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New & Effective Front-Line Management Training
Practices to Optimize Performance & Grow
Accountability at Launch
Best Prac...
Table of Contents
 Executive Summary pgs. 3-10
 Research Overview pg. 4
 Participating Companies pg. 5
 Key Recommenda...
Topics Covered
Research
Methodology
Research
Objectives
Best Practices, LLC engaged 20 sales leaders from
20 biopharmaceut...
Benchmark Class:
Universe of Learning: 20 Companies Contributed to this Research
This study engaged 20 sales leaders from ...
Page | 5
Few of the key findings and insights that emerged from this study are listed below:
 District Managers get Manag...
Page | 6
DMs get only the
same launch training
as the reps
37%
DMs get only
management-specific
training for launch
5%
DMs...
Page | 7
% Respondents
Q6. Based on your experience, rate the value of training DMs on each of the following areas before ...
Page | 8
% Respondents
Q11. Approximately what percentage of launch training is provided by each of the following provider...
Page | 9
Effective Virtual Meetings Require Careful Presentation Planning
Just like any other type of training program, a ...
Page | 10
About Best Practices LLC
Page | 11
Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®...
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Effective Launch Training Practices for District Sales Managers: Optimize Performance & Create Accountability

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Rising competition and access restrictions in the bio-pharmaceutical industry have made it critical for companies to prepare and measure the performance of their District Sales Managers (DMs) who oversee launch-related activities in the field.

Best Practices, LLC engaged 20 sales leaders from bio-pharmaceutical companies to establish benchmarks around the training and accountability of District Sales Managers at launch. Insights from this study will serve as a reference point for companies to evaluate their launch training programs for the sales force against industry benchmarks.

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Effective Launch Training Practices for District Sales Managers: Optimize Performance & Create Accountability

  1. 1. New & Effective Front-Line Management Training Practices to Optimize Performance & Grow Accountability at Launch Best Practices, LLC Strategic Benchmarking Research
  2. 2. Table of Contents  Executive Summary pgs. 3-10  Research Overview pg. 4  Participating Companies pg. 5  Key Recommendations pg. 6  Key Findings & Insights pgs. 7-10  Participant Demographics pgs. 11-13  District Manager Training pgs. 14-24  Effective Training Approaches & Timing pgs. 25-32  District Manager Effectiveness: Metrics & Measurement For Accountability pgs. 33-38  Narratives from Executive Interviews pgs. 39-50  Sales Training Operations pgs. 51-56  About Best Practices, LLC pgs. 57-58
  3. 3. Topics Covered Research Methodology Research Objectives Best Practices, LLC engaged 20 sales leaders from 20 biopharmaceutical companies for this study. The methodology included a benchmarking survey and executive interviews with four participants. Research Objectives & Methodology With so much riding on the success of a new product launch, biopharmaceutical companies are focusing more attention on preparing and measuring the performance of the District Sales Managers (DMs) who oversee launch- related activities in the field.  Manager Training Topics & Accountability: Use external benchmarks to ascertain most appropriate manager training amount and topics related to new product launches. Evaluate tactics and metrics used for front- line manager accountability.  Sales Force Training Timing & Delivery Methods: Provide insights into the optimal time to provide sales force launch training across key topics. Evaluate different platforms for delivering sales force training. Key Topics Probed:  District Manager Training  Evaluate Training Platforms  Timing of Sales Force Launch Training  Measurement of DM Accountability  Sales Training Operations Metrics
  4. 4. Benchmark Class: Universe of Learning: 20 Companies Contributed to this Research This study engaged 20 sales leaders from 20 leading pharmaceutical and biotech companies.
  5. 5. Page | 5 Few of the key findings and insights that emerged from this study are listed below:  District Managers get Management-Specific Launch Training plus the Same Launch Training as Sales Reps: A majority of participants (58%) said their District Managers (DMs) get the same launch training as sales reps as well as additional launch training that is management-specific. Most of the management-specific training is oriented to coaching (train the trainer).  Product Information, Pull-Through Skills, Disease State Awareness and Targeted Patient Population are Highest Value Curriculum Topics for District Managers: Product information was the training topic that drew the highest percentage (42%) of “very high value” ratings by participants. Veteran sales leaders noted in interviews that managers must know enough about a new product to provide meaningful coaching to their field force. Pull-through skills, disease state awareness and targeted patient population were all rated as “very high value” by 37% of participants.  Internal Training Department is Principal Training Provider: The company’s internal training department provides 52% of the launch training, participants said. Internal expert speakers provide 25% of the launch training as well, meaning participants rely on internal sources for 77% of their launch training. Vendors and external expert speakers combined for providing 16% of launch training. Key Findings
  6. 6. Page | 6 DMs get only the same launch training as the reps 37% DMs get only management-specific training for launch 5% DMs get the same launch training as reps + management- specific launch training 58% % Respondents Q4. Which of the following statements best reflects the extent of training that District Managers receive for a new product launch at your company? (choose one) Launch Training for DMs N=19 DM’s Trained as Much or More than Reps for Product Launches Ninety-five percent of participants reported their District Managers receive at least the same training as their field sales representatives in support of new product launches, with most receiving additional management-specific launch training.
  7. 7. Page | 7 % Respondents Q6. Based on your experience, rate the value of training DMs on each of the following areas before a new product launch. (choose one for each) DM Curriculum Topics - 1 N=19 42% 37% 37% 37% 32% 32% 32% 26% 53% 47% 37% 26% 53% 42% 32% 58% 5% 11% 21% 26% 21% 21% 11% 5% 11% 5% 5% 11% 16% 5% 5% Product information Pull-through skills Disease state awareness/medical condition/treatment/epidemiology Targeted patient population Advanced selling skills Compliance with regulations Pre-launch critical path activities Understanding customer business challenges Very high Value High Value Medium value Low Value No Value Not Offered/ Unsure Product Information & Pull-Through Skills Lead Tier 1 Training Areas Ranking by total “high value” (very high value + high value ratings), the most critical focus areas for DM training center on product information, pull-through, advanced selling skills and understanding customer business challenges. Customer specific selling skills are more critical when selling into new and emerging delivery networks that are less universally understood.
  8. 8. Page | 8 % Respondents Q11. Approximately what percentage of launch training is provided by each of the following provider types? (Total should equal 100%) Training Providers N=19 52% 25% 9% 7% 4% 2% 1% Internal Training Department Internal expert speakers Training vendor/company External expert speakers Patient speakers Consulting firm All Other Others: DSM, DOS Internal Training Groups Carry Brunt of Launch Training Load More than half of all training delivered is provided by internal training functions. Respondents reported 25% of training coming from internal experts in groups such as brand, medical affairs and managed markets.
  9. 9. Page | 9 Effective Virtual Meetings Require Careful Presentation Planning Just like any other type of training program, a virtual meeting requires careful preparation and professional execution. “I think it starts with the idea that you need a good amount of training that’s done up front and parceled appropriately so that people have time to internalize the material. And once the actual virtual meeting takes place, making sure that you have the right visuals, making sure that you are using the right technology, and making sure that you are not cramming too much down peoples’ throats all at once.” -- Executive Director, Sales Strategy Step 1: Provide pre- training materials Step 2: Provide time to absorb the materials Step 3: Make use of good visuals/technology Step 4: Keep training to the point
  10. 10. Page | 10 About Best Practices LLC
  11. 11. Page | 11 Best Practices®, LLC is an internationally recognized thought leader in the field of best practice benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by leveraging the best business practices, operating tactics and winning strategies of world-class companies. 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 (Phone): 919-403-0251 www.best-in-class.com Learn More About Our Company:

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