market access: department models and structures

MARKET ACCESS: DEPARTMENT MODELS AND STRUCTURESN O V E M B E R , 2 0 1 5

P R E V I E W O F

marketaccess

REPORT OVERVIEW

WHAT YOU WILL LEARN

How you can use this report

ISR interviewed 14 highly experienced decision-makers to better understand the Market Access function. These professionals shared their perspectives on a range of topics related to the Market Access function, including the role of Market Access within their organizations, the structure of the Market Access function, and the key challenges faced by Market Access. Where possible, ISR also collected information on departmental headcounts, budgets, and outsourcing volume.

54 PAGES

19

POTENTIAL BEST PRACTICES

CAPTURED

INTERVIEWEE TITLES

MAJOR SECTIONS:1. Introduction

2. Market Access Employees

3. Market Access Goals and Priorities

4. Market Access Structure

5. Organizational Alignment

6. Outsourcing Behavior

7. Market Access Budget

8. Challenges

9. Future Predictions

10. Best Practices and Recommendations

• Market Access department operations and structuring, including:

• Division of work for both global and regional Market Access• Common department structure and unique department structures within

companies• Organizational alignment and comparison of Market Access placement• Outsourcing behavior: services outsourced, vendor selection, reasons

for outsourcing• Future predictions for the department

• Sources of Market Access budget, including factors that impact budget and sources of funding

• Market Access goals and priorities, including strategies for overcoming challenges and predictions for future changes

• Best practices for: Market Access budget and challenges, timing of Market Access involvement, outsourcing behaviors, department structure and function

• Determine where your company’s approach to Market Access may be different from a typical industry approach and the benefits and drawbacks that may result.

• Gather information on unique Market Access structures or philosophies employed by other organizations to provide a new perspective from which to consider your company’s philosophies.

• Compare your company’s approach to the size the Market Access function and budget against those of other companies.

Introduction

SMARTER QUESTIONS SMARTER ANSWERS

• Head, Global Market Access

• Head, Global Pricing and Market Access

• Senior Director, Global Market Access

• Senior Director, Market Access

• Director, Global Market Access

• Director, Market Access

• Director, Market Access and Health Economics

• Director, Market Access Strategy

• Director, Pricing and Reimbursement

• Associate Director, Global Pricing and Market Access

• Associate Director, Reimbursement and Market Access

• Senior Manager, Market Access

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Introduction


TABLE OF CONTENTS

To view the Table of Contents, download the full preview from:

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Introduction


UNDERSTANDING THE MARKET ACCESS FUNCTION

Market Access: Department models and structures 12www.ISRreports.com ©2015

Though the desired skillsets vary according to the specific role, interviewees described a number of qualities that are critical to success in any Market Access role�

Communication is considered one of the core skills required for success in Market Access� The role requires interaction and engagement with a range of colleagues internally as well as with reimbursement and payer bodies externally� The global Market Access role was described as a bridge between the Clinical Development and Commercial functions�

Influencing skills are also critical� Interviewees commented that the role could be viewed as “the harbinger of bad news” within a multidisciplinary team as their input can be seen to increase workload and expense of clinical trials and commercialization plans� It is therefore important to be able to influence decision-making in a way that is considered thoughtful, incisive, and from a position of knowledge and experience.

Networking skills are essential as the role requires an “ability to reach across the aisle and work with all of the different functions� This requires an individual who can influence without a direct reporting line, engage, and align” (Top 10 Pharma)� The highly matrixed environment of Market Access means that there are many reporting lines and thereby many different priorities which must be successfully managed to meet timelines� For local Market Access roles, networking is required to maintain contacts within other countries as well as their own regions.

EMPLOYEE QUALITIES

SCIENTIFIC KNOWLEDGE

EXPERTKNOWLEDGE

COMMUNICATION

STRATEGIC AGILITY

LEADERSHIP

RELATIONSHIP BUILDING

TECHNICAL SKILLS

NETWORKING

INFLUENCING

MARKET ACCESS

EMPLOYEE

S A M P L E P A G E :

MARKET ACCESSEMPLOYEE QUALITIESCommunication is considered one of the core skills required for success in Market Access. The role requires interaction and engagement with a range of colleagues internally as well as with reimbursement and payer bodies externally. The global Market Access role was described as a bridge between the Clinical Development and Commercial functions.

C L O S E R L O O K

>>This chart shows a number of qualities that are necessary to be successful in the Market Access role.

Introduction

SECTION NAME

Report title goes here 12www.ISRreports.com ©2015

Though the desired skillsets vary according to the specific role, interviewees described a number of qualities that are critical to success in any Market Access role�

Communication is considered one of the core skills required for success in Market Access� The role requires interaction and engagement with a range of colleagues internally as well as with reimbursement and payer bodies externally� The global Market Access role was described as a bridge between the Clinical Development and Commercial functions�

Influencing skills are also critical� Interviewees commented that the role could be viewed as “the harbinger of bad news” within a multidisciplinary team as their input can be seen to increase workload and expense of clinical trials and commercialization plans� It is therefore important to be able to influence decision-making in a way that is considered thoughtful, incisive, and from a position of knowledge and experience.

NETWORKING SKILLS ARE ESSENTIAL AS THE ROLE REQUIRES AN “ABILITY TO REACH ACROSS THE AISLE AND WORK WITH ALL OF THE DIFFERENT FUNCTIONS.

This requires an individual who can influence without a direct reporting line, engage, and align” (Top 10 Pharma)� The highly matrixed environment of Market Access means that there are many reporting lines and thereby many different priorities which must be successfully managed to meet timelines� For local Market Access roles, networking is required to maintain contacts within other countries as well as their own regions.

EMPLOYEE QUALITIES

SCIENTIFIC KNOWLEDGE

EXPERTKNOWLEDGE

COMMUNICATION

STRATEGIC AGILITY

LEADERSHIP

RELATIONSHIP BUILDING

TECHNICAL SKILLS

NETWORKING

INFLUENCING

MARKET ACCESS

EMPLOYEE


Introduction


Introduction

MARKET ACCESS DEPARTMENT BENCHMARKING


Organizational AlignmentAs the importance of the Market Access function grows, its position within the organization comes under scrutiny� Several respondents mentioned that the group had been restructured or was in the process of being restructured� There was also a seesaw noted within pharma companies between centralization and decentralization with Market Access being no exception�

One respondent (Top 10 Pharma) mentioned that structural reorganization was not always conducted in a way that considered the opinions of the team members within it, but was often the result of an external evaluation from a consultancy organization�

WHERE GLOBAL MARKET ACCESS REPORTS

Interviewees were asked where in their organization the Market Access function reported, how effective they consider the structure to be, and whether they feel Market Access employees have a voice in the organization�

In the majority of companies, the global Market Access function reports into the Commercial arm of the organization� While some respondents felt that this worked well as a reporting line, others felt that Market Access would be better served in its own separate function� Three of the companies interviewed (two Top 25 Pharma and one Top 10 Pharma) reported that the Market Access function within their organization had a direct reporting line to the Executive leadership� The sentiment from others was that Market Access structures are moving in this direction as the full value of the function becomes acknowledged�

“We would probably benefit from a

voice in the executive levels. But, we

previously had a Senior Vice President

of Market Access person with a vision

that Market Access would educate the

organization so much that we would

become defunct. This didn’t work

out...”

(Top 10 Pharma)

“Market Access is limited because

we are considered almost as a global

marketing role when in reality Market

Access is more of a hybrid between

Medical, HEOR, and Commercial.

The organization doesn’t really know

where it should sit. I think it should be

a separate function reporting into the

head of Global Commercial.”

(Top 10 Pharma)


ORGANIZATIONAL ALIGNMENTISR interviewed 14 highly experienced decision-makers in the Market Access function to gain insight from this report. In this section, interviewees were asked where in their organization the Market Access function reported, how effective they consider the structure to be, and whether they feel Market Access employees have a voice in the organization. The report includes an analysis of ISR’s findings, as well as verbatim responses from interviewees.


Introduction


Introduction

MARKET ACCESS DEPARTMENT BENCHMARKING


Outsourcing BehaviorAll respondents reported outsourcing at least some Market Access activities� The scope and volume of work varies according to the individual organization and the role within Market Access�

AMOUNT OF OUTSOURCING

Respondents were largely unable to estimate the internal versus external Market Access spend but statements such as “we outsource a lot” and “we outsource all of the time” capture the sentiment of the majority of respondents� One top 10 pharma company respondent estimated that over the last few years approximately 70% of Market Access spend in their organization was external� Another estimated external spend of between 30% and 50% of the budget�

Only one of the companies interviewed (Top 10 Pharma) said that most of the Market Access work is done in-house in that organization� This company does use external vendors, but their activity is limited to strategy work�

SERVICES OUTSOURCED

The activities outsourced range from tactical and logistical activities (organizing meetings, presentations, and printing of materials), analytical work (modeling and programming), and time-consuming technical documentation (global value dossiers and value propositions) through to strategy and execution�

Activities most outsourced are those considered “heavy lifting” – those that take large amounts of time which could be better utilized by the internal team�

“You’ll see more of the time-consuming work outsourced (analytical work, etc.), and less strategic outsourcing” (Top 10 Pharma).

Type of Market Access Work Outsourced

PRICING

VALUE DOSSIERS

HE MODELING

PAYER RESEARCH

INTERNAL STRATEGY

MARKET RESEARCH

(PRIMARY & SECONDARY)

REAL WORLD

EVIDENCE GENERATION

LITERATURE REVIEWS

REIMBURSEMENT SERVICES

MARKETING

PRESENTATIONS

VALUE PROPOSITIONSMEETINGS


OUTSOURCING BEHAVIORThe activities outsourced range from tactical and logistical activities (organizing meetings,presentations, and printing of materials), analytical work (modeling and programming), and time consuming technical documentation (global value dossiers and value propositions) through to strategy and execution.

More data is available in the report, which can be downloaded from www.ISRreports.com.

Introduction

SECTION NAME

Report title goes here 31www.ISRreports.com ©2015

Outsourcing BehaviorAll respondents reported outsourcing at least some Market Access activities� The scope and volume of work varies according to the individual organization and the role within Market Access�

AMOUNT OF OUTSOURCING

Respondents were largely unable to estimate the internal versus external Market Access spend but statements such as “we outsource a lot” and “we outsource all of the time” capture the sentiment of the majority of respondents� One top 10 pharma company respondent estimated that over the last few years approximately 70% of Market Access spend in their organization was external� Another estimated external spend of between 30% and 50% of the budget�

Only one of the companies interviewed (Top 10 Pharma) said that most of the Market Access work is done in-house in that organization� This company does use external vendors, but their activity is limited to strategy work�

SERVICES OUTSOURCED

The activities outsourced range from tactical and logistical activities (organizing meetings, presentations, and printing of materials), analytical work (modeling and programming), and time-consuming technical documentation (global value dossiers and value propositions) through to strategy and execution�

Activities most outsourced are those considered “heavy lifting” – those that take large amounts of time which could be better utilized by the internal team�

“You’ll see more of the time-consuming work outsourced (analytical work, etc.), and less strategic outsourcing” (Top 10 Pharma).

Type of Market Access Work Outsourced

PRICING

VALUE DOSSIERS

HE MODELING

PAYER RESEARCH

INTERNAL STRATEGY

MARKET RESEARCH

(PRIMARY & SECONDARY)

REAL WORLD

EVIDENCE GENERATION

LITERATURE REVIEWS

REIMBURSEMENT SERVICES

MARKETING

PRESENTATIONS

VALUE PROPOSITIONSMEETINGS


Introduction


ORDERING INFORMATION

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market access: department models and structures

Health & Medicine