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. While there is little that business chiefs can do to affect the closing rate when the sales executive is in the field and meeting prospects face-to-face, there is much that they can do to prepare the employee to engage in the first place.

First and foremost, the sales executive must cultivate the trust of the client. He or she must earn the trust and must do everything in their power to create the right impression, both personally and professionally. It will likely be necessary to engage, with numerous visits and interactions and be consistent at all times. At the very least, the executive must be prompt and attend all meetings on time, must call back as promised and follow-up any questions asked. 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 a position of trust is established and the potential client actually believes in the executive and sees potential for a future, there is more than just a foot in the door. 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.

Invariably, pharma consulting firms talk about the importance of effective implementation and the various tactics required to get the prospect to agree and 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. Time is so important and effective use of this resource will surely tell whether the sales executive’s day will represent success and profit to the employer, or not. 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. A pharmaceutical consulting firm is of great potential benefit to the parent organisation and can often help to ensure that effective implementation is front and centre to the sales executive’s approach.

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.

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