Confrontational Marketing In Pharmaceutical Sales and Medical
Business → Marketing & Advertising
- Author Jay Valentine
- Published October 22, 2010
- Word count 576
In order for you to get into existing sales cycles, capture competitive
accounts or launch a new territory, you need cut differentiators to get you
traction, then greater amounts of deal control.
You recognize people have already begun sales cycles, using Google, and
opinions have begun to form. You are now an interloper, coming in where you
were not invited in the first place.
The ground may be laid by competitors making it difficult for you. Your
company is probably either not well known (or you would be in the deal) or
your company's white noise marketing has so smothered your differentiators
as to make you an "also ran" rather than a leader. You must overcome
barriers your own marketing department erected.
That's the bad news, and if you are a street smart sales pro, you also
recognize a huge advantage you have, that nobody else will have.
Your differentiators are not yet in the fight. That is significant and
let's talk about it here to set the stage for confrontational marketing,
the most powerful hidden force in marketing. Much of its power comes from
the natural tendency for marketing professionals to "run to the white
noise."
Confrontational marketing is not a marketing strategy to get people angry or
mess up their hair. Confrontational marketing means we take our cut
differentiators and show them to the people who matter in the sales cycle.
We eliminate everything not a differentiator and stop pushing it on the
customer.
If it ain't different, why are we saying it?
Often prospects do not want to hear cut differentiators. They made a
"religious" decision for a specific product or service and
institutionalized their beliefs in documents and presentations to others.
If you read the basic Sales Training 101 material, you know people cling to
beliefs even in the face of overwhelming evidence to the contrary. Thus, you
must engage with such people on the battlefield of differentiators. You must
slowly show them evidence their world-view has another dimension. You do
this with compelling information and proofs on your cut differentiators.
The prospect sees an equation where all the incumbent vendors are on one side
doing exact match search. Another vendor, me, stands alone. My product is
not being evaluated on how big we are, our website, our customer base, our
marketing material. We are evaluated according to our cut differentiator.
This is important because when you're going against well known competitors,
who are entrenched in an account, and have many resources you do not have,
you need to use street smarts. Street smarts marketing is confrontational
marketing-selling differentiators only, focusing on differentiators,
proving them at every turn.
Street smarts assumes you are coming from position of general weakness, at
least early in the sales cycle. Over time, your differentiators will gain
you traction, but not at the beginning.
Confrontational marketing means delivering your cut differentiators slowly,
over time. You do not drop them all at once, since they have greater value
when delivered, like bacteria medicine, over a prolonged period.
The sales rep's job is to deliver the confrontational marketing message
around cut differentiators the marketing department has muddled with white
noise. We are the marketing department for our company and we are
responsible for revenue, not press releases.
Because our marketing department is typically pushing white noise, people
have either chosen not to look at our products because they don't
understand our differentiators, or they think there are no differentiators
there.
http://www.PharmaSalesRepJobs.com publishes free reports and videos for those seeking pharmaceutical sales jobs. The author, Jay Valentine, advises pharmaceutical sales candidates on how to use "street smart tactics" to differentiate themselves to get a great sales job.
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