The document provides an overview of Dr. Awais e Siraj's background and qualifications as a course facilitator. It then outlines the topics and objectives that will be covered in the course, including sharpening selling skills, understanding customers, and preparing for communications. The course will also focus on maintaining ethics, continuously improving, and demanding truth from customers and partners. Several diagrams are also included that illustrate concepts like the pillars of pharmaceutical selling and the pharmaceutical sales cycle.
Go through this presentation to know about:
1) What every Medical Representative needs to discover before making Doctor Calls?
2) What lays the foundation for healthy prescription growth?
Go through this presentation to know about:
1) What every Medical Representative needs to discover before making Doctor Calls?
2) What lays the foundation for healthy prescription growth?
Training Program for Medical Representatives by Anup Soans Anup Soans
“Hardknocks for GreenHorn is a good book and very useful tool for any one starting his / her career in Pharma Industry..
It covers all basic concepts i.e Medical Part, Sales Tools, Innovative methods and much more. I strongly recommend this book to be the part of freshers training batch in any Pharma Company. .”
Advanced selling skillsbuilding collaborative relationship
Selling is the art of persuasion, we persuade others because we cannot force them.
We sell products, services, ideas, and we sell ourselves.
Hard Working.
Smart Working.
Emotional Maturity.
Responsiveness to Customers.
Reliability.
Personal Development
Training Program for Medical Representatives by Anup Soans Anup Soans
“Hardknocks for GreenHorn is a good book and very useful tool for any one starting his / her career in Pharma Industry..
It covers all basic concepts i.e Medical Part, Sales Tools, Innovative methods and much more. I strongly recommend this book to be the part of freshers training batch in any Pharma Company. .”
Advanced selling skillsbuilding collaborative relationship
Selling is the art of persuasion, we persuade others because we cannot force them.
We sell products, services, ideas, and we sell ourselves.
Hard Working.
Smart Working.
Emotional Maturity.
Responsiveness to Customers.
Reliability.
Personal Development
Job of a Medical Representative is very challenging. They have to achieve their sales target by generating prescriptions in favor of their products.Here is the list of traits which are needed to become a successful Medical Representative is given below.
"Please donate Rs. 100 to Edhi or any credible foundation on each download as charity"
Author Dr. Awais e Siraj, Managing Director and CEO Genzee Solutions"
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Competency is a characteristic or behavior that underlies exemplary performance. More and more organizations are now beginning to believe that a real change in the organization will be possible only if they change the behaviors of their people.
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Methodology:
Participants will work with universally developed, tested, accepted and adapted tools for taking charge of the competencies they need to change, develop or adjust for strategic life-work roles and responsibilities.
Corporate profile genzee solutions 2013Awais e Siraj
Strategy, Balanced Scorecard, Genzee Solutions, Competency Based Human Resource Management, Competency Framework, Assessment Centers, Pakistan, Competency Based Hiring and Interviewing, Competency Based Employee Development
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
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3. Measures and Reporting in Sustainability
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1. Course Facilitator: Dr. Awais e Siraj
MBBS (KE, 1994)
MBA (SGBS, Glasgow 1997)
Product Manager 1997-2001
Medical and Regulatory Affairs Manager 1999-2003
Business Unit Manager 2003 to 2006
Sales Manager, Boston Scientific Regional Office, Beirut,
Lebanon
Assistant Professor, Department of Management Sciences,
COMSATS, Islamabad.
Publication:
The Art and Craft of Pharmaceutical Selling: GA
Communications, Lahore, 2003.
2. Why are we all here?
To sharpen our ‘selling skills’
To have a better understanding of our customer
To prepare ourselves better for our communication
Foster an insatiable will to win
Victory belongs to those who want it most
Be constantly impatient with the status quo
Remain highly ethical at all times
Demand to hear the truth from our customers and
our business partners.
Focus on continuous improvement
3. Medical
KNOW-
Market LEDGE
Product
Theoretical
SELLING
Anlytical SKILLS
Pragmatic
Pillars of Pharmaceutical Selling
Attitude
APTI-
TUDE
Passion
4. Patient, Efficacy
Job, Salary, Safety
Targets Cost effectiveness
Incentives
Cure, Cost
Information Prescription
Queries
Fee
s
Medical Representative
ine
Doctor Patient
di c
ey
Me
Sa
Mon
les Manufacturer, Importer
m ans Ch
Sa hi p or Distributor em
lar i st
y, s
Be Medicine
ne
fit
s
Money
The Pharmaceutical Sales Cycle
5. The Art of Pharmaceutical Selling
Basics
Pharma companies and their salespeople
Positive frame of mind
Goal setting – the key to success
Mission statement
7. The Art of Pharmaceutical Selling
Gear up for sales call
Pre – Call Planning
Who are your customers?
Know your customers
Examining your wardrobe
Timing
Rehearsal
10. The Art of Pharmaceutical Selling
Taking care of your means of transport
Traveling
Distribution and distributors
Chemist first!
Arrange your belongings
While in the waiting room, observe
Liaison with gatekeepers
Shaping initial discussion
11.
12. PROSPECTING
Identify markets, segments, competition and
requirements needs to be met
To find potential customers; to Qualify, Classify and
Categorize
Basis for the strategy for the Sales call
Proper allocation of time and frequency of sales
calls.
A continuous process ; all changes must be known
at all relevant levels
13. Pre-call Planning
Align your objectives
Do you have a clear call objective?
Is the objective identified on your strategic
direction?
Is the objective S. M. A. R. T?
What can you offer that may be of interest
to the customer?
14. Pre-call Planning
Do you have a clear call
objective?
Secure a purchase order for 100
packs of a specific injection by the
end of the day
Gain commitment from a targeted
physician to a 6-week evaluation of
a specific new product
15. Pre-call Planning
Is the objective identified in your
strategic direction/Performance
Goals?
Confirm that it is a priority for your territory
and division
What tactics are linked to this particular
strategy?
Does your plan support the chosen tactics?
16. Pre-call Planning
Is your objective
S.M.A.R.T?
S pecific
M easurable
A chievable
R elevant
T ime-bound
17. Pre-call Planning
Do you have what they want?
What influences them: Your Offerings:
Third-party references Clinical support
Revenue to the hospital Financial savings plans
Delivery Support Free delivery
Product Availability Next day service
Recognition International data
Full line supplier Broad product portfolio
Innovation and technology Proprietary technology
Price Price discounts
Technical Support Product in-services
Relationships Professional support
Congress involvement. Symposia coordination.
18. Pre-call Planning
Sales Tools
Do you have all the tools and
resources you need to
conduct a complete call?
Are you carrying a complete
sales bag into every call?
19. The Art of Pharmaceutical Selling
Lights, camera, action
The sales call
On the stage
First impression is the lasting
impression
Remember the name of your doctor
Know your lines
20. The Art of Pharmaceutical Selling
Lights, camera, action
Make it natural
The speed of your speech
The game of feature and benefit
Own “their” concerns
Patient’s pocket is the decision-
maker
21. The Art of Pharmaceutical Selling
Bridging
Mode of communication
Credibility
Make them feel special
Value proposition
22. The Art of Pharmaceutical Selling
Active listening
Selling with evidence
Adopt a proactive attitude
Discuss with confidence
Research and generics
23. The Art of Pharmaceutical Selling
Impress them with numbers
Repeat the name of product time and again
Ready made answers
Short and long calls and a few in between
Negotiations
Apprehensions
24. The Art of Pharmaceutical Selling
Convenience
Different strokes for different folks
Choose your words carefully
Tell them about the old days
Managing time
Talking to a group of customers
When the day is just not right!
25. The Art of Pharmaceutical Selling
Selling skills
Opening
Probing
Reinforcing
Gaining commitment
Objections
Misunderstanding
When the customer is right
Uninterested customer or satisfied with another product
Disbelief
Closing
Complainers are most loyal customers
Is that all about “selling skills”
29. Selling Skills
Basic steps to an effective sales
call:
Opening
Exercise:
Write an opening statement of your
call and share it with your colleagues
30. Selling Skills
Basic steps to an
effective sales call:
Opening
Probing
31. Selling Skills
Basic steps to an
effective sales call:
Opening
Probing
Reinforcing
32. Selling Skills
Basic steps to an
effective sales call:
Opening
Probing
Reinforcing
Offering a Solution
33. Selling Skills
Basic steps to an
effective sales call:
Opening
Probing
Reinforcing
Offering a Solution
Handling Objections
34. Selling Skills
Basic steps to an
effective sales call:
Opening
Probing
Reinforcing
Offering a solution
Handling Objections
Gaining commitment
35. Building a Call
Gain
Commitment
Handling Objections
Offering a Solution
Reinforcing
Probing
Opening
36. Openings
What defines of a strong
opening?
Of interest to the customer
Successfully gains favorable attention
Identify why you are there
Consistent with your call objectives
Tailored to the customer’s profile
Encourage the customer to further discuss.
37. Reinforcing
What is “reinforcing?”
Statements which…
Paraphrase the physician concerns
Confirm “the need”
Establish a sense of urgency in the
eye of the customer.
38. Reinforcing
Why do we “Reinforce?”
Add value to the approach in the eyes
of the physician
To establish a strong need for the
product or program you wish to
introduce.
39. Offering a Solution
What does the solution statement
accomplish?
It fulfills the customer’s new found “need”
It builds value to the product or program you are about to
deliver
It serves as a problem solving statement to the
conversation
It gives you the right to get a prescription or
introduce a program.
40. Gain Commitment
Implied needs versus specific needs
Implied Needs:
When the customer states dissatisfaction
When the customer agrees that his/her current modality or drug has
a shortcoming but they can “live with it”
Explicit Needs:
When the customer specifically states that he/she wants or needs to
make a change
When the customer suggests the next action steps.
41. Gain Commitment
Before planning the follow-up call,
consider:
How do I feel about the call?
How effective was my plan?
Did I accomplish/advance my call objective?
What went well that I should keep?
What didn’t go well that I should change?
What do I see as the next step with this
customer?
42. Selling Skills – Handling Objections
Brainstorming on common
objections...
Product performance / desired outcome
Price
Product familiarity
Product reliability (actual and perceived)
Clinical need / relevance to practice.
44. Why are we scared of objections?
We are scared that the customers
ask for more favors than the
business they generate for us.
We are also scared of
responsibility.
Scared of critique and criticism
45. Part I Objection Types
Misunderstanding
When the customer is right!(Real
Objection)
Uninterested customer or satisfied
with another drug (Lack of Interest)
Skepticism/Disbelief
46. Misunderstanding
An erroneous impression about the
characteristics of a product or company
Usually develops when the customer
fails to get a first hand knowledge of your
products or the company
It can also be due to lack of proper
communication in the previous calls
whereby the information was
communicated in a crude manner
47. Misunderstanding
It is also possible that your
company representatives have
never visited the doctor before
and hence his information about
the product or the company is
derived from not very reliable
sources
48. Real Objections
When the customer is right!
Know the difference between a
misunderstanding and a real objection
There is hardly any ideal drug available
in the market.
So any customer can come up with an
objection, which is true in letter and
spirit
49. Lack of Interest
Uninterested customer or satisfied with
another drug (Lack of Interest)
An uninterested customer is usually the one
who is prescribing an old and established
product from a competitor and is quite satisfied
with it.
This kind of customer is usually the one who
hates change and is not willing to take risks,
whether it concerns his own practice, his
personal life or a new medicine
50. Skepticism
Skepticism/Disbelief
Disbelief or skepticism comes usually from
a very choosy customer.
Unfortunately a live demonstration cannot
be made in case of pharmaceutical
products. (Unless it’s an instrument or a
procedure)
Hence you will have to rely on the clinical
trial data and published scientific evidence
in leading medical journals
53. Objections
The rule for handling objection
is simple:
“Do whatever it takes to make
things right when things go
wrong – No matter what” T. Scott
Gross (1998)
54. Handling Misunderstanding
Misunderstanding can be detected
through customer signals
Customer signals can only be picked
through active listening
Hold for a second
Probe very gently for further clarification.
Do not embarrass the doctor by saying,
“What are you talking about? Your
argument is totally baseless.”
55. Handling Misunderstanding
You need to do it very delicately and in a
very sophisticated manner like:
“I think I could not make you
understand………….”
“You will be delighted to know that this is not
actually the situation but………..”
Provide the correct information
Repeat the same for a permanent
impression on the doctor’s mind.
56. Handling Real Objections
If it is an unquestionable weakness of your
product, you cannot deny it.
Simply probe to clarify and differentiate between
a misunderstanding and a real objection
Acknowledge the concern of your customer
The customer will develop a lot of empathy
towards you.
Reduce the impact by describing a benefit that
really supercedes the deficiency
57. Handling Real Objections
You can also make a comparison with other
products in the market if this is a common
problem
Clinical and published data can be used as
support to prove that the specified problem
is rare and/or transient
Your marketing department should also
provide you a strategy to deal with such
specific situations.
58. Handling Real Objections
One of the training corporations based in USA
suggests to follow the “five A’s” principle in
such situations:
Acknowledge
Apologize
Accept
Adjust
Assure
Don’t forget to reemphasize the point and
secure commitment.
59. Handling Lack of Interest
An uninterested customer is usually not very
talkative.
A series of closed probes (well thought out
obviously) can expose his need
Open probes are not usually successful
because an uncommunicative customer would
not like to reveal the shortcomings of his
favorite product.
it is not advisable to push him to the wall
A prerequisite of this, however is a thorough and
60. Handling Lack of Interest
Do not attack head on
Always use a diplomatic
approach
Once done, you can
emphasize your point and then
ask for a commitment
61. Handling Skepticism
Addressing only the point of concern
Defying it through means of
scientific evidence
Reemphasize and explain the
benefit
In the end, try to secure
commitment
62. Final Word!
One word says it all!
Listen
Listen
Listen
Listen
64. Selling Skills – Handling Objections
Acknowledge Demonstrate that you understand
Probe Uncover what is most important
Answer Respond with a solution
Confirm
Verify that the solution is adequate
65. Selling Skills – Handling Objections
Verify the solution is
adequate
Test for confirmation by suggesting the
next step of action.
“Doctor, if I can demonstrate to you that
the < drug > addresses your concern, will
you be willing to evaluate its performance
in an actual procedure?”
66. Selling Skills – Closing the
Salethe sale ONLY after you have completely
You close
resolved the customer’s objection
If you believe you have completely resolved the
objection, you should attempt a “trial close”….
“So doctor, now that I’ve shown you all the data,
would you agree that < drug > offers < needed
benefit > which directly addresses your concerns?”
67. Selling Skills – Closing the Sale
If the customer agrees to the
“trial close”, you have the right to
attempt a “hard close” by asking
for the business.
68. Selling Skills – Closing the Sale
The “hard close”
“Doctor, since you agree that <
product > offers those benefits
which are most important to you
and your patients, would you be
willing to use it as your primary
modality in every case?”
69. The Art of Pharmaceutical Selling
The “marketing mix”
Literatures/folders
Prescription pads
Clinical studies
Gimmicks and giveaways
Sponsorships
Clinical seminars and congresses
70. The Art of Pharmaceutical Selling
The “marketing mix”
Group discussions and round table
meetings
Opinion leader lectures and speaker
programs
Selecting a speaker
Arranging a speaker program
Lunch/dinner or tea
Use of phone, e-mail and mailings
Internet/ e – marketing
Days to remember!
71. The Art of Pharmaceutical Selling
After the sales call
Retain Business
Establish relationships
Relationships with medical students & fresh
graduates
Post call analysis
Follow ups
Repeat calls
73. Retaining the Business
How do you protect your
current business?
How do you ensure that new
business “sticks?”
Is the approach different for
each scenario?
How can you increase the
customer’s “mind share” of
your company?
74. Retaining the Business
Possible ways to accomplish both:
Communicate to all
Conduct in-services (RTM’s, Group Promos etc.)
Leveraging Marketing Support
Review your price structure and give feedback
Continually upgrade to new technologies
Continually reinforce current technologies
Develop additional end users.
75. Retaining the Business
Conduct frequent meetings
Give your physicians enough
opportunity to gain confidence on the
drug before the first prescription
Have you set proper expectations
regarding the performance?
Collect quick feedback on initial cases.
What about existing business? How
often do we in-service these products?
76. Retaining the Business
Ensure proper
placement
Are your products
Conveniently available
At the nearby pharmacies
In the hospital stores
77. Retaining the Business
Review your price points
Is your pricing in line with the market?
If your company is at a premium price, does the
customer justify this difference?
Can you bundle other items into the agreement?
What about rebates?
78. Retaining the Business
Continually upgrade services
Strengthen your position with the best
practices available
Don’t be content with your initial
offerings
Next generation drugs increase your
value and can eliminate possible
competitors.
79. Retaining the Business
Continually Reinforce Current
Technologies
Maintain regular dialogue on the
performance of your drugs currently being
used
Re-confirming customer satisfaction with
existing technologies reestablishes your
position as the market leader.
80. Retaining the Business
Develop additional
Customers
Don’t stop with just one doctor
Who else potentially see the cases in
the same facility?
What about other departments in the
hospital?
81. The Art of Pharmaceutical Selling
After the sales call
Retain Business
Establish relationships
Relationships with medical students & fresh
graduates
Post call analysis
Follow ups
Repeat calls
82. The Art of Pharmaceutical Selling
Something more
Exploring the hidden agendas
Cultures & traditions of different cities & localities
Cost of one call
Use your own head in addition to product
manager’s
Fight on pricing? Should you?
Don’t pretend to know everything
Do “they” know everything?
83. The Art of Pharmaceutical Selling
Never argue
Don’t be too predictable-be different
Taking risks
Working at odd hours
Controlling your temper
Institutional/hospital selling
Joint sales calls
So! Was it a good day or a bad day?
84. The Art of Pharmaceutical Selling
It isn’t fun if it’s easy
“No medical reps please”
Competitor loyal
Apathetic doctors
“I am the authority”
Analytical and critical doctors
Loyal and non loyal customers
85. The Art of Pharmaceutical Selling
Evaluate thy “self”
Make yourself dearer for the employer
Climbing up the ladder by volunteering
“Furlough”
“kaizen” training and learning
Choose your future today
86. The Art of Pharmaceutical Selling
Motivation
You are master of your success
Are you Mr. Perfect?
Managing your stress
Ride the change lion
Self respect
87. The Art of Pharmaceutical Selling
PHARMA SALES
IS IT AS SIMPLE AS 2 + 2 = 4
SMILE, LAUGH AND TAKE IT EASY!
RELAX AND HAVE FUN
Consider your objective for the call. Is it clear cut? Is it consistent with the priorities of the division? Is it S.M.A.R.T? Finally, what can you offer that is of interest to the customer to support both your objectives and his/her needs.
What are you trying to accomplish in the sales call?
Ask: “How many of you know what a strategic Map is? Of those of you who raised your hand, can you identify off the top of your head the priorities your MM or BUM has listed on your specific divisional country strategic map? If we pursue the tactics our Marketing Manager has given us the direction to pursue, are we prepared to support them? Do we have the proper currencies to support such an endeavor? We will discuss in a moment the important role of “value-adds.”
Why is a S.M.A.R.T objective?
Ask: “Who can tell me what a value-add is?” As a business consultant, Boston Scientific offers many programs and areas of support which are in line with the customer ’s interest – you just need to identify the match.
Some of the support we can offer comes in the form of the sales tool. When we spend time in the field, we should evaluate whether our Territory Managers are utilizing the most current and effective tools available. Also, be honest with yourself; how many Territory Managers are bringing a complete bag into every call? If they are not using one when they are with you, then how under prepared are they when working alone?
Welcome to the selling process segment of the Boston Scientific International Sales Model, “ASK.” The medical drug industry as we see it today is both highly competitive and constantly changing. In order to keep up with the frequent demands of the sales representative ’s daily activities, our field-based team must be fully prepared to confidently and consistently address the uppermost needs of the customer. Without identifying a true “need,” the long-term commitment from the customer will never take root.
A successful rep is able to establish the clinical need by first uncovering a weakness, or shortcoming, in the clinician ’s current modality. At this point, although a need is established, customer commitment is not obtained until the clinician believes that Boston Scientific offers a viable solution to this newly discovered necessity. Later in the program we will spend time on how to successfully establish and address this clinical or technical need.
In the ASK model, there are 6 steps to a successful sales call.
Strong opening.
Probing questions – quite frankly something we don ’t do enough of.
reinforcing.
Offering a solution.
Offering a solution.
And finally, gaining a commitment from the customer. During this segment we will discuss the ways to confirm whether or not the commitment is one we can depend on or if it is simply a statement from the customer implying: “I’ll try it for a while.”
It is important to recognize that no step can be skipped to obtain a true commitment. At the end of this program if you and your team were to look back at your discussion and discuss which step you felt is most critical, there would most likely be mixed opinions, which clearly indicates that no step is un important.
Ask: “What defines a strong opening? Consider what you have seen or used that works and what has not in your reply.” The Territory Manager must recognize that without a strong opening, the conversation can come to an abrupt halt. If the customer does not see the benefit in continuing the conversation, you will never hold their attention long enough to gain a sustainable commitment in the long run.
Ask the group: “What is reinforcing?” Let them take their time in replying. You will get anything between a quiet room and mixed opinions. This is typically the step of the selling process TMs struggle with the most. The most successful reps are able to implicate in a professional way. Remember, you are not looking to correct their current choice of treatment as much as uncover a possible “better way” of approaching a disease. All physicians are interested in improving outcomes, but you need to be careful in your approach when you implicate.
Now that you have reviewed examples, to emphasize the importance of this step of the selling process, take some time discussing how critical it is to effectively implicate. reinforcing is how we establish the need . Everything before simply sets it up, while everything after is nothing more than “fixing” the identified problem.
“ Now that we have successfully implicated, it is time to offer a solution. What does the solution statement accomplish?” The most important point of this slide is the last one. The solution statement gives us the right to show a product (or introduce a program). Too many times the TM holds the product in their hands during the previous 3 steps (opening, probing and reinforcing). When they do this, the customer is looking at the drug, without giving any attention to the conversation. In a situation like this, the customer will typically make their decision before we even have the opportunity to probe.
Regarding the need, we need to discuss the difference between an “implied need” and an “explicit need.” There is a big difference between the two, and although an implied need may lead to a purchase order, only the explicit need leads to repeat orders – the true indication that the customer has converted.
Immediately after an unsuccessful sales call, a smart sales rep learns from a bad experience by considering the following: “ How do I feel about the call?” “ How effective was my plan?” “ Did I accomplish or advance my call objective?” “ What went well that I should keep – or reinforce?” “ What didn’t go well that I should change?” “ What is the next step with this customer?” These questions will help us learn from our mistakes and better prepare us for the next face-to-face visit with a given customer.
Ask; “What are we hearing out there as far as customer objections go?” Answers will come readily from the participants with those listed on this slide being some of them.
Walk the participants through the 4-step process.
After submitting this secondary solution – that which addresses the objection to our first solution – we now need to confirm that the customer is no longer hesitant to commit. Suggesting the next step of action will certainly accomplish this.
Since we are dealing with a customer who has objected at least once, this slide is one you need to spend some time on. Customers who did not agree to your first suggested solution may not still be ready to commit. If the sales force believes that they have addressed all objections and the customer is ready to commit, they can “test the water” with a trial close.
With an agreement to the trial close, the sales rep has successfully achieved the customer ’s full commitment and a hard close is now in order.
An example of a hard close. It may seem like we are asking for a lot in this particular example, but if the rep has truly addressed all objections, it is both necessary (and appropriate) to ask for a full commitment.
Welcome to the final stage of the ASK Sales Model – Retaining the Business. The competitive landscape in today ’s medical industry is extremely challenging, and with that, business can be lost as fast as it is gained. For any Sales Representative just joining the company (and obviously new to their territory), the first priority is to protect the business we currently have while the second priority is to gain new business. This workshop offers suggestions on how to best accomplish both.
Walk the group of attendees through this series of questions. Do they see a difference between the methods used to gain new business and those used to protect current business? There should be a lot of similarities between each. Ask the room: “What do we mean by ‘mind share’?” Mind share is the definition of how quickly, how often, and how passionately Boston Scientific comes to mind when the customer is asked the following question: “Who is the leading supplier of minimal invasive drugs in your field?” Be sure to emphasize that when managing a territory, the cost of gaining a new customer is significantly higher than the cost of maintaining current business.
Ask: “What are some of things we do today to help protect our current base business while ensuring that new business “sticks?” Some refer to the regular practice of these habits as “installing” a product. Installing a product is nothing more than conducting the everyday tasks that support continued and successful use of a drug within the account.
Conducting in-services. In-servicing the customer is critical when installing a new drug. Anyone involved in a procedure when a new technology is introduced needs to fully understand what their responsibility is. To ensure a successful transition to a new technology, it is sometimes best to make ourselves available for the first few cases. Now, regarding existing business, ask the group: “What is at risk if we don’t re-visit older technologies when scheduling in-services?” Hospital staff can become unfamiliar with a drug if it is not used on a regular basis. On-going educational programs will help prevent this.
Proper inventory is critical. Express to the sales force that after all the work they have done, the last thing they need to see is limited drug usage because of a lack of appropriate inventory on hand. Each end user has his/her specific sizes they prefer. These product codes must be identified to ensure availability at the time of the procedure. Also, it is important to identify who keeps inventory and places order requests with materials management. These individuals need to be well informed. As far as competitive inventory is concerned, knowing how much is on hand and who uses it will help determine account penetration and whether this inventory poses a threat to usage of specific BSC drugs.
Discuss with the team the importance of pricing by reviewing each point above. If the customer sees your drug as a premium (clinically or technically) then charging a higher price should be justifiable – but you may still need to confirm their acceptance. Briefly discuss contracts and bundling as they pertain to the local marketplace. Both can be used to leverage and protect business if done properly.
This slide uncovers a major mistake even the veteran rep can make – staying content with a customer using an old generation technology due to the mindset of: “As long as they’re happy, I’m happy. Besides, I still do have the business.” This mistake opens the door for the competition to steal your business with today’s technology. Stress how keeping all customers abreast of current developments in technology will best prevent the competition from sneaking in where we least expect it.
Regular conversation on the effectiveness of BSC drugs the clinician is currently using will reconfirm why the customer ever committed to BSC in the fist place. This “soft sell” approach may take only a few seconds to do, but will strongly re-establish our position in the marketplace as the industry leader.
Finally, reaching outside the comfort zone of your everyday lab to seek out additional end users is a great way to increase overall drug usage in a given account. Ask yourself: “Who else would benefit from this technology based on the patients they treat?” Use the success of your current users within the same account as third-party references.