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Sales Process (Frictionless Customer Service (Remove all barriers for…
Sales Process
Frictionless Customer Service
Remove all barriers for sales
Immediate response to enquiries
Product or service performs as stated
We are seamless to deal with, sole point of contact or departments are joined up and effective
Value - the customer should now pay more than they value the product or service or any significant amount more than another buyer (volume dependent)
We must understand and 'remember' our customer. Them having to explain who they are or what issues they have is friction
Trustable - we do not recommend a product or service that is not relevant. The customer should have faith that if we make a mistake, it is we who bring it to their attention and quickly, they should not have to 'count their change'.
Examples - They bought more than they need, warranty period is due to expire, short-dated stock sent in error at full price, making it difficult to process returns or cancel subscriptions
The less the friction, the better the customer experience, the better the customer retention and longevity of the relationship
If you didn't win the business, don't throw your toys out. Be easy to deal with, ask for constructive feedback, be professional and approachable for future business or for second chance
Effective process of product trials and implementation
Black Box Principles
Bottom up development
Learn from mistakes
Marginal gains
Breaking down big problems into many small parts
Progressive attitude to failure - no negativity around failure and no blame culture. You don't have enough time to learn from your own personal mistake alone so use others and share in the knowledge and the future learning opportunities
New ideas open to debate without prejudice or preciousness. No bad ideas, just opportunities to discuss possibilities and gains. Open culture , if an idea is not used it was still worth suggesting and debating.
Customer Intimacy
Miller Heiman
Set achievable and individual SSO's - Single sales objectives. Deal with each one separately
Set achievable deadline date for each SSO
Map out each contact that you will need to engage and influence in each SSO
Ascertain and agree on each contacts win theme - price, ease, speed, podium presence, work-life balance, recognition, promotion,
Agree if each contact is in growth, even keel or trouble - even keel is unlikely to change existing practices
Make a list of all possible objectives to reach to meet this SSO. Shortlist the best objectives and give them a deadline
If you're going to lose, lose quickly. Don't dwell but don't ignore. Come back to them at set intervals. No is only no now, if the existing supplier fails or moves on, you will be the first on their mind, you've been professional and approachable
Stakeholder Management
Who is the Economic Buying Influence (EBI) - who has ultimate positive or negative vito power
Map out clinicians/end users, procurement, business development, Board of Directors, PA's to Directors, stores, replenishing staff, department managers,
Map out influencers, advocates, detractors
Map out personality traits - Red, Blue, Green & Yellow - structure communication to suit
Account segmentation & pipeline management
Map every potential customer in region
Value of existing business
Value & unit potential of account
What is the competitor market share
How old is the latest MS share data
Source & compare new data sets to sense check what we think is the existing market share, natural market growth or decline
Use all above knowledge to segment into hunting, maintenance and prospect accounts
Attribute account designation -
Prospect, Hunting, Maintain
NHS Insights - data scraping of all customers on key words
Principles
Customer bottom line is as important as our top line
Win/win
Sales Management
Mentoring
2 way feedback on skills and abilities
Safe and open environment, non judgmental
Motivational
Clear progress review
Don't simply hand over the answers - work towards a solution
Execution of strategy
Take the overall target and attribute to individual accounts
Agree prospect, hunting , maintenance accounts
Objectives & portion of target in each account
Compile blue sheet & agree SSO's
Pipeline management
Team performance management
Monthly reviews
Recognise success together
Share best practice
Shared obstacles & challenges
Coaching
Mel - No prior sales experience
Constant support in field calls
Robust pre-call objectives
Granular account review and time management
Break down of the target into manageable chunks- conversion rates, how many calls to achieve how many FP10's
Conscious of not impacting confidence or moral
Guidance on how to act and what not to say in certain circumstances
Dean - Fairly new to sales
Too possessive and controlling - demonstrated that the key to success is teamwork and not working in a silo.
Coached on effective follow-ups and visibility - prove to me what you've done to follow up activity
Data analysis - market share, opportunity leading to activity and account segmentation
Perception is the reality - getting his figures & forecasts perfect so there can be no criticism but also managing his emotions when challenged.
Effective trial management - set objectives, agree what success looks like, agree on mile markers, agree post-trial implementation
On Boarding & Induction
Steve & Pete at AAH.
Mel, Jordan & Mike at Coloplast
Sales process
Time management
Account segmentation
Call planning
Pre-call objectives
Post call review
Follow ups
Accountability
CRM management
Budget Management
More experience needed
Capital equipment terms and conditions
More experience needed
Management of P&L
More experience needed
Data Analytics
What is exact target, how is it made up, what are the measurements,
People management
See on boarding, coaching & mentoring
Setting targets
Monthly reviews & Miler Heiman
Advisory Boards
Engage with KOL's
Test marketing messages, language and materials
Uncover how best to engage with customer base
Inspire curiosity on products
Gain access to detractor accounts
Demonstrate intent for customer intimacy
Peer to peer recommendations
Deliver value proposition
Convey our 'Why'
Sales Types
ONPOS -Online Non Prescription Ordering Service
Efficiency savings
Visibility for exact orders
Accountability for staff making orders
100% formulary compliance
Meds Management lead backed up by TVN's
Innovative thinking - The Christie Model
Take over running of hospital pharmacy
Delivery straight to ward
Utilisation of automated ward cabinets
Invoice on dispense
Brought together AAH, Lloyds & Evolution Homecare
Solution based sales
Coloplast - ONPOS
Meds management at CCG's
AAH Added Value Services
Hospital pharmacies
Barclays - Salary Sacrifice
HR departments
Better employee engagement
Allied - bids and tenders
Local authorities & CCG's
AAH - Added Value Services
Complete evaluation of current practices
Remove non value steps
Identify innovation
Product & technical based sales
Abbott - single use consumables
Coloplast - advanced wound care
Service based sales
AAH - all price locked
Allied - driven by care worker recruitment
Competency based questions
Problem solving
difficult decision
unpopular decision
how do you work under pressure
By taking my time to formulate a plan and working through it according to the correct priorities
How do you make a quick decision
How to motivate an under performing employee
Uncover what are the main issues, training, support, communication, break down targets, smaller tasks
what kind of problems do you handle best
what kind of problems do you handle best
Problems needing analytics and
Conflict management
significant crisis you have faced
Difficult customer of customer complaint
How would you resolve a dispute
Career objectives
short and long term goals
5 years from now
most important things in your career
Stress questions
How do you react to criticism
Can you accept criticism for poor work
Describe a time you failed
what causes you to lose your temper
do you really feel you have enough experience for this role
why have you changed jobs frequently
are there any questions you were expecting that we didn't ask
Adaptability
a time when you changed your priorities to met others expectations
when have you altered your own behaviour to to fit the situation
when have you had to change your point of view after new information
Client focused
an example where you went beyond the clients exceptions for service or solution