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Best Practices in Developing a Structured Career Path for the Managed Markets Professional

ID: PHR-214


Features:

11 Info Graphics

13 Data Graphics

96 Metrics


Pages: 34


Published: Pre-2014


Delivery Format: Shipped


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The managed markets sales function within the pharma sector has risen dramatically in importance as payers' influence has ballooned. Defining a strong and clear career pathway in managed markets sales is an important part of driving results for this function. Yet, career path planning and management for this role is a major challenge in the pharma sector.


Best Practices, LLC did this study to better understand how the managed market sales function is organized, including possible career path progression models, performance measurements, promotion eligibility requirements, and trends around other factors that improve engagement and performance.

The study provides critical insights, reliable metrics, and trends data that managed markets leadership can use to evaluate and improve the structure, organization and career path planning program inside their organization's managed markets function.

KEY TOPICS

  • Department size and structure
  • Measuring staff performance
  • Describing benefits & compensation
  • Employee background, credentials & career path
  • Future trends

Industries Profiled:
Pharmaceutical; Health Care; Biotech; Biopharmaceutical; Clinical Research; Laboratories


Companies Profiled:
AstraZeneca; Novo Nordisk; EMD Serono; Jazz Pharmaceuticals; Sanofi; Biogen Idec; Novartis; Daiichi Sankyo; Amgen; Mylan; Boehringer Ingelheim


Study Snapshot

Best Practices, LLC engaged leaders from 11 health care organizations with direct oversight of the national, regional and key account managers in their managed markets sales organization.

Key Findings

Career path availability and communication is poor : 80% of respondents reported that there is no clear career path for navigating through the managed markets sales organization. This lack of clarity decreases engagement, motivation-and ultimately performance.
  • Provide training in three key areas: Participants indicated that many of their account managers lack a firm understanding of how payer groups operate. Frequent training on 1) company products, 2) pipelines and 3) corporate strategy improves customer conversations.
Table of Contents

EXECUTIVE SUMMARY  3-8
  • Project Objectives & Methodology  3
  • Key Findings  4
  • Participating Companies  5-8
DETAILED STUDY RESULTS  9-33
  • Department Size & Structure  9-20
  • Measuring Staff Performance  21-23
  • Describing Benefits & Compensation  24-26
  • Employee Background, Credentials & Career Path  27-31
  • Future Trends  32-33

About Best Practices, LLC 

List of Charts & Exhibits

The percentage of total group of managed markets employees in management, individual and other roles
  • The major factors when evaluating staff for potential promotions and its importance level in percentage.
  • The number of employees in regional and national account models.
  • The number of years spend in either regional or national account roles required to be eligible for a promotion