America's largest healthcare recruiting firm.

 



For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales
Elsevier

Quality Leads vs. Quantity of Leads
As most experienced sales managers know, prioritizing leads can help teams cover more ground and move forward more efficiently. But the value gap between quantity and quality may be wider than many sales teams recognize. In fact, a growing number of experts are advocating an approach to sales that looks more like marketing than a traditional, numbers-focused accumulation of marginal leads and cold contacts. Here are a few considerations to keep in mind as you coach your sales teams to evaluate leads and client contacts throughout 2016.

Relationships matter more than sales. 

A generation ago, gaining favorable contract opportunities meant currying favor with individual physicians and their teams. Passing out branded pens and showing up at a private practice with lunch for the staff could push up quotas and sell products. But very little of that holds true today, and meaningful contacts are no longer based on superficial interactions and product sales. Medical decision-makers and pharmacy managers seek companies that also offer disease-specific and public health-focused programs that support patient care. 

Build trust.

Gaining face time with medical and pharmacy executives can be difficult, but that’s only the first step. Since skepticism may run deep, help junior sales reps stay in close contact with medical science liaisons or higher-level company executives. If clients have complex questions about treatment protocols and disease pathways, make it easy for reps to connect them to the answers they need. The overall relationship should exist between the client and the company, not just between the client and the sales rep.

Encourage product and pipeline knowledge. 

Train reps and help them gain a broad understanding of where each product fits within the broader marketplace. This will mean an in-depth understanding of concerns related to cost, side-effects and patient compliance issues. A well-versed sales rep can sound more impressive to the healthcare professionals. If your rep can only speak about the product and isn’t knowledgeable about the latest trends in the industry, that won’t leave a great impression. 

Develop programs that leverage unbiased data. 

In order to create a lasting relationship built on trust, reps will need to provide data and other resources that can help medical executives make informed decisions that benefit patients. Too often, companies share clinical data that seems biased in favor of their own products. But if reps can share reliable clinical studies and meaningful best practices, a sales relationship can become a valued healthcare partnership. 

Invest in leads with stronger potential. 

Sales reps may over-invest time and resources in physicians or clinical administrators who don’t actually have any meaningful control over formulary decisions. Private practice physicians may be able to prescribe medications as they choose, but as hospital systems expand and incorporate smaller clinics, physicians often give up this control and face limited options when making product decisions. Help sales reps maintain focus on influential decision makers within hospital and healthcare systems. 

Focus sales rep attention on long-term relationship-building, rather than accumulating lower quality leads. For more information on finding the medical sales professionals ready to develop those long-term relationships with your clients, turn to the sales staffing team at Buckman Enochs Coss and Associates.