Studies have shown that it can take anywhere from five to eight calls to get a doctor to selectively use a new or existing product. These statistics are based on the representative targeting the proper doctor and effectively delivering a consistent message on each call.

Research by the Medical Communications Center and the Atlanta-based benchmarking company Metamorph Inc. shows that trainers can get representatives to reduce the number of calls it takes to convert doctors if they train reps to:

1. Understand the significance of the fact that doctors are problem-oriented, not product-oriented.

2. Appreciate the fact that all doctors must go through a specific, learned process in order to use a product.

3. Recognize which stage of the process the doctor is in so they can provide the specific information the doctor needs to accelerate the process.

4. Present clinical information in a format the doctor can easily understand so he or she can make a favorable decision to use the product.

Metamorph has documented that training in these areas increases representatives’ ability to gain mental access, extend their calls and decrease the number of calls it takes to get the doctor to make a favorable decision to use their products. In this article (the first of a series) we will discuss points one and two above.

Problem, not product

As a result of their training, doctors are problem-oriented, not product-oriented. After all, doctors are in the problem-solving business. Patients come to doctors with their problems, and the doctors’ job is to solve them.

Representatives are product-oriented. Their job is to get doctors to use their products by showing how their products are the solution to doctors’ problems. Fair enough. So what’s the issue here?

Unfortunately, doctors hear this more often than not: “Hi, doctor. Let me tell you about our product. It’s more effective and safer. Will you use it?” What most doctors think when they hear this is: “Why do I need another product? What problem does it solve for me?” They then say, “I’m happy with what I’m using now.” Sound familiar?

So it is very important to train your representatives to lead with a problem the doctor may have that your product will solve. This leads us to point number two: All doctors are trained to go through what I call the “Doctor Problem Solving Process” in order to: diagnose, treat and manage patients; evaluate the clinical literature; evaluate new and existing treatment options; and develop and change their clinical behavior and prescribing habits.

This is a methodical and analytical process that physicians are taught in medical school and use daily the rest of their lives. The decision to try a new product or convert to an existing one doesn’t come until the end of this formal process. Keep in mind that this process could take minutes, hours or even weeks. It all depends on how quickly doctors get the information or answers they need.

In order for the doctor to want to start the process, the representative must initiate the process by identifying a real problem the doctor faces. Unfortunately, many times the problems identified are not really the doctor’s problems, but are the features and benefits of the product. Or they may be patients’ problems, not the doctor’s problems.

Just think of how many times you have presented a problem to a doctor and heard, “I don’t see that in my practice.” You say to yourself, “How can this be? The doctor has to see these problems.” The issue is that yes, the physicians may see them, but they may not perceive them as problems worth discussing – let alone going through the hassle of changing their prescribing habits.

Another issue can be the way problems are presented. When asked, “Doctor, do you see this in your patients? When you treat ______ with ______, do you see ______?” many doctors say no. They do this because they perceive these types of questions as accusatory or implying that they don’t treat properly. Add to this the fact that many physicians may not want to admit they have problems, especially to representatives.

Representatives are very well trained in assessing their customers’ needs and problems. But now that many calls are 15 to 60 seconds in length, there isn’t time to assess problems and needs. Train your representatives to know their customers’ real problems – the ones that will pique their doctors’ interest.