selling excel lance

8/8/2019 Selling Excel Lance

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In selling, there are many limitations that youneed to surpass.

As in constructions, every breakthroughrequires new thinking!

To move to another level of differences, youhave to think at another level.


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A level of differences includes:Different areas of focus.

Priorities.And behaviors.

To break through limitations!


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O ur current performance is reflection of ourcurrent thinking, or even our thinking sixmonths ago.

Breaking through to performance frontierresult needs a new level of thinking.


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G reat thinkers have always found new andnovel ways to accomplish their goals.

They use every resources available to achievetheir ends.


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The architects usedmaterials that had beenaround 50 years andsoftware that had beenaround 30 years to dostructure analysis.Materials were old andthe technology was old,

but someone withimagination created anew way of viewing theold situations.


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Materials were old

The technology was old.

but someone withimagination created a

new way of viewing theold situations.


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O ur journey through Selling excellence:Passion, Focus, Results toward Performancefrontier results We must:Move our thinking to another level.Use our materials, technologies, andresources in novel and creative ways.


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Experience is no grantee of performancefrontier results.Small changes in priority, attitude, andbehavior have a big impact on result.Performance frontier and average med. Rephave similar knowledge and skill bases.

Performance frontier MR have a very differentset of priority and attitude that reflected intheir behavior.


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Develop relationships with everyone in theoffice.

They focus on the needs others, and in theend, achieve their goals as well.They increase productivity and decrease timeand no. of calls needed to move customeralong treatment adoption continuum.


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I. Call continuityII. Relationship Focused

III. Purposefully probes and listensIV. Adapts messageV. Direct in closing

VI. Have the will to winVII.Coordinates with teammates


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Identifies the touch points of continuity, both clinicaland personal

Takes detailed call notes during and after the call.

Creates and agrees to clear next step with thecustomer

Devises pre-call plans using notes to build the callcontinum.


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Invests in a Business relevant relationship activityseeks common ground.

Communicates concern and understanding for thecustomer point of view.

Focuses on the long term, the end in mind


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Asks meaningful questions (i.e., patent types,treatment paths, ect.)

Reads the customer s point of view.

Listen to determine customer needs


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Responds to the customer s concerns, goals, orpriorities

Adapts presentation style to meet the customer is onthe treatment adoption lifecycle

Sells in relation to where the customer is ontreatment adoption lifecycle

Highlights relevant aspects of sales resources


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Refers to specific patient typesEnds with a direct call to action

Implants the message ( memory looping)


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Creatively gains access

Persists in advancing the sale

Stays focused despite setbacks


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Takes the lead with all resources

Works directly with co-promote partners

Communicates at a meaningful level and timely basis

Implements a strategy for the global A to B shift


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Conscious incompetence

Conscious competence

Unconscious competence

Unconscious incompetence


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We constantly analyze and change what we doto get the best from situation so wecontinue to focus on improving.

It is between conscious competence andunconscious competence.


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The pharmaceutical industry is extremely

competitive.

We must find and focus on way to

differentiate ourselves on a daily basis.


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G enuinely building and maintainingrelationship with our customers and othercustomers is everything.

You Need the knowledge base required tocomplete the sales model and those skillsconsistently.


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There are 3 main steps in high valuerelationship Model:

KnowledgeDifferentiatorsApplication / Consistency


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O ur Customer are demanding that we areknowledgeable about:

Industry, product, resource, and competitiveknowledge.Disease state

Information on customer


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D ifferentiating skills is powerful tools forperformance frontier result.D

ifferentiating skills include :a. Building the relationship.b. Planning, planning, planning.

c. Performance frontier Interaction.d. Ending with the start in mind.


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Projecting the right image ( Posture, FacialExpression, Dressing and G rooming, Being on time )

Recognizing and adapting to thinkingpreferences.Listening.

Building rapport.


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Targeting/ Prioritizing / Analyzing ourcustomers.

Reviewing call notes / touch points.Developing a pre-call strategy / plan.Determining resources.

Setting call objectives.


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O pening with impact.Purposely probing.Having patience for developing customer sneeds.Reaching the right solution at the right time.O vercoming objections.Advancing to a Win/Win situation.O btaining a customer s commitment.


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Analysis the post call.Recording call notes.

Setting objectives for the next call.


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PostureFacial expression

Dressing and groomingBeing in time


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People have Thinking PreferenceSome people:

i. Fact and data oriented, logical, and analytical

ask a lot of What .ii. Detailed, logical oriented ask for How -they

traditionally are very loyal either for people work with or to theprocesses.

iii. Big picture thinkers, they ask Why they arereferred to as our ideas - mostly result oriented-

iv. Mostly feeling and relationship oriented AskWho - they are gregarious, motivational.


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You never really know the man until you standin his shoes and walk around them


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Staying focused.Capturing the message.Helping the speaker :

a. Take a breath before you interrupt.b. Put your ego on hold.c. E liminate destructions.

d. Prepare to be tested. Know you will have topresent a need focused summary of thisinformation.


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Rapport building is the art of laying a commonground so everything that is accomplishedwith the customer a Win/Win .


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Building trust and rapport quickly willdifferentiate us from the competition.

The four areas we need to focus on are: Pacing Explaining Questioning Challenging


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Focus on the customer and their specific needs ratherthan on own agenda

Formulate a specific strategy for each and every call

Achieve our call objectives Provide a road map for the call that raise both our

customer s and our won confidence Prepare for anticipated objections O

rganize the presentation and advance the discussionbeyond our past calls. Make the call stand out from the crowd.


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Targeting and Productivity Review the Last Call Touch Points of Continuity Potential / Propensity Target Tier


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Targeting is very important part of sellingexcellence.Targeting means:

G etting to right customer, withThe right frequency, andThe right message at the right time


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Targeting helps us to prioritize the mostimportant sales call to our best customer tomaximize productivity.

We realise that 20% of our customers in ourterritory make up to 80% of the business.


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The most important thing to do is take postcall note.

The next most important things to do is towrite down things you can use.

There are 5 levels of note taking, each with ahigher level of value.


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Facts How Dose the customer manage their Pts.;What type of pts. They see

Insights What or who influences the customer ( e.g. data,guidelines, instructions, etc.)

Agreedbenefits andImpact

What were the specific product benefits that led thecustomer to agree to change their prescribing;

What impact will this make on their pts.

AgreedAction

What are the next steps for both the sales reprehensiveand the customer

N ext callObjective

Set the next call objective and identify what resources youmay need to support that objective


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Touch point are areas of interest to thecustomer that we can revisit at the start of call.Touch point either clinical or personal.Personal touch used only when we have arelationship with this customer.Clinical touch might be a particular patiant orpt. type.


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The sales call should be : Specific Measurable Achievable Realistic Time tabled


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Potential is defined as the possible no. of script that could be generated from acustomer group.Customer potential falls into two category:

Quantities potential ; based on the max. no of prescriptions a particular customer can generate

Actual prescription volume


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Customer classified according toPotential/Propensity into:

Tier 1 Tier 2 Tier 3 Tier 4

These tier identification help us in targetingappropriately.


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Based upon this classification, our sales strategyconsist of the following principles:O ver-allocated resources to tier 1 and 2customerUnder-allocated resources to tier 3 customerRemove sales force activity from tier 4

customer.Long-term goal is to allocate resources inorder to change prescribing behavior.


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O ur growth rate and market share depend ontwo major dynamics:

Treatment adoption dynamic. Competitive dynamic.


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Doesnt

Recognize

1 Doesnt Treat2 Refers3Consul

ts4Treatnarrowly

5Treat

Broadly

6 TreatAll7Advocates8


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How do our customers really think aboutpatients, disease states, and treatment ?


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What mental processes do they go throughwhen: Recognizing a disease. Categorizing thepatient type And determining treatment .

What is their follow up strategy if their first

line treatment doesn t achieve their goal or if the patient complains of unacceptable sideeffect.


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We must see things from customer point of view:

Recognizes a disease state Categorizes different pts. Type O rganize the treatment path or algorithm Makes dissension about therapeutic tradeoffs


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(A)

(B)


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O ur role to help the physician manage thetransition fro A to B by making change simple,easy and risk free.The most direct way to accomplish this is tobreak the change into small stages or steps.


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Identify the customer current position intreatment adoption Lifecycle.Identify key information about the customer scurrent Treatment paradigmDevelop your incremental A to B shift andincremental steps.Set a call objective (S.M.A.R.T)

Develop your probing strategy.Focus your resources on each step.G enerating an opening with impact statement.


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O pening with Impact


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The opening establishes the purpose of ourcall and lets the customer know we are thereto understand their needs and offer solutions.


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G reeting.

Rapport building

Purpose of call

Initiate business discussion.


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Purposefully Probing


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The real reason we ask question is to uncoverneeds and understand attitudes.

It is critical to ask question we already don tknow the answer to.It doesn t do any good to ask professionalquestion if we are not ready to listen to theanswer.


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CCIB Questions:I. Circumstance Q : situation, background,

fundamental.II. Concern: problems, issues, roadblocks.III. Impact: implications, consequences.IV. Benefit: needs/payoff, focus on solutions


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O pen-ended question invite an extendedcustomer response.It is probably best to begin open-endedquestion with what, when, why, who, andhow.


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Close-ended question typically get a yes ,no or may be answer, or limited response

and numbers.Close-ended questioning often start with Do,Will, Is, Have, and Should.


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Choice questions give a customer two or morepositive option in order to rule out a negative

no response.


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Right Solution/Right Time


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When we are patient enough to develop ourcustomer s needs to the point they are readyto take action, this is referred to right time.


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Surface needs.Action Needs


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Are a clear statement of customer\s problem,discussion, or difficulty with current situation.Typically, Circumstance and concern Questionsbring out these surface needs.Trying to deliver the right message at this timewill likely bring on the objections.Patience is important here, because it is notright time.


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Are clear statement of customer s want,desire, or intention to act.Typically benefit question will bring thecustomer to point of action.If we are not sure an action need has beenexpressed, take the route of asking moreimpact question and benefit questions.When action needs have been shared, this isthe right time.


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There are three supported steps: Confirm the action need Develop our message from features of our

products to the advantages they bring to thecustomer. Link back to the action needs. Then wehave brought our message into benefit/solutionterms.

G ain agreement that the customer understandand value the benefits/solution.


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Develop powerful and meaningful wordpictures.Effectively utilize and allocate promotionaltools and recourses.


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FeaturesAdventure

BenefitsLinking Phrases.

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