Canadian Pharmaceutical Sales Management

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