Advice You - Business

Read almost any book about sales and you’ll see some reference to, “you need to have a good attitude.” So what does that mean? Sometimes my most effective selling is when I have a “bad attitude

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

” -- when I’m more discerning and skeptical about whether a prospect has money or is willing to make the change. I get tougher then and force the prospect to fit into my procedure. So for the p

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

urpose of this article, I’d like to redefine attitude and not talk about it in terms of good or bad, but instead “what attitudes to have.”

1. My value can be found nowhere else. <

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

/b>

Most high-income sellers are in the business-to-business environment. And in that atmosphere, you must bring value with your knowledge, experience, and observations in a market.

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

So even though you may sell the same type of solution that another company sells, your solution is enriched by you being in the process. High achievers understand that their products or service

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

are better because of their expertise and wisdom. The elite high-income seller has the attitude of “my total solution brings value because the prospect won’t be able to find my value from anyo

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

ne else.”

2. If I want more, I contribute more.

The highest achievers realize something that the average performers don’t. If you want to earn more money, you have

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

to contribute more value and solve more problems for your customer. We say in our training, “if you want to make more money, solve bigger problems.” So when you work on your quarterly goals, s

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

top working on what you can get out of the market and start working on what you can contribute to the market in terms of value and solutions to problems. Then, when you make a sales call or att

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

end a sales prospect meeting, you won’t be a needy, begging sales person. You’ll be a contributor at a higher value.

3. There is a never-ending supply of client pain.

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
The elite sellers--the top one percent--know that even when a market is soft (no budgets) it doesn’t mean there’s no pain in the customer base. So the high achiever is always focused on the p
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a
roblems that he or she can solve and not focused on the budgets that aren’t there. Budgets follow beliefs. If the prospect believes he has a problem and believes it’s worth solving, budgets hav
dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod
e a way of making an appearance.

4. My baggage doesn’t matter.

Let’s face the fact that we all have unwanted baggage. That little tinge of fear when we get ready t
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
o ask a question that we know we should ask, but some how it just doesn’t roll off our tongue. The average performer decides he will wait to ask the question later. The high sales performer doe
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
sn’t let his baggage get in the way of the right question to ask (or the right comment to make). In a sick sort of way, your baggage gets in the way of your customer getting his problem solved.
t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
You don’t want to have that on your mind when you go to bed tonight, do you?

5. I am hyper-discerning about my time.

It’s easy to say, “be discerning,” but with al
ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust
l the distractions and demands on our time, it’s hard to execute that attitude. So what do high sales achievers do with their time? In the sales environment they create standards of conduct tha
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
t they demand from the prospect. If on the first phone call, the prospect doesn’t want to share any of the problems they’re trying to fix then they have broken the first code of conduct and the
.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
high achieving sales executive should move on. If, on the first face-to-face meeting, the prospect refuses to tell how much money this problem costs them to have, then again, they’ve broken a
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip
rule of conduct. The sales executive must move on. Set your code of conduct on what you expect from prospects and don’t deviate. That makes it easier for you to ‘let go’ at the appropriate time

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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Advice You - High-Income Seller Behaviors: 5 Attitudes A Sales Executive Must Have To Close The Deal

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