Shifting awareness: First Line Sales Managers
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Transcript of Shifting awareness: First Line Sales Managers
Shifting AwarenessFirst Line Sales Managers
FLSM Module by Diego Jose Ramos
Zeno Group InvestmentsChairman and CEO
In one of my travels, I asked a pilot: “What makes the plane fly?”, he answered, “It’s the angle of attack”. Simple answer but this metaphor is a business principle.
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58
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100
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Total respondent =150
Knowledgeable on own products
Keep doctor updated
Follows up on agree actions/reliable
Provide best possible level of service
Honest
Deliver key info within time frame
Knowledgeable on disease area
Not too pushy
Not speak ill of competitors' products
Appropriate frequency of calls
Knowledge on competitors' products
Polite
Contactable
Pleasant & friendly personality
Flexible responding to requests
Adapts the product presentation
Willing to provide sample
Not oversell
Highlight patient & product benefits
Well dressed/presentable, professional image
Understands your business needs
Product
Relationship
Typical Representative Attribute Importance Index
Coaching: ISMO's Best FLSM s...
Focus coaching on selling model
Tailor coaching content according to need
Spend full, structured days coaching
Document every coaching day
Use coaching to develop Reps' skills and effectiveness
Provide people-centred leadership
3
1
4
2
5
6
Focus Coaching on Selling Model
Primary focus is ESSENTIAL SELLING SKILLS MODEL
Other content coached as required:
Product knowledge Business planning
- Route planning, analysis, etc.
1
Tailor Coaching Content
According to NeedRep 1
Inexperienced Rep Average sales Excellent team
player Fails to deliver key
product messages
Content
Rep 2 Experienced Rep High sales Good in-call activity Fails to keep
complete records
2
Spend Full, Structured Days
Coaching Pre-coaching
planning
End of day debrief
Calls
Set up-front objectives
and in-call actions
Agree resulting actions
A
D
Observe Rep in call
Discuss / coach around observations
B
C
Full day:First
call to last call
3
A B C D Territory Business Planning Sets objectives in line with product adoption ladder and annual call investment Applies customer targeting, coverage and frequency in line with SFE guidelines and customers’ potental for business Utilise ETMS/ call records as a planning tool to drive personal SFE
A B C D Building Customer Relationships Meets customer expectations in responding to requests in a timely fashion Makes efforts to overcome barriers to understanding Asks relevant questions, and concentrates on customers’ statements
A B C D Teamwork Works co-operatively with team members to enhance team success Demonstrates teamwork by sharing customer targeting information, product adoption status and business plan objectives
A B C D Response To Development Identifies and capitalizes upon development/training opportunities Seeks feedback from others to strengthen personal skills Takes action upon identified development areas from field coaching, and annual performance reviews to raise competency levels
STRENGTHS (Area graded C/D)
DEVELOPMENT NEEDS ACTION PLAN (Areas graded A & B) TARGET DATE
MR: __________________________________________ Territory: _______________________________________ FLSM: ____________________________ Coaching Date: _______________ Previous Coaching Date: ___________ Specific development area for focus: (From last coaching day) ___________________________________________________________________________________________________________ A: LEARNING, B: EFFECTIVE, C: ADVANCED, D: EXPERT
SKILL AREAS TO BE RATED SPECIFIC COMMENTS (Plse tick boxes below) Selling Skills A B C D Pre-call Planning Develops plans based on market & customer data Sets S.M.A.R.T objectives to move customers along product adoption path Considers planned annual call investment with respect to product adoption Plans effective opening statements lnked to SMART call objectives Plans potential customer questions based on previous call(s)
A B C D Opening Call Introduces self/company States purpose of call linked to pre-call SMART objectives Builds rapport, and demonstrates self-confidence & enthusiasm
A B C D Agreed Action Feedback Asks questions linked to agreed customer actions from last call Explores customer’s experience based on agreed action taken Reponds to customer replies to create opportunities for further action
A B C D Deliver Key Message(s) Delivers key product message(s) clearly Links product message(s) to benefits for customer/ patients Uses approved detail aids to deliver key product message(s) References supporting clinical studies/ reprints as required Demonstrates appropriate product/ disease/ competitor knowledge
A B C D Overcome Objections Listens to & focuses on customer statements to understand their experience Resolves objections with product benefits Demonstrates appropriate product/ disease/ competitor knowledge
A B C D Closing Call Rephrases customer statements/ summarises main points Seizes opportunities to ask for commitment to agreed action(s) Clarifies and confirms customer commitment to agreed action(s) Summarises product key message(s)
A B C D
(Record the evidence that illustrates the level of competency displayed.)
Clear coaching objective
s
Concrete actions for next visit
Focused on actions and observation
s
Selling model
components
4 Document Every Coaching Day
COACHING PURPOSEAssessment Development
CurrentCoaching
Improve skills through practical advice
Build Rep confidenceEncourage self-development
Best Practice
Use Coaching To Develop Sales Force
5
A LEARNING(NeedsImprovement)
B EFFECTIVE (Minimum Company Standard)
C ADVANCED D EXPERT
Selling Effectiveness/ Sales Results
The FLSM must work with the Representatives to identify what standard they are currently achieving (A/B/C/D) with each step in the
PSS process. Then coach them on the specific behaviours they need to develop to move to the next level (A/B/C/D) – to achieve
more selling effectiveness
Qualitative Standards
FLSM’s Coaching Standards Grade A-D
Provide people-centred Provide people-centred leadershipleadership
6
Skills Needed
Top
Middle
Firstline
Skills Needed
Top
Middle
Firstline
Three FLSM SkillsThree FLSM Skills
ConceptualPeople
Technical
Building rapportBuilding rapport
Giving attention to show genuine interest Giving attention to show genuine interest
in the personin the person
Recognizing & working with differences Recognizing & working with differences
to make the person feel comfortableto make the person feel comfortable
Conveying the message clearlyConveying the message clearly
Using feedbackUsing feedback
(Adapted from: Di Kamp. 1997. Sharpen Your People Skills. McGraw-(Adapted from: Di Kamp. 1997. Sharpen Your People Skills. McGraw-
Hill Publishing Company. EnglandHill Publishing Company. England))
Five Fundamentals of Five Fundamentals of People-centred SkillsPeople-centred Skills
““How To” – People-centred SkillsHow To” – People-centred Skills
Key questions (triggers) to check yourself: Am I making the move to build rapport? Do I show that I am genuinely
interested in him/her as a person? Am I making the person feel
comfortable?
People Skills involve:People Skills involve: Taking initiative in building rapportTaking initiative in building rapport Demonstrating a personal interest in Demonstrating a personal interest in
othersothers Striving to make the other party feel Striving to make the other party feel
comfortablecomfortable
Verbal Communication
Non- verbal Communication
““How To” – Verbal How To” – Verbal CommunicationCommunication
“U are interesting”
questions
Start off with “Tell me…”
questions
Ask for opinions/
suggestions or ask about
their feelings/
experiences, e.g.,
What do u think about…
How do u feel about…
What was it like for u when
u..
How would u have done it
differently?
“I know/ have it all”
statements
I know about that
I have gone through all
this
I have seen all that
already
I have heard about that
I have done that too
I have tried that
I knew it before it
happened
Of course, I know
I know, I know, I know…
VS
““How To” – Non Verbal How To” – Non Verbal CommunicationCommunication
Darting/wandering eyes
Slouching
Head down or turned
away
Eyes downcast or going
through documents
Talk more
Look at his/her face
Lean forward
Lift head or head
cocked to one side
Lift eyebrows
Listen more (and get
to know him/ her
more)
VS
VS
VS
VS
VS
There are various approaches to leadership. The People-centred approach was developed by the late psychologist Carl Rogers to help people to help themselves.
If you believe in and adopt the people-centred approach, you will demonstrate the following four attitudes towards your Representatives. Inspire Respect Empathy Genuineness
Your Attitude is Key to People-centred Approach to Leadership
Inspire Lead By Example• If you expect your Reps to know the steps in the ESS model, you
have to know them yourself• If you expect your Reps to explore customer experience based on
agreed action taken, you must be able to show how it is done. Value People• If we expect our Reps to value customers, we as FLSM s must value
our Reps.• There are many ways you can show you value your people, e.g.,
respect them, show empathy, etc. Respect
Respect your Representatives as people who have the ability to provide answers and insights regarding their own problems with support from you.
FLSM s need to have this fundamental belief about people in general and their Representatives in particular.
Your Attitude is Key to People-centred Approach to Leadership
Empathy You must be able to empathise with problems of your Representatives. You must be thoroughly immersed in the thoughts, perceptions, and
feelings of your Representatives. You need to be able to see the world through their eyes.
Genuineness Your behaviours in inspiring, respecting, showing empathy for your
Representatives must be GENUINE in order for the people-centred leadership to be effective.
Your outward actions and underlying beliefs must MATCH (this is often called CONGRUENCE).
Your Attitude is Key to People-centred Approach to Leadership
Although Rogers believed in a non-directive approach, it has been found to be more effective to combine his people-centred approach to leadership with
techniques to manage the coaching process.The coaching process (- How To Do It?) will be covered in the Next
Session.
Six areas to look out for effective coaching: Focus coaching on the Selling Model Tailor coaching content according to need Spend full, structured days in coaching Document every coaching day Use coaching to develop Reps’ skill & effectiveness Provide people-centred leadership
People-centred approach in leading
Representatives: Five fundamentals of people-centred skills “How To” of people-centred skills Questions to ask Verbal & Non-verbal communication Four attitudes of people-centred leadership
Summary What To Focus On?