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Pharmaceutical Sales Training Groups

Building Better Sales Forces

Publication Date   October 2006
Publisher   Cutting Edge Information
Product Type   Strategic Report
Pages   155
ISBN Number   not applicable
Product Code   CUT058
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Price £1,665.00

approximately: $3,341 | €2,090

Summary


Cutting Edge Information developed this study to research pharmaceutical companies' sales training departments and programs. The report examines sales training department structures, leadership, spending and improvement strategies, along with individual sales department training programs.

Pharmaceutical Sales Training Groups: Building Better Sales Forces examines the inner workings of real pharmaceutical companies' sales training groups and what makes them successful. From per rep spending to leadership structures, and training hours to essential training topics for several key positions, the report details the strategies and processes of some of the industry's top companies.

Pharmaceutical Sales Training Groups: Building Better Sales Forces analyzes training metrics and strategies from some of the industry's top companies to provide all the steps necessary to build stronger, more powerful training groups. The report makes its case with training metrics and techniques in three chapters:

  • Chapter 1: Spending, Structures and Headcount Ratios, and Trainer Time Allotment - this chapter examines training department reporting structures, resources, resource allocation and how trainers distribute their time.
  • Chapter 2: Position by Position Training Guide: Hours, Venues and Key Topics - As the title suggests, this chapter examines the amount of hours new and veteran sales reps and new and veteran district managers spend in training. It further breaks these hours down by venue and training topic.
  • Chapter 3: Improving the Sales Training Function - This chapter looks at how companies are currently improving and upgrading their sales training groups. From training trainers to measuring and demonstrating ROI to winning upper management support, the chapter examines what top pharma training departments are doing to become the best.

Content


  • Executive Summary
    • Figure E.1: Annual Sales Training Spend per Rep in the Sales Force
    • Figure E.2: Sales Training Budget Resource Allocation
    • Figure E.3: Annual Hours of Training Given to Trainers
    • Figure E.4: New Reps: Total First-Year Training Hours
  • Spending, Structures & Headcount Ratios, & Trainer Time Allotment
    • Figure 1.1: Annual Sales Training Spend per Rep in the Sales Force
  • Sales Training Department Spending and Resource Allocation
    • Figure 1.2: Sales Training Budget Resource Allocation
    • Figure 1.3: Internal Staff Compensation as a Percentage of Overall Sales
  • Training Budget
    • Figure 1.4: Average Compensation Levels of Training Staff
    • Figure 1.5: Instructional Development as a Percentage of Overall Sales Training Budget
    • Figure 1.6: Training Delivery as a Percentage of Overall Sales Training Budget
    • Figure 1.7: Travel and Lodging as a Percentage of Overall Sales Training Budget
    • Figure 1.8: Internal Team Improvement Initiatives as a Percentage of Overall Sales
  • Training Budget
    • Figure 1.9: Other Overhead Expenses as a Percentage of Overall Sales Training Budget
    • Figure 1.10: Percentage of the Overall Sales Training Budget Spent on
  • Outsourced Activities
    • Figure 1.11: Percentage of New Sales Rep Training Curriculum Developed Externally
    • Figure 1.12: Percentage of Veteran Sales Rep Training Curriculum Developed Externally
    • Figure 1.13: Percentage of New District Manager Training Curriculum
  • Developed Externally
    • Figure 1.14: Percentage of Veteran District Manager Training Curriculum
  • Developed Externally
    • Figure 1.15: Percentage of Sales Executive Training Curriculum Developed Externally
  • Structures and Headcount Ratios
    • Figure 1.16: Large Pharma Centralized Training Department Structures
    • Figure 1.17: Small Pharma Centralized Training Department Structures
    • Figure 1.18: Large Pharma Decentralized Training Department Structures
  • Table 1.1: Level of Executive Leading The Sales Training Department
  • Table 1.2: Sales Training Department Reporting Line
    • Figure 1.19: Number of Primary Care Sales Reps per Trainer
    • Figure 1.20: Number of Specialty Reps to Specialty Rep Trainer
    • Figure 1.21: Average Length of Time Trainers Stay in the Position
    • Figure 1.22: Trainers Average Time Allotment
  • Trainer Time Allotment
    • Figure 1.23: Time Allotment for Training/Instructing
    • Figure 1.24: Time Allotment for Instructional Design
    • Figure 1.25: Time Allotment for Self-Improvement Activities
    • Figure 1.26: Time Allotment for Traveling
    • Figure 1.27: Time Allotment for Administrative Work
    • Figure 1.28: Time Allotment for Other Activities
  • Position by Position Training Guide: Hours, Venues and Key Topics
  • New Sales Reps: First-Year Training
    • Figure 2.1: New Reps: Total First-Year Training Hours
    • Figure 2.2: New Rep Training Venues
    • Figure 2.3: New Rep Average Annual Training Hours by Venue
    • Figure 2.4: New Reps: Percentage of First-Year Training Spent in Classroom
    • Figure 2.5: New Reps: Percentage of First-Year Training Spent in Self-Study
    • Figure 2.6: New Reps: Percentage of First-Year Training Spent in the Field
    • Figure 2.7: New Reps: Percentage of First-Year Training Spent on Web-Based Material
    • Figure 2.8: New Rep Training Topics: Breakdown of First-Year Curricula
    • Figure 2.9: New Rep Average Annual Training Hours by Topic
    • Figure 2.10: New Rep Training Curricula: Product Knowledge
    • Figure 2.11: New Rep Training Curricula: Selling Skills
    • Figure 2.12: New Rep Training Curricula: Compliance
    • Figure 2.13: New Rep Training Curricula: Technology
    • Figure 2.14: New Rep Training Curricula: Time Management
    • Figure 2.15: New Rep Training Curricula: Communication
    • Figure 2.16: New Rep Training Curricula: Business Acumen
  • Veteran Sales Reps
    • Figure 2.17: Veteran Reps: Total Annual Training Hours
    • Figure 2.18: Veteran Rep Training Venues
    • Figure 2.19: Veteran Rep Average Annual Training Hours by Venue
    • Figure 2.20: Veteran Reps: Percentage of Annual Training Spent in Classroom
    • Figure 2.21: Veteran Reps: Percentage of Annual Training Spent in Self-Study
    • Figure 2.22: Veteran Reps: Percentage of Annual Training Spent in the Field
    • Figure 2.23: Veteran Reps: Percentage of Annual Training Spent on Web-Based Material
    • Figure 2.24: Veteran Rep Training Topics: Breakdown of First-Year Curricula
    • Figure 2.25: Veteran Rep Average Annual Training Hours by Topic
    • Figure 2.26: Veteran Rep Training Curricula: Product Knowledge
    • Figure 2.27: Veteran Rep Training Curricula: Selling Skills
    • Figure 2.28: Veteran Rep Training Curricula: Compliance
    • Figure 2.29: Veteran Rep Training Curricula: Technology
    • Figure 2.30: Veteran Rep Training Curricula: Time Management
    • Figure 2.31: Veteran Rep Training Curricula: Communication
    • Figure 2.32: Veteran Rep Training Curricula: Business Acumen
  • New District Managers
    • Figure 2.33: New DMs: Total First-Year Training Hours
    • Figure 2.34: New DM Training Venues
    • Figure 2.35: New DM Average Annual Training Hours by Venue
    • Figure 2.36: New DMs: Percentage of First-Year Training Spent in Classroom
    • Figure 2.37: New DMs: Percentage of First-Year Training Spent in Self-Study
    • Figure 2.38: New DMs: Percentage of First-Year Training Spent in the Field
    • Figure 2.39: New DMs: Percentage of First-Year Training Spent on Web-Based Material
    • Figure 2.40: New DM Training Topics: Breakdown of First-Year Curricula
    • Figure 2.41: New DM Average Annual Training Hours by Topic
    • Figure 2.42: New DM Training Curricula: Coaching
    • Figure 2.43: New DM Training Curricula: Leadership
    • Figure 2.44: New DM Training Curricula: Hiring
    • Figure 2.45: New DM Training Curricula: Compliance
    • Figure 2.46: New DM Training Curricula: Time Management
    • Figure 2.47: New DM Training Curricula: Communication
    • Figure 2.48: New DM Training Curricula: Business Acumen
    • Figure 2.49: New DM Training Curricula: Performance Management
    • Figure 2.50: New DM Training Curricula: Team Building
    • Figure 2.51: New DM Training Curricula: Strategic Thinking
    • Figure 2.52: New DM Training Curricula: HR Skills
    • Figure 2.53: New DM Training Curricula: Technology
    • Figure 2.54: New DM Training Curricula: Other Training
  • Veteran District Managers
    • Figure 2.55: Veteran DMs: Annual Training Hours
    • Figure 2.56: Veteran DM Training Venues
    • Figure 2.57: Veteran DM Average Annual Training Hours by Venue
    • Figure 2.58: Veteran DMs: Percentage of Annual Training Spent in Classroom
    • Figure 2.59: Veteran DMs: Percentage of Annual Training Spent in Self-Study
    • Figure 2.60: Veteran DMs: Percentage of Annual Training Spent in the Field
    • Figure 2.61: Veteran DMs: Percentage of Annual Training Spent on Web-Based Material
    • Figure 2.62: Veteran DM Training Topics: Breakdown of Annual Curricula
    • Figure 2.63: Veteran DM Average Annual Training Hours by Topic
    • Figure 2.64: Veteran DM Training Curricula: Coaching
    • Figure 2.65: Veteran DM Training Curricula: Leadership
    • Figure 2.66: Veteran DM Training Curricula: Hiring
    • Figure 2.67: Veteran DM Training Curricula: Compliance
    • Figure 2.68: Veteran DM Training Curricula: Time Management
    • Figure 2.69: Veteran DM Training Curricula: Communication
    • Figure 2.70: Veteran DM Training Curricula: Business Acumen
    • Figure 2.71: Veteran DM Training Curricula: Performance Management
    • Figure 2.72: Veteran DM Training Curricula: Team Building
    • Figure 2.73: Veteran DM Training Curricula: Strategic Thinking
    • Figure 2.74: Veteran DM Training Curricula: HR Skills
    • Figure 2.75: Veteran DM Training Curricula: Technology
    • Figure 2.76: Veteran DM Training Curricula: Other Training
  • Improving The Sales Training Function
    • Figure 3.1: Self-Grading of the Sales Training Department
    • Figure 3.2: Grading the Top Sales Training Challenges
  • Choosing and Developing Trainers
    • Figure 3.3: Grading Key Trainer Qualities
    • Figure 3.4: Grading Sales Experience/Success as a Key Sales Trainer Quality
    • Figure 3.5: Grading Engaging Personality as a Key Sales Trainer Quality
    • Figure 3.6: Grading Educational Background as a Key Sales Trainer Quality
    • Figure 3.7: Grading Creativity as a Key Sales Trainer Quality
    • Figure 3.8: Grading Technological Savvy as a Key Sales Trainer Quality
    • Figure 3.9: Average Years of Selling Experience of Trainers
    • Figure 3.10: Annual Hours of Training Given to Trainers
    • Figure 3.11: Grading Demonstrating ROI
  • Measuring Sales Training Roi
    • Figure 3.12: Kirkpatrick's Four Levels of Effectiveness
  • Earning Management Buy-in/Proving Value
    • Figure 3.13: Grading Securing Upper Management Buy-in
    • Figure 3.14: Annual New Rep Training Curriculum Review/Change
  • Curriculum Review and Improvement
    • Figure 3.15: Annual Veteran Rep Training Curriculum Review/Change
    • Figure 3.16: Annual New DM Curriculum Review/Change
    • Figure 3.17: Annual Veteran DM Curriculum Review/Change
    • Figure 3.18: Annual Sales Executive Curriculum Review/Change
    • Figure 3.19: Grading Keeping Training Materials Relevant