As pharmaceutical sales representatives know only too well, a decision-making process is not based alone on rational factors. Contrary to some opinion, doctors and healthcare professionals do not operate in an emotional vacuum, even though they often have to keep their emotional sides in check to maintain professional competency and sanity. They lead their lives in the real world and are subject to the formation of opinions, the attraction of positive and negative emotions in any number of ways. This subtle interaction of external factors can often help persuade a process of decision-making and this is becoming readily apparent in the field of pharma training.

As the marketplace becomes more diverse, more competitive and is subject to more restriction, pharmaceutical companies must ensure that their employees are trained to deal with the new reality. Some studies have shown that emotional factors can account for almost as many motivational triggers as their rational counterparts. The professional may well be reacting out of instinct, but nevertheless the pharmaceutical sales representative has a very difficult task to engage. A professional may or may not be motivated by the reputation of a certain brand, by some comments or reaction from one or two of their clients, or even by the perceived success of a marketing campaign itself. Often, a brand that is not able to portray its “nobility” in holistic terms, may fall well short of satisfying a healthcare professional’s avowed intention, to provide for their patient’s ultimate care.

These days, key account management training should encourage individuals within the organisation to observe and decipher the process of decision-making as keenly as possible. This is far more difficult than it might seem on the face of it, as emotional factors often drive the professional’s choice and these factors may not be consciously or subconsciously apparent. Nevertheless, a keen observation may reveal subtle clues, be they visual, spoken or sometimes written and this data should be gathered and assessed to enable a pattern to be revealed.

Certain insight research groups are beginning to compile trend information and analysing the emotional needs of physicians and practitioners, providing such information to the pharmaceutical industry. Consultants should pay particular attention to the findings of these surveys, which could help where the particular organisation can improve. Not surprisingly, key account management training must keep up with these new revelations and positions, so that a consistent approach is applied and the clients are served, based on both their rational and emotional needs.

Ultimately, the pharmaceutical sales company should try and become even more aware of the motive behind the buyer’s decisions, than the buyer him or herself! Remember that emotional triggers can not only alter the way that the professional prescribes, but can also determine the strength of the entire relationship. If the pharmaceutical company can make alterations to its modus operandi, then it may in turn bypass the objections of the client.

As the market becomes more and more competitive and even more heavily regulated, it is likely that emotional buying decisions will become even more relevant.

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.

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