Report Library

Share this Report

Canadian Pharmaceutical Sales Management (PH107)

&nsbp;
 
 

  • Explore Canadian Pharmaceutical Sales Force Data

    In Canada, access to physicians remains one of the top problems of the day for pharmaceutical sales organizations. Though not nearly as overrun as US doctors, top prescribing Canadian physicians can still expect to see as many as 4 to 6 different reps from some larger companies during a given month.

    Pharmaceutical Sales Force Canada

    Combining access issues with stringent self-imposed and government regulations on how reps can sell their products and companies are scrambling to develop new and innovative sales strategies and tactics to stand out in a crowded market.

    Future Trends

    As the industry continues to evolve in the age of reduced access, patent expiry, generic incursion and slow pipelines, executives who focus resources on key strategic points now while effectively managing their sales forces will outpace their competition.

    Cutting Edge Information's Canadian Pharmaceutical Sales Management analyzes present trends to provide the steps pharmaceutical sales managers must take to stay competitive.  The report makes its case with metrics and techniques for managing all three aspects of the current sales landscape:

    • Investment, Structure and Management — Provides up-to-date investment levels, structuring strategies, and territory management of major pharma sales forces
    • Sales Management Strategies — Details companies' strategies regarding recruiting, hiring, training, and sales team compensation
    • In-Field Tactics — Describes real-world maneuvers designed to increase access to physicians and make the most of face-to-face time with targets

    Back to Top

  • Companies Included in Canadian Pharmaceutical Sales Force Research

    • EMD Serono
    • Genzyme
    • GlaxoSmithKline
    • Johnson & Johnson
    • Neurochem
    • Novo Nordisk
    • Sanofi-Aventis
    • Shire
    • Taro
    • ...plus more
    Back to Top

  • Canadian Pharmaceutical Sales Force Metrics

    Executive Summary

    • Figure E.1: Report Definitions
    • Figure E.2: Primary Care Sales Force Resource Allocation
    • Figure E.3: Specialty/Hospital Sales Force Resource Allocation
    • Figure E.4: Average Cost per Rep
    • Figure E.5: Number of Reps Calling on Physicians by Value: Primary Care
    • Figure E.6: Compensation & Incentive Structures that Align with Personal Needs
    • Figure E.7: Geographic Sales Alignment: Top 10 Global Company
    • Figure E.8: Hybrid Sales Alignment: Top 10 Global Company

    Chapter 1: Budget, Structure and Territory Management

    • Figure 1.1: Primary Care Sales Force Resource Allocation
    • Figure 1.2: Specialty Sales Force Resource Allocation
    • Figure 1.3: Average Cost per Primary Care Rep
    • Figure 1.4: Average Cost per Specialty/Hospital Rep
    • Figure 1.5: Cost per Detail Including Samples: Primary Care
    • Figure 1.6: Cost per Detail Excluding Samples: Primary Care
    • Figure 1.7: Cost per Detail Including Samples: Specialty/Hospital
    • Figure 1.8: Cost per Detail Excluding Samples: Specialty/Hospital
    • Figure 1.9: Company Structure: Top 10 Global Company
    • Figure 1.10: Company Structure: Top 10 Global Company
    • Figure 1.11: Company Structure: Mid-sized Company
    • Figure 1.12: Company Structure: Mid-sized Biotech Company
    • Figure 1.13: Company Structure: Small Company
    • Figure 1.14: Company Structure: Small Company
    • Figure 1.15: Surveyed Companies' Rep Headcounts
    • Figure 1.16: Surveyed Companies' Number of Sales Divisions
    • Figure 1.17: Average Division Size (Primary Care)
    • Figure 1.18: Average Division Size (Specialty/Hospital)
    • Figure 1.19: Average Number of Reps per District Manager (Primary Care)
    • Figure 1.20: Ideal Number of Reps per District Manager (Primary Care)
    • Figure 1.21: Average Number of Reps per District Manager (Specialty/Hospital)
    • Figure 1.22: Ideal Number of Reps per District Manager (Specialty/Hospital)
    • Figure 1.23: Percentage of Companies Undergoing a Major Restructuring/Realignment over the Past 12 Months
    • Figure 1.24: Recent Sales Force Growth/Contraction (Past 12 Months)
    • Figure 1.25: Planned Sales Force Growth/Contraction (Next 12 Months)
    • Figure 1.26: Percentage of Surveyed Companies Employing Contract Sales Forces
    • Figure 1.27 Drugs in the Bag: Primary Care
    • Figure 1.28: Drugs in the Bag: Specialty/Hospital
    • Figure 1.29: Product Portfolio Weighting

    Chapter 2: Sales Management Strategies

    • Figure 2.1: New Reps: Total First-Year Training Hours (Primary Care)
    • Figure 2.2: New Reps: Total First-Year Training Hours (Specialty/Hospital)
    • Figure 2.3: Percentage of New Rep Training Hours Given Prior to Entering the Field (Primary Care)
    • Figure 2.4: Percentage of New Rep Training Hours Given Prior to Entering the Field (Specialty/Hospital)
    • Figure 2.5: Percentage of Primary Care Reps' Time Spent on Ongoing Training
    • Figure 2.6: Percentage of Specialty/Hospital Reps' Time Spent on Ongoing Training
    • Figure 2.7: Compensation Structure
    • Figure 2.8: New Hire Primary Care Rep Compensation
    • Figure 2.9: Average Primary Care Rep Compensation
    • Figure 2.10: High Performing Primary Care Rep Compensation
    • Figure 2.11: Bonus Compensation as a % of Total Pay: Average Primary Care Rep
    • Figure 2.12: New Hire Specialty/Hospital Rep Compensation
    • Figure 2.13: Average Specialty/Hospital Rep Compensation
    • Figure 2.14: High Performing Specialty/Hospital Rep Compensation
    • Figure 2.15: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Rep
    • Figure 2.16: New Hire Primary Care District Manager Compensation
    • Figure 2.17: Average Primary Care District Manager Compensation
    • Figure 2.18: High Performing Primary Care District Manager Compensation
    • Figure 2.19: Bonus Compensation as a % of Total Pay: Average Primary Care District Manager
    • Figure 2.20: New Hire Specialty/Hospital District Manager Compensation
    • Figure 2.21: Average Specialty/Hospital District Manager Compensation
    • Figure 2.22: High Performing Specialty/Hospital District Manager Compensation
    • Figure 2.23: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital District Manager
    • Figure 2.24: New Hire Specialty/Hospital Regional Manager Compensation
    • Figure 2.25: Average Specialty/Hospital Regional Manager Compensation
    • Figure 2.26: High Performing Specialty/Hospital Regional Manager Compensation
    • Figure 2.27: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Regional Manager
    • Figure 2.28: Compensation and Incentive Structures that Align with Personal Needs

    Chapter 3: In-Field Tactics

    • Figure 3.1: Primary Care Rep Time Allocation
    • Figure 3.2: Specialty/Hospital Rep Time Allocation
    • Figure 3.3: Average Daily Visits Attempted by Primary Care Reps
    • Figure 3.4: Average Daily Visits Attempted by Specialty/Hospital Reps
    • Figure 3.5: Target Visit Frequency: Primary Care
    • Figure 3.6: Target Visit Frequency: Specialty/Hospital
    • Figure 3.7: Barriers to Physician Access
    • Figure 3.8: Percentage of the Time Reps Detail Physicians: Primary Care
    • Figure 3.9: Percentage of the Time Reps Detail Physicians: Specialty/Hospital
    • Figure 3.10: Number of Reps Calling on Physicians by Value: Primary Care
    • Figure 3.11: Number of Reps Calling on Physicians by Value: Specialty/Hospital
    • Figure 3.12: Average Minutes Reps Get with Targets: Primary Care
    • Figure 3.13: Average Minutes Reps Get with Targets: Specialty/Hospital
    • Figure 3.14: The Physician-Patient-Rep Triangle
    • Figure 3.15: Total Office Calls - Finding Key Influencers
    • Figure 3.16: Sales Force Listening Posts
    Back to Top

  • Canadian Pharmaceutical Sales Force Report Sample

    The following is excerpted from Chapter 3, "In-Field Tactics." For an in-depth look at this topic, including data points and analysts' recommendations, please purchase the full report.

    Targeting

    With the hopes of optimizing prescription growth within each rep's territory, companies have not only struggled to determine what the most relevant metrics are to consider in segmenting physicians, but also to find out the magic number of visits needed to best influence their physicians' prescribing behavior. Interviews reveal that frequency of visits may be declining in the largest of pharmaceutical companies and increasing in smaller companies. Companies are trying to discover the magic number of visits to each tier of prescribers without reaching so high that reps annoy doctors or so low that competitors' products win out.

    As the sampling of pharmaceutical companies shows in Figure 3.5 and Figure 3.6 [figures appear in full report], the number of times reps visit their targets varies by their relative value. Those doctors considered to be high prescribers receive more visits on average from primary care reps and specialty reps than do mid- or low-level targets. On average, primary care reps visit their top targets 1.6 times per month, while visiting mid-level physicians an average of 0.8 times per month and low-level targets 0.5 times per month.

    Specialty/Hospital reps visit their top targets an average of 1.7 times per month, their mid-level targets 1.0 times per month and low-level targets 0.6 times per month.

    ...To read more, see Chapter 3 of Canadian Pharmaceutical Sales Management.

    Back to Top

The Benefit: Improve your field force with detailed Canadian sales benchmarks, strategies and in-field tactics.

 
Tell us more
about what you need.
CLICK TO
DOWNLOAD