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Advice You - How to Deliver the Right Message, Every Time
Frustrated CEO's and sales managers express that thought over and over, in one way or another. They're talking about their salespeople, of course. They harbor a feeling that
some of their salespeople just aren't doing what they want them to do, communicating the right message and they don't know what to do about it.
If that thought occasionally passes through your mind, read on.
"What do you want them to do?" I often reply.
Boy – talk about opening a “can of worms.”
That question is often too vague to hold any meaning in today’s world. Years ago, it may have been good enough to just say “get out there and
If that thought occasionally passes through your mind, read on.
"What do you want them to do?" I often reply.
Boy – talk about opening a “can of worms.”
That question is often too vague to hold any meaning in today’s world. Years ago, it may have been good enough to just say “get out there and
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
sell.” But in today’s business world, it’s not enough.
The selling environment has changed; your competition has surely changed and has become more ferocious. Now more than ever... businesses survive and crash based on the message that is being communicated to your prospects and clients, how often it’s delivered... if it’s actually, the right message for you... AND, if your message differentiates you in the eyes of your prospects and clients.
How you develop your key positioning statement, (defined as “the statement” or message that “positions” you in the eyes of your audience as the obvious choice), how you
The selling environment has changed; your competition has surely changed and has become more ferocious. Now more than ever... businesses survive and crash based on the message that is being communicated to your prospects and clients, how often it’s delivered... if it’s actually, the right message for you... AND, if your message differentiates you in the eyes of your prospects and clients.
How you develop your key positioning statement, (defined as “the statement” or message that “positions” you in the eyes of your audience as the obvious choice), how you
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
train your employees on that statement, how you measure their growth and the development of their skill sets and last... how they deliver your message effectively to your audience... are the critical elements to a successful training, marketing and sales plan.
Our economy has grown increasingly complex, many markets are maturing, the demands and expectations of your customers are growing, your customers' choices of ways to satisfy their needs are multiplying, and information technology is growing more powerful and user friendly. All that means is that you need to be much more effective in your sales communicat
Our economy has grown increasingly complex, many markets are maturing, the demands and expectations of your customers are growing, your customers' choices of ways to satisfy their needs are multiplying, and information technology is growing more powerful and user friendly. All that means is that you need to be much more effective in your sales communicat
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
on and directing your sales force than at any time in the past. Successful sales management in the approaching 21st century world requires a more sophisticated answer from you than just "Get out there and sell!”
”Selling MODE” is great, but without gathering the right type of marketing intelligence and information from your prospects... you hamper your success.
Here’s an example: Client “A” owns a small pharmaceutical company. Every month they are analyzing data to determine their market share. They also analyze who the high prescribing physicians are for their drug, as well as for the competition.
They use
”Selling MODE” is great, but without gathering the right type of marketing intelligence and information from your prospects... you hamper your success.
Here’s an example: Client “A” owns a small pharmaceutical company. Every month they are analyzing data to determine their market share. They also analyze who the high prescribing physicians are for their drug, as well as for the competition.
They use
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
that information to make territory and product line forecasts, as well as a basis for developing more sophisticated joint marketing plans with his partner-vendors. I'm sure you'll agree -- that's good information to have. But don't the salespeople do those kinds of things on their own? Do they really need that kind of precise direction from management?
Take a little self-test. Consider each of your salespeople, one at a time. Ask yourself, "Is ...(salesperson's name).... systematically collecting that kind of market information on his or her own?"
On their own? No.
So, what is the first step in getting you
Take a little self-test. Consider each of your salespeople, one at a time. Ask yourself, "Is ...(salesperson's name).... systematically collecting that kind of market information on his or her own?"
On their own? No.
So, what is the first step in getting you
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
r salespeople to start delivering the right message?
Ideally, those things proceed directly from your strategic plan. For example, if your strategic plan says that you want to penetrate a new market segment, then you should expect your salespeople to make X calls per month on that segment, or create X new customers within that segment, or do X amount of sales with that segment, or achieve X amount of gross profit with that segment.
The first step is to develop your strategic plan, and then to create expectations for your sales force that directly support that strategic plan.
If you don’t have a strategic pl
Ideally, those things proceed directly from your strategic plan. For example, if your strategic plan says that you want to penetrate a new market segment, then you should expect your salespeople to make X calls per month on that segment, or create X new customers within that segment, or do X amount of sales with that segment, or achieve X amount of gross profit with that segment.
The first step is to develop your strategic plan, and then to create expectations for your sales force that directly support that strategic plan.
If you don’t have a strategic pl
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
n, it’s time to start developing one. Here’s a shortcut... Begin by creating precise expectations for your sales force. Develop a list of the three to ten most important things (goals) you want them to do (communicating your specific message should be #1).
Bringing in a certain amount of sales or gross profits should be one of them, but only one of them.
Next, make sure that your list of expectations is easily, accurately and fairly measurable. I believe in the acronym SMAART. Your goals and objectives should be:
1. S – Specific. “Improving service” is not specific. How, exactly, will you improve it?
Bringing in a certain amount of sales or gross profits should be one of them, but only one of them.
Next, make sure that your list of expectations is easily, accurately and fairly measurable. I believe in the acronym SMAART. Your goals and objectives should be:
1. S – Specific. “Improving service” is not specific. How, exactly, will you improve it?
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
>
2. M – Measurable. Will you be able to effectively tell how well you are meeting your goals?
3. A – Aggressive. Many people don’t set stretch goals. Identify what you think you can do comfortably, then move the bar a little higher. Ask yourself, What is possible if we get cranking?
4. A – Accountable. Who’s in charge? Who is responsible for making it all come together?
5. R – Realistic. Nothing kills enthusiasm faster than impossible goals.
6. T – Time-Specific. Goals need to be achieved by a certain date or within a certain period.
Look at your goals with creativity. Financial o
3. A – Aggressive. Many people don’t set stretch goals. Identify what you think you can do comfortably, then move the bar a little higher. Ask yourself, What is possible if we get cranking?
4. A – Accountable. Who’s in charge? Who is responsible for making it all come together?
5. R – Realistic. Nothing kills enthusiasm faster than impossible goals.
6. T – Time-Specific. Goals need to be achieved by a certain date or within a certain period.
Look at your goals with creativity. Financial o
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
bjectives are SMAART, and they’re easy to identify. But nonfinancial objectives, such as increasing your customer attitudes towards you and your company, and lowering employee turnover are also SMAART. They’re specific, measurable, aggressive, accountable, realistic and potentially time-specific.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy.
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
But he was sure that there was additional market share to be had in accounts that were not being cultivated. He wasn't automated, and didn't believe his veteran sales force would accurately and thoroughly complete weekly call reports. In addition, he didn’t have an accurate way to measure what “message” the sales force was communicating day to day, week to week.
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
sales to new prospects).
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeo
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeo
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
ple to communicate... those “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of m
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of m
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
nitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but re
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but re
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
ports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR.
□ an easy to use, online "update" form where managers could check off items that were completed and add their comme
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR.
□ an easy to use, online "update" form where managers could check off items that were completed and add their comme
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
nts as to how the employee performed vs the goals that were set.
□ a place where managers could go, whenever they wanted... essentially the forms were online, 24x7 and could be accessed and updated at any time, from anywhere with a computer.
□ instant, real-time feedback - which allowed for actionable information to be at their fingertips, when they needed it most.
□ HR could now benchmark who the "star performers" were, who were on the training and development "fast track" for promotion, in real-time. No longer did they have to wait for monthly updates.
Their ROI was significant - but wit
□ a place where managers could go, whenever they wanted... essentially the forms were online, 24x7 and could be accessed and updated at any time, from anywhere with a computer.
□ instant, real-time feedback - which allowed for actionable information to be at their fingertips, when they needed it most.
□ HR could now benchmark who the "star performers" were, who were on the training and development "fast track" for promotion, in real-time. No longer did they have to wait for monthly updates.
Their ROI was significant - but wit
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
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
essed mostly through the time that they saved and their newly-found ability to make quicker decisions.
Let’s Quickly Review: There are three critical things that we are measuring here: the number of potential opportunities in the pipeline, the message that is delivered, as well as, the effectiveness of our objective “measuring” and tying that back on an individual employee/salesperson basis.
Utilizing the right type of technology can effectively let you deliver your message, measure and train your employees and track your “new quotes”, opportunities or “key positioning” statements, all through one system. T
Let’s Quickly Review: There are three critical things that we are measuring here: the number of potential opportunities in the pipeline, the message that is delivered, as well as, the effectiveness of our objective “measuring” and tying that back on an individual employee/salesperson basis.
Utilizing the right type of technology can effectively let you deliver your message, measure and train your employees and track your “new quotes”, opportunities or “key positioning” statements, all through one system. T
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
he right system would allow you to benchmark and evaluate the effectiveness of your training program, measure it against the actual objectives and goals achieved, while simultaneously delivering the right message to each prospect and client that you touch, every time.
Here’s your action plan...... in a nutshell.
1. Come up with your “positioning statements” – what makes you different? Why should your prospect consider you as the obvious choice over your competition? What elements position you and your company as the experts in your marketplace? These key positioning statements need to be recorded and measur
Here’s your action plan...... in a nutshell.
1. Come up with your “positioning statements” – what makes you different? Why should your prospect consider you as the obvious choice over your competition? What elements position you and your company as the experts in your marketplace? These key positioning statements need to be recorded and measur
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
ed for their individual effectiveness. If you have a way to automate the tracking of these key messages... you’re ahead of the game.
2. Create individual scorecards, by role or position. The scorecards need to contain the criteria and objectives that are important to the success of your campaign. A SMAART goal could be – “deliver 15 new ‘quotes’ in the first quarter”. Another goal could be – “back-sell” or “cross-sell” 1 present client / per month.. into some of your other products and solutions. List these “goals” down the card, include a sign off date, a “rating” – 1-5, and a comments section to document
2. Create individual scorecards, by role or position. The scorecards need to contain the criteria and objectives that are important to the success of your campaign. A SMAART goal could be – “deliver 15 new ‘quotes’ in the first quarter”. Another goal could be – “back-sell” or “cross-sell” 1 present client / per month.. into some of your other products and solutions. List these “goals” down the card, include a sign off date, a “rating” – 1-5, and a comments section to document
.
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
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
results and feedback.
3. Based on the results of #2, develop training courses and presentations that can be scheduled and delivered automatically to those individuals based on the evaluations derived from your scorecards.
What you end up with is a new type of marketing/sales force that is delivering your key message based on their own individual objectives. But most importantly, you now have a “real” method to track the effectiveness of your marketing, as well as the ability to tie-back your individual training directly to performance objectives.
Most business owners think they can just deliver product knowl
3. Based on the results of #2, develop training courses and presentations that can be scheduled and delivered automatically to those individuals based on the evaluations derived from your scorecards.
What you end up with is a new type of marketing/sales force that is delivering your key message based on their own individual objectives. But most importantly, you now have a “real” method to track the effectiveness of your marketing, as well as the ability to tie-back your individual training directly to performance objectives.
Most business owners think they can just deliver product knowl
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
edge, send their salespeople on the road and everything just takes care of itself. Wrong, Wrong, Wrong.
Most games are not won with HOME RUNS. Most games are won by doing all the right things, hitting, fielding and delivering good, sound “pitching” that positions you as the expert and obvious choice for your customers. When you do that and do it right – you sales and marketing programs transform overnight.
And, by using the right technology to manage everything – you maximize your resources, your productivity and your overall effectiveness and can reach the heights that you’ve only dreamt about.
Stay Frost
Most games are not won with HOME RUNS. Most games are won by doing all the right things, hitting, fielding and delivering good, sound “pitching” that positions you as the expert and obvious choice for your customers. When you do that and do it right – you sales and marketing programs transform overnight.
And, by using the right technology to manage everything – you maximize your resources, your productivity and your overall effectiveness and can reach the heights that you’ve only dreamt about.
Stay Frost
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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