To quote a saying attributed to Einstein, insanity is "doing the same thing over and over again and expecting different results."
If we were to apply that definition to our sales representatives' interactions with their physicians and office staff, how
many might be certifiably insane?
We pose the question somewhat in jest, but it makes an important point: How do we expect our representatives to positively
affect prescribing behavior if they maintain the same approach call after call? If our customers are not responding to our
current methods, then we need to adjust our behavior and recreate the dynamic between rep and physician. If we want a different
reaction, we need to provide a different stimulus.
Subtle alterations
What follows is a list of a few subtle behaviors that may make all the difference in the time your representatives get with
their customers, the way physicians receive your representatives and the reactions physicians have to them. Perception is
reality, and the subtle messages your reps are communicating affect the way they are perceived. Are your representatives:
Change their approach
|
Settling for a signature or getting into product discussions? What are your representatives' actions conveying to the physician? Representatives who define their role by merely accepting
signatures will not be highly valued by their customers. If you request only a signature in the beginning of the relationship,
chances are, a signature is all you will ever get. Coach your representatives to close for more time on their next visit.
Satisfied with casual reminders or consistently providing features and benefits supported by a visual? You teach people how to treat you – with respect or as the person who drops off samples. We have an obligation to represent
our products and our company with pride and professionalism. Our industry helps people live longer and higher-quality lives,
and our representatives have important information to convey. Coach your representatives on how to set customers' expectations
of them – if a representative conveys to a physician that he will provide pertinent product information on every call, then
that is exactly what the physician will come to expect.
Hoping for product use or delivering a solid close? When your representatives are interacting with a physician with whom they claim to have a "great relationship," do they close
effectively? Too often a "great relationship" with a physician produces a soft close based on a fear of jeopardizing the friendship.
Encourage representatives who have sound relationships with their customers to leverage the relationships to gain greater
access and increase the effectiveness of each call; the relationship should positively impact the product discussion, not
prohibit it.
Developing superficial relationships or genuine business relationships? Getting to know each member of the office staff is critical, and managers should ensure that representatives are making "total"
office calls. But physicians and staff members have jobs to do, and doctors are in business to help their patients. If the
majority of your representatives' conversations are not tied to the practice or patients, they may be wasting their customers'
time and will become an expendable part of their day. Our message is not "Don't get to know your customers on a personal
level" or "Conversation on current events is not appropriate." In fact, it is critical to develop personal relationships with
customers, and being friendly is the price of entry for a professional salesperson. Too often, however, sales professionals
think that because they know their customers' kids' names and favorite hobbies, they know their customers and are therefore
driving their business. Some are concerned that if they push their products too hard, they will hinder their relationships
and hurt their sales numbers. As leaders, it is critical that we challenge this thinking. Coach your team members to develop
the skills they need to transition from personal conversation to effective selling dialogue.
Many outstanding sales professionals are highly respected, are liked by their customers and drive sales performance. We suggest that this is mostly because they have taught their customers what to expect from them:
accurate product information, respect for customers' time and worthwhile fellowship. Now go forth and lead!
