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"Pharmaceutical Sales Training Delivery"
In today's highly competitive pharma sales marketplace, reps have more technical information to share and stiffer competition for doctors' time, it is particularly important to train reps quickly and effectively. Pharmaceutical companies need to know what formal training methods are effective and how much time they should getting new reps (in their first year) up to speed and producing. Formal training is training that is required and tracked by the company, including assigned readings, classes, computer-based courses, e-learning, etc. This research discusses how companies deliver the information in their sales training programs to their new sales reps. Pharmaceutical sales training executives can use this information to compare their training programs to those of other companies and learn what the most effective or best practices are.
• Training Volume and Distribution
• Pre-Class Work
• Approaches to Interactive Training
• Training Venues
Since two-thirds of the benchmark class have U.S. sales responsibilities, the data has been segmented by U.S. (15 respondents) vs. non-U.S. sales leaders (9 respondents). Of the non-U.S. segment, the largest number is responsible for the Asia-Pacific market.
- U.S. Segment – This segment includes only responses from the 15 participants whose training organizations serve U.S. sales forces.
- Non-U.S. Segment – This is the group of nine respondents whose training organizations support sales forces outside the U.S.
Note: Some metrics are divided into four training intervals, including the first 30 days, 30-90 days, 90-180 days, and 180-365 days.
- Number of Training Days First Year on the Job
- Percent of Training Per Employee Interval
- Average Hours per Sales Rep Trained (New Reps Only U.S.)
- Average Hours per Sales Rep Trained (All Reps U.S.)
SAMPLE BEST PRACTICE WITH COMPANY EXAMPLE
*Pre-class work reduces the quantity and increases the quality of class time.
--Company A shifted some material to pre-class work and homework to increase the interactivity in the classroom, which increased from 30 to 68% interactive.
This research was conducted on behalf of one of Best Practices, LLC's Business Excellence Board (BEB) clients and was based on survey and interviews with 24 pharmaceutical, biotechnology and medical devices company sales training leaders at 19 companies. Sales leader titles include directors of sales force effectiveness, corporate learning, and training and development. The benchmark class includes sales forces that differ in size, volume of new reps trained, types of sales groups supported, and geographic regions. Three quarters of the benchmark partners are in the pharma industry, with the remainder in biotechnology and medical device industries.