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Products & Services

Resource Benchmarks for U.S. Pharmaceutical Managed Care Operations

ID: PSM-282


Features:

1 Info Graphics

23 Data Graphics

113 Metrics

6 Best Practices


Pages: 36


Published: Pre-2014


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
To ensure organizational health and competitiveness, pharmaceutical and biotechnology leaders must continually identify optimal resource levels. Sometimes the need is to grow resources. At other times, the need is to defend or shrink resources. This benchmark study provides managed care leaders with important benchmarks on the optimal size of U.S. Managed Care groups linked to activities performed to allow managed care leaders to assess their efficiency level relative to peers.

Staffing data (FTE), outsourcing, budget and efficiency metrics were gathered for the following activities performed by Managed Care groups:

  • Account Management
  • Customer Marketing Strategy (sets contract strategy, liaison to brand teams)
  • Contract Management (back office support)
  • Customer Market Research (specific to managed care customers)
  • Customer Program Management (e.g., disease management or value-added programs)
  • Pharmacy Relations
  • Public payer Pricing (Implementation of rebates/chargebacks for Medicare/Medicaid/DoD/VA)
Industries Profiled:
Consumer Products; Diagnostic; Pharmaceutical; Chemical; Medical Device; Biotech; Manufacturing


Companies Profiled:
Bayer Healthcare; Shire; GlaxoSmithKline - Respiratory; GlaxoSmithKline; Millennium; Smith & Nephew; Forest Laboratories; Alcon; Acorda Therapeutics; Amylin; Purdue

Study Snapshot

This study examined the resource levels, structure and revenue of U.S. Managed Care groups for major pharmaceutical and biotechnology companies.

For the purposes of this study, Managed Care is defined as pharmaceutical or biotechnology groups that serve the following customers: MCOs, PBMs, Trade/Wholesale, Hospitals/IDN, Public payers (VA, DoD, Federal Accts), Clinics (e.g. dialysis) and Specialty Pharmacies.

Key metrics include:
  • Budget Ranges for Managed Care Groups ($US)
  • Staffing Levels (FTE’s)
  • Staff Allocation By Functional Activity Performed (See activity levels defined under Key Topic Areas above)
  • Outsourcing Levels (% Allocated To Ousourced Services)
  • Revenue Per Managed Care FTE
  • Budget Employed Per Managed Care FTE
  • Managed Care FTE Employed Per $100 Million In Sales Revenue
  • Managed Care Budget Expressed As A Percentage Of Sales

Sample Key Findings

All U.S. Managed Care Headcount is internal staff: Members of the benchmark class do not actively outsource their Managed Care activities. Almost all the activities are performed internally at the benchmark companies.
  • Account Management & Contract Management have the highest average headcounts: The average FTE deployed for Account Management and Contract Management activities shows the important role in overall Managed Care business in the United States. Account management is the most critical activity in U.S. Managed Care.
Table of Contents

Project Overview
  • Key Findings
  • Structure, Revenue and Brand Oversight
  • Staffing Profiles for U.S. Managed Care
  • Budget Allocation By Activity for U.S. Managed Care
  • Efficiency Ratios
  • About Best Practices, LLC