カナダの医薬品企業における販売管理動向

Abstract

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.

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.

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 report Canadian Pharmaceutical Sales Management analyzes present trends to provide the steps pharmaceutical sales managers must take to stay competitive - and beat the market. 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

Table of Contents

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

BUDGET, STRUCTURE AND TERRITORY MANAGEMENT

• Figure 1.1: Primary Care Sales Force Resource Allocation

Budgeting and Financial Support

• 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

Structure and Headcounts

• 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

Sales Force Coordination, Product Prioritization and Territory Alignment

• Figure 1.27 Drugs in the Bag: Primary Care
• Figure 1.28: Drugs in the Bag: Specialty/Hospital
• Figure 1.29: Product Portfolio Weighting

SALES MANAGEMENT STRATEGIES

Training Sales Reps

• 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

Compensation, Incentives & Rewards

• 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

IN-FIELD TACTICS

• Figure 3.1: Primary Care Rep Time Allocation

Allocating Reps' Time

• 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

Segmenting, Targeting and Routing

• Figure 3.5: Target Visit Frequency: Primary Care
• Figure 3.6: Target Visit Frequency: Specialty/Hospital
• Figure 3.7: Barriers to Physician Access

Overcoming Reduced 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

Optimizing Time Earned with Physicians

• 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