The process of closing a sale is far more than just the mechanics of achieving a result, to provide products and services on the one hand and receive financial remuneration on the other. There is so much more to it, as experienced sales representatives will tell you, with many different positions to take into account, critical implications, different personality interaction and other influential considerations. While it is often possible to reach an agreement in principle, the most important consideration is longevity and a relationship will only survive and prosper if the representative is skilful, applies real value and does not resort to poor, short-cutting techniques.
Not surprisingly, key account management training requires a complete understanding of each party’s position and must be able to clarify the potential pitfalls encountered as a result of poor preparation. There is a distinct difference between principled negotiation and positional bargaining, which the pharmaceutical sales rep must understand. Positional bargaining in an outcome that is less than palatable and not equitable. Should a hard position be adopted this can result in fractured trust and relationships, while if a soft position is adopted during the process, concessions can be made just for the sake of arriving at an agreement, often overlooking the very core of the problem.
The process of negotiation can only succeed if both parties are able to see the other side’s view of the situation. As part of this process, it’s important that neither party establishes blame should any problem delay or derail discussions, nor criticise the opposite party for a particular viewpoint. It is important to “get to the bottom” of each issue and to openly discuss the potential outcomes, either way. If both parties have a clear stake in a positive outcome, they will likely be more vested in the discussions, will feel more positive about developments and work harder to find a mutually agreeable conclusion.
These days, pharma training asks a lot of the sales practitioner. It is their job to make sure that the professional is in possession of all education necessary, including facts about dosage, usability, restrictions, effects, side effects, safety and other issues, so that the healthcare professional can do the right job. This places an additional complication in the sales closure process and is one that key account management training should focus on. Party negotiation can be lengthy and require subtle interaction, as emotions can more often than not be part of this picture. There is a danger that inadequate sales practices in the past can also place stumbling blocks in the way, as memories of this less-than-perfect interaction can cloud the healthcare professional’s judgement.
Before the process of discussion and negotiation is begun, the sales representative should be very clear about the purpose and have a good deal of intelligence and information at hand. By doing so, the sales rep will be able to clearly define the position without any possibility of misunderstanding or confusion. By taking time to understand the intricacies of the other party’s position, the successful sales representative can tailor the approach, while still successfully trying to match the company’s ultimate objective.
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.
