Enquirer Consulting Group

Reachable Buyer Map

Prepared for Junaid Yousuf · Oncogen Pharma · August 2026
Oncology is an unusual market to sell into: the person who chooses the medicine and the person who pays for it are almost never the same person, and only one of them appears on any list. This is a read of the Pakistani side of that market. Who sits in each buying layer, roughly how many of them there are, and where the export question actually starts. It describes the market rather than your business, and there is nothing to buy at the end of it.
Hospitals running cancer treatment services
The countable institutional core, and small enough to name in full. The same buildings that run radiation carry the chemotherapy and targeted therapy volume, so one relationship covers both. Approval chains are long and formulary decisions are sticky once made, which cuts both ways depending on who got there first.
Who signs: the hospital director, the chief pharmacist or head of procurement, the head of oncology, and the purchase committee where one exists.
Roughly 35 to 40
hospitals providing radiation oncology nationally, of which about 17 sit inside the national atomic energy network
Accredited oncology specialists
The selection layer, not the payment layer. Worth being straight about the number: published counts differ sharply because they measure different things. The board-accredited oncology population across subspecialties runs to the low hundreds, while the fully trained medical oncology group inside it has been reported as a small fraction of that. Either way this is a list of individuals, not a market.
Who selects: medical and clinical oncologists, hematologists, and the senior consultant who sets the unit protocol.
Roughly 250 to 300
board-accredited oncology specialists nationally; the fully trained medical oncology subset is materially smaller
Public sector and provincial procurement
The largest single volume in the country and the shortest list on this page. Buying runs through provincial and federal health authorities and the hospital networks they fund, on tender cycles that are published in advance. It is slow and procedural, and it is the one layer where being unknown at the moment a tender opens is fatal rather than inconvenient.
Who signs: the provincial health secretary or director general of health, the procurement director, the tender committee, and the hospital that raises the requisition.
Fewer than 10 buying authorities
provincial and federal health procurement bodies, plus the hospital networks they fund
Pediatric cancer centers
A separate buying layer with its own protocols, its own formulary and, in most cases, its own funding trust sitting behind the center. Concentrated in a handful of cities, which makes the whole segment reachable in one planned effort rather than a national campaign.
Who signs: the center director, the hospital pharmacy, the pediatric oncology lead, and the funding trust behind the unit.
Roughly 12 to 15
pediatric cancer treatment centers, concentrated in four cities
Distribution and the stockist layer
The layer that decides whether a medicine is physically available in a city on the day a prescription is written. Licensing sits at provincial level and is not published as one national list, so this group is identified firm by firm rather than pulled from a register. Small in count, decisive in effect.
Who signs: the distribution owner or managing partner, the national sales head, the provincial stockist, the institutional supply desk.
Not published as one list
licensed distributors and stockists are recorded provincially; reached firm by firm
Manufacturing peers, licensing and toll partners
In this market a peer is frequently a customer. In-licensing, toll manufacturing and co-marketing arrangements move product between companies that compete on the same shelf, and the conversation sits with business development rather than with the field force. It is the segment most often left entirely unworked because nobody owns it.
Who signs: the business development director, the commercial head, the technical or plant director, and the owner at family held firms.
Roughly 700 to 800
licensed pharmaceutical manufacturing units nationally, fewer than 30 of them multinational
Export registration markets
The published regulatory literature has consistently noted that Pakistani manufacturing sites are largely absent from the inspection lists of the strictest regulators. That sets the shape of the export map: the reachable markets are the ones whose regulators accept a dossier from a site their own inspectors have not visited, which points at semi-regulated markets across Central Asia, the Middle East, Africa and parts of Southeast Asia. In each one the buyer is a registration holder or an importing agent, and no register anywhere enumerates them.
Who signs: the in-country registration holder, the importing agent or distributor principal, and the ministry official who grants the marketing authorization.
No public list
identified market by market and named one at a time; the difficulty is exactly why the segment stays open

Where the openings are

1
Two of these lists can be covered completely. Roughly 35 to 40 hospitals running cancer treatment, and fewer than 10 public buying authorities. That is not a market you cover with volume, it is one you cover by name. A list that short either gets worked all the way through on a schedule, with a record of who said what, or it gets worked by whoever happened to be in the building that month.
2
The chooser and the payer need separate channels. The specialist selects the medicine and never signs. The procurement director signs and rarely selects. Reaching only the prescriber is the standard failure in this category, and reaching only procurement is the other one. Two named audiences run in parallel is a different reach problem from one field team walking the same corridors.
3
Export is a regulatory reach question before it is a sales one. Which markets are open is decided by which regulators accept the dossier, and the buyer inside each of those markets is a registration holder no public register lists. That segment cannot be bought as a list. It is built by identification, one market and one agent at a time, which is mechanical work and exactly the kind that gets postponed forever.
4
This is a coverage problem, not a product one. Making oncology medicines locally is your discipline and you do not need help with it. What is usually missing at this stage is the machinery that reaches every hospital, every buying authority, every specialist and every export agent on a schedule, and keeps a record of what came back. That is the part we build, and we hand it over when it works.
Built from public market data covering Pakistan's regulated pharmaceutical sector and its published cancer care capacity. Counts are banded deliberately. Published figures disagree where they measure different things, most obviously the accredited oncology specialist count against the fully trained medical oncology count, and both are shown as ranges for that reason. Manufacturing license totals move as licenses lapse and renew. Provincial distribution licensing and export registration are not published as national lists and are described rather than counted.
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