In the health sciences industries, there is a need for a unique sales model. In the health care setting there is often no product that is purchased at the conclusion of the call. Instead, a positive ‘sale’ is a verbal commitment to use a particular brand at some point in the future. The other significant difference is the responsibility of the organisation to act with great integrity. The products in this setting are pharmaceutical medicines or medical devices that save lives and provide dramatic improvements to individuals quality of life. There are corresponding side effects, risks and potential adverse events if used incorrectly. Communicating the correct information using up to date evidence-based science is critically important.
Almost all organizations with customer facing teams have a formal sales model that is taught and reinforced over time. Often sales models are structured in a similar way with steps for opening a call, questioning skills, overcoming objections, and closing the call. These models can be useful for inexperienced sales people but if the process is followed too rigidly the discussion can feel stilted and unauthentic to the customer.
When selling to Health Care Professionals (HCP) there is a greater need to establish trust through the demonstration of absolutely correct data. Many sales models are unfortunately designed to be highly transactional. The terminology of ‘target’ and ‘prospect’ concerning HCPs seems inappropriate in this setting. Transactional sales models are fine for one-off customer interactions. In health sciences however, success is about long-term relationships. It is about demonstrating trust over a sustained period of time. Some companies have experimented with sales models designed for long term relationships however they are often designed for capital equipment sales. In many instances these models are not fully aligned with the needs of the health science industries.
So what is appropriate for the health sciences?
The answer can often be found by asking the customer – the HCP in this instance. Did the HCP see value in the call? Did they agree to see the Sales Representative again? One of the most valuable tools a company can use when assessing the success or failure of a sales model is feedback from the HCP. Assuming they are interested in the disease state and product, feedback provides evidence the sales model is appropriate. Questions such as; Did the interaction and discussion help or was it of low value? Of course, sales results are the most tangible piece of feedback however care should be taken to ensure a long-term view is taken.
Moral authority comes from following universal and timeless principles like honesty, integrity, and treating people with respect.
Stephen Covey
The ideal call should feel like a discussion for the HCP. Insight into customer behaviour, beliefs and thinking should ideally be gained through skilled questioning and attentive listening. The ego of the HCP should be maintained through the use of respectful language. Truthful and accurate information should be provided for the HCP. The product or brand should be positioned to the benefit of the HCP, patient and organisation. If appropriate, action can be requested but this is not an expectation for every call. However, an effective call should almost always result in a request of the HCP. This could be in the form of considering an alternative treatment regimen or reviewing a new clinical paper.
A common gap with many sales models is that they teach skills for only one or two situations. For example, many models (as well as associated role plays) are designed for the 1:1 discussion with a HCP for a 10 – 15 min duration. Within the pharmaceutical industry the world-wide data shows more than 80% of calls are now less than two minutes in duration. It can be helpful to group calls into short calls (less than 2min), standard calls (10 – 15min), or long calls (greater than 30min). In addition, Sales Representatives typically interact with one HCP, a small group of HCPs or with large groups. The location also has an impact on the requisite skills. Locations can include private rooms (or surgery), Hospital settings, ‘over-the-counter’ calls, at a symposium or conference, or in a corridor! Finally, different types of HCPs require different presentation of information and data.
Therefore, there is a need to ensure Sales Representatives are skilled in all the required settings as each of these require different skill sets. Sometimes it is a slight adjustment of skills and other times it is a very different set of skills. For example, the skills required to effectively engage a group of six HCPs is quite different to the skills to engage a single HCP. Similarly, an effective 2 minute call requires different skills to a 40 minute call.
Any investment in sales training is an investment in your own gross profits.
Roy H Williams
Idea2outcome can help create a great sales model.
Idea2outcome is ideally positioned to help recreate your sales model to meet the current and future needs of the organisation. Alternatively, we have targeted small programs designed to build and sustain sales skills. For example;
- Creating Short Calls that drive results
- Segmented role play workshops
Call now and see if we have the ideas that will help you achieve a positive outcome.