Archive for category Medical Device

6 Tips For a Successful Medical Device Sales Job Interview

Posted by in Medical Device on January 26, 2012

By Peggy McKee

Competition for jobs in medical sales can be fierce. Health care is a fascinating field, and the work environment for medical sales reps is exciting, lucrative, and rewarding for those who want to really make a difference. However, sales interviews are difficult, and interviews for jobs in medical device sales, laboratory sales, biotech sales, imaging sales, or other health care sales are demanding. That means that you’re going to have to work a little harder to set yourself apart from the competition and win the job. If your background and experience are up to snuff, all that’s left is the interview. Here are six things you can do that absolutely will work to make the most of the time you have in your interview to impress the hiring manager and boost your chances of landing the job:

1. Research the company. In other words, do your homework. There’s no excuse for not knowing what the company does, what its current issues are, what its goals are, where its products fit in the marketplace, and who the competition is. Your job is to take in this information and use it to figure out how you can help them reach their goals….and then frame your answers to interview questions accordingly.

2. Know what kinds of questions to expect from a medical sales interview, like “Can you travel?” or, “How will you build your market?” Have answers prepared for tough (but popular) interview questions such as, “What’s your greatest weakness?” (definitely use a real weakness that helps you be a great sales rep–but not perfectionism) or “Why should we hire you?” Especially be ready for behavioral interview questions focused on tough situations you’ve had to deal with, or goals you’ve achieved and how you did it. Quantify your answers whenever possible. Hiring managers want sales reps who know their job is to ring the cash register.

3. Dress appropriately, and watch your body language. Dressing appropriately means dressing conservatively with no flashy jewelry or strong perfume. If you’re not sure about your job interview body language, find a book to study, or research body language online. Try making a video of yourself and get a friend to help you critique it.

4. Create a 30/60/90-day sales plan, which is a short, 1-3 page outline of your first 3 months on the job-how you will get your training, how you will get up to speed on current accounts, how you will bring in new customers, and so on. It’s impressive because it is evidence of how much you want this job, and how hard you’re willing to work, before you even get the job. It shows the hiring manager that you understand the company, and you understand how to be successful in the job. A 30/60/90-day plan helps the hiring manager to see you in the job, which then makes it easier to make the decision to hire you. It also helps you guide the direction of the interview so that you are sure to get your points across, and it turns the interview into a conversation rather than a question-and-answer session.

5. Bring your brag book. A 30/60/90-day plan shows the hiring manager what you will do, but a brag book shows the hiring manager what you have done. It’s the evidence to back up what you say you can do. It should include your sales stats, performance reviews, “good job” notes or emails, resume, certifications, PowerPoint presentations you’ve created, brochures you’ve done, and what types of products or equipment you’ve marketed. A really thick brag book with a few critical things highlighted (that you show the hiring manager) is especially effective.

6. Know how to close the interview. If you’re in sales, you know how to close the sale. A job interview is the same process, except that the product you’re selling is yourself. This is one of the most important sales calls of your life. Don’t leave without asking for the job. Whether you ask for it directly or you use an assumptive close by asking about the next step, it’s important that you uncover any objections the hiring manager might have while you’re right there to answer them.

Being well-prepared for the interview will boost your confidence, present you as a better candidate, and help you smoothly navigate the interview toward getting the job offer.

No Comments

Three Changes in the Medical Device Sales Process

Posted by in Medical Device on January 26, 2012

By Richard Ruff

The global medical devices industry, while large, is very competitive. Worldwide sales for 2011 are estimated to be more $300 billion in 2011 with the U.S. being the largest market.

The U.S. medical devices industry is growing due to aging Baby Boomers, unmet medical needs, and increasing incidences of lifestyle diseases – like cardiovascular, hypertension, obesity, and diabetes. However, all isn’t rosy; the medical device industry faces several issues – pricing concerns, health care reform, reimbursement pressures, and increasingly regularly involvement. Given this picture, what are the implications for medical device sales people?

1. Changing decision-makers – Although once often the sole decision-maker, the power of physicians is eroding. Today sales people must manage not only physicians – who are becoming increasingly cost conscious, but also procurement, the C-suite, and other healthcare practitioners (e.g., nurses, techs). Many of these people will have pre-conceived notions about you and your competition. Some are your supporters, some are neutral, and some are adversaries.

With more buyers involved in the process, with different priorities and differing views about your device, the complexity of the sales process has increased. And this increased complexity translates into the need for more time to be spent in each account and the need to prioritize that time.

An additional factor is the rise of committees – new product committee, VAC (value analysis committee) or by some other name. Committees mean the buying process will take longer than when physicians spearheaded the decisions. It also means a lot of the decision making is going on when the sales rep isn’t there. Therefore, working with your internal champions to effectly present your solution is critical.

2. Rise of new influencers. In additional to the multiple buyers inside the hospital, there are powerful outside groups in the market – GPOs (Group Purchasing Organizations who contract with suppliers to pool the purchasing power of a consortium of member hospitals) and independent consultants (who promise to identify cost savings.) Sales people must factor in their roles when crafting their strategy for the account.

Ignoring them is the big pitfall here. Regardless of your point of view, these influencers are here and have to be worked with. Just aiming to get them on your side isn’t always the answer. They are measured against criteria that may or may not work in your favor. Understand what drives them and their position at the hospital. Once you know where you stand and where they stand, you can craft a strategy which takes their influence into account. Whether you can build on the influence or try to neutralize or diffuse it will be different in each account.

3. Pricing pressures. Health care reforms in the U.S. will place increasing pricing pressures on physicians and hospitals. These pricing pressures will also be felt in Europe which, too, is experiencing an aging population and an increase in chronic disease. Furthermore, over time, European cross-border comparisons will intensify resulting in prices becoming more aligned.

No Comments