m In selling, there are many limitations that you

need to surpass.

m As in constructions, every breakthrough

requires new thinking!

m To move to another level of differences, you

have to think at another level.
m A level of differences includes:
m Different areas of focus.
m Priorities.
m And behaviors.

m To break through limitations!

m !ur current performance is reflection of our
current thinking, or even our thinking six
months ago.

m Breaking through to performance frontier

result needs a new level of thinking.
m ˜reat thinkers have always found new and
novel ways to accomplish their goals.

m They use every resources available to achieve

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

m The technology was old.

m but someone with

imagination created a
new way of viewing the
old situations.
° !ur journey through ¦

 

 
Passion, Focus, Results toward Performance
frontier results We must:
ї Move our thinking to another level.
ї Use our materials, technologies, and
resources in novel and creative ways.
m Gxperience is no grantee of performance
frontier results.
m Small changes in priority, attitude, and
behavior have a big impact on result.
m Performance frontier and average med. Rep
have similar knowledge and skill bases.
m Performance frontier MR have a very different
set of priority and attitude that reflected in
their behavior.
m Develop relationships with everyone in the
office.
m They focus on the needs others, and in the
end, achieve their goals as well.
m They increase productivity and decrease time
and no. of calls needed to move customer
along treatment adoption continuum.
I. Call continuity
II. Relationship Focused
III. Purposefully probes and listens
IV. Adapts message
V. Direct in closing
VI. Have the will to win
VII.Coordinates with teammates
m Identifies the touch points of continuity, both clinical
and personal

m Takes detailed call notes during and after the call.

m Creates and agrees to clear next step with the

customer

m Devises pre-call plans using notes to build the call

continum.
m Invests in a ͞ Business relevant ͞ relationship activity
seeks common ground.

m Communicates concern and understanding for the

customer point of view.

m Focuses on the long term, the ͞end in mind͟

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

m Reads the customer͛s point of view.

m Listen to determine customer needs

m Responds to the customer͛s concerns, goals, or
priorities

m Adapts presentation style to meet the customer is on

the treatment adoption lifecycle

m Sells in relation to where the customer is on

treatment adoption lifecycle

m Highlights relevant aspects of ͞sales resources͟

m Refers to specific patient types
m Gnds with a direct call to action
m Implants the message ( memory looping)
m Creatively gains access

m Persists in advancing the sale

m Stays focused despite setbacks

m Takes the lead with all resources

m Works directly with co-promote partners

m Communicates at a meaningful level and timely basis

m Implements a strategy for the global A to B shift

Unconscious incompetence

^onscious incompetence

^onscious competence

Unconscious competence
m We constantly analyze and change what we do
to get the ͞best͟ from situation so we
continue to focus on improving.

m It is between conscious competence and

unconscious competence.
m The pharmaceutical industry is extremely
competitive.

m We must find and focus on way to

differentiate ourselves on a daily basis.
m ˜enuinely building and maintaining
relationship with our customers and other
customers is everything.

m You Need the knowledge base required to

complete the sales model and those skills
consistently.
m There are 3 main steps in high value
relationship Model:
m Knowledge
m Differentiators
m Application / Consistency
m !ur Customer are demanding that we are
knowledgeable about:
m Industry, product, resource, and competitive
knowledge.
m Disease state
m Information on customer
m —ifferentiating skills is powerful tools for
performance frontier result.
m —ifferentiating skills include :
a. Building the relationship.
b. Planning, planning, planning.
c. Performance frontier Interaction.
d. Gnding with the start in mind.
m Projecting the right image (Posture, Facial
Gxpression, Dressing and ˜rooming, Being on time)
m Recognizing and adapting to thinking
preferences.
m Listening.
m Building rapport.
m Targeting/ Prioritizing / Analyzing our
customers.
m Reviewing call notes / touch points.
m Developing a pre-call strategy / plan.
m Determining resources.
m Setting call objectives.
m !pening with impact.
m Purposely probing.
m Having patience for developing customer͛s
needs.
m Reaching the right solution at the right time.
m !vercoming objections.
m Advancing to a Win/Win situation.
m !btaining a customer͛s commitment.
m Analysis the post call.
m Recording call notes.
m Setting objectives for the next call.
m Posture
m Facial expression
m Dressing and grooming
m Being in time
m People have ͞Thinking Preference͟
m Some people:
i. Fact and data oriented, logical, and analytical
ask a lot of ͞What͟.
ii. Detailed, logical oriented ask for ͞How͟ -they
traditionally are very loyal either for people work with or to the
processes.
iii. Big picture thinkers, they ask ͞Why͟ they are
referred to as our ͞ideas͟ - mostly result oriented-
iv. Mostly feeling and relationship oriented Ask
͞Who͟- they are gregarious, motivational.
͞You never really know the man until you stand
in his shoes and walk around them͟
m Staying focused.
m Capturing the message.
m Helping the speaker :
a. Take a breath before you interrupt.
b. Put your ego on hold.
c. Gliminate destructions.
d. Prepare to be tested. Know you will have to
present a ͞ need focused͟ summary of this
information.
m Rapport building is the art of laying a common
ground so everything that is accomplished
with the customer a Win/Win.
m Building trust and rapport quickly will
differentiate us from the competition.
m The four areas we need to focus on are:
Pacing
Gxplaining
Questioning
Challenging
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
customer͛s and our won confidence
Prepare for anticipated objections
!rganize the presentation and advance the discussion
beyond our past calls.
Make the call stand out from the crowd.
Targeting and Productivity
Review the Last Call
Touch Points of Continuity
Potential / Propensity
Target Tier
m Targeting is very important part of selling
excellence.
m Targeting means:
  ˜etting to right customer, with
  The right frequency, and
  The right message at the right time
m Targeting helps us to prioritize the most
important sales call to our best customer to
maximize productivity.

m We realise that 20% of our customers in our

territory make up to 80% of the business.
m The most important thing to do is take post
call note.

m The next most important things to do is to

write down things you can use.

m There are 5 levels of note taking, each with a

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

6nsights What or who influences the customer ( e.g. data,

guidelines, instructions, etc.)

Agreed m What were the specific product benefits that led the
benefits and customer to agree to change their prescribing;
m What impact will this make on their pts.
6mpact
Agreed m What are the next steps for both the sales reprehensive
Action and the customer

ext call m Set the next call objective and identify what resources you
Objective may need to support that objective
m Touch point are areas of interest to the
customer that we can revisit at the start of
call.
m Touch point either clinical or personal.
m Personal touch used only when we have a
relationship with this customer.
m Clinical touch might be a particular patiant or
pt. type.
m The sales call should be :
Specific
Measurable
Achievable
Realistic
Time tabled
m Potential is defined as the possible no. of
script that could be generated from a
customer group.
m Customer potential falls into two category:
Quantities potential ; based on the max. no of
prescriptions a particular customer can generate
Actual prescription volume
m Customer classified according to
Potential/Propensity into:
Tier 1
Tier 2
Tier 3
Tier 4
m These tier identification help us in targeting
appropriately.
Based upon this classification, our sales strategy
consist of the following principles:
m !ver-allocated resources to tier 1 and 2
customer
m Under-allocated resources to tier 3 customer
m Remove sales force activity from tier 4
customer.
m Long-term goal is to allocate resources in
order to change prescribing behavior.
m !ur growth rate and market share depend on
two major dynamics:
Treatment adoption dynamic.
Competitive dynamic.
 Doesn͛
Treat Treat
t Doesn͛ Consul Treat Advoc
1 2 3 Refers 4 5 narro 6 Broadl 7 8
Recog t Treat ts All ates
wly y
nize
m How do our customers really think about
patients, disease states, and treatment ?
m What mental processes do they go through
when: Recognizing a disease. Categorizing the
patient type And determining treatment .

m What is their follow up strategy if their first

line treatment doesn͛t achieve their goal or if
the patient complains of unacceptable side
effect.
m We must see things from customer point of
view:
Recognizes a disease state
Categorizes different pts. Type
!rganize the treatment path or algorithm
Makes dissension about therapeutic tradeoffs
 (B)

(A)
m !ur role to help the physician manage the
transition fro A to B by making change simple,
easy and risk free.
m The most direct way to accomplish this is to
break the change into small stages or steps.
m Identify the customer current position in
treatment adoption Lifecycle.
m Identify key information about the customer͛s
current Treatment paradigm
m Develop your incremental A to B shift and
incremental steps.
m Set a call objective (S.M.A.R.T)
m Develop your probing strategy.
m Focus your resources on each step.
m ˜enerating an opening with impact statement.
!pening with Impact
m The opening establishes the purpose of our
call and lets the customer know we are there
to understand their needs and offer solutions.
m ˜reeting.

m Rapport building

m Purpose of call

m Initiate business discussion.

Purposefully Probing
m The real reason we ask question is to uncover
needs and understand attitudes.
m It is critical to ask question we already don͛t
know the answer to.
m It doesn͛t do any good to ask professional
question if we are not ready to listen to the
answer.
m ^^6 Questions:
I. Circumstance Q : situation, background,
fundamental.
II. Concern: problems, issues, roadblocks.
III. Impact: implications, consequences.
IV. Benefit: needs/payoff, focus on solutions
m !pen-ended question invite an extended
customer response.
m It is probably best to begin open-ended
question with what, when, why, who, and
how.
m Close-ended question typically get a ͞yes͟,
͚͛no͛͛ or ͞may be͟ answer, or limited response
and numbers.
m Close-ended questioning often start with Do,
Will, Is, Have, and Should.
m Choice questions give a customer two or more
positive option in order to rule out a negative
͞no͟ response.
Right Solution/Right Time
m When we are patient enough to develop our
customer͛s needs to the point they are ready
to take action, this is referred to right time.
m Surface needs.
m Action Needs
m Are a clear statement of customer\s problem,
discussion, or difficulty with current situation.
m Typically, Circumstance and concern Questions
bring out these surface needs.
m Trying to deliver the right message at this time
will likely bring on the objections.
m Patience is important here, because it is not
right time.
m Are clear statement of customer͛s want,
desire, or intention to act.
m Typically benefit question will bring the
customer to point of action.
m If we are not sure an action need has been
expressed, take the route of asking more
impact question and benefit questions.
m When action needs have been shared, this is
the right time.
m 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. Link back to the action needs. Then we
have brought our message into benefit/solution
terms.
˜ain agreement that the customer understand
and value the benefits/solution.
m Develop powerful and meaningful word
pictures.
m Gffectively utilize and allocate promotional
tools and recourses.
m Features
m Adventure
m Benefits
m Linking Phrases.