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. Download Full Report: http://bit.ly/29Gq68L

1. New & Effective Front-Line Management Training
Practices to Optimize Performance & Grow
Accountability at Launch
Best Practices, LLC Strategic Benchmarking Research

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. 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. Benchmark Class:
Universe of Learning: 20 Companies Contributed to this Research
This study engaged 20 sales leaders from 20 leading pharmaceutical and biotech companies.

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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

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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.

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% 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.

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% 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.

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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

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About Best Practices LLC

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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.
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Chapel Hill, NC 27517
(Phone): 919-403-0251
www.best-in-class.com
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