Optimizing the Managed Markets Function: Budgets and Structures

STUDY OVERVIEW

As the importance of payers has grown, so too has the value of the Managed Markets function within the pharmaceutical industry. With this recognition, organizations are wrestling with what is the appropriate structure and funding level for the Managed Markets function during this period of market change. This benchmarking analysis was designed to provide current benchmarks and insights around the structure and funding of the Managed Markets function.

This study provides industry metrics and insights that can serve as a reference point for sales and managed markets leaders within small and medium-sized companies.

KEY TOPICS

• Budgets and Headcount
• Structure
• Benchmark Participant Demographics

• Budget (excluding salaries) and staffing levels for Managed Markets organization
• Percentage of Managed Markets budget allocated to sub-functions within organization
• Annual revenue and products supported by the Managed Markets function
• Percentage of Managed Markets staff time dedicated to sub-functions of Managed Markets
• Sub-functions that play a role in US Managed Markets operations
• Leadership level of sub-function heads supporting Managed Markets
• Current and ideal ratios of account managers to directors

• When comparing the span of control of area directors to account managers, it is clear that most companies feel they can run leaner than they are currently- with a full additional account manager FTE on average reporting to each area director.

Industries Profiled:
Biotech; Pharmaceutical; Health Care


Companies Profiled:
United Therapeutics; Horizon Pharma; actavis; Purdue Pharma; Actelion; Daiichi Sankyo; Galderma; Upsher-Smith; Jazz Pharmaceuticals; Eisai; Shire

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