Every company has a sales model that they train their teams to use. It probably has a sexy name to make it ‘theirs’ and branded literature to go with it but ultimately, they are all the same.
It will go something like this:
1 – Introduce yourself, your company and perhaps agree some objectives
2 – Identify what your prospect looks for before using your type of product
3 – Show how your product wholesale jerseys meets those needs
4 – Answer Sequoia some pertinent questions from your interested world! prospect
5 – Back your answers up with impressive research data
6 – Make sure you get the marketing messages in
7 – cheap jerseys Summarise the call against the agreed objectives
8 – Ask for some commitment and a reason to re-visit soon
Along the way papers will have been discussed, product characteristics examined, patient types identified and treatment options, rapport created, iPads or other detail aids flipped City through and explained, knowledge displayed – of your product, of your competitor’s, the challenges faced by your doctor in the current structures and others beside.
That’s a lot for the manager or trainer to observe, remember and coach. The chances are that they will prioritise one or two areas and work on honing those skills leaving Scene others to another day. They will work on the elements of the call that they cheap nba jerseys see as most important first because that makes sense.
The problem with this approach is that the coach has to guess which factors are most important to the doctor and so may not focus on the elements of the call that will have the greatest impact on the close. And if you are not developing the skills that really affect the outcome of a call, you are effectively wasting your time. The question now is “How do I know which elements really make a difference and which ones don’t?”
Sapentis has been running real life evaluation programmes across the world since 2007 and have worked with 35 pharmaceutical companies in 34 countries and 25 languages. We have over 26,000 sales calls logged in our database and have developed the tool to answer that question. That “tool” is mathematics or more specifically, statistics. We have learnt over the years that there Kahraman is no single formulaic sales model to fit all products; its position in the life cycle, its novelty, primary care or secondary care audience, its therapy area, these are all variables that are addressed by different skills in the call.
By applying statistical analyses to the results of an evaluation event Sapentis can identify precisely the elements of any sales model, the attributes of any product and the skills that are most relevant to the physicians and lead to a strong close. As a result we can identify the exact skills that need to be developed for each individual member of a salesteam and answer the question posed earlier; “How do I know which elements really make a difference and which ones don’t?”
In the following example all the criteria measured in an event were subjected to Sapentis’ statistical tool and clustered to show how each criteria correlates to others and ultimately to the strength of commitment given. The shorter the horizontal connecting bar, the greater the correlation between criteria or “clusters”, the higher up the dendrogram the more closely correlated to the close they are. Starting with those elements that ‘build’ up to the close:
Of all the criteria measured these five affect the close most of all which means that if one of these is weak, the likelihood of a strong close is reduced, two or more will really diminish the possibility of effective commitment being gained.
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