Research Triangle Park, NC – The pharmaceutical industry is renowned for investing the time and money necessary to train its sales people to become influential forces in the crowded market. In fact, a recent study by Cutting Edge Information reveals that the average large pharmaceutical company requires its new hires to endure over 360 hours of initial training (www.PharmaSalesManagement.com).

As with many aspects of the industry, this training comes in many forms and differs from company to company. For example, one company examined provides extensive in- classroom instruction that lasts for two months and focuses on the science of its products. This, however, greatly differs from another company’s initial training regimen that requires new reps to do three weeks of rigorous study on their own with guided internet tests to assess their knowledge. While the details of many programs vary, there are many underlining similarities between most sales training programs which usually include initial classroom training, field-based training and follow-up training.

“Sales training programs are constantly evolving to meet companies’ changing needs as well as incorporate new technologies and techniques that improve instruction,” notes lead author David Richardson at Cutting Edge Information. Richardson notes that by examining the various training regimens two main teaching viewpoints arise – one that emphasizes the science and the other focuses on selling and relationship skills. “The best training programs integrate both these aspects of pharmaceutical sales into a balanced, comprehensive program,” says Richardson.

“Pharmaceutical Sales: Driving Access and Influencing Prescribers,” available now at www.PharmaSalesManagement.com, reveals how organizations such as Pfizer, Sanofi-Aventis, AstraZeneca, and Novartis drive top-level sales through optimized resource allocation, sound sales force strategies and innovative rep-level tactics. The report showcases the following metrics and practices:

* Budgets and headcounts of 19 of the top 30 pharmas
* Cost per general and specialty reps for both large and small pharmas
* Sales budget resource allocation for both large and small pharmas
* Strategies for building and maintaining top sales forces

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