Though effective sales training is a valuable investment, it is being cut back out of economic necessity. Given this reality and the fluctuation of company needs and competitive pressures, training roles and responsibilities, resources, contents and evaluation are likewise changing.
This study of 33 companies compares how leading companies with large field forces manage sales training of new hires and managers. Throughout the 60-slide presentation, comparisons are made between sales training management in three groups: pharmaceutical companies with U.S. operations, pharmaceutical companies with international operations and companies in other industries -- which primarily include the manufacturing, telecommunications and financial industries.
Training leaders in all industries can use the results of this study to refine their training content and delivery, make better staffing and outsourcing decisions, more optimally allocate their resources, and measure the changes in the performance of the sales rep trainees.
Key comparative data includes:
* Types of content and delivery formats that are increasing or decreasing in significance
* Trainer span of control
* Staffing trends
* Roles and responsibilities by position within sales training programs
* Outsourcing trend and mix
* Sales training vendor qualities sought
* Sales training budget allocations and trends
* Ranking of performance measures used to evaluate sales training
In addition, this study reveals sample organizational structures, performance measurement models and companies' lessons learned.
A key finding is that the current mix of in-house development versus outsourcing for sales training for pharmaceutical companies is 75% versus 25%, respectively. The average percentage of outsourcing outside of the pharmaceutical industry is slightly higher at 29%. One of the reasons for this in-house focus is a desire to develop and leverage internal capabilities.
This presentation comes from Best Practices, LLC's Business Excellence Board research service.