This document provides an overview and preview of a market research report from Industry Standard Research (ISR) on market access department models and structures. The report is based on interviews with 14 experienced market access professionals who shared their perspectives on topics like the role of market access, department structures, challenges, and best practices. The preview highlights sample pages on key topics covered in the report such as market access employee qualities, organizational alignment of the function, and outsourcing behaviors. Additional sections of the report are also listed. The document concludes with information on how to purchase the full report from ISR.

1. MARKET ACCESS:
DEPARTMENT
MODELS AND
STRUCTURES
N O V E M B E R , 2 0 1 5
P R E V I E W O F
marketaccess

2. 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
D A T A
C O L L E C T I O N
I N Q 3 , 2 0 1 5
6 0 - M I N U T E
T E L E P H O N E
I N T E R V I E W S
1 4
E X P E R I E N C E D
M A R K E T A C C E S S
P R O F E S S I O N A L S

3. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
TABLE OF CONTENTS
To view the Table of Contents, download the full preview from:
www.isrreports.com/reports/market-access-department-models-and-structures/

4. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
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.
OYEE QUALITIES
SCIENTIFIC
KNOWLEDGE
EXPERT
KNOWLEDGE
COMMUNICATION
STRATEGIC AGILITY
LEADERSHIP
RELATIONSHIP
BUILDING
TECHNICAL SKILLS
NETWORKING
INFLUENCING
MARKET
ACCESS
EMPLOYEE
S A M P L E P A G E :
MARKET ACCESS
EMPLOYEE
QUALITIES
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.
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
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�
EMPLOYEE QUALITIES
SCIENTIFIC
KNOWLEDGE
EXPERT
KNOWLEDGE
COMMUNICATION
STRATEGIC AGILITY
LEADERSHIP
RELATIONSHIP
BUILDING
TECHNICAL SKILLS
NETWORKING
INFLUENCING
MARKET
ACCESS
EMPLOYEE

5. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
Introduction
MARKET ACCESS DEPARTMENT BENCHMARKING
Market Access: Department models and structures 29www.ISRreports.com ©2015
Organizational Alignment
As 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)
S A M P L E P A G E :
ORGANIZATIONAL ALIGNMENT
ISR 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.

6. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
Introduction
MARKET ACCESS DEPARTMENT BENCHMARKING
Market Access: Department models and structures 31www.ISRreports.com ©2015
Outsourcing Behavior
All 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
S A M P L E P A G E :
OUTSOURCING BEHAVIOR
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.
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 Behavior
All 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

7. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
ORDERING INFORMATION
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For more information about our off-the-shelf intelligence and custom research offerings, please visit our Web site at
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8. Introduction
SMARTER QUESTIONS SMARTER ANSWERS
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