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Main Subject - Want More Clients? Get More Vision
One of the interesting side effects of relying exclusively on this E-Newsletter to market my business, is that 100% of my prospective clients reach out to me, rather than vice versa. In other words, instead of identifying industries or companies or individuals who seem to be the likely buyers of my services and trying to get i 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 n touch with them (the way most experts would advise), I simply publish this newsletter every other week, sit in my office drinking coffee, and wait for the phone to ring (what can I tell you, it seems to work). As a result of this approach, and again, unlike the experience of most service professionals, in that first conversation wit ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in a prospective client, I usually know absolutely nothing about who they are or what they do. I know, I know, that’s a cardinal sin in the world of sales. You’re supposed to do all kinds of research regarding a prospective client and the industry it lives in before getting on the phone with them. How else can you impress them 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. h your intimate knowledge of what they do and the problems they face, and avoid looking foolish and ill-informed during that first, all important, discussion? Good question. You’ll be pleased to know that I’ve developed and fine-tuned a Proprietary Interrogation Methodology (PIM), which allows me to learn all about a prospect, withou here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe compromising my position as all- knowing consultant in the process. And, you’ll be even more pleased to know that I’m going to share this entire blueprint with you, today, at no cost (you can thank me later). It’s tricky though, so watch carefully. Here goes… When I’m on the phone with a prospect, and after exchanging the usual d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro pleasantries and chit chat, I pause and take a deep breath. Then, I look straight at the phone, and with a confident, yet inquisitive voice, I say: "So, what do you guys do anyway?" Bam! That’s it. They start talking and we’re off and running. All kidding aside, I have noticed one interesting thing in these situations (and this is t 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 e point of today’s newsletter, so try to stay with me). If the person on the other end of the telephone works as a "typical" professional service provider (accountant, recruiter, financial planner, marketer, etc.) they answer my question by explaining their business model. For example, "We help mid-size technology companies mark 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 t their products, using our five point system for blah, blah. We zipidy-zip their blah, blahs, and charge a licensing fee and hourly rate." You get the picture. If, on the other hand, I ask this very same question to someone in a nonprofit organization, they invariably answer by explaining their vision. For example, "We help a nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically ults improve their economic situation by teaching literacy." The nonprofit people never begin by talking about how they generate revenue. And, unlike their for-profit counterparts – who go as silent as if I had just asked them to explain how the Hubble Telescope works – they have no trouble talking coherently and at length about the 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 "cause." Why should they? The cause is what they do; it’s why they come to work every day. How about you? If thinking about the cause or vision or philosophy for your business makes you uneasy, you’re in luck. Because if you’ve managed to sell what you do so far without even knowing what your cause is, you’re going to love h ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi w much easier things get when you talk to people from a higher perspective. What I’ve realized (and only recently), is that vision – not features, not benefits, not process, not capabilities, not credentials – is the fastest and easiest path to closing a sale. It is so much (sooooooo much) simpler to bring a new client on board when ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a hey understand and buy into your "stuff." If your view of the world resonates with them and some problem they have or opportunity they see, they don’t care (much) about how you get them there. That last point is so important that I’m going to say it again, in case you missed it. If they buy your vision, they don’t care about your pro dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod ess. They just want you to take them to that place you just described. In my case, during that critical, first impression conversation with prospective clients, I hardly talk at all about what I do (E-Newsletter creation). Instead, the vast majority of the discussion is about my vision: why relationships matter; how efficient it is t cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin o market to the people you already know; how difficult it is to chase strangers and position yourself as expert at the same time; why penguins are so cuddly, etc. Vision, vision, vision. A couple of more things on this: 1. You don’t need a "save the world" vision. It’s fine if you have one, but when I talk about vision, I’m simply t tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen lking about something bigger than just putting cash in your pocket. There’s nothing wrong with cash, but if you want more of it with less effort, see if you can stand back and figure out what point of view your company has that transcends the money machine itself. 2. If you can talk about the vision independent of your particular s 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 rvice solution, you’re on the right track. Being able to clearly and concisely describe what you do and how you do it is certainly important. But that’s not vision; that’s just basic marketing.
I’m talking about your view of the way things ought to be: Vision: "Small businesses deserve a way to inexpensively generate targeted ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust eads" Service: Pay Per Click marketing from Take Aim Search Vision: "Having a chronic illness doesn’t mean you can’t continue to thrive in the workplace." Service: Coaching from CICoach.com Vision: "Simplicity." Service: Web demos and presentations that connect instantly from Glance.net y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products You get the idea. These visions exist above and beyond the services attached (and in fact, you could apply the same vision to other services). 3. Take a lesson from the nonprofits. In a nonprofit, the vision is always visible and right there out on the table. Nobody’s there for the money, and everyone talks (constantly) abou . 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 the cause. Now, imagine for a moment that your business were set up as a nonprofit. Sorry, didn't mean to scare you. But what if money were not the objective? What would be the purpose of your organization? Chew on that one for a while and you may begin to see your vision! Bottom Line: Money’s great (I like it a lot) elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip but if that’s the only reason your company exists, you’re going to have to work for every sale. Talk less about what you do, and more about what you believe on the other hand, and you’ll make it easier for prospects to hear you, understand you, remember you, and (ta da!) hire you. I’ll be drinking coffee in my office if you need me 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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