How will the changes and challenges facing the healthcare system affect
pharmaceutical and medical device sales representatives? MedReps recently sat
down with medical sales consultant Scott Moldenhauer, president of Persuasion
Consultants, to discuss job prospects in 2013 and find out what sales
professionals can do to become more successful this year.
MedReps: Scott, one
of the biggest challenges today must be for sales professionals looking to
break into the medical field. What's your advice for someone with a decent
sales resume looking to make the transition into healthcare?
Scott Moldenhauer: The number
one thing for any salesperson is to have a good track record. Keep in mind that
hiring managers see a lot of candidates so they want to know that this person
can get results, can they make my daily existence better and will they be
coachable. Candidate then needs to make sure they stand out by bringing something to
the table that no other applicant has - literally bring a portfolio into an
interview that contains articles they may have written, awards, letters of
recommendation - anything that will show that they can knock it out of the
park.
MR: What kinds of specific skills
are companies looking for in an applicant that might set them apart from other
candidates?
SM: Companies want to know that a
candidate is a hard core salesperson, whether they have worked in the industry
before or not. A hiring manager also wants to know that an applicant will be
able to get results, be polished in front of physicians and is a person that is
overall pleasant to be around.
MR: What about sales people
already working in the field - what can they do to become more successful?
SM: I would say that one of the
most important things is business acumen, and by that I meant that a
salesperson has to keep up with changes to the industry. They have to know that
because of those changes, the healthcare system is basically making the
decisions - not physicians. So, it's a balancing act. A good salesperson will
have to be able to make sure that they are not only selling the best possible
product, but one that fits into new financial guidelines and is the most cost
effective for patients, hospitals and insurers.
MR: As far as establishing a
rapport with clients, what can sales professionals do in terms of making the
overall relationship better?
SM: Well, it goes back to the
last question. Salespeople have to ask themselves what can they do to make sure
the sale makes the most sense for the physician. But, they also have to make
sure they are asking all the right questions to close the sale and evaluate if
they are really working their territory in the most intelligent way possible.
MR: Can you name some specific
challenges facing healthcare sales reps and what do you do to help motivate
them?
SM: One of the biggest challenges
will be for a sales rep to make sure they are providing the best possible value
and to show that they have a physician's best interest in mind. The other
challenge always is getting in the door - if they can show a doctor that their
company's product is of value then the client will be willing to see them more
often. As far as motivation goes, no one can motivate a salesperson, it has to
come from them. A good salesperson will always want to learn more about the
business. They want to strive to take it to the next level by practicing their
pitch, reading more and listening to motivational tapes so that no matter what
happens within the industry, they will always be an appealing candidate.
MR: Do you have any predictions
for the industry as a whole next year - are there any potential issues that you
see that might hurt overall profits or stifle sales?
SM: The key thing to remember is
that every year we read negative headlines about doom and gloom and every year
the world keeps moving forward. So as far as what's happening in the industry,
salespeople need to look for opportunities. Salespeople need to constantly
change their message to fit the times and new challenges. For example, accountable
care organizations (ACOs) will be something they will need to understand more
of - so they need to ask doctors about their criteria then craft their message
to fit those goals.
MR: What can a salesperson do
that will help him/her sell more product?
SM: Again, it goes back to the
fundamentals; always make sure they give their clients the best possible value
that's the most cost-effective for patients and the system.
MR: As a consultant, what do you
tell managers about what they can do to tackle problems and help their teams
perform better?
SM: I find that a lot of teams
are simply stuck on the basics of selling. Managers need to go beyond just the
benefits of selling to ask specifics like how can my sales people get better
access to physicians and how can I help my team overcome managed care and cost
challenges. They need to look at the broader picture and change the message to
fit 2013.
MR: What about the so-called
"patent-cliff" Scott? Take for instance Pfizer, which just announced
it had to cut 20 percent of its sales force due to the patent loss of Lipitor -
how are stories like this affecting morale?
SM: Reps need to be keenly aware
of their situation and if they feel there may not be enough growth where they
are, to start looking for new opportunities. A good salesperson can transition
into a smaller company, or say from pharma to medical device. It's about
knowing where those opportunities are.
MR: If you could give one last
piece of advice to people looking for medical sales jobs and those already
working it the field what would it be?
SM: Candidates should look at the
job boards to find out who's hiring, then make personal contact with people
within those companies. A good salesperson will never give up. There will
always be opportunities for those with the right skills.
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