Great Suggestions On Why Positional Bargaining Can Be Very Dangerous

In order to close a sale you must look much further than purely achieving a result, handing over products and services in order to receive some kind of financial gain. 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.

During key account management training, all the potential hurdles and obstacles that may be encountered, especially if the process of preparation is poor, must be understood as each party’s position is clarified. There is a distinct difference between principled negotiation and positional bargaining, which the pharmaceutical sales rep must understand. Positional bargaining in an outcome that is less than palatable and not equitable. If a softer position is presented, the risk is that concessions may be made just so that an agreement may be achieved, bypassing the problem, while if a hard position is adopted this can lead to pressure on the relationship itself, with potential damage.

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. It is important to “get to the bottom” of each issue and to openly discuss the potential outcomes, either way. Each party should have a perceived stake in the outcome of the negotiation and as those discussions proceed, each party will then feel their positive involvement and a wish to find a mutually acceptable conclusion.

In our constantly evolving market, pharma training really engages 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. This places an additional complication in the sales closure process and is one that key account management training should focus on. The process of negotiation between the two parties is quite subtle and it’s important to realise that emotions can come into the 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.

Before the process of discussion and negotiation is begun, the sales representative should be very clear about the purpose and have a good deal of intelligence and information at hand. This will help to ensure that the process can be completed without confusion or misunderstanding, presenting the position distinctly. By taking time to understand the intricacies of the other party’s position, the successful sales representative can tailor the approach, while still successfully trying to match the company’s ultimate objective.

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.