Incredible Guidelines On Why Positional Bargaining Can Be Very Dangerous
posted in Off-line Marketing |The process of closing a sale is far more than just the mechanics of achieving a result, to provide products and services on the one hand and receive financial remuneration on the other. Highly successful sales representatives understand that they need to take into account strategies, personality types, positions and a host of external influences and factors. It may well be possible to reach a handshake agreement, but the key is to ensure that the relationship is being enhanced and is not endangered due to the tactics involved, or the lack of skill applied.
Not surprisingly, key account management training requires a complete understanding of each party’s position and must be able to clarify the potential pitfalls encountered as a result of poor preparation. The pharmaceutical sales rep must be aware of the difference between positional bargaining and principled negotiation. Positional bargaining in an outcome that is less than palatable and not equitable. Should a hard position be adopted this can result in fractured trust and relationships, while if a soft position is adopted during the process, concessions can be made just for the sake of arriving at an agreement, often overlooking the very core of the problem.
When two parties come together in the process of negotiation, it is important that each side is able to see from the other’s perspective. It is important that no process of blame is attached to any particular stumbling block or problem and that one party does not criticise the other for a particular stance. Every issue must be dissected and clearly understood, with potential outcomes investigated on either side. If both parties have a clear stake in a positive outcome, they will likely be more vested in the discussions, will feel more positive about developments and work harder to find a mutually agreeable conclusion.
These days, pharma training asks a lot of the sales practitioner. The professional must be fully educated about the product line and it is his or her responsibility to ensure that the end-user, the pharmaceutical professional, is in possession of all the facts related to product usage, usability, restrictions, potential side effects and safety. Invariably, key account management training clearly understands how complicated this can be and that the path to sales closure is far from straightforward. Party negotiation can be lengthy and require subtle interaction, as emotions can more often than not be part of this picture. There is a danger that inadequate sales practices in the past can also place stumbling blocks in the way, as memories of this less-than-perfect interaction can cloud the healthcare professional’s judgement.
Preparation is everything and before any process of negotiation is undertaken, the sales representative should have gathered a lot of intelligence, information and data to bolster a clear understanding of the purpose at hand. By doing so, the sales rep will be able to clearly define the position without any possibility of misunderstanding or confusion. Through a clear understanding of interests as they apply to the other party’s position, the sales representative can aim to match the company’s interests in order to achieve parity and success.
Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.
