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Products & Services

Pharmaceutical Sales Training: Turning New Hires into Top Performers

ID: SM-171


Features:

5 Info Graphics

33 Data Graphics

295 Metrics

12 Narratives


Pages: 48


Published: Pre-2014


Delivery Format: Shipped


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • VIEW TOC AND LIST OF EXHIBITS
Pharmaceutical Sales Training: Turning New Hires into Top Performers (SM-171) provides a comprehensive look at sales training delivery, content, budgets and trends at leading pharmaceutical companies across the globe. Based on the perspectives of 24 sales training leaders at a diverse group of 19 pharmaceutical, biotechnology and medical device companies, the report provides benchmarks, executive insights and best practices for such key areas as:
  • Training content by employment interval
  • Budget trends and outsourcing of training
  • Training program effectiveness measures
  • Projected future content needs
  • Budget comparisons for training new reps vs. experienced hires
  • Key qualifications of top sales reps

The study also outlines that qualities companies most desire in the new reps they hire. Details on desired qualities in experienced reps hired from other companies are also provided.

Data was collected through surveys and interviews with training vice presidents, managers and directors.


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


Companies Profiled:
Abbott Laboratories; Sanofi-aventis; Dey; Amylin; UCB Pharma; Schering-Plough; 3Com; Roche; Pfizer; Novartis; Fournier Pharmaceutical; Merck; Medrad; Johnson & Johnson; GlaxoSmithKline; Bristol-Myers Squibb; Bayer; AstraZeneca


Table of Contents

Introduction 1
Executive Summary 2
Research Approach 2
Participating Companies 2
Key Findings 6
Segmentation and Definitions 8
Training Delivery 9
Volume 10
Pre-Class Work Reduces Quantity and Increases Quality of Class Time 12
Approach 15
Aligning Content with an Established Sales Process
Boosts Training Effectiveness 16
Venue 16
Instructors 17
Training Content 19
Training by Employment Interval 19
Frequency of Training Types 21
Training Budgets 24
Outsourcing 29
Sales Rep Qualifications 31
Best Practices in Sales Training 35
Training Priorities 38
Training Trends 41
Appendices 43
A1: Best Practices for Effective Sales Training Programs 45
A2: Top Priorities for Improving Sales Training Effectiveness 47

    List of Exhibits

    Figure S.1-Participant Job Titles 3
    Figure S.2-Industry Representation 3
    Figure S.3-Geographic Responsibility 4
    Figure S.4-Groups Trained by Participants 4
    Figure S.5-Sales Force Size Categories 5
    Figure S.6-Average Sales Force Size 5
    Figure S.7-# New Reps Hired Annually 6
    Figure 1.1-# Training Days During First Year on Job 10
    Figure 1.2-% of Training per Employment Interval 11
    Figure 1.3-Average Hours per Sales Rep Trained (New Reps US) 14
    Figure 1.4-Average Hours per Sales Rep Trained (All Reps US) 14
    Figure 2.1-Detail: Training Provided at 0-90 Days 20
    Figure 2.2-Detail: Training Provided at 3-12 Months 21
    Figure 2.3-Training with Consistent Frequency 22
    Figure 2.4-Training with Declining Frequency 22
    Figure 2.5-Training with Increasing Frequency 23
    Figure 3.1-Average Budget per Rep Trained (all reps US) 25
    Figure 3.2-Average Budget per Rep Trained (new reps only US) 25
    Figure 3.3-Training Resources: Proportion of New Reps 26
    Figure 3.4-Average Budget per Hour of Training (all reps US) 27
    Figure 3.5-Average Budget per Hour of Training (new reps only US) 27
    Figure 3.6-Budget Efficiency Based on Employees Trained 28
    Figure 3.7-Budget Efficiency Based on Training Hours 28
    Figure 3.8-% of Training Budget Outsourced 30
    Figure 3.9-Outsourcing vs. Internal Costs for Training 30
    Figure 4.1-Most Desired Applicant Qualifications 31
    Figure 4.2-Qualifications for Experienced Hires 32
    Figure 4.3-Attributes of Newly Hired Sales Reps 32
    Figure 4.4-Hiring Policies/Strategies: US 33
    Figure 4.5-Hiring Policies/Strategies: Non US 34
    Figure 5.1-Best Practices Overview 35
    Figure 5.2-Best Practices: Company E 36
    Figure 5.3-Best Practices: Company F 36
    Figure 5.4-Best Practices: Company G 37
    Figure 5.5-Best Practices: Company D 37
    Figure 6.1-Top Priorities for Training Improvements 38
    Figure 6.2-Training Effectiveness Measures 39
    Figure 6.3-Program Effectiveness Ratings 40
    Figure 7.1-Overall Need for Training 41
    Figure 7.2-Sales Training Budget Trend 42
    Figure 7.3-Top New Rep Training Needs by Subject 42