Effective implementation is critical for any organisation engaged in today’s cut-throat business world, as with traditionally slim margins the difference between so near and yet so far can aggregate into a considerable problem. There are so many potential stumbling blocks that even the most experienced sales executive can miss the target, and yet it’s still important to focus on each one to move closer to a higher closing rate. When the sales executive is in the field, there is little that the business chief can do to alter the closing rate, but there is much to do in preparation and this should be a major area of focus.
First and foremost, the sales executive must cultivate the trust of the client. It is difficult to earn trust, yet everything must be brought to bear to achieve this goal and personal preparation is just as important as professional care. It will likely be necessary to engage, with numerous visits and interactions and be consistent at all times. Never forget that the executive must always be prompt for any scheduled meetings, must be good at following up and must always call back on schedule. The professional will be looking for the right information and will expect the sales executive to know what he or she is always talking about, without question. In the pharmaceutical industry, professionals and practitioners can be somewhat jaded and are used to dealing with executives from pharmaceutical companies that promise the earth, but don’t deliver. Through bad experiences, they may expect a representative to be interested in just selling and will have set up barriers accordingly, meaning that the first meeting or two would be involved in the breaking down of barriers in search of trust.
Once trust is established and the client believes that the executive can have some potential in future, the door is definitely open. This is not to say that sales will be a guarantee, but unless you reach this critical position you have very little chance of ever reaching the “Holy Grail.” A sales executive should never be afraid to call in testimonials from other established and happy customers, especially if the target has a personal experience with the provider.
These days, pharma consulting organisations know all about the importance of effective implementation and are up-to-date with the various tactics required to convince the prospect to say, “yes.” The modern-day sales executives should realise that most of the “old” techniques are so hackneyed that they should be laid to rest. After spending so much time building up trust with your prospects, trying to use any pressure tactics to exert sales, be they subliminal or not, can be disastrous. The executive has to realise that time is of the essence, because his or her effective use of this time will ultimately dictate whether that particular day represents profit to the employer, or loss. It’s no surprise that pharmaceutical consultants know all about the various sales techniques required, especially whether they are pertinent to the industry or not. The parent organisation should see how much potential benefit could ensue from an arrangement with a pharmaceutical consulting firm, especially where the issue of effective implementation relating to a sales executive’s approach is concerned.
Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.