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  • Business Articles - Facilitating Decisions: A New Way To Boost Sales

    CRITERIA

    How many times have we all noted that our products, ideas, or services will solve our prospects problems - and then the prospects don't buy our product, or do something different than what we think they should do.

    Here's the deal: People do not make purchases outside of their own values. People have cre
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    ated their status quo based on criteria that encompasses their values, vision, and norms. And they are comfortable.

    As sellers, we find prospects with a problem, and assume that because our product can fix their problem, they will buy it from us if we can get them to understand it/like it/like us.

    One of the mos
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    stultifying problems in the fields of sales, marketing, and advertising, is that we operate from the belief that people make decisions based on information. So we push, pitch, position, and present fabulous ads, direct mail pieces, product material or whatever, assuming that the buyer will know just what to do wi
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    th the presented information. And when they don't, obviously it's an emotional decision, because rationally they should have known to choose our product.

    But even the best-presented information will not find a home if there are ingrained beliefs or established systems that obstruct the intent of the message. In o
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    her words, we don't even hear what will offend our beliefs, or we ignore that which we don't relate to or that which will cause us to consider change - no matter how well presented.

    It's time now for sellers to take on new roles beyond that of information suppliers; they must now help clients address all aspects
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    f discovering their solution in their complex environments. Indeed, they must be facilitators, and help buyers manage decision and change. By operating a decision facilitators rather than product sellers, they can close their sales cycles by half, and become trusted advisors to their clients.

    To become a facilita
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    tor you must first understand how people make decisions.

    HOW PEOPLE DECIDE

    There is a specific decisioning sequence that all people (teams, couples, individuals, companies) go through in order to even get to the point of considering making a new choice. This could be called the 'pre-decision decision', but until
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    people go through this sequence, they won't even consider doing anything different from what they are doing, whether they need to or not, whether they notice something is missing or not. It's important that the sequence be used in order, otherwise the brain can't see a reason to re-examine the status quo. Why wo
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    uld you need to hear about a new hair color product if you like your hair color? That's why pitching doesn't work.

    Use the sequence, which I call the Buying Facilitation Method®, to help your prospects discover what and how they need to make a buying decision. And remember that your job is only to support the dis
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    overy process initially - until your buyer designs an appropriate solution. Then it's time to offer them your product information.

    1. What's missing, and how did it get that way?

    People being people, they get comfortable with the way things are, and probably have had some part in creating the rules; a whole syst
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    m of beliefs, rules, relationships, management and hierarchical roles, partnership agreements, etc., is in place that maintains the status quo.

    When I am selling Buying Facilitation training, I ask my prospects the following:

    What parts of your current sales approach would you need to maintain before you add som
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    ething new? What would that look like? How will you decide which pieces of the current approach need to be maintained?

    So the first part of the decisioning system is the element of discovery of all the aspects of the status quo: where are we, how did we get here,what's stopping us from getting where we need to be
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    What beliefs must be reexamined to be willing to add something new to what we are doing? How will we know when / if we are ready to do something different?

    2. How can we fix it with what's familiar?

    Before anything new is tried, before people purchase something that is unfamiliar as a fix, they will try to fix
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    it with something known. Buying/bringing in an unknown product/vendor will mean that the current system will be at risk. Familiar resources are already built into the system; before trying something new, people will try the familiar. Just because you show up with the best fix doesn't mean they will choose you to f
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    x it.

    3. What are the systems elements that must be attended to?

    The way things 'are' were created by what 'is'. Folks are comfortable with it, or at least have made some sense of it, and everything works together because of each other. When something new enters the system, the system gets discombobulated.

    Shif
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    one piece of a system and the system changes. Change the color of the room, you buy new fabric for your couch and drapes. Purchase new software, the existing software has to be reconfigured. Change doesn't happen in a vacuum.

    When people finally do discover that they are not so effective as they can be, AND they
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    realize they cannot fix it with something familiar, they've now got a problem: they must actively seek a fix.

    But before they fix the problem, they must understand and account for all of the variables within their system to reduce discomfort and friction, or there will be chaos.

    In consultative selling, sellers
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    ask questions about the presenting problem - even, possibly, around some of the issues surrounding the problem. But having information doesn't manage those unique, idiosyncratic systems within the prospect's culture that will be affected by change. Indeed, the seller having answers doesn't matter: buyers just won'
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    t buy until or unless all of their ducks are in a row. And they could use help sequencing their thinking, and recognizing those issues that need to be managed that the seller (as product expert) can actually assist with.

    Remember: no matter how wonderful your product is, how needed it is, how much 'pain' there is
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    how good a sales person you are, or how good the ad is, buyers will not buy your product until or unless they consciously understand there is something missing that they cannot fix themselves, that there will be no chaos when they bring in a fix, and that their current systems will flourish with their new choices


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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