Unfortunately, the process of decision-making is often based on so many, often irrational factors, that the pharmaceutical sales representative has his or her work cut out. Contrary to some opinion, doctors and healthcare professionals do not operate in an emotional vacuum, even though they often have to keep their emotional sides in check to maintain professional competency and sanity. They lead their lives in the real world and are subject to the formation of opinions, the attraction of positive and negative emotions in any number of ways. This subtle interaction of external factors can often help persuade a process of decision-making and this is becoming readily apparent in the field of pharma training.
As the marketplace becomes more diverse, more competitive and is subject to more restriction, pharmaceutical companies must ensure that their employees are trained to deal with the new reality. Some studies have shown that emotional factors can account for almost as many motivational triggers as their rational counterparts. The professional may well be reacting out of instinct, but nevertheless the pharmaceutical sales representative has a very difficult task to engage. A professional may or may not be motivated by the reputation of a certain brand, by some comments or reaction from one or two of their clients, or even by the perceived success of a marketing campaign itself. Often, if a brand is not able to establish its superior position effectively, it may not be able to convince a healthcare professional, due to their avowed intent to look after the patient, first and foremost.
These days, key account management training should encourage individuals within the organisation to observe and decipher the process of decision-making as keenly as possible. This is far more difficult than it might seem on the face of it, as emotional factors often drive the professional’s choice and these factors may not be consciously or subconsciously apparent. Nevertheless, a keen observation may reveal subtle clues, be they visual, spoken or sometimes written and this data should be gathered and assessed to enable a pattern to be revealed.
Certain insight research groups are beginning to compile trend information and analysing the emotional needs of physicians and practitioners, providing such information to the pharmaceutical industry. These findings should be of prime importance as consultants determine where a particular organisation may shine. Not surprisingly, key account management training must keep up with these new revelations and positions, so that a consistent approach is applied and the clients are served, based on both their rational and emotional needs.
In the ultimate position, the pharmaceutical sales company will be more aware of individual buying decisions than the individual responsible for making the decision. Remember that emotional triggers can not only alter the way that the professional prescribes, but can also determine the strength of the entire relationship. As such, if the pharmaceutical company can make significant changes to its way of doing business, it can often assuage any objections from the client.
The market is likely to become even more regulated and more highly competitive; we are sure to see these emotional buying triggers, in greater number.
Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.
