Best Practices in Speaker Training and Development: Driving Pharmaceutical Brand Growth

Industries Profiled:
Biotech; Pharmaceutical; Manufacturing; Consumer Products; Diagnostic; Medical Device; Chemical; Health Care


Companies Profiled:
Allergan; Amgen; Bayer; Bristol-Myers Squibb; Eli Lilly and Company; Genentech; GlaxoSmithKline; Merck; Pfizer; Pharmacia; Procter & Gamble Pharma; Schering-Plough

After reading this report, you will understand how to design an effective, competitive training program, effectively identify potential speakers and optimize the use of speakers, and structure key stakeholder groups to have the greatest impact on speaker training.

Performance metrics enable executives to perform gap analyses and identify areas needing improvement. Metrics are an important complement to the qualitative best practices included in this study report. Best Practices, LLC analysts collected and analyzed the following key findings and metrics:

• Training session length and frequency
• Training session attendance
• Speaker selection criteria
• Speaker programs per product each year
• Number of presentations per speaker
• Speaker development staffing

• Training Program Design and Implementation
• Speaker Identification and Utilization
• Performance Measurement
• Governance Structure
• Resource Support

• Design and implement formal speaker training programs to ensure consistency in speaker quality and message delivery. 92% of the interviewed executives reported that their companies currently employ formal programs to train and develop speakers. These formal training programs are designed and deployed to complement, not replace, other speaker development vehicles and activities such as informal coaching of speakers by field-based medical service liaisons, advisory boards and consultant meetings, media training, and online information updates. Working together, these channels serve as mutually reinforcing relationship-building tools that help form valuable bonds with influential KOLs and closely align them with the company and products.
• Set clear criteria for speaker recruitment, training and utilization to align with brand objectives and strategies. Companies identify potential speakers for training by leveraging multiple channels and knowledge sources that include sales force, medical science liaisons, medical affairs, clinical development, marketing, and third-party vendors. To ensure consistent speaker selection, best-in-class companies have developed clear criteria seeking to balance strong technical knowledge and reputation with critical interpersonal skills.
• Increase utilization of trained speakers by field reps through improved communication and information resource support. Companies that increase the usage of each trained speaker maximize investment and avoid wasting resources training physicians that never deliver presentations. Additionally, increased usage of all speakers raises the overall competency of the speaker pool. With each speaking engagement, physicians advance their presentation capabilities. By requiring reps to schedule under-utilized speakers for events, companies increase credibility, capitalize on training investments and develop a deep pool of skilled speakers.

Speaker Training Program Design and Implementation
· Training Curriculum and Contents
· Logistics and Training Formats
· Creating Value

Balancing Standardization and Customization

Speaker Identification and Utilization
· Identifying Potential Speakers for Training
· Maximizing the Use of Trained Speakers

Performance Measurement
· Governance Structure
· Structure

Strategic Arrangements

Appendix
· PhRMA Code on Interactions with Healthcare Professionals
· Division of Drug Marketing, Advertising and Communications Frequently Asked Questions
· Compliance Guidance for Anti-Kickback Statute

List of Charts & Exhibits

Training Curriculum and Agenda
Presentation Skills Development
Training Sessions Per Year
Speaking Training Session Length
Program Size
Speakers Trained Per Specialty Brand
Integrated Speaker Development
Speaker Utilization
Governance Structure-Scenario 1
Governance Structure-Scenario 11
Organizational Alignment
Staffing Resources
Ensure Resource Support
Cost Per Attendee