Focus Magazine - Winter 2017 - 36

FEATURESTORY

Representatives
should always be
assessed on the
quality of the
interaction
and provided
constructive
feedback.

Depending on availability of space, the
model medical oﬃce should allow for
simultaneous practice in areas frequented by
the sales representative. Examples include
reception area, physician oﬃces, pharmacy
window, sample closet, and break room. If
possible, these areas should be made to look the
way they would in the field. is can be done
with fake plants, picture frames, oﬃce supplies
and signage. A model physician oﬃce can even
have diplomas and certificates displayed on the
wall that link to a fictitious customer profile.
Fictitious customer profiles are critical
components of a successful sales simulation
program. Although most training programs
require representatives "role-play" with various
customer types (doctor, physician assistants,
nurse practitioners, nurses, pharmacists), few
provide them with detailed profiles beforehand.
is is a missed opportunity. Creating fictitious
customer profiles based on real-world data
gives representatives a chance to practice precall planning using numbers similar to what
they will use in the field. Introducing analytics
in this manner makes the exercise more
realistic and adds an element of business
acumen training to the sales simulation
program.
Mock selling scenarios are also important to
the eﬀectiveness of a simulation program. e
best way to prepare a representative for the field
is to put them through rigorous exercises in a
simulated environment. Considering the importance of "lunch-and-learns," it seems logical

to have representatives practice through some
of the situations they may face in this setting.
Example: Dr. Jones walks in to the break
room, grabs food and sits down with the
representative. Aer a few minutes of detailing,
Dr. Smith walks in and starts loading a plate.
What does the representative do? Do they
engage Dr. Smith or wait for him/her to sit
down? What if they do not engage and Dr.
Smith sits across the room? How will the
representative draw Dr. Smith into the
conversation without compromising the
ongoing detail with Dr. Jones?
Despite the fact this happens all the time,
most training programs fail to prepare a
representative for it. e list of potential
scenarios is endless. One thing to keep in mind
is that the representative should always be
assessed on the quality of the interaction and
provided constructive feedback.
In addition to "lunch-and-learns," scenarios
can be based on other common sales
interactions, such as "in-services," "sampledrops," "walking details" or "first visits." How
does a representative handle a distracted or
disruptive guest while speaking? What is the
best course of action when a physician comes
out of an exam room and says "Do you have
something for me to sign?" What does the
hospital specialist do when given an
opportunity to walk with a physician from
grand rounds back to the clinic? How does a
new representative handle the dreaded first visit
to the oﬃce? ese are all examples of
situations faced in the "real-world" that are
rarely addressed during sales training.
It is important to note that even welldesigned sales simulation programs fail if they
are perceived as a game. "Real-playing" and
mock scenarios only work when taken
seriously. Prior to engaging in simulation,
ground rules need to be established. All
participants should be instructed to behave just
as they would in a professional medical setting.
Anyone playing the role of a health care
provider should wear a lab coat and be asked
not to break character.

Selling Model Reinforcement
Many training programs do not take
advantage of the opportunity to use sales
simulation to reinforce the organization's selling

FOCUS | Winter 2017 | www.L-TEN.org

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Table of Contents for the Digital Edition of Focus Magazine - Winter 2017