DAY ONE | WEDNESDAY, MARCH 25

7:30 REGISTRATION & WELCOME COFFEE

8:30 CHAIRPERSON’S OPENING REMARKS

8:45 ICE BREAKER: PERSPECTIVES ON NEW TRENDS IMPACTING SALES TRAINING
The ice breaker provides participants with an opportunity to self-rank by number of years in the industry and move around the conference room to meet with 2 other individuals of different status, in order to reach a “V-I-P” trio and exchange on new and impactful trends enabling an enhanced sales training strategy.

  • “V” for Veteran (>10 years)
  • “I” for Intermediate (<10 years)
  • “P” for Potential (< 3 years)

 

9:00 PANEL: SYNTHESIZING SALES TRAINING STRATEGY ACROSS MULTIPLE TECHNOLOGIES & DELIVERY SYSTEMS

  • Maximizing impact of individual learning technologies
  • Mapping out a coordinated & comprehensive system
  • Encompassing multiple tools in a cohesive strategy
  • Strategically incorporating new educational tools

 

9:45 ACHIEVING ADOPTION GOALS FOR NEW SALES TECHNOLOGY & PROCESSES

  • Preparing for enterprise-wide digital transformation from the start through communication of learning goals
  • Understanding and investing in training technologies that create more organizational efficiency
  • Identifying reasons for adoption failure and tactics for proactively overcoming challenges
  • Successful rollout of enterprise applications and the strategies required to achieve high adoption

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 PANEL: SALES REP LEADERSHIP DEVELOPMENT FOR INCREASED EMPLOYEE SATISFACTION & RETENTION
Pharmaceutical companies are pursuing optimized methods for attracting, developing, and retaining top talent in field sales roles, especially amid a tight labor market and an increased employee focus on professional self-improvement. Therefore, sales trainers now recognize a strong correlation between leadership development offerings and a robust sales curriculum, and are increasing opportunities for high-potential reps to progress within the organization. This panel discussion provides a platform for audience members to compare multiple companies’ perspectives on the emerging importance of sales leadership development.

  • Addressing evolving training expectations from employees
  • Leadership development as a means of employee retention
  • Exploring specific sales leadership skills to be developed
  • Tying employee growth in sales training curriculum

 

11:45 CASE STUDY: PROACTIVELY DEVELOPING SALES LEADERS FROM WITHIN THE COMPANY THROUGH A 12-MONTH PROGRAM
The task of identifying high potential employees, developing them and preparing them to take on future leadership roles presents multiple challenges for sales trainers. All too often, pharmaceutical organizations wait until an employee is in the leadership role before starting to develop the skillset needed; however, an organization’s overall success depends on developing and retaining great leaders. This session provides insight into the leadership development program developed by one mid-size pharmaceutical company in order to assist individual contributors’ growth in their current role, as well as to prepare for a future leadership role.

  • Program structure, nomination criteria & selection process
  • Competency selection & development of training content
  • Pull-through plan & employee development strategies

 

12:15 LUNCHEON FOR ALL PARTICIPANTS

 

ROADMAP FOR TRAINING PHARMACEUTICAL SALES REPS ON REIMBURSEMENT & MARKET ACCESS
In the ever-evolving healthcare marketplace, it is imperative that sales representatives are prepared to share information with potential customers, going beyond clinical application and incorporating market intelligence. To make an effective case for a drug, reps must be able to answer specific questions about a patient group’s ability to access the treatment, dependent upon various factors including particular insurance policies and hospital structures, while maintaining focus on effective selling strategies. Trainers therefore aim toward integrating reimbursement and market access knowledge into existing and new curricula, with the goal of enabling reps to shed light onto product positioning within healthcare delivery networks, demanding a careful balance between critical versus non-vital information.

 

1:45 CASE STUDY: DEVELOPING & DEPLOYING AN EFFECTIVE REIMBURSEMENT TRAINING STRATEGY

  • Tailoring training design relative to healthcare network map
  • Optimizing quantities of reps based on geographical area
  • Conveying the appropriate amount of reimbursement info
  • Incorporating market access into larger training strategy

 

2:30 EXCHANGE GROUPS: INCREASING LEARNER BUY-IN FOR MARKET ACCESS & REIMBURSEMENT TOPICS
With the increasing importance of reimbursement knowledge to effectively communicate with potential customers, trainers seek to increase engagement in the topic on the part of sales representatives. Viewed by learners as highly complex and challenging to decipher, topics relating to payer networks and individual healthcare systems will benefit from a fresh approach in order to enable profitable conversations. This peer-to-peer learning session offers an opportunity for sales trainers to share practical approaches to increasing learner engagement on market access and reimbursement topics.

 

3:15 COFFEE & NETWORKING BREAK

 

3:45 BOOSTING THE STRATEGIC VALUE OF LEARNING & DEVELOPMENT TEAMS
Learning and Development teams are often called on to deliver programs on short notice and with limited resources, and going above and beyond to deliver exactly what’s asked is often a part of the job. However, when this approach becomes the norm, it can limit L&D’s impact and position L&D teams—in the eyes of company stakeholders—as tactical resources with limited strategic value. In reality, L&D teams can be powerful strategic partners, contributing greatly to a company’s ability to achieve its goals. To be fully recognized as a strategic partner, this presentation will outline the six key things that any L&D team should do to produce better learning programs, help business partners achieve their goals more effectively, and greatly improve the standing and status of the L&D organization within the company.

 

4:30 STANDING OUT BY FITTING IN: TECHNIQUES FOR CREATING ENGAGING PEER-TO-PEER LEARNING EXPERIENCES

  • Driving credibility of training through strategic peer-to-peer sharing
  • Incorporating interactive stimuli throughout the learning experience
  • Turning around trainee performance through enhanced accountability
  • Methods for incorporating peer-to-peer learning into curriculum

 

5:00 CLOSING REMARKS & DAY 1 CONCLUSION

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