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市場調查報告書
根據結果的藥價制定：利害關係人針對需求的因應對策
Outcomes-Based Pharmaceutical Pricing - Meeting Stakeholder Needs
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根據結果的藥價制定：利害關係人針對需求的因應對策 是由出版商Cutting Edge Information在2008年09月所出版的。
這份英文市場調查報告書包含124 Pages 價格從美金4995起跳。
本報告書內容包括：以30家製藥企業為對象的調查結果、有藥價制定專門部門的企業比例、藥價策略、對藥價制定有影響力的企業內部利害關係人、許多功能性部門與決策的關聯、藥價制定的流程及方法、藥價制定部門架構及預算等。內容綱要摘記如下：
實施概要
- 調查對象企業
- 調查方法・定義
- 策略性藥價制定：成功的5大原則
藥價制定部門的策略性角色
- 擬立藥價策略
- 付費者對藥價策略的影響
- 藥價制定上的課題
藥價制定的流程及方法
藥價制定部門的架構及預算
- 藥價制定部門的架構
- 跨部門的藥價制定工作
- 資源分配
- 策略性藥價制定支援
圖表 封面圖片： 
Abstract
The pricing landscape has changed dramatically over the past decade. In the
1990s and even a few years ago, pricing was almost an afterthought - pricing
plans were formed and carried out during ramp-up to product launch; there was
less regulatory scrutiny; the concept of health outcomes analysis was still
taking shape, and any pharmacoeconomic data that companies were able to
provide was better than none. Today, however, strategic pricing is more
important than ever before. Pharmaceutical and biotechnology companies'
pricing teams contend with unrelenting pressures. They must manage increased
scrutiny from different sides - government agencies, the media and the public
- over pharmaceutical pricing, while meeting multiple stakeholders' needs:
third-party payers, physicians and patients. Adding to the complexity are
ever-rising clinical development costs and shrinking pipelines in a constantly
changing, global marketplace.
As a result of these challenges, pharmaceutical pricing has become
payer-driven and value-based. But life sciences companies are also recognizing
the vital importance of strategic pricing. Rather than coming at the tail end
of a drug' s development, pricing planning is being integrated into drug
development. The pricing department, in fact, is now a key driver in lifecycle
management.
Outcomes-Based Pharmaceutical Pricing: Meeting Stakeholder Needs examines
these industry trends. It provides action items to resolve pricing
departments' most pressing problems. Above all, it shows how forward-thinking
companies maximize profits by addressing customers' preferences and ensuring
that they set the right prices for their products.
Use the report to:
- Maximize pricing departments' strategic capabilities
- Improve pricing decision making
- Streamline the pricing process
- Coordinate pricing and launch sequence strategies
- Improve cross-functional communication and involvement in pricing plans
- Benchmark pricing department resources
Table of Contents
Outcomes-Based Pharmaceutical Pricing' s three chapters contain process,
structure and resource data collected from 30 pharmaceutical and biotechnology
companies.
Key metrics include the following:
- Share of companies that have a dedicated department dedicated to driving
pricing strategy - also broken down by company size
- Internal stakeholders that influence pricing efforts
- Cross-functional involvement in strategic pricing decisions
- Number of pricing studies conducted by phase, innovative versus me-too
drugs
- Pricing staff support by phase of development, innovative versus me-too
drugs
- Top criteria for determining product price: share of companies that rated
each as most important
- Share of companies whose revenues have been eroded by parallel trade and
re-importation
- Phase of development at which companies begin pricing research
- Effectiveness rating for pricing study types from 1 to 5
- Lifecycle entry and exit points for various functions involved in pricing
- Budget breakdown, by region and by company size
- 2008 pricing department headcount, by company size
- 2008 average headcount, by territory
- Global 2008 pricing budgets, by company size
- Groups that contribute funding to pricing
- Share of pricing budget that goes toward overhead expenses
- Expense ranges for a typical pricing study, by company size
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