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Understanding Managed Markets: Effective Market Research Structures & Activities to Maximize Payers Access & Insights

Published by: Best Practices, LLC

Published: Jul. 1, 2009 - 66 Pages


Table of Contents


EXECUTIVE SUMMARY

Introduction

Objective & Research Approach

Project Participants

Figure 1.1 - Companies Participating in Benchmark Study

Figure 1.2 - Company Size: Revenue & Number of Products

Figure 1.3 - Industry Experience of Study Participants

Definitions & Abbreviations

Key Findings & Insights

STRUCTURE & ORGANIZATION

Introduction

Organizational Fit

Figure 2.1 - Market Research is the Primary Functional “Home” for MMMR

Figure 2.2 - Group Reports into MM Organization at 50% of Firms

Figure 2.3 - MMMR Planning & Leadership Are Usually up to Directors

Figure 2.4 - Majority of MMMR is Performed within MR Dept.

Function Can Be Effective in Multiple Locations

Figure 2.5 - MMMR Can Be Effective in Variety of Functional Homes

Dedicated Market Research Resources Improve Effectiveness

Figure 2.6 - MMMR Structure Can Influence Effectiveness

Figure 2.7 - Dedicate MMMR Staff & Resources to Seed Effectiveness

Figure 2.8 - MMMR Resource Allocation our of Line with Payer Import

Figure 2.9 - Effectiveness Limited by Competition for MR Resources

“Highly Effective” Company Characteristics

Figure 2.10 - Most Rate Their MMMR Functions Only

“Somewhat Effective”

Snapshot of “Highly Effective” Organizations

FOCUS OF MANAGED MARKETS MARKET RESEARCH

Introduction

Pre-Launch Objectives

Figure 3.1 - Reimbursement Needs are Top Pre-Launch MMMR Focus

Snapshot: Additional Pre-Launch Objectives

Study Types

Figure 3.2 - Pricing is the Most Important Pre-Launch MMMR Study Type

Research Drivers

Data Types

Figure 3.3 - Market Research is Primary Driver of MMMR Activities

Figure 3.4 - Qualitative Research Is Primary Focus for Managed Markets

EFFECTIVE ACTIVITIES & APPROACHES FOR PAYER ACCESS & INSIGHTS

Introduction

Activities with High Decision Impact

Figure 4.1 - Ad Boards & Team Meetings Have Greatest Strategic Impact

Best Approaches for Insights from Overall MM Sector

Figure 4.2 - Activities for Best Insights into Overall MM Sector

Best Approaches to Hard-to-Reach Payers: Access & Insights

Successful Access to Hard-to-Reach

Figure 4.3 - Account Manager Provides the Best Access to Hard-to-Reach

Figure 4.4 - Demonstrative value to Increase Access to Hard-to-Reach

Figure 4.5 - Additional Approaches for Hard-To-Reach

Successful Insight Development from Hard-To-Reach Payers

Figure 4.6 - Approaches for Best Insights from Hard-to-Reach Payers

Viewpoints on High-Rated Approaches

Payer Advisory Board Viewpoints

Ad Board Success Strategies

Figure 4.7 - Payer Advisory Board Success Strategies

Figure 4.8 - Account Manager Role in MM Sector is Expanding

Figure 4.9 - Peer-to-Peer Team Meetings Improve Access to Payers

High-Level In-Person Meetings: Viewpoints

Timing of Key Activities

Figure 4.10 - Pre-Clinical Stage

Figure 4.11 - Managed Markets MR Activities Peak During Phase 3

Timing Trends

Figure 4.12 - Companies Shifting Focus to Earlier & Extended

MM Research

MANAGED MARKETS MARKET RESEARCH ROLES

Figure 5.1 - Summary of Primary Managed Market MR Activities & Roles-1

Figure 5.2 - Summary of Primary Managed Markets MR Activities & Roles-2

Figure 5.3 - Summary of Primary Managed Markets MR Activities & Roles-3

CURRENT TRENDS IN MANAGED MARKETS MARKET RESEARCH

Figure 6.1 - Increasing Resources & Use of Account Managers

Figure 6.2 - Use of Warranty or Guarantee Limited by Uncontrollable Things

BEST PRACTICES, PITFALLS & SUCCESS FACTORS

Participants’ Best Practices

Internal Communications and Alignment

Improving Payer Access and Insights

Figure 7.1 - Tips for Optimizing Payer Discussions

Timing of Market Research Activities

Figure 7.2 - Success Factors

Pitfalls and Lessons Learned

APPENDIX: FULL SOURCE DATA

Figure 8.1 - Pre-Launch Objectives

Figure 8.2 - Impact of Global Activities on Strategic Choices

Figure 8.3 - Activity Effectiveness for Overall Insights

Figure 8.4 - Activities for Hard-to-Reach Partner Insights

Figure 8.5 - Activities for Accessing Hard-to-Reach Partners

Figure 8.6 - Global Activities Conducted at Each Development

Abstract

Today’s physicians are rapidly losing their influence over patients’ drug utilization decisions and unfortunately a large number of bio-pharmaceutical companies have failed to recognize that third-party payers, such as government and commercial organizations, now control the vast majority of prescription drug expenditures. In fact, it is estimated that third-party payers in the Managed Markets sector currently control more than 80 percent of patient access to prescription drugs in the United States.

Continued commercial success of pharmaceutical products depends largely on the ability of bio-pharmaceutical companies to evolve their MMMR (Managed Markets Market Research) structures to work effectively in the current payer-driven environment. A successful MMMR Structure should provide managers with tactics to easily anticipate and act upon the needs and wants of these newly empowered third-party payers. The companies who are refocusing their marketing strategies to strengthen their relationship with these Managed Markets organizations will see the greatest impact in their product’s commercial success.

This Best Practices, LLC benchmarking report identifies the Market Research structures and activities that best support the Managed Markets function in gaining payer access and insights around pharmaceutical products, as well as captures executives’ best practices and lessons learned for working successfully in the current payer-driven environment.

INDUSTRIES PROFILED:

Biotech; Pharmaceutical; Health Care

COMPANIES PROFILED:

Amgen; Johnson & Johnson; Alcon; Solvay Pharmaceuticals; Novo Nordisk; Jazz Pharmaceuticals; Xanodyne Pharmaceuticals; Ther-Rx; GlaxoSmithKline; Sepracor; Abbott Laboratories

STUDY SNAPSHOT

Best Practices, LLC fielded an online benchmarking survey with managers and executives representing Managed Markets or Market Research functions at leading pharmaceutical and biotech companies. Analysts then conducted in-depth interviews with selected research participants. The survey and interview collected benchmark data on the following aspects of Managed Markets Market Research (MMMR) organizations:
  • Current and optimal structure and organizational fit
  • Effectiveness of current structure
  • Pre-launch research objectives
  • Key global MMMR activities with greatest impact on strategic choices
  • Timing of activities by product development phase
  • Activities most effective for generating insights
  • Activities most effective for accessing hard-to-reach partners
  • Principal drivers of MMMR activities
  • Percentage of research that is qualitative vs. quantitative
  • Top Three most important types of pre-launch studies
  • Anticipated changes in resource allocation levels
  • Trends in use of vendors to gather payer information
  • Projected changes in MMMR focus
  • Best practices and pitfalls
KEY FINDINGS

Among the findings that emerged from this research were the following:

No Single Structure Is Optimal: Many structure types can work effectively for the Managed Markets Market Research function, and benchmark partners use several different models. A more critical success factor than the structure type is the level of research staff knowledge and understanding of the Managed Markets sector. Developing staff specialization and expertise is the key to making any structure begin to work from an MMMR perspective.

Manage Resource Competition: Brand team and Managed Markets research projects generally have different targets (physician/patient vs. payer) and find themselves competing for resources and attention. Avoid MM priorities being defused or fragmented through resource competition. This can be a critical pitfall.

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