • Hire the ideal managed markets account managers in terms of professional/educational experience and background.
  • Distribute resources and account managers' focus between national and regional accounts more effectively.

In today's reimbursement-driven landscape, having an effective product is not enough to guarantee success in the marketplace. Payers increasingly demand comparative effectiveness research (CER) and health economics studies to prove product value. Successful managed markets groups work closely with other internal groups - including clinical, market access and medical affairs - to deliver a consistent product value story. Companies turn to managed markets account managers to convey these critical data to payers. Managed markets account managers build deep relationships with payers to get their product on formulary - and keep it there throughout its lifecycle.

REPORT FEATURES

This report's three chapters will improve companies' managed markets strategy. This report guides managed markets teams to succeed by emphasizing payers' needs and working through account managers to meet those needs. The report's analysis examines the kind of information most valuable for account managers to present, how information should be presented and their primary targets for meetings.

Highlights include:

  • Data and diagrams showing reporting relationships and managed markets group structures
  • Product lifecycle involvement timelines for managed markets groups and account managers
  • Benchmarks on managed markets account manager budgets and spending
  • Benchmarks and best practices for hiring and compensating managed markets account managers
  • Strategic recommendations and benchmarks for improving communication and relationship-building with payers
  • Data showing levels of scientific/clinical support that account managers receive from MSLs and other liaisons
  • Strategic recommendations and insights on improving companies' managed markets strategy
  • Data are split, where relevant:
    • By region
      • US
      • Europe/EU
      • Emerging Markets
    • And by company size:
      • Top 50
      • Small

CHAPTER BENEFITS AND METRICS BREAKDOWN

Chapter - 1

Managed markets account managers are tasked with the increasingly important role of cultivating relationships between pharma companies and payers. To bridge the gap between the pharma company and managed care organizations effectively, managed markets accounts managers require solid organizational structures and sufficient human and financial resources. This chapter contains structure, staffing and spending benchmarks for US and ex-US managed markets account management teams. It highlights the importance of considering company needs and expectations during team creation and organization. Companies should also be aware of the distribution of account managers between key national and regional payer accounts.

Chapter Benefits

  • Look to consultants and experienced, new-hire executives to advance and improve managed markets account management group structure.
  • Position key account managers (KAMs) to cultivate relationships with large, high-priority MCO accounts.
  • Create reporting lines from managed markets account management groups to high-level executives - including C-level leadership.
  • Balance product portfolio size with marketplace demands to determine group budgets.

Chapter Data

18 charts detailing oversight and spending for US and ex-US managed markets account managers.

  • US Managed Markets Groups
    • Direct supervisor for US managed markets account managers
    • Second-tier oversight of US managed markets account managers activities
    • Ultimate responsibility for all US managed markets account managers
    • Managed markets account manager reporting lines
    • Number of managed markets account managers at US groups (Top 50, small companies)
    • Managed markets account manager spending for US groups (by activity, company)
  • Ex-US Managed Markets Groups
    • Direct supervisor for ex-US managed markets account managers
    • Oversight of ex-US managed markets account managers, activities
    • Total managed markets account manager spending for ex-US groups (by company)
    • Managed markets account manager spending for ex-US groups (by activity)

Chapter - 2

Successful meetings between payers and account managers are often the deciding factor in earning formulary status for a product. This chapter discusses the types of meetings account managers have (face-to-face, online, phone) as well as their frequency and duration. The payer's contact person will often affect the type of message account managers present. Companies must plan ahead to tailor each meeting to their clients' priorities. Above all, account managers should focus on the depth of content in each meeting so that they offer robust data and instill payer confidence.

Chapter Benefits

  • Tailor payer meetings to meet the concerns of your contact person - preparation materials will be different for each payer.
  • Spend ample time preparing, planning and strategizing for payer meetings, ensuring smoother interactions that will benefit current and future products.
  • Be fully prepared to address any and all questions payers have and build a trusting relationship.
  • Understand the importance of meeting with payers continuously throughout a product's lifecycle:
    • a. Discuss new study results
    • b. Counter competition
    • c. Renegotiate prices
    • d. Address payer/patient concerns
    • e. Keep an aging product fresh in payers' mind

Chapter Data

41 charts detailing managed markets account managers' meetings with each payer type, meeting frequency and duration, and time spent on managed markets account manager activities.

  • Contact person (US private and government payers, US hospital systems)

Managed markets account managers' number of meetings - as well as meeting frequency and duration - with the following payer groups:

  • US national private payers
  • US national government payers
  • US regional private payers
  • US regional government payers
  • US hospital systems
  • US HMOs

Percentage of EU and EM managed markets teams' time spent:

  • Traveling
  • Attending conferences
  • Training/monitoring
  • Administrative tasks
  • Planning and strategizing versus meeting with targets

Chapter - 3

This chapter discusses when, during the product lifecycle, managed markets account managers should begin to talk to payers about new products. It also explores managed markets account managers' levels of experience. At most companies, managed markets groups prefer to pull from sales and other fields when recruiting account managers because of their experience with healthcare systems and payers. Besides account managers' experience, a crucial part of organizing a managed markets group is distributing account managers among different account types. Finally, to ensure ample support during payer interactions, companies should be prepared to position MSLs and other scientific experts close to managed markets account managers. This placement ensures support for presentations and, in some cases, communication directly to payers or hospitals.

Chapter Benefits

  • Begin conversations with payers early in product development and continue updating payers on progress as product advances so that they are aware of portfolio changes.
  • Select account managers with experience - such as district sales managers - in bringing a product through the healthcare system - so that they understand marketplace processes.
  • Make MSLs and other scientific experts available to support account managers and present scientific data to payers.

Chapter Data

  • 24 charts detailing timelines for communicating with payers, preferred credentials for new account managers, time dedicated to supporting managed markets account manager groups and meetings account managers have with scientific/clinical expertise.
  • Phase in which company begins communicating with payers about new product
  • Phase in which managed markets account managers begin/stop communicating with payers about new product
  • Preferred professional/educational background for managed markets account managers (US groups)
  • Compensation amounts for national/regional-level managed markets account managers (US groups)
  • Number of accounts and account managers for the following payer groups:
    • US national private payers
    • US regional private payers
    • US national government payers
    • US regional government payers
    • US hospital systems
    • US HMOs
  • Scientific/clinical expertise providing managed markets support:
    • Percentage of US companies using scientific/clinical expertise to support managed markets account managers
    • Number of MSLs among US managed markets groups
    • Percentage of MSL time spent supporting managed markets account managers
    • Number of HOLs/MCLs among US managed markets groups
    • Number of times per quarter account managers call on scientific/medical expertise, by contact method (face-to-face, online and phone)

Table of Contents

Chapter 1: Driving Managed Markets Accounts Management Success via Structure and Resources

Chapter 2: Achieving Formulary Status by Improving Payer Relationship Management

Chapter 3: Deploying Superior Account Managers Via Intelligent Support, Account Allocation and Compensation

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