Start well, end well
If you want to catch your lab customers’ attention, downplay using the word “lab” and instead focus on “patient care” or, better yet, “treatment plan.”
“When you focus on how tests will influence treatment plans, you’ll always have their interest,” says lab expert Jim Poggi, Tested Insights, LLC.
Poggi made his comments during the first of a series of podcasts on selling to the physician office lab. The first podcast is titled “The knowledge and skills you need to walk into any POL customer with confidence,” and is posted – along with the other podcasts – online at repertoiremag.com. Poggi was interviewed by Repertoire Publisher Scott Adams.
Red flags
Confidence begins with correctly identifying the correct person in the office with whom to broach the topic of the POL. In most cases, that will be the financial decision-maker, probably the medical director. If that person is interested, the rep will probably be referred to the office manager or practice manager.
That may be good news, but the rep must watch for red flags, says Poggi. “We always get excited when the customer is interested. But we might miss the fact that he or she is excited for the wrong reasons, or is only interested in certain outcomes.”
Be wary of the customer who puts excessive emphasis on revenue or return on investment, he advises. “They typically want high-reimbursement products; they don’t always have clinical outcomes in mind. This can be dangerous if the ROI isn’t there.
“You find a lot of buyer’s remorse with these customers.”
Another red flag: The head physician who shrugs his or her shoulders and says, “Work it out with the lab manager or practice manager.”
“That shows a disconnect in the practice,” says Poggi. “You really want to encourage active engagement,” particularly on the part of the head physician.
Watch out for the manager who avoids discussing the details of implementing a POL. The practice whose attitude is “Let’s start testing now; we can figure out the details later,” often ends up having difficulty with regulatory issues downstream.
But the biggest warning signal is foot-dragging or lip service on the part of the staff, says Poggi. Early grumbling can grow into all-out rebellion further down the line.
It’s a situation the rep should be prepared for, and one that should be addressed promptly with the medical director or office manager. “Ask him or her, ‘Do you know of any reservations the staff might have about testing?’ You’re asking the person to think about the impact of testing on the staff. Things will go much more smoothly downstream if you do this.
“Staff who don’t want to do testing will find a hundred reasons why not to,” he continues. If the sales rep detects any signs of a foot-dragging, he or she should let the decision-maker know the staff has yet to buy into the concept. “But don’t ‘out’ anybody,” he advises. Instead, focus on working with the practice to find ways to motivate and inspire the staff to embrace in-office testing.
Key questions to ask
One of the most powerful questions to ask the customer is this: “How do you believe testing can fit into your overall practice?” says Poggi. “You’ll learn a lot from that.
“I often follow up with this: ‘What tests do you want to perform to shape patients’ treatment plans?’”
Avoid spending too much time on matters of cost and potential revenue, he advises. “It’s always important to think about business issues, but excessive focus on this area leads to problems downstream. You might find your customer thinking about tests that might not be necessary, but that may yield good reimbursement.
“Spending too much time on money diverts attention from the clinical side of things.”
No rep is an expert on Day 1, says Poggi. But don’t let that stop you from exploring opportunities in the physician office lab. “Don’t be afraid to expose yourself to an experience that’s new.”
He advises reps to learn from colleagues who have been successful selling into the lab, and to talk to customers with successful office lab programs. “Ask them, ‘What value do you get from your lab?’ ‘How do you suggest I talk to prospects in my territory?’
“They will help you. And don’t give up. The key to ‘yes’ is getting a few ‘no’s and learning from them.”
One final word of advice: If you come across a customer who is really not ready, willing or able to create and manage an office lab program, and who is just interested in doing it for the money, “hand him the business card of your competitor and leave the room,” says Poggi.
“What starts well, ends well. What starts badly, ends worse.”
Calling on the CPP
Repertoire readers might notice some new initials appearing after their lab customers’ names.
The American Association of Clinical Chemistry launched a new credential for point-of-care testing professionals this summer. The program, created and overseen by AACC’s Board of Certification, will document that certified healthcare professionals working at the point of care have proven expertise in this area.
Those passing the certification will be known as a Certified Point-of-Care Testing Professional, or CPP. This means that the certified expert has demonstrated knowledge in U.S. point-of-care regulations and compliance, quality management, education and training, instrument selection and validation/verification, connectivity and information technology, leadership and communication, sample types, policies and procedures, clinical applications, and technology and methodology.
For more information, go to https://www.aacc.org/education-and-career/point-of-care-testing-professional-certification