The Road to Launch Secure Sales Excellence from Product...
23
The Road to Launch Secure Sales Excellence from Product Inception Domenic Maccarone Senior Director, CNS Sales Lundbeck Canada [email protected] 514-826-9415
Transcript of The Road to Launch Secure Sales Excellence from Product...
The Road to Launch Secure Sales Excellence from
Product Inception
Domenic Maccarone
Senior Director, CNS Sales
Lundbeck Canada
514-826-9415
When to Start
Right salesforce size
Reps currently employed
Structure
Selling Model
Hiring
Training
Topics
What do we need to do to successful in Selling Trintellix when it’s launched
Reps who were successful selling Pharmaceuticals in the Past aren’t necessarily going to be successful
selling new Products in the future
Hi! I’m Wayne Gretzky’s
Bodyguard
Life as a Pharma Rep In the Past
What are your 3 key Selling Messages
Friendly Reps Good Golfer
Lots of Time with Doctor
New Skills needed for Pharma Reps Today
New Stakeholders
iPad Efficient
Knowledgeable Trusted
Ability to Teach Comfortable Challenging Create Positive Tension
Patient Care Network – IHT, FHT, GMF
Banners
Hospitals
Multiple Business Units
Do we need a New Structure Implementation of KAM’s
What Is A Key Account Manager (KAM)
A Key Account Manager is a field representative who’s role is to:
focus on multiple different customers within the hospital or a group practice and
help company gain further access and support on a local level.
Competencies to Consider
Self Starter
Accountable
Flexible/Adaptable
Business Acumen
Discipline
Integrity
Communications
Innovators
Critical Thinking
Analytical
Comfort with Technology
Challenger
New Product
Requires greater frequency versus near LOE product
Establish frequencies based on Segmentation
Scenarios showing Market Penetration
Market Penetration with Current Team
A% of Market Penetration – D number of Reps
B% of Market Penetration – E number of Reps
C% of Market Penetration – F number of Reps
IMS Salesforce Sizing Exercise
Need Right number of Reps in the Right place at the Right time
In the Past – 3 KSM (Key Selling Messages)
Advances in Selling Models
Needs Based Selling – SPIN Selling
Most Advanced - Challenger Sales Model
Gain Sales Management Buy-In
Gain Management Team Buy-In
Marketing to support based on new Model
Do we have the Right Selling Model
Five Clear Seller Profiles Sales Rep Profiles
n=6,600 Source: CEB
Insight focused sales experience is the single greatest driver of loyalty
Company and Brand
Impact
Product and
Service Delivery
Value-to-Price Ratio
Sales Experience
n=5,000+
Perc
enta
ge o
f Contr
ibution t
o
Custo
mer
Loyalty
19%
19%
9%
53%
Insight
Key Differentiators in the Sale
• Offers unique, valuable
perspectives on the market
• Helps me navigate
alternatives • Helps me avoid
potential land mines • Educates me on new
issues and outcomes
Source: CEB
Why the Challenger Mindset?
Higher Percentage of High Performers Relative to Core Performers
Lower Percentage of High Performers Relative to Core Performers
In companies with solution selling models (Challenger), the star performers outperform the core performers by 200%
By adopting the Challenger Mindset, small improvements in how we interact with our doctors will result in huge gains in sales
Source: CEB
Sales Judgement
Sales Potential
Deductive Reasoning
Identify Profile of Rep at same time for development
Hiring the Right Rep Psychometric Testing - 4 Compenents
16 © 2012 The Corporate Executive Board Company. All Rights Reserved.
ASSESSMENT COMPONENTS – 1 OF 4
Sales Judgment
• Derived from common real-world sales scenarios
• Measures an individual’s ability to navigate difficult scenarios that often arise
in complex sales processes
17 © 2012 The Corporate Executive Board Company. All Rights Reserved.
ASSESSMENT COMPONENTS – 2 OF 4
Sales Potential
• Fact-based questions about past behaviors, work attitudes and preferences
• Measures traits such as planning, persuasiveness and perseverance
18 © 2012 The Corporate Executive Board Company. All Rights Reserved.
ASSESSMENT COMPONENTS – 3 OF 4
Deductive Reasoning
• Objective questions with right and wrong answers
• Tests candidate’s cognitive ability, essential for successful insight selling
• Patented computer-adaptive technology continually adjusts level of difficulty to
participant’s ability
19 © 2012 The Corporate Executive Board Company. All Rights Reserved.
ASSESSMENT COMPONENTS – 4 OF 4
Challenger Potential
• Forced-choice questions examine preferences for various sales behaviors
• Identifies candidate’s dominant sales profile(s) as well as their non-dominant
profiles
• Measures candidate’s ability to adapt to the Challenger profile
20 © 2012 The Corporate Executive Board Company. All Rights Reserved.
4. Assessment results are used in
conjunction with work history and other
application criteria to build a short list to
interview.
1. HR uses an email template to invite
relevant candidates (e.g. those who
pass a resume screen) to complete the
assessment.
5. Relevant recruiters and/or hiring
managers conduct job interviews,
selecting questions from the Interview
Guide to further assess a candidate’s
potential to thrive in an insight selling
model.
2. Candidates are asked to set aside
60 minutes to complete it, ideally within
2 to 3 business days.
6. Candidates who are hired to the
organization are offered the
Development Report as the basis for
initial coaching with their managers.
3. Specified site administrators from
HR receive immediate email notification
after each candidate has completed the
Challenger Assessment, prompting
timely access to results.
ASSESSMENT ADMINISTRATION PROCESS STEPS
Start early
Use all methods
Face to Face
LMS
Remote – iPads
Test for desired knowledge
Repeat testing for Retention
Coaching that minimizes subjectivity
Training
When to Start
Right salesforce size
Reps currently employed
Structure
Selling Model
Hiring
Training
In Summary
