3. A PSR is responsible for:
1-achieving a territory sales objectives & competitive market share.
2- achieving a territory calls objectives.
3- implementing P.O.A strategies.
4- maintaining a regular communication with the district manager.
5- getting a regular feed back on what is going on the market.
4. PSR’s territory file
1-Territory map
2-Territory description
3- Physicians’s list by geographical / specialty / product.
4- Hospital and medical departments list.
5- pharmacies list.
6- Laboratories list.
7- Sales targets and achievements.
8- Monthly P.O.A. form.
9- Itinerary form.
10- ECTD / MEC branches.
11- Group presentation report.
12- Call rate report.
8. Conclusion
1-It is not profitable or possible to call on all physicians.
2-Calling on right doctors is more profitable and competitive.
3-A high prescriber in one therapeutic group may be a low
prescriber in another group.
9. p h y s ic ia n u n iv e r s e
ID E N T IF Y D A T A S O U R C E S
DEVELO P DATA BAN K
T R A D IT IO N A L D A T A
O B J E C T IV E D A T A
ID E N T IF Y T A R G E T D O C T O R S
14. Components of the Pre-Call Planning
.What
is the call objectives?
.How will the success of the call be determined?
.What icebreakers may be effective?
.What initial benefit statements may be effective?
.What objection are likely to be raised
15. •
How will you respond?
•What information will you provide to address this physician’s needs
and concerns?
•what benefits are likely to interest this physician?
• What visual aids do you plan to use?
• How do you plan to close?
16. Pre-Call Planning Call Objective
An effective call objective should be:
.Specific
.Measurable
Attainable
.Realistic
.Has a dead-time
17. Post-Call Analysis Objectives :
1- It enables you to measure the effectiveness of the call.
2- It determines why the call succeeded or failed to
achieve its objectives (decided on pre-call planning).
18. Components of the post-call analysis
Record and Evaluate the Results of the Call
What commitment / action did the physician agree to take?
What elements of the presentation were most effective?
What objections / questions / concerns were raised?
How effective were your responses?
Were you able to determine additional needs or changes in attitude?
What could have been done differently to achieve better results?
What action should be taken in future calls?
What, if any immediate follow-up activities are required?
And that brings you back to pre-call planning
20. Definition:
A statement that normally occur early in a sales
call ( sometimes it can occurs later ) which
introduces in a manner which will generate
maximum interest
21. When to use
.After intelligent icebreaker as a bridge to
introduce your product.
.When the sales call is underway to bridge
from one product to another.
22. Skill model (Components):
1- describe a general physician or patient
need , problem, or concern, you feel is likely
to appeal to the physician.
23. 2- state related feature(s) and benefit (s) that
satisfy the need.
3- mention the product name.
24. Rationale / Purpose:
.Start
the sales discussion on a productive course by placing the product
in the context of a probable physician’s need.
• Emphasizes your interest in the physician’s needs and steers the
conversation in the direction of what’ s important to the person you're
talking to.
25. . Provides an opportunity for the physician to respond
(either positively, negatively or neutrally)
. Provides
you with valuable information about what is
required to obtain a favorable buying decision.
27. •You may seem more committed to selling a product
than meeting the physician needs.
•The doctor may be confused about the product’s
relevance to his needs.
28. . The doctor never‘ warm up ’or becomes involved
in the sales discussion and you don’t know why.
.The doctor continually talks about irrelevant, non
sales-related topics.
29. The intelligent icebreaker definition
It is “small talk” whose purpose is to
relax both parties and establish an easy
and natural dialogue.
30. How do you find out an
intelligent icebreaker?
31. An intelligent icebreaker
.Reflects the physician’s professional interests- -his
practice, patients, office, employees, or colleagues.
EXAMPLES:
. Has the doctor remodeled his office?
. Installed new equipment?
. Attended a recent conference?
. Acquired a new partner?
32. N.B:
Often the physician's receptionist can be a source
of information you can use to plan an intelligent
icebreaker.
33. What are the main characteristics
of an intelligent icebreaker?
34. Unlike the conventional icebreakers
which, an intelligent icebreaker has
These 3 characteristics:
1- It is about a professional topics.
2- This topic interests the physician.
35. 3- It encourages a response from the physician that
allows for a
transition to the initial benefit statement or the
sales call it self
36. Exercise
Identify the Components of the IBS below by labeling :
•The statement of need
•The Statement of the features
•The statement of the benefit
•The product name
37. Exercise Cont.1
Doctor, in some cases the course of antibiotic failure is the
presence of beta-lactame producing micro- organisms.
so, you have to choose, selective, broad spectrum antibiotic
which can inhibit this Beta-lactamas enzyme.
So can cover all types of micro- organisms even resistant strains
to ensure first time success.
I am glad to introduce, Klavox for these cases.
38. Exercise Cont.2
As you know doctor, in cases of sever pediatric infections, if not
treated properly it will end in chronicity, relapse or recurrence
now, you have to select, antibiotic, which cover wide range of
susceptible micro organisms with no chance for relapse, chronicity or
recurrence
so, you can choose Klavox
39. Exercise Cont.3
Doctor, now, the % of anaerobes is very high and become dangerous,
where the anaerobes become now the main cause of recurrence of some
infection as otitis media, acute tonsillitis.
I introduce to you an antibiotic that cover anaerobes as effective as
mitronidazol in addition to gm+ve & gm-ve so you can ensure the first
time success without any recurrence
this drug is Cipromax
40. Assignment
Write down five IBS for each product following
the skill model:
1. The statement of need ….
2. The statement of features
3. The statement of benefit
4. The product name
42. DEFINITIONS:
A desired response is a positive physicians statement
about the company , a company’s product, or company
personnel.
43. A reinforcing statement
Is your resulting statement which acknowledges the desired
response and incorporates it in to the sales discussion.
44. RATIONALE/PURPOSE
.Establishes
a psychological bond of understanding.
• Establish a mood of agreement and commitment
• Demonstrates your interest and involvement in what the physician says
• Positive statements tend to lead to positive action (such as a favorable
buying decision ).
• Behaviors that are reinforced tend to occur
more frequently.
45. WHEN TO USE :
We use the skill of reinforcement to strengthen the
physician’s desired responses such as a favorable
statement that might occur (i.e. physician’s positive
comment about company’ product, or company’
personnel )
46. .The
more you reinforce a doctor’s +ve behavior, the
more likely it is to continue .
.The more positive the doctor's statements ,the more
chances you’ll have to obtain vital information and
the more likely you’ll be to retain the favorable
attention necessary to make the sale .
47. How do you make an effective reinforcement for a
physician's desired response ?
48. In order to effectively reinforce a desired response
you must know both when a statement is positive
and what about a Spimaco product the doctor sees
as positive .
49. Before you reinforce :
1 -
Recognize
“Positive statements.“
2 -
Identify
“ What
the physician thinks is positive”
50. 1- RECOGNIZING POSITIVE STATEMENTS :
When someone says something good about you or company
products …… it’s usually pretty obvious, but in a sales call
you may miss positive comments because you’re focus only on
what you want to say next .
51. Such a“ tunnel vision selling” is often ineffective
because the salesperson misses important signals perhaps an objection that must be handled, or an
opportunity ( e.g., a desired response ) that should be
seized and reinforced .
52. 2- IDENTIFYING WHAT THE PHYSICIAN THINKS IS POSITIVE :
To effectively reinforce a statement you must know
specifically what it means
“ I like Ferosac amp. ” …..its nice to hear certainly a
better signal than “ I don’ t trust your company
products”
53. “But by itself is too general to be immediately used in a
sales discussion .
To turn “I like Ferosac amp.” .. in to a meaningful
opportunity you must identify the features and benefits the
doctor feels good about .
This often means asking one more probing questions .
54. SKILL MODEL:
1-Agree with or acknowledge the desired
response.
2-State a related feature and benefit.
55. GUIDELINE #1 :
A statement about a Spimaco's product should be reinforced if :
A feature and / or benefit is clearly identified .
You are sure the physician thinks the feature and / or benefit
is important .
56. EXAMPLE 1 :
“I see what you mean . so that’s why the starting dose and the
maintenance dose are usually the same .”
COMMENTS :
The feature is clearly identified, but may not be clear if this is
important to the physician or not .
57. Guideline #1 : ( continued )
Example 2 :
“From everything I've read , Lorine tab. is a good antihistaminic.”
COMMENTS :
The statement is positive but it’s not clear what features and benefits
appeal to the physician .
58. GUIDLINE#2:
When you are not sure about whether the statement is
positive or which features and benefits the physician is
talking about. either:
. Ask a probing question "why this (feature &/ or benefit)…..
important to you?”
59. “What about ..(Spimaco product)….has led you
to conclude that it is a fine product?”
. Use effectively listening skills
“So.. (feature and / or benefit)…..is important to you.”
60. GUIDE LINE # 3:
For a “mixed” statement which contains a desired response and other
material you want to ignore
Reinforce only the positive element.
EXAMPLE:
Physician statement:
“I generally prescribe Flucoral for my patients. when they experience side
effects ,I switch them to Flocazol.”
61. Reinforce as follows:
“Many doctors have been impressed with Peptazol safety
profile.” (objective)
Don’t say
You are absolutely right, doctor .Peptazol’s side effect
profile is outstanding.”(subjective)
62. Exercise
Some of the physician statements below should be reinforced and some
should not:
•If you feel a statement should not be reinforced, write nothing in
the blank
•If you feel a statement should be reinforced with (F or B) to
indicate whether it refers to a feature or a benefit.
•If the statement refers to both a feature and a benefit, write (F.B) in
the blank.
63. Exercise
•For each of the positive physician statements given
below, write a reinforcing response:
-What the doctor says:
What would you say
1.
1.
I’m happy to hear that Cipromax is a broad
spectrum antibiotic
2.
My Experience with Lorine Tab. is good, it reduces2.
the histamine aggressively
3.
Yes Klavox dosage regiment is convenient
4.
It’s good to hear that Peptazol has no clinically
significant drug-interaction.
----------------
-----------------
3.
-----------------
4.
-----------------
64. (Cont.)
1. I’m happy to hear there are no contradictions with Ferosac amp.
2. I think, high patient compliance is the most important advantage for
Lorine tablets.
3. If Klavox 1 gm is as well tolerated as you say, my patients will
enjoy an improved quality of life
4. From everything I’ve read, Cipromax is a good antibiotic.
5. Overall, I would say that the Representatives of all multinational
pharmaceutical companies are well informed.
67. DEFINITION / USAGE:
.Probing questions enable you to establish and maintain a
dialogue with the physician.
.To prompt the flow of information by encouraging the physician
to talk about a given topic and / or expand upon a comment,
question or objection.
s
cer n
n
s co tions
n
sicia objec
Phy s &
d
Nee
68. .To clarify understanding of a key word, an attitude, a complain,
or a need.
. To uncover and demonstrate your interest in the physician’s
ideas, attitudes and needs.
69. . Physicians prefer to talk about themselves rather than listen
to a salesperson
. Physicians prefer to persuade themselves rather than to be
persuaded by salespeople.
. Probing questions help physicians think through their needs.
70. . Probing question encourage physicians to state their
thought processes.
(You can’t influence a decision-making process , unless you
know what is the process)
71. Probing questions are classified according to:
The specificity of information you require
physicians to supply with their answers.
72. Different types of probing questions allow
physicians varying degrees of freedom to
respond with what is important to them.
74. .A closed probe --Requires a specific and limited
response ( often Yes or No).
. A choice probe--Requires the physician to select, from
a brief list you supply, the alternative which best
reflects his meaning.
75. .An open probe:
Allows a physician to talk at length with freedom on a
particular topic, so that he / she can select what is
important to him /her.
77. .You may talk too much and listen too little.
.You may misunderstand the meaning of a statement.
.The physician may conclude you are not interested in his
opinions or needs.
78. . You may not uncover physician needs that are critical to
obtaining a favorable buying decision .
. As a result , you may discuss features & benefits that do
not appeal to the physician.
80. .Your sales calls should be:
An exchange of information and ideas.
Mutual exploration of what a doctor thinks, what he
does, what experience he has had in areas that affect
possible use of Spimaco products.
[ One key in establishing and maintaining this information
flow is the asking probing questions ]
81. How do ask probing questions affect
communication between you and a physician?
82. 1. Prompt the flow of information by encouraging the
physician to talk about a given topic and / or expand upon
a comment, question or objection
2. Clarify your understanding of a key word, phrase, attitude, or
idea.
3. Uncover and demonstrate your interest in the physician’s
ideas, attitudes and need
83. How do you accelerate flow of information
between you and a physician?
84. . The type and number of probing questions you ask
will vary from one doctor to the next and from one
call to the next.
Many physicians readily volunteer a great deal of
information:
When they have Time.
85. When the two of you have a history of service and trust.
When the topic is of special interest (e.g., talking about
in which the doctor has had success and is proud of
talking about a problem that concerns him / herself.)
86. REMEMBER
Asking probing questions enables you to
uncover relevant professional topics:
That involve the physician,
That get him thinking and talking.
90. 1- Paraphrase :
• Restating in your own words the content or ideas in physicians
Comment question or objection.
• The paraphrase is a summary often of a much longer statement
and it confirms your understanding of demonstrates your interest
in the physicians ideas.
91. 1- Paraphrase :
•Restating , in your own words , the content or ideas in a physician’s
comment , question , or objection.
•The paraphrase is a summary, often of a much longer statement, and it
confirms your understanding of the facts of what was said and
demonstrates your interest in the physician’s ideas .
92. 1- PARAPHRASE :
EXAMPLES :
“So you start with Klavox 1 gm and then increase the dosage to the end , if
necessary .”
•“You want an antihistaminic that control histamine around the clock without
causing the same side effects you’ve been seeing with other antihistamines ” .
•“You’ve had compliance problems with multiple dosage antifungal.”
93. 1- Paraphrase .
2- Active
listening statement.
3- Short statement .
4- Body language:
94. 2-ACTIVE LISTENING STATEMENT :
•This is an extension of the paraphrase . in addition to echoing or
summarizing the content of a physician’s statement, active listening uses
language that reflects the feeling behind it, how he feels about what he’s
just said .
95. •Because people buy for emotional reasons as least as often as for
“factual” ones , an accurate active listening statement can help surface
these softer. less easily defined, yet powerful motivators that influence
buying decisions .
96. 2- ACTIVE LISTENING STATEMENT :
EXAMPLES :
•“you’re concerned about Lorine tabs. cost, particularly for your older
patients on fixed incomes .”
•“it is frustrating to you that many of the life style changes necessary
to reduce the risk of CHD are beyond your control .”
97. •“You have more confidence in a new product when
you know of other physicians in the area who have
used it successfully.”
3-The short statement:
.A salesperson is sometimes hesitant to choose between
wanting the prospect to continue talking on a topic and
wanting to indicate that he is listening to indicate that he
is listening.
98. A short statement is often the answer to this dilemma .
For example:
. “I see .”
. “I understand .”
.” Yes .”
. “ That’s a good point.”
. “Tell me more about that .”
99. 4- Body language:
.Gestures and expressions are a non-verbal
variety of the short statement.
For example,
If you smile , nod , lean forward, or establish
eye contact, you will encourage the physician
to continue.
101. Definition:
. A feature: the qualities or characteristics of a Spimaco
product…... its mode of action, dosage, or chemistry
. A benefit: what the user……. physician or patient gains from
the product.
102. Skill model:
1- State a feature of the product.
2-State a resulting benefit or benefit chain that:
Offers a special gain or advantage.
Meets a known physician / patient need.
3-Check for the physician’s reaction.
103. When to use features to sell benefits:
.After you have identified a physician /patient need(a
problem or opportunity) and the physician has told you it is
important.
. NOTE: Try never to present a feature/ benefit sequence
until you have identified a need.
104. Purpose:
Stating benefits:
1-Demonstrates your interest for what interests / concerns the
physician.
2-Makes feature more meaningful by explaining how they will
help the physician and / or his patients.
105. 3-Increases the likelihood of a positive physician response .
4-Keep the physician interested and involved in the sales
discussion and helps establish a” rising tide of interest.”
106. . Purpose:
. Stating features :
Insures that the physician understands how and
believes that the product’s characteristics will
result in the benefit.
107. . If Omitted:
. The physician will look at his watch, be
unresponsive, state he is short of time ,or
terminate the discussion –and you won't know
why.
. If the physician says a" No” and again , you
won’t know why.
108. Feature is...
What a product is, has, how it works, and even how it was developed
or tested.
Examples:
. Flocazol has a long serum half life.
.Cipromax is a beta lactamase stable .
. Ferosac amp. is available in many countries.
. Metaz is rapidly absorbed.
. Peptazol is given “once-a-day dosage for most patients.”
109. Benefit is….
What the user (the physician or his patients) gains from the
product.
Examples:
“Rapid relief from Tonsillitis & Pharengitis ”
“The increased likelihood that your patients will comply with
the product’s dosage regimen and achieve the therapeutic effects,
you desire.”
110. Why is it difficult to separate
between a product features
and benefits?
111. It is not always clear where the” what "of a product ends and its ”gain” begins.
for example:
. “Klavox susp. is a broad spectrum antibiotic
a feature
. “Cipromax is convenient
a feature
.”fewer return visit because
of treatment failure.
a feature
becoming
a benefit
.Klavox 1 gm effective coverage
provides rapid relief of symptoms with a short
course of therapy
the ultimate benefit
119. 1-To establish the credibility of a product’s benefits.
2-To increase the physician’s interest & understanding.
120. 3-To help the physician retain product information
when he is considering therapy for a patient
4- To pre-handle the objection
“I'm a special case.”
121. What are the common objections against use of
support materials?
122. 1-“They make my presentation sound canned.”
2-”They don’t allow me enough flexibility.”
3-”Physicians would not give me the time to go through
these pieces.”
4-”They create a wall between me and the physician.”
5- “I've used them and they didn’t work.”
124. When
1-The physician doubts in a product’s benefit(s)
2-The physician misunderstands a key point that is
difficult to explain orally.
3-The physician’s interest is waning.
126. Definition:
An objection is a prospect’s negative opinions (stated , unstated , or
implied) that prevents a favorable call outcome .
( An objection is a need stated negatively )
Example :
Stated : …………………..When a physician says
# I don’t like Klaxox oral . a physician says
# Cipromax is an expensive antibiotics .
# How dose Peptazol work ?
Implied:………….When a physician says
# I don’t prescribe Lorine Tabs. frequently .
# Cipromax is good for life saving cases .
127. . Purpose / Rationale :
. Proper handling of an objection allows you to demonstrate your interest
and respect for a physician opinions ( without necessary agreeing with it )
.
. Handling an objection often allows you the chance to identify the
physician’ concern that you must clear it up to get the sale .
. Handling an objection frequently allows you to identify an important
unstated need .
128. If Omitted:
. If you don’t handle an objection you’re likely to get others [i.e., you
will get series of insincere objections and you won't know why]
. If you don’t follow the skill model , you may :
Answer the wrong objection .
Waste time answering an objection with non exists .
Communicate while you’re not interested in what the
.doctor is thinning
You’d rather sell than listen .
129. •Types of Objections:
1-DOUBT
When a physician dose not believe that a product’s features will result
in the benefit you’ve described .
2- MISUNDERSTANDING
When a physician misunderstands an important product knowledge
either about a feature or a benefit .
130. 3- INDIFFERENCE
When the physician may understand and believe what you say, but the
benefit(s) you mention are not important to him .
131. General skill model:
1- Asking question and / or paraphrase to make sure you understand the
objection ………………… ( show respect )
2-Answer the objection :
For doubt …… supply proof by using third party references or
visuals .
For misunderstanding ……. explain, then restate the feature and
benefit .
For indifference ….. acknowledge the comment (do not agree with
it ) and present a counterbalancing benefit .
(Ask for a physician’s
reaction .)
132. REMEMBER
An objection is opinion in the mind of the physician ,not necessarily a
statement that you hear .
Some statements clearly tell you why a physician will (or will ) not say “yes”
to your close .
Some statements clearly tell you that a physician will not say “yes” to
close but do not tell you the reason for this refusal .
134. Objections
LISTEN CAREFULLY
Objection : expression of resistance to your product .
Objection may be opportunity of interest and involvement .
Welcome objection as a sign of interest and involvement
138. ACKNOWLEDGE
To position your product without
criticizing the other product:
Express respect for the customer’s choice
for example by saying, "that's
understandable”
139. RESPOND
provide proof sources
Prove that your product can deliver the
same benefits and more by using a
clinical reprint or visual to add credibility
to your statements .
140. Check
creating a positive situation by verifying
verify that you have answered the
physician’s objection/Question
Check back to determine the customer’s
interest .
Verify that the customer’s attitude toward
you product has changed .
Turn potentially negative situation into
positive one
141. Close to Gain commitment
Develop a closing question that leads
the physician to make a product decision
to prescribe your product
146. Decision making process:
. A favorable decision: (internal)
The result of the physician’s internal thoughts about whether
or not to prescribe a Spimaco product.
147. Observable action: (external)
It is the action , the doctor takes to implement a favorable
decision ( not merely to announce to that the decision has
been reached ).
148. When to close:
1-At the end of the discussion.
2- When you hear a buying signal.
.When you hear an enthusiastic comment about a feature or
benefit of Spimaco product at the end of the call
3- After the doctor agrees that you have answered an objection
149. When to close:
1- At the end of discussion:
After you have mentioned benefits that meet important needs
and have handled any objection.
( i.e., the benefit offers enough advantage to represent a
reasonable ” net gain ” for a change of habits).
150. 2-When you hear a buying signal:
.An enthusiastic comment about a feature or benefit.
Example
“That would really help with the compliance problems I've
been having with many of my patients! ..
. A statement you normally hear at the end of the call .
Example
I wonder how I would explain to my patients why I'm
talking them off Clarinaz and prescribing Lorine tabs.
152. . Skill model:
1-Briefly summarize specific product benefits that have
been accepted by the physician as important
153. request a specific buying action .
A. use a direct close for most major decisions .
B. use an assumptive close for secondary decision.
C. ask for the largest reasonable commitment first.
D. wait for an answer…… don’t talk
3. when you get a” yes,” thank the doctor
154. Concepts:
. Asking for a decision gives you important
information about what’s going on in the doctor’s mind.
. Don’t be afraid of a ” No. ”
. Close when interest is at its high point.
.Close as soon as you can.
155. . Obtaining observable action increases the likelihood that
the doctor will , in fact prescribe the Spimaco product.
.Take action to reassure the doctor and prevent ” buyer’s
remorse ”.
156. REMEMBER
If a sales person can not close , he can not sell,
regardless of how many words he uses .
157. DON’T FORGET
One character that separates outstanding sales people
from their less successful colleagues is not the quality of
their closing statements ( the words they use ) but
rather the frequency and the timing of their closes.
158. Remember
One great advantage of asking for a decision is
that it lets you know where you stand .
A “ No ” doesn’t necessarily mean the sale is
over, only that more work needs to be done :
159. To uncover an objection.
To identify important needs .
To mention benefits related to important needs .
161. They don’t want to know how they’re
doing .
They fear a refusal and don’t know
how to respond when they hear one .
162. . The final close:
One opportunity to ask a decision is the formal, predictable
situation where the close is the only logical step left in the
negotiation.
If you’ve assured a physician’s needs, clearly shown how your
product can supply the benefits that will fill those needs, probed
intelligently, and handled any objections .
163. .Forthrightly , the close is the natural conclusion to your
discussion .
In this situation , when you are selling a product well, you
may almost have the feeling you are not requesting a
commitment but that the physician is volunteering it.
164. . Closing on buying signals:
However , the selling process is not always so orderly or
predictable .some times ---- at any point in allies discussion---a
physician may indicate that he is ready to make a
decision .
When this happens, wherever you are in the presentation ,
stop what you are saying and ask for a decision. there are
two types of these ”buying signals.”
165. Closing on buying signals :
1-When the physician makes an enthusiastic comment about
a feature or benefit.
It is often influenced by “emotional”
Factors that do not fit in to the pattern of an intellectual
making process.
decision-
166. It is your job to close when :
#Interest is at its highest end
# The physician is most receptive to your request.
Example:
If in responsive to a feature such as Flocazol is convenient ,
A physician says some thing like :”that would really help with
the compliance problems I've been having with many of my
patients.”
167. Closing on buying signals :
2- When interest probably high and you may wish to close.
The difference between this type of baying signal and a reinforce.
The difference is one agree the level of interest
comminuted by the physician
168. Example,
If the previous comment about compliance problems
were spoken in an enthusiastic tone of voice and
possibly the doctor’s gestures indicated a similar state
of interest, you may wish to close.
169. . less successful sales people:
. Rarely try to close more than once during a
sales call .
. Have a greater % of calls in which they
never ask for a decision .
170. . less successful sales people:
This failure to close effectively is compounded by the human
tendency to overestimate performance
most unsuccessful salespeople ( and their managers ) believe
they close far more frequently than , in fact they do. thus ,
A real sales skill deficiency can go undetected.
171. REMEMBER
Too many sales people closing seems more difficult than
handling objections.
New representatives sometimes suffer from the emotion that
asking a physician to agree to prescribe a product is a breach
of good manners.
Actually physicians know why you're calling on them and they
expect some resolution to the discussion .
172. REMEMBER
If you don’t ask for a commitment the physician won’t
volunteer one
Professionals respect other professionals who act in a
business like manner .
173. HOW TO CLOSE???
1- Briefly summarize specific product benefits that
have been accepted by the physician as important .
2-Request a specific buying action .
a- Use a direct close for most major decision .
b-Use an assumptive close for secondary decision .
c- Ask for the largest reasonable commitment first.
174. HOW TO CLOSE ???
D- Wait for an answer -- don’t talk
Don’t be afraid of a pause of 15 to 20 seconds to request for a
decision as a logical outcome .
3-When you get a” Yes ” thank the doctor.
showing your hooknose appreciation will enhance your chance for
getting the doctor to take those observable action .
175. HOW TO CLOSE???
1-Briefly summarize specific product benefits that have been
accepted by the physician as important. a summary of benefits :
Helps the doctor recall positive points which might be forgotten
in a long call
176. HOW TO CLOSE???
Corrects communication problems which occur when the physician
did not say what was meant .
During this summary you might also refer to any of doctor’s
positive comments you reinforced during the call .
177. HOW TO CLOSE???
2- Request
a specific buying action .
a- Use a direct close is made when you ask the physician if
he will begin to prescribe your product .
178. HOW TO CLOSE???
Example:
“Doctor, in light of these ( previously summarized ) advantages , will
you prescribe Flocazol to your new patients as a step of therapy? ”
If the physician is already prescribing a product, you request
expanded usage .
179. HOW TO CLOSE???
2- Request a specific buying action.
A- Use a direct close for most major decisions .
b- Use an assumptive close for secondary decisions.
The assumptive close assumes the physician is committed to
prescribing or expanding prescription of the product .
180. HOW TO CLOSE???
Examples:
. In order to evaluate Peptazol, will you select patients already on
other proton pump inhibitor or prescribe it for newly diagnosed
patients?” or
. How many samples would you like me to leave with you?”
181. HOW TO CLOSE???
2-Request a specific buying action .
a- Use a direct close for most major decisions.
b- Use an assumptive close for secondary decisions
c- Ask for the largest reasonable commitment first .
182. largest reasonable commitment :
To request the doctor to prescribe your product to all new patients .
smallest commitment :
To request the doctor to prescribe your product for two or three patients .
You can not ask for a largest commitment after the physician has
rejected or accepted your request for a smaller one .
183. MAKING AN ACTION CLOSE
Concepts:
Asking for a decision gives you important information about
what’s going on in the doctor’s mind.
Don’t be afraid of a" No”.
Close when interest is at its highpoint
Close as soon as you can .
Obtaining observable action increases the like hood that the doctor
will, in fact, prescribe the Spimaco product .
Take action to pressure the doctor .
185. WHEN TO CLOSE :
1- At the end of the discussion
After you have mentioned benefits that meet important needs and
have handled any objections .( i.e., the benefits offer enough
advantage to represent a reasonable “ net gain ” for a change of
habits .
2- When you hear a buying signal
+ve statement you normally hear at the end of the call .
+ ve enthusiastic comment about a feature or benefit .
3- After the doctor agrees you have answered an objection
186. WHEN TO CLOSE :
1- At the end of the discussion.
The final close : If you’ve satisfied a physician’s needs, probed
intelligently , and handled any objections forthrightly,
The close is the natural conclusion to your discussion and sometimes the
physician is volunteering one
A commitment to prescribe your product.
187. WHEN TO CLOSE :
2- When you hear a buying signal.
At this point in a sales call- a physician may indicate that he is
ready to make a decision .
When this happens wherever you are in the call:
Stop what you are saying and ask for a
decision .
188. There are two types of these buying signals”:
1- The physician makes a statement you normally hear at the
end of the call :
Examples:
“Cipromax would really help my patients "this statement
indicates that the doctor is already thinking about how he will
implement a prescription decision.
189. :The physician makes an enthusiastic comment
a feature or a benefit about your product
Examples:
“Wonderful ,Ferosac amp. would improve compliance been
problems, I've having the with many of my patients ,”
“Safety profile of Ferosac amp. would make it a drug of choice
These statement indicate that the doctor made positive comments
about benefit or feature of Ferosac amp. with an enthusiastic tone
of voice and consistent body language.
190. 3-After the doctor agrees that you have answered an objection:
Once the doctor has agreed that you have
may be appropriate to request a decision .
answered his concern ----- it
N.B.: A” No ” answer will tell you either :
There are one or more objections you haven’t explored , or
You haven’t presented sufficient features and benefits related
to important needs to convince the doctor to change his
prescribing practices .
193. Maslow’s Hierarchy of individual needs
Social needs
Self Esteem
needs
Self
Actualization
needs
5th
4th
Growth Personal
Development
Accomplishment
Safety needs
Basic
Physiological
needs
1st
Hunger
Thirst
Sleep
ECT
3rd
Self Respect
2
Belonging
Social
Activity
Status
Recognition
nd
Security
Protection
from danger
Love
194. Focusing on needs
• Definition
– Clinical needs
• Are what a medication will do for the patients.
• The patients clinical need for a Spimaco products
– Personal needs
• What Prescribing a medication will do for the physician.
Types of needs
Clinical
Efficacy
Compliance
Rapid onset
Side Effects
Personal
Security
Social acceptance
Self-Esteem
Self-Actualization
195. How to identify a physician need
• Listen for both obvious and implied need
statements.
• If necessary, clarify the need signal by:
– Asking a probing questions
– Using an effective listening skill
• Identify the Corresponding “linked” need
• Satisfy these needs by stating relevant features and
benefits.
196. Signals of potential need
• When you hear “I want” “I don’t want”, “ What concerns me",
"What I would like to see”.
• When the Physician Makes a favorable comment about a
Spimaco Product or about a competitor’s product.
• When the Physician Makes Unfavorable comments about a
Spimaco Product or about a competitor's product.
• When the physician asks a question or makes a statement of
opinion .
197. Concepts
• Doctors change their prescription practices when they are
convinced a product will better meet their needs than that
they are prescribing now
• The first sales person to uncover and sell to a new need is
the most likely to get the sale
• The clinical need is the reason the doctor uses to justify a
favorable decision .
• The personal need is what motivates the doctor to make a
favorable decision.
198. Why sales people don't probe for need
1.
2.
3.
4.
5.
6.
7.
Assume they know the doctor’s needs.
Assume the doctor’s need have not changed since the
last conversation.
Assume that doctor doesn't want to talk about his hopes,
fears and goals.
Are afraid to listen.
They feel that they must dominate rather than guide that
discussion.
Are satisfied with “machine gun selling” I.e. “keep
firing away with features and benefits until one of them
hits something.
Do not make the connection between machine gun
selling and its negative consequences that surface later
in the call.
