‡ In selling, there are many limitations that you need to surpass. ‡ As in constructions, every breakthrough requires new thinking! ‡ To move to another level of differences, you have to think at another level.

‡ ‡ ‡ ‡

A level of differences includes: Different areas of focus. Priorities. And behaviors.

‡ To break through limitations!

‡ Our current performance is reflection of our current thinking. ‡ Breaking through to performance frontier result needs a new level of thinking. or even our thinking six months ago. .

‡ They use every resources available to achieve their ends. .‡ Great thinkers have always found new and novel ways to accomplish their goals.

.

‡ Materials were old and the technology was old. but someone with imagination created a new way of viewing the old situations. .‡ The architects used materials that had been around 50 years and software that had been around 30 years to do structure analysis.

‡ Materials were old ‡ The technology was old. ‡ but someone with imagination created a new way of viewing the old situations. .

Focus.Our journey through Selling excellence: Passion. technologies. Results toward Performance frontier results We must: Move our thinking to another level. . and resources in novel and creative ways. Use our materials.

‡ Small changes in priority.‡ Experience is no grantee of performance frontier results. attitude. . ‡ Performance frontier MR have a very different set of priority and attitude that reflected in their behavior. Rep have similar knowledge and skill bases. and behavior have a big impact on result. ‡ Performance frontier and average med.

‡ They increase productivity and decrease time and no. . achieve their goals as well. of calls needed to move customer along treatment adoption continuum.‡ Develop relationships with everyone in the office. ‡ They focus on the needs others. and in the end.

Adapts message V.Coordinates with teammates . Purposefully probes and listens IV. Call continuity II. Relationship Focused III. Have the will to win VII.I. Direct in closing VI.

both clinical and personal ‡ Takes detailed call notes during and after the call. .‡ Identifies the touch points of continuity. ‡ Creates and agrees to clear next step with the customer ‡ Devises pre-call plans using notes to build the call continum.

‡ Invests in a Business relevant relationship activity seeks common ground. ‡ Focuses on the long term. the end in mind . ‡ Communicates concern and understanding for the customer point of view.

patent types. ‡ Listen to determine customer needs .) ‡ Reads the customer s point of view.e. ect.‡ Asks meaningful questions (i.. treatment paths.

goals. or priorities ‡ Adapts presentation style to meet the customer is on the treatment adoption lifecycle ‡ Sells in relation to where the customer is on treatment adoption lifecycle ‡ Highlights relevant aspects of sales resources .‡ Responds to the customer s concerns.

‡ Refers to specific patient types ‡ Ends with a direct call to action ‡ Implants the message ( memory looping) .

‡ Creatively gains access ‡ Persists in advancing the sale ‡ Stays focused despite setbacks .

‡ 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 .

Unconscious incompetence Conscious incompetence Conscious competence Unconscious competence .

. ‡ It is between conscious competence and unconscious competence.‡ We constantly analyze and change what we do to get the best from situation so we continue to focus on improving.

.

‡ We must find and focus on way to differentiate ourselves on a daily basis. .‡ The pharmaceutical industry is extremely competitive.

.‡ Genuinely building and maintaining relationship with our customers and other customers is everything. ‡ You Need the knowledge base required to complete the sales model and those skills consistently.

‡ There are 3 main steps in high value relationship Model: ‡ Knowledge ‡ Differentiators ‡ Application / Consistency .

product. and competitive knowledge. resource.‡ Our Customer are demanding that we are knowledgeable about: ‡ Industry. ‡ Disease state ‡ Information on customer .

Planning. c. b. planning. Performance frontier Interaction. Ending with the start in mind. . d. Building the relationship.‡ Differentiating skills is powerful tools for performance frontier result. ‡ Differentiating skills include : a. planning.

‡ Building rapport.‡ Projecting the right image (Posture. . Facial Expression. ‡ Listening. Being on time) ‡ Recognizing and adapting to thinking preferences. Dressing and Grooming.

‡ Targeting/ Prioritizing / Analyzing our customers. ‡ Reviewing call notes / touch points. ‡ Setting call objectives. . ‡ Determining resources. ‡ Developing a pre-call strategy / plan.

‡ Purposely probing. .‡ Opening with impact. ‡ Overcoming objections. ‡ Having patience for developing customer s needs. ‡ Obtaining a customer s commitment. ‡ Advancing to a Win/Win situation. ‡ Reaching the right solution at the right time.

‡ Recording call notes. ‡ Setting objectives for the next call. .‡ Analysis the post call.

.

‡ ‡ ‡ ‡ Posture Facial expression Dressing and grooming Being in time .

mostly result oriented- iv. logical. Detailed. iii.they are gregarious. motivational. logical oriented ask for How -they traditionally are very loyal either for people work with or to the processes. Fact and data oriented. and analytical ask a lot of What . Mostly feeling and relationship oriented Ask Who . ii.‡ People have Thinking Preference ‡ Some people: i. Big picture thinkers. they ask Why they are referred to as our ideas . .

You never really know the man until you stand in his shoes and walk around them .

‡ Capturing the message. b. ‡ Helping the speaker : a. . Take a breath before you interrupt.‡ Staying focused. Put your ego on hold. c. d. Prepare to be tested. Know you will have to present a need focused summary of this information. Eliminate destructions.

‡ Rapport building is the art of laying a common ground so everything that is accomplished with the customer a Win/Win. .

‡ Building trust and rapport quickly will differentiate us from the competition. ‡ The four areas we need to focus on are: ± Pacing ± Explaining ± Questioning ± Challenging .

.

.

± Make the call stand out from the crowd.± Focus on the customer and their specific needs rather than 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 ± Organize the presentation and advance the discussion beyond our past calls. .

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

and  The right message at the right time .‡ Targeting is very important part of selling excellence. ‡ Targeting means:  Getting to right customer. with  The right frequency.

.‡ Targeting helps us to prioritize the most important sales call to our best customer to maximize productivity. ‡ We realise that 20% of our customers in our territory make up to 80% of the business.

each with a higher level of value. ‡ The next most important things to do is to write down things you can use.‡ The most important thing to do is take post call note. ‡ There are 5 levels of note taking. .

They see What or who influences the customer ( e.) ‡ What were the specific product benefits that led the customer to agree to change their prescribing. ‡ What impact will this make on their pts. ‡ What are the next steps for both the sales reprehensive and the customer ‡ Set the next call objective and identify what resources you may need to support that objective . etc. data.g.. ‡ What type of pts. guidelines.Facts Insights Agreed benefits and Impact Agreed Action Next call Objective ‡ How Dose the customer manage their Pts. instructions.

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

.

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

.

‡ Customer potential falls into two category: ± Quantities potential . of script that could be generated from a customer group.‡ Potential is defined as the possible no. based on the max. no of prescriptions a particular customer can generate ± Actual prescription volume .

.‡ Customer classified according to Potential/Propensity into: ± Tier 1 ± Tier 2 ± Tier 3 ± Tier 4 ‡ These tier identification help us in targeting appropriately.

Based upon this classification. . ‡ Long-term goal is to allocate resources in order to change prescribing behavior. our sales strategy consist of the following principles: ‡ Over-allocated resources to tier 1 and 2 customer ‡ Under-allocated resources to tier 3 customer ‡ Remove sales force activity from tier 4 customer.

± Competitive dynamic.‡ Our growth rate and market share depend on two major dynamics: ± Treatment adoption dynamic. .

1 Doesn t Recog nize 2 Doesn t Treat 3 Refers 4 Consul ts 5 Treat narro wly 6 Treat Broadl y 7 Treat All 8 Advoc ates .

‡ How do our customers really think about patients. disease states. and treatment ? .

Categorizing the patient type And determining treatment . .‡ What mental processes do they go through when: Recognizing a disease. ‡ What is their follow up strategy if their first line treatment doesn t achieve their goal or if the patient complains of unacceptable side effect.

‡ We must see things from customer point of view: ± Recognizes a disease state ± Categorizes different pts. Type ± Organize the treatment path or algorithm ± Makes dissension about therapeutic tradeoffs .

(B) (A) .

‡ Our role to help the physician manage the transition fro A to B by making change simple. ‡ The most direct way to accomplish this is to break the change into small stages or steps. easy and risk free. .

‡ Focus your resources on each step. ‡ Set a call objective (S.R.M. ‡ Identify key information about the customer s current Treatment paradigm ‡ Develop your incremental A to B shift and incremental steps.A. ‡ Generating an opening with impact statement.T) ‡ Develop your probing strategy. .‡ Identify the customer current position in treatment adoption Lifecycle.

Opening with Impact .

.‡ The opening establishes the purpose of our call and lets the customer know we are there to understand their needs and offer solutions.

‡ Greeting. . ‡ Rapport building ‡ Purpose of call ‡ Initiate business discussion.

Purposefully Probing .

‡ It doesn t do any good to ask professional question if we are not ready to listen to the answer.‡ The real reason we ask question is to uncover needs and understand attitudes. . ‡ It is critical to ask question we already don t know the answer to.

focus on solutions . Impact: implications. IV. Benefit: needs/payoff. consequences. background. roadblocks. Concern: problems. issues. Circumstance Q : situation.‡ CCIB Questions: I. fundamental. III. II.

‡ It is probably best to begin open-ended question with what. and how. why. who. when.‡ Open-ended question invite an extended customer response. .

no or may be answer. Will. ‡ Close-ended questioning often start with Do. . Is.‡ Close-ended question typically get a yes . Have. or limited response and numbers. and Should.

‡ Choice questions give a customer two or more positive option in order to rule out a negative no response. .

Right Solution/Right Time .

‡ When we are patient enough to develop our customer s needs to the point they are ready to take action. this is referred to right time. .

‡ Surface needs. ‡ Action Needs

‡ Are a clear statement of customer\s problem, discussion, or difficulty with current situation. ‡ Typically, Circumstance and concern Questions bring out these surface needs. ‡ Trying to deliver the right message at this time will likely bring on the objections. ‡ Patience is important here, because it is not right time.

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

. Then we have brought our message into benefit/solution terms.‡ There are three supported steps: ± Confirm the action need ± Develop our message from features of our products to the advantages they bring to the customer. ± Gain agreement that the customer understand and value the benefits/solution. Link back to the action needs.

‡ Effectively utilize and allocate promotional tools and recourses. .‡ Develop powerful and meaningful word pictures.

‡ ‡ ‡ ‡ Features Adventure Benefits Linking Phrases. .