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市場調查報告書
加拿大藥廠銷售管理動向
Canadian Pharmaceutical Sales Management
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加拿大藥廠銷售管理動向 是由出版商Cutting Edge Information在2007年12月所出版的。
這份英文市場調查報告書包含151 Pages 價格從美金1995起跳。
本報告書內容包括加拿大藥廠銷售部門的預算、結構、地區管理動向、業務員的聘用、教育與工資現況、增加與醫師面會時間之策略、有效活用與醫師面會時間之方法、醫療現場策略等等。內容綱要摘記如下：
摘要
醫藥銷售的預算、結構、地區管理
- 預算與財務支援
- 結構、人員數量
- 業務員協調、產品優先順位、地區管理
- 銷售團隊隊員與非銷售功能協調
銷售管理策略
醫療現場策略
- 業務員時間分配
- 區分化、目標化、管道化
- 因應與醫師的會面時間減少
- 盡力有效運用與醫師的會面時間
調查企業
- EMD Serono
- Genzyme
- GlaxoSmithKline
- Johnson & Johnson
- Neurochem
- Novo Nordisk
- Sanofi-Aventis
- Shire
- Taro等
封面圖片： 
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
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