Transcript Document
Understanding Their Needs and Positioning Your Benefits Joslin Diabetes Affiliates June 15, 2012 Session Objectives • • • • • It’s about them Framing the visit Credibility Asking questions to understand their needs Preparing the right message – Benefits – Value – Proof • Managing complaints, preparing for close Recap… • Effective referral development starts with a plan – Approach must be responsive to changing dynamics – Define the goals with clear objectives • Knowing your best targets sets the stage for access and meaningful visits • The role requires gatekeeper management – Techniques must be authentic, practiced – Leverage what is different about you – Practice is best done before you get to the practice – No bait and switch Let’s Step into Their World • Many doctors are unhappy – Pace of work – Demands – Control • Hospital collaboration is mysterious • Office staff live in this tenuous world • Lots of reps, lot of meetings, many want something from them What’s New? Everyone wants a piece of your market . • • • • • • More organizations offer their own diabetes education Overwhelming market clutter Activity from organizations of all sizes Many models blend retention and growth Growth requires something to sell Everyone has baggage – what is yours? A successful person is one who can build a firm foundation with the bricks that others throw at him. Staging Your Time with the Doctor • A fine line – too little or too much – Tell and Sell is old-school; rarely effective – Broad questions make them do all the work • Plan for a meaningful dialogue – Ask questions – Relate to their practice – Share insights from colleagues • How much of your meeting time do you dedicate to learning about them? • Manage your time – Less content but more depth is not a bad thing – Stage the next conversation based on interest Supporting Specialists – Primary Care Referral Preferences Great Meetings Starters 1. Pre-call Planning – REVIEW from last session • • • • • • Questions to ask Information to impart Tools to support the message Key things you hope to learn How you will demonstrate good listening Expectations for the next visit Audit Your Physician Communication Yes Our messages change frequently and are based on the internal needs We sometimes “sell” before we are ready to deliver We know the ‘right’ questions to ask I/My staff spend ‘quality’ 1:1 time with physicians in their office I/My staff generally spends > 50% of the visit telling Messages are consistent from every stakeholder within our organization No Great Meetings Starters 2. Office Staff Strategy • • • • Pre-plan for three levels of meetings in each practice Help yourself – manage the number of group events Genuine WIIFM is alive and well Great Meetings Starters 3. Credibility Techniques • What does credibility look like? – Stage your agenda… purpose, process, your needs • What demonstrates to physicians that you: – – – – – Listen Fix their problem Provide pertinent information Are the right person to ask about Center details Will keep things confidential Great Meetings Starters 3. Credibility Techniques, cont’d • How do you demonstrate this? • How do you fix broken trust? • How do you leverage credibility to advance relationships? But, We’re in a Vicious Cycle Problems, issues, poor service… they all need something…. We can’t do anymore without more staff…. Operations is resistant to change…. We are out of the loop for critical communications…. Physicians get their way here…. Nobody knows us…. Great Meetings Starters 4. Staging Ask a question – Plan a question that is customized to them – Listening is your #1 obligation Work to uncover needs – Highlight needs that are heard in notes and with your conversation – Remember just because they have problems, it does not mean they are ready for solutions Matching the needs of the customer with benefits you have to offer 1. Product/Service 3. Selling Skills 2. Internal Process and Packaging Understanding Needs Need: A customer desire or want that can be satisfied by your product Opportunity: A customer problem or dissatisfaction that can be addressed by your product • Requires good questions • Select a need, then proceed • Safe questions – Confirm the facts – Learn the basics • Tell me more – What are your expectations – What are your challenges – How do you like to see things done • Background to move forward – What is the process for making decisions – When – What are barriers • Are you with me? – Do you like what I am offering – Does this make sense given your situation Questioning Strategies Create a Question Need to Know Thoughts on the Center’s educational resources Current education process for patients newly diagnosed with diabetes Influence the senior partner has in the referral patterns Level of satisfaction with your competitor Question - Category Desired Reply • Education and updates – Their topics, relevant to their patients – Consider their angle of interest – Make sure you prepare your differentiators – Go deeper – Message that they are “in the loop” – Understand their thoughts about diabetes education • Create value-added opportunities – Involvement – Communication – Service offerings • Leave a little sizzle • Concerns – Listen to new issues – Report on the resolution of prior issues • Access mechanisms for support staff What to Discuss? Framing Benefits 1. Evaluate your product features 2. Determine the benefits • Differentiate benefit by physician type • Know how you can prove your statement 3. 4. 5. 6. 7. Assess how this compares with your major competitor Create questions that can set up interest With need, prepare messages that position your advantage Design questions to learn the importance of your benefit Position your offer in benefit language Feature Benefit Chart • Select a service you wish to focus on growing:_________________ Features vs. Benefits Feature • • • Benefit Competition? Proof Source Field Opportunities..... • Define the approach that works for you – Know where you are headed – Support new approaches with face-to-face meetings • Stay focused on listening and learning, the talking will come • Give yourself permission to innovate, change and improve • Listen to what the physicians say and they will tell you what they want; it counts for way more than dumping the bucket about what you have • A strategy to develop other important relationship – referral coordinators, mid-levels – shouldn’t be an afterthought • Be aware of market opportunities for affiliations, collaborations, etc. – bring that intelligence back to internal stakeholders • Refine your potential as you go Consistently Advance Create Your Funnel 1. 2. 3. 4. 5. 6. Referral Development Funnel Referral You don’t “pay the price” for success – you enjoy the benefits of success. - Zig Ziglar Bottom Line: Growing Referrals • Strategic approach – Operational readiness – Your physicians’ support – Position something of interest • Office strategy - who in the practice is “right” • No flavor of the day • Gaining commitment Homework… • List one thing you will learn more about that will help you in earning credibility with your doctors • Brainstorm ideas for adding more intrigue and value to your conversations about: – Clinical offerings – Educational resources • Brainstorm ideas for personal growth • Select 5 of your best targets – determine relationship objectives and map out your sales funnel Thank You! Kriss Kriss Barlow 651 Old Hwy 35 South, Hudson, WI 54016 715.381.1171 [email protected]