UNIVERSITY OF
NOTRE DAME
DEPARTMENT OF MANAGEMENT
360 Mendoza College of Business
Notre Dame, Indiana
46556-5646 USA
DATE:
TO:
FROM:
RE:
Timothy A. Judge
Franklin D. Schurz Professor of Management
Phone: (574) 631-6128
Fax: (574) 631-5544
e-mail: [email protected]
September 26, 2012
MGTC 30300 Class Member
Tim Judge
Sample Pharmaceuticals In-Basket Exercise
In this envelope you will find various materials that constitute the in-basket exercise. In this
exercise, you are to assume the role of Pat Maxwell, a new district manager of a pharmaceuticals
company. It is very important that you complete this exercise during a single block of time. You
should complete the exercise in a place where you will not be interrupted and have some desk
space. It is also critical that you ―assume the role‖ of Pat Maxwell (for this exercise, you are Pat
Maxwell). Once you get started, this will not be difficult.
Before you begin, keep the following points in mind:
1. The first section (on tan paper) consists of background materials and instructions on how to
complete the in-basket exercise. The next two sections (on green paper) consist of some
introductory material. Read both introductory sections carefully before beginning the
exercise. The dates are fictitious. Never mind that—assume it is the present day.
2. After the introductory material, you will find 22 items (memos, letters, and e-mail messages)
that are in Pat’s ―in basket.‖ Each of these items is numbered in the lower right-hand corner
of the page. (In a few cases, some of the items consist of several pages.) For each item, you
are to indicate how you would respond. Handle each item as you see fit, and do not be afraid
to take and initiate action to solve problems yourself. Remember Pat, if your boss did not
want you to do so, he would not have put you in this position. Thus, you are to make
decisions, delegate to others, plan for future action, etc. However, note that a plan of action is
now instead of in the future (i.e., it is not effective to write, ―I’ll deal with this later‖).
3. Write your responses on the reverse side of each item.
4. A final hint—read through all items quickly before taking action on anything.
5. Allow yourself only 1 hour and 15 minutes to complete this exercise. You will find this time
evaporates quickly, and there is much to do, so manage your time effectively.
6. When you have completed the in-basket exercise, replace the materials and items in
numerical order (i.e., the same order in which you found them), return them to the envelope,
and turn them into Professor Judge.
Sample Pharmaceutical Company
--Background Information-Next week, for a few hours you will assume the role of Pat (Patrick or Patricia) Maxwell, a new District
Manager with Sample Pharmaceutical. The date is Friday, November 17, 2006. Sample is a large
pharmaceutical company that develops, produces and promotes a rather broad spectrum of ethical products.
It was created during the last decade of the twentieth century with the merger and downsizing of three other
companies.
Sample products are sold and promoted through office and hospital based physicians who prescribe for
patients covered by both fee-for-service and HMO insurance plans. Although managed care was predicted
to take over health care in the United States, a consumer and physician backlash kept this from happening.
As a result, the impact of HMO’s and the pharmaceutical industry’s methods of dealing with them have not
changed much since the late 1990’s.
The Sample product line that is being actively promoted consists of the following drugs:
EXTENDAFLUX
A third generation, non-steroidal, anti-inflammatory drug with analgesic and
antidiuretic properties. EXTENDAFLUX is indicated for acute or long-term
symptoms associated with all forms of arthritis and shoulder bursitis. Although
much more powerful and effective than earlier non-steroidal anti-inflammatories, it
is also much more expensive, and quarterly liver enzyme tests are required for longterm patients. For these reasons, it is usually not included in the formularies of
particularly cost conscious HMO’s.
LIPABATE
A cholesterol lowering agent that is much safer to the liver function than many
earlier products. LIPABATE is also much less expensive than other lipid lowering
prescription products. However, it is not as powerful as many other lipid lowering
drugs and is only indicated for the lower 30% of patients with elevated total and
LDL cholesterol levels. Although its market is limited, LIPABATE’s price makes it
very popular with HMO’s.
SEPTACIDE
An orally administered member of the Quinolone class of antimicrobial agents.
SEPTACIDE is indicated for the treatment of infections of the upper respiratory
tract, skin and skin structure, urinary tract, bones and joints. Although SEPTACIDE
should not be taken with calcium, aluminum, or magnesium-based antacids, when
given concomitantly with food, absorption is slightly delayed but not significantly
reduced. Dosage is four times a day (versus twice for its competitors), but treatment
requires only two-thirds to three-fourths of the time required by competitive
products. Because of this, SEPTACIDE is, overall, the least expensive of the more
powerful Quinolones.
XTRAKATE
A centrally acting narcotic analgesic agent that is indicated for the relief of
moderate to severe pain. Appropriate for both hospitalized and ambulatory patients,
XTRAKATE does not impair mental and/or physical abilities as significantly as its
competitors in this class. Although it is eventually addictive, patients can usually
tolerate XTRAKATE two or three times as long as other drugs in this class before
risking either psychological or physical dependence. However, the drug is
significantly more expensive than its competitors and overdose is more dangerous.
DIMIPLAS
A powerful inhibitor of the androgen that is related to the development of benign
prostatic hyperplasia (BPH) in the majority of men over 50. DIMIPLAS blocks the
metabolism of testosterone in the prostate gland but allows it to be metabolized in
the liver and skin. Unlike its competitors, DIMIPLAS is not associated with a
decrease in PSA levels and does not compromise the detection of prostate cancer.
However, it is not as fast acting as competitive drugs and frequently must be
administered for at least six months to determine if an individual will respond.
DIMIPLAS was launched about a year ago and has been extremely well received.
HYPERPATCH
A centrally acting alpha-agonist hypertensive agent delivered transdermally via a
mulitlayered adhesive backed film. The hypertensive agent is released at a constant
rate for seven days. Dosage is dependent on patch size. HYPERPATCH is an
established product with a premium price. Managed care has hurt sales, and many
HMO’s do not have it on their formularies.
The Sample sales force is organized into two mirrored counterpart units. One group retained the identity of
the largest merged company (Ridge Pharmaceuticals) and the other assumed the Sample name. Each sales
force promotes four of the six products. Both Ridge and Sample promote LIPABATE and SEPTACIDE.
Together these two products are projected to account for 50% of the company’s total sales volume. Each
unit’s product assignments and their impact on sales rep commission are as follows.
Projected % of
2007 sales
Ridge sales force
commission weight
Sample sales force
commission weight
LIPABATE
25
40
20
SEPTACIDE
25
25
45
HYPERPATCH
15
20
--
DIMIPLAS
20
--
20
EXTENDAFLUX
10
15
--
5
--
15
XTRAKATE
Since SEPTACIDE AND XTRAKATE are relevant to the hospital market, the Sample sales force is
expected to be more proficient in teaching hospital and medical center sales. Cardiologists are important to
LIPABATE and HYPERPATCH sales, and the Ridge sales force concentrates on this specialty. Urologists
represent a significant market for SEPTACIDE and DIMIPLAS, and the Sample sales force is expected to
be successful with this specialty area.
When the merger occurred and Sample was formed, the resulting sales force was decentralized into eight
(8) regional offices. A general manager is responsible for each of the regional offices. General managers
report to the vice president of sales. Regional offices are rather autonomous and have small marketing
groups to help them react to local market conditions. The regional marketing people report directly to the
general mangers but communicate and work closely with the corporate marketing department. In order to
insure continuity in the administration of major corporate policies and efficiency in the operation of
specialized support units, other traditional support functions are centralized and located in the corporate
office.
Reporting to each general manger are 3 or 4 Executive Business Directors (EBD’s) and a Director of
Managed Care. Each of these directors is responsible for between 6 and 8 Regional Account Managers
(RAM’s). Each RAM supports account management issues in 3 to 4 districts. Six or eight Ridge and
Sample District Managers report to each EBD. The typical regional office is organized in the following
manner:
General Manager
Marketing
Director
Director of
Managed Care
EBD
EBD
EBD
EBD
RAM
DM
DM
DM
DM
RAM
DM
DM
DM
DM
RAM
DM
DM
DM
DM
RAM
DM
DM
DM
DM
RAM
DM
DM
DM
DM
RAM
DM
DM
DM
DM
Currently there are 8 general managers, 26 EBD’s, 200 District Managers (100 Sample and 100 Ridge), 8
Directors of Managed Care, 56 RAM’s and 2400 reps (1200 Sample and 1200 Ridge) in the Sample sales
force. Approximately 12 reps report to each DM. All reps call on both office based and hospital-based
physicians. Because of its product line, the Sample reps are expected to be more proficient in hospital sales.
Representatives are either sales representatives or senior sales representatives. Promotion to the ―senior‖
position can occur anytime after four years with the company. Senior representatives enjoy a different
salary schedule and are expected to help train new employees. Otherwise, their responsibilities are
essentially the same as the other representatives.
At Sample, the fiscal and calendar years coincide.
-- Present Situation -You joined Sample right out of college and have been with them for eight years. Your entire time with the
company has been in the North Florida district which is part of the Southeast Region where you have been
a senior rep for three years. After expressing interest in management two years ago, you became involved
in an active management development program.
Two nights ago your district manager called and asked if you would be interested in a district manager
position in Denver. The district is part of the Western Region located in Phoenix. Although you knew
nothing about the Denver-based district and did not recall ever meeting anyone who worked in the district,
you said ―yes.‖ Your manager explained that you had to fly to the regional office in Phoenix for some
interviews but hinted that both the EBD and GM were impressed with your sales and management
development record. He felt that the job was probably yours. You interviewed Friday morning and were
offered the job Friday afternoon. You accepted.
During the interview process, you met with Chris Myers, the EBD responsible for the Denver district and
your new boss. Chris told you that two weeks ago Mark Dickson, the district manager you are replacing,
resigned without warning and immediately left Denver. Mark recently inherited a very large sum of money
and indicated in his last discussion with Chris that he intended to take a round-the-world cruise. Chris said
that Mark was never really comfortable with the district manager responsibilities and since becoming
independently wealthy showed less and less interest in his job. Chris said Mark was always an
―underachiever,‖ and as a result, much of the district’s potential had not been realized. Chris also stated that
you are expected to ―light a fire under the Colorado reps‖ and cause a ―quick and dramatic increase‖ in the
district’s performance.
Chris also told you that since Mark left, Todd Lehman has functioned as ―acting manager.‖ Chris described
Todd as a ―reliable but inexperienced rep‖ who has been with the company for about two years. Todd
recently expressed interest in the corporate management development program, and Chris felt that the
acting manager assignment would give Todd a chance to see the manager’s job as it really is. Chris told
Todd to try to postpone action on situations so that they could be handled by the new manager. Chris
indicated that Marshall Audis is the RAM assigned to the Colorado district. Chris feels that Marshall is one
of the company’s most aggressive RAM’s and considers you lucky to have him. Chris also told you that
Lynn Kaufmann manages the mirrored district at Ridge. Lynn has been a manger for eight (8) years and is
considered very competent.
Since Mark resigned two weeks ago and a number of issues in the district need to be addressed quickly,
Chris wanted you to report to Denver immediately. However, this would have caused you significant
personal and family problems. For the past three years you and your spouse have saved and planned for a
three-week camera safari vacation to Tanzania. The tickets are already purchased and you will lose a lot of
money, to say nothing of the resulting domestic problems, if you cancel at this late date. Your flight leaves
from New York on Sunday, you must leave your home in Jacksonville very early on Sunday morning to
make the connection.
Chris was very concerned that your trip means the Colorado district will be without a manager for at least
five weeks and requested that you do what you can to handle problems in the district before you leave.
After checking airline schedules you agreed to stop over in Denver on your way back to Jacksonville. You
will use your time in Denver to address as many problems as you can.
You have managed to get a room at a hotel near the Denver airport where you will work until you depart
for Jacksonville. As you sit down at the desk in your room and contemplate how your life has changed in
the last few hours, you open the packet of material that Chris asked Todd to leave for you. You will not be
able to reach Chris or your new reps during this period. The reps are very difficult to reach on weekends,
and Chris will be attending a church retreat.
Sample Pharmaceutical Company
In-Basket Simulation
-- Instructions for Participant -It is now 6:30 PM on Friday, November 17, 2006. You have before you a package of materials that Todd
dropped off very early this morning. Todd is not around. You must leave the hotel at 9:15 in order to make
your 10:30 flight to Jacksonville. Your time in Jacksonville will be very limited. You will arrive early
tomorrow morning (Saturday) and must leave for Miami that afternoon in order to catch your flight for
Africa.
Since you do not know your new sales force and they do not know you, you should be very explicit in any
communications you have with them. Both Chris and Todd have indicated that you have an excellent
secretary, Susan, who will work for you. Thus, you should communicate by writing notes and
recommended actions on the back of each item. However, remember that Susan needs explicit direction in
how to proceed and, if you are going to have her transmit something to someone, she will at least need to
know the ―gist‖ of what you want to communicate. As much as possible, exact language is optimal. (On the
other hand, do not worry too much about the quality of your writing, or issues of tone, style, etc.—
remember, you have a lot of information to process in a short amount of time.)
When you finish with this material, you will have no further contact or communication with anyone in your
new sales force until you return to Denver late in the evening on Sunday, December 10.
-- Situation Summary -1.
You have just accepted a DM position in Denver.
2.
Your new boss is Chris Myers, the EBD responsible for Denver. Chris works in the Regional Office in
Phoenix and reports to John Philips, the General Manger. John reports to Don Welsh, the VP of Sales.
3.
Your mirrored Ridge Manager is Lynn Kaufmann who also lives in Denver.
4.
Your predecessor was Mark Dickson. Mark resigned two weeks ago (November 3) and is on a roundthe-world cruise.
5.
You have assumed responsibility for your new district as of this day. However, you will be on a
camera safari in Africa and totally out of contact for three weeks. You will not return to Denver until
late Sunday, December 10.
6.
You have been placed in a difficult situation. You are responsible for a district you know very little
about. However, Chris indicated that you should handle problems aggressively and wanted you to
begin dealing with situations before you return from Africa.
7.
Since you know nothing of your new sales force, everything you do or want others to do should be put
in writing or described in detail what you would say if you were leaving a voice mail or e-mail
message (indicate which). Be explicit! People do not know you or you them. Misunderstandings often
occur in these circumstances.
8.
Today is Friday, November 17, 2006. You will not be able to personally contact your reps or anyone
else in the company by any method until your first working day, Monday, December 11, 2006.
-- Process Hints -
Get into the role! Think of yourself as actually working on these problems in Denver and coming back
to them and your new district in three weeks. In addition, you should not limit your thinking to the
specific issues that appear in the items. Think in ―big picture‖ terms and remember that the sales data
is an important part of the simulation. This perspective can have a dramatic effect on how you handle
the simulation.

If something deserves your future attention, develop your plan now in writing for dealing with the
situation. Be as detailed as you would be under normal circumstances.

A plan to plan does not constitute a plan, and planning skills are evaluated.

Read through everything before taking action on anything. Some issues will be related, and major
problems will be defined through the accumulation of related issues.

Aside from these issues, be yourself and use your best judgment when working through the material.
Do not try to second guess this process! It is too complicated, and you don’t have nearly enough time.

Remember – you are the new district manager in Denver. After these 2½ hours, you will be out of the
country and will not return for three weeks.

Write your recommended actions on the back of each in-basket item, and remember to indicate how
this information is to be transmitted. If Susan is to transmit your action, indicate to her how she should
do so (e.g., ―Susan, please type up and send a memo that indicates the following…‖). If your writing is
to transmitted by another means, make that clear (e.g., if you simply are forwarding a memo to
someone with your comments included, ask Susan to forward this directly to the person).
Warning – Avoid focusing only on the trees and missing the problems with the forest.
November 2006
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
1
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3
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5
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30
December 2006
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
1
2
3
4
5
6
7
8
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January 2007
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
1
2
3
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5
6
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8
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SAMPLE THERAPEUTICS
Friday, November 27
Pat,
Chris called late today to tell me that you would be joining us in a few weeks as the
new district manager. Chris said to look through the stuff that has piled up, or that I
didn’t know what to do with, and give it to you. That’s what is in this envelope.
Luckily, I was taking an office day. I made a few remarks on things to try to give you
some “history” on certain issues.
We’re a little different than most districts in that we work out of a small office. Since
Mark was single and lived in an apartment, he never had room for an office. To tell
you the truth, he was very messy and disorganized. I doubt that an office in his home
would have worked anyway. As a result, we have a small room in a suite of offices
and share a secretary with four other companies. Susan, the secretary, is very sharp
and has learned what she needs to know about pharmaceutical companies.
Also, Chris gave me some information he wanted to be sure got passed on to you.
(He indicated that since he didn’t have anything bad to say about me, it was OK if I
saw it.) This information follows my note.
I’m sorry I can’t meet you personally. At this time of year I spend the weekends on
the slopes. A group of us rented a condo for the weekend. As you read this memo, I
will gliding down the slopes in Beaver Creek.
Susan will drop by the hotel first thing Monday morning to pick up your work. She
knows the organization well and will type and/or distribute anything you need to
send to anyone.
Congratulations on the promotion. I have enjoyed my “acting manager” role and as a
result am even more interested in becoming a manager.
Have a great trip! See you in a few weeks.
Todd
SAMPLE THERAPEUTICS
To:
From:
Subj:
Date:
Pat Maxwell
Chris Myers, EBD, Western States Region CDM
Colorado Sales Force
November 17, 2006
Given all the “stuff” Todd tells me you have to deal with, I thought I should give you a
general idea of what’s happening in your new district. Thus, enclosed with this memo
are the following:
1. A rough map of the Colorado district. I apologize for imperfections in the map (I
never professed to be a cartographer).
2. A brief synopsis of your new reps. At times I had to work closely with Mark and
feel that I understand most of them fairly well.
3. A brief synopsis of the Ridge reps who mirror your territories. Your Ridge
counterpart is Lynn Kaufmann. Lynn has been a manager for about eight years
and is highly respected.
4. Summary sales data from the last Sample district sales report. You will notice that
there is a separate report for each of the four Sample products, broken down by
district. Both market share and sales volume trend data are reported.
I hope you find this information useful. I am looking forward to working with you in
the future.

COLORADO
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Fort Collins
1101 

Greeley
1102
1106
 Boulder 1108
1105
1112
 Denver
1103

Grand
Junction
Evergreen
1109
 1110
Limon

 Colorado Springs
1111
1104

Pueblo
1107

Sample Representatives
Dale Kane
(N1101) I’ll give Dale the benefit and the doubt and say that
laziness is the issue. Mark’s failure to address the problem didn’t
help either. I suggest that you make dealing with Dale one of your
highest priorities. Based on past performance, I have to say that
Dale has he ability to perform much better. However, for a number
of years, sales have been mediocre at best, and Dale has done only
the minimum amount of work to stay out of trouble. Don’t expect
an admission of this, and be prepared to spend a lot of quality
management time trying to get Dale to maintain minimum
performance.
Robin Lowden
(N1102) Robin has been around for a number of years. In ways,
that may be Robin’s problem. There was a time when Robin was
one of the best reps in your district. Unfortunately, the industry has
changed a lot more than Robin. In addition, much of Robin’s
territory consisted of fee-for-service hold outs and managed care
was slow to have much impact. However, managed care has finally
―come of age‖ in Robin’s territory and, Robin is having a lot of
trouble making the necessary changes. The shame is that Robin has
the potential to do much more.
Open
(N1103) This territory has been open for four months. Although
sales could probably be worse, this is a very undesirable situation.
Peggy Caldwell
(N1104) Probably the best rep in the district. Consistently strong
sales and very impressive relations with the doctors. Peggy is a true
professional and one the ―anchors‖ of the district. She effectively
manages a large and sparsely populated geographical district and,
when she has the opportunity, functions well as a team player.
Unfortunately, the Rocky Mountains isolate her from the other reps
in the district and it is difficult to fully utilize her talents.
Todd Lehman
(N1105) Mark called Todd ―reliable but inexperienced‖ and
indicated that he was interested in becoming a manager. I have
never seen a problem with his performance and felt that there was
minimal risk in assigning him as ―acting manager‖ for a while.
Alan Payne
(N1106) Alan is the district’s only minority and seems to be one of
your better reps. Alan is very interested in management and always
seem interested in assuming more responsibility. However, his sales
can be rather inconsistent and a case can be made for having him
deal with this issue before getting distracted by management
development efforts or special projects.
Gene Rossi
(N1107) Gene has only been with Sample for three months and has
probably suffered from Mark’s lack of interest in his job. I’m not
sure that Gene was a particularly good hire and I am almost certain
that Mark did not spend enough time and effort training him.
Gene’s territory was empty for a while before he was hired and was
left in poor shape by the previous person who Mark had to fire. It
was probably wrong to put any new rep in that situation.
Open
(N1108) I think you lucked out with this situation. Don Gallagher,
the guy who was in this job, recently resigned to join his father’s
cement contracting business. He wasn’t much of a rep and now you
have a chance to hire someone who will perform.
Lee Holdorf
(N1109) Lee is a marginal performer who was very dependent on
Mark. At times, I think Mark ran Lee’s territory. I know Lee
constantly contacted Mark for ideas and decisions.
B. J. Saunders
(N1110) B. J. is a good, solid rep who just does the job and doesn’t
attract attention. You would have a very easy job if you had a
district full of reps like B. J.
Frank Souther
and
Charles McKee
(N1111) and (N1112) I really don’t have much to say about these
people. Their sales are not great but they don’t cause any problems.
My sense is that they are coasting along and could do much better if
they really tried.
Ridge Representatives
Nancy Blyth
(R1101) A rep who seems to have all the tools. Strong product
knowledge, good sales techniques, high customer credibility and a
hard worker. Has always been mirrored with Dale and that has
probably hurt her sales. Nancy can’t be pleased with her
commission and it is amazing to me that another pharmaceutical
company has not hired her away from us.
Ralph Lutz
(R1102) A rep who, like Robin, has only recently had to adjust to
the impact of HMO’s. However, Ralph seems rather natural with
the HMO situation and no problems are expected. Ralph is young
and ambitious and will be upset if Robin doesn’t begin contributing
soon.
Greg Olsen
(R1103) A below average rep who needs help from a strong Sample
rep. You need to provide that help as soon as possible.
Steve Gandy
(R1104) A good rep who is a complement to Peggy. They have
always worked well together. Although Peggy is almost certainly
more talented, Steven probably works as hard.
Ed Astley
(R1105) A rep with above average skills and a below average work
ethic. Overall performance is OK but nothing to get excited about.
Sam Robb
(R1106) An older rep who is fixed in his ways and likes to work
alone. Has never liked the mirrored territory concept and is not a
team player. Better than average producer.
Barry Winkler
(R1107) Barry is on probation for a very low call average. From
what I hear, Barry has not made serious attempt to improve
performance. If that is the case, I anticipate that HR will allow us to
take action soon.
John Lister
(R1108) An inconsistent performer who seems to work in streaks.
When John is hot, performance can be impressive. When John is
―down,‖ his performance can be depressed for months.
David Stroap
(R1109) I don’t really know much about David. He was hired only
a couple of months ago when a strong performer was hired by a
competitor. I think things are progressing OK.
Lois Paton
(R1110) Lois and B.J. are in ways rather similar. Both are solid,
hard working people who contribute in a meaningful way.
Peter Mays
(R1111) Has been on long term disability because of a traffic
accident. Since the accident was not Peter’s fault and happened on
the job, HR wanted us to hold the territory open for Peter. I don’t
expect much out of him in the next year or so. In two years he will
be old enough to retire.
Mary Cosgrove
(R1112) An above average rep who seems to try very hard. She was
hired as an experienced rep a year or so ago and would probably be
a lot happier if McKee worked as hard as she does.
TARGETED PRESCRIBERS
SAMPLE PHARAMCEUTICAL COMPANY
MONTHLY Rx SHARE TREND FOR THE
PERIOD ENDING 9/30/2006
PRODUCT:
DISTRICT:
MARKET:
SPECIALITIES:
LIPABATE
COLORADO
ALL PRODUCTS
ALL SPECIALTIES
SHARE THIS
YEAR TTD
(%)
SHARE LAST
YEAR TTD
(%)
CHANGE
FROM LAST
YEAR (%)
SALES THIS
YEAR TTD
(000’s)
SALES LAST
YEAR TTD
(000’s)
CHANGE
FROM LAST
YEAR (%)
1101
1102
1103
1104
1105
1106
1107
1108
1109
1110
1111
1112
9.80
9.50
10.50
15.20
16.00
14.80
12.10
14.90
14.90
13.00
11.50
11.30
12.07
12.93
14.43
13.40
16.60
14.47
13.33
15.11
10.20
13.00
10.34
12.86
-18.81
-26.53
-27.23
13.43
-3.61
2.28
-9.23
-1.39
46.08
0.00
11.22
-12.13
19.51
18.28
19.47
16.39
19.69
17.44
18.77
20.18
21.09
16.88
20.32
26.07
16.95
18.94
17.50
14.47
17.15
15.36
17.07
18.48
17.09
14.39
17.84
21.81
15.05
-3.47
11.26
13.25
14.78
13.51
9.99
9.18
23.42
17.31
13.87
19.56
AVERAGE
12.79
13.23
-2.16
19.51
17.25
13.14
TERRITORY
Note:
TTD=Total to Date
TARGETED PRESCRIBERS
SAMPLE PHARAMCEUTICAL COMPANY
MONTHLY Rx SHARE TREND FOR THE
PERIOD ENDING 9/30/2006
PRODUCT:
DISTRICT:
MARKET:
SPECIALITIES:
SEPTACIDE
COLORADO
ALL PRODUCTS
ALL SPECIALTIES
SHARE THIS
YEAR TTD
(%)
SHARE LAST
YEAR TTD
(%)
CHANGE
FROM LAST
YEAR (%)
SALES THIS
YEAR TTD
(000’s)
SALES LAST
YEAR TTD
(000’s)
CHANGE
FROM LAST
YEAR (%)
1101
1102
1103
1104
1105
1106
1107
1108
1109
1110
1111
1112
19.60
19.50
20.60
26.30
24.50
32.50
28.10
23.20
20.20
27.50
21.40
27.10
20.00
17.14
21.00
22.86
21.72
28.57
28.88
24.22
20.20
24.38
21.84
22.00
-2.00
13.77
-1.90
15.05
12.80
13.76
-2.70
-4.21
0.00
12.80
-2.01
23.18
9.26
8.85
10.76
7.25
9.19
8.83
10.28
11.61
10.88
8.22
10.88
15.17
8.21
6.94
8.12
6.16
7.82
7.24
8.31
9.49
8.21
6.75
8.70
11.83
12.69
27.52
32.57
17.75
17.45
21.95
23.63
22.36
32.46
21.84
25.01
28.18
AVERAGE
24.21
22.73
6.55
10.10
8.15
23.62
TERRITORY
Note:
TTD=Total to Date
TARGETED PRESCRIBERS
SAMPLE PHARAMCEUTICAL COMPANY
MONTHLY Rx SHARE TREND FOR THE
PERIOD ENDING 9/30/2006
PRODUCT:
DISTRICT:
MARKET:
SPECIALITIES:
DIMIPLAS
COLORADO
ALL PRODUCTS
ALL SPECIALTIES
SHARE THIS
YEAR TTD
(%)
SHARE LAST
YEAR TTD
(%)
CHANGE
FROM LAST
YEAR (%)
SALES THIS
YEAR TTD
(000’s)
SALES LAST
YEAR TTD
(000’s)
CHANGE
FROM LAST
YEAR (%)
1101
1102
1103
1104
1105
1106
1107
1108
1109
1110
1111
1112
17.80
20.00
22.00
37.00
17.50
15.20
26.10
20.10
27.80
28.00
24.60
22.00
20.50
20.55
23.61
33.11
18.12
15.72
25.79
23.05
23.72
29.11
23.00
26.12
-13.17
-2.68
-6.82
11.75
-3.42
-3.31
1.20
-12.80
17.20
-3.81
6.96
-15.77
3.32
3.09
3.01
2.62
2.66
4.61
3.05
4.03
3.44
2.78
4.73
1.76
3.21
3.17
3.13
3.24
2.94
3.66
3.01
3.24
3.55
3.24
4.24
1.53
3.64
-2.50
-3.80
-19.25
-9.54
25.90
1.14
24.13
-3.06
-14.44
11.65
15.25
AVERAGE
23.18
23.53
-2.06
3.26
3.18
2.43
TERRITORY
Note:
TTD=Total to Date
TARGETED PRESCRIBERS
SAMPLE PHARAMCEUTICAL COMPANY
MONTHLY Rx SHARE TREND FOR THE
PERIOD ENDING 9/30/2006
PRODUCT:
DISTRICT:
MARKET:
SPECIALITIES:
XTRAKATE
COLORADO
ALL PRODUCTS
ALL SPECIALTIES
SHARE THIS
YEAR TTD
(%)
SHARE LAST
YEAR TTD
(%)
CHANGE
FROM LAST
YEAR (%)
SALES THIS
YEAR TTD
(000’s)
SALES LAST
YEAR TTD
(000’s)
CHANGE
FROM LAST
YEAR (%)
1101
1102
1103
1104
1105
1106
1107
1108
1109
1110
1111
1112
10.90
7.30
7.20
15.50
14.80
11.10
8.90
7.40
7.30
15.50
10.9
11.10
10.52
7.39
7.11
14.65
14.40
9.70
8.59
10.15
7.41
13.30
10.44
10.84
3.61
-1.22
1.27
5.80
2.78
14.43
3.61
-27.09
-1.48
16.54
4.41
2.40
0.59
0.47
0.62
0.51
0.58
0.49
0.62
0.59
0.62
0.44
0.77
0.82
0.46
0.53
0.50
0.47
0.48
0.42
0.50
0.48
0.49
0.36
0.48
0.67
30.21
-10.73
25.31
9.38
20.21
17.97
24.76
23.66
27.56
19.51
60.82
21.02
AVERAGE
10.66
10.38
2.09
0.59
0.49
22.47
TERRITORY
Note:
TTD=Total to Date