Pharmaceutical Executive Europe IMS Sales Training Supplement - May 2008 - (Page 8)

SALES TRAINING … these kinds of results can only be achieved when client senior management is strongly behind the changes being proposed. Take a good look at Figures 5 and 6. Here we see product sales results for two of the client’s major products promoted by the sales force. In each case, we’ve measured sales results as compared to a standard product forecast (using a logarithmic forecasting method) as well as comparing to the market sales in each case. Both products show a distinct and significant jump in sales after the training initiative. It is clear from the graphs that this jump in sales stands out compared both to the forecasted product sales result, but also compared to the market itself. Even more impressive, consider this example from Japan, where a comprehensive training initiative was carried out across the sales force, focusing on a crucial product (here labelled ‘product B’). In this case, the jump in sales growth following the training initiative is extreme. As this product was key to this client’s overall success in the market, we see that the sales growth for the company jumped substantially, from a consistent negative year-on-year growth, to a very positive one. What did this mean in terms of actual sales? This becomes obvious in the next graph, where we can see the company’s overall sales numbers turn around after the training initiative. Conclusion Not all training has this kind of impact. Training, after all, is only a tool, and a tool can be employed in the wrong way, by the wrong people, at the wrong time (just ask anyone who in a bout of frustration tried to fix a television set with a hammer). For one thing, these kinds of results can only be achieved when client senior management is strongly behind the changes that are being proposed. For another thing, it’s very rare that you’ll see results like these if you simply stick a trainer at the front of a room and ask him to talk. Real behavioural change, as evidenced in the examples we’ve just seen, happens when people hear, understand, and practice new approaches, and when they observe their peers doing the same. Simulation-based training allows all of this and makes an excellent choice when you want to make a difference. Figure 5: Year–to–date sales growth over previous year. 25% 20% 15% 10% 5% 0% 5% 10% Month 11 10 9 8 7 6 5 4 3 2 1 0 1 2 3 Product B All products Figure 6: Moving annual total (MAT) sales – all products. 17 800 17 600 17 400 12 10 8 6 4 2 0 2 4 Month Sales numbers are indicated as relative figures for confidentiality purposes 8 MAY 2008 PHARMACEUTICAL EXECUTIVE EUROPE

Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe IMS Supplement - May 2008

Pharmaceutical Executive Europe IMS Supplement - May 2008 Contents Achieving Behavioural Change No Train, No Gain Improving Market Share

Pharmaceutical Executive Europe IMS Supplement - May 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.