By Wanda Lane, RN, MAed, CVAHP
Wanda Lane
Did you ever stop to think how closely your job as a sales rep parallels that of the value analysis professionals upon whom you call? Think about it.
Every salesperson ponders the key to reaching the gatekeeper in targeted accounts. Some product and device reps make it a priority to know and cater to these elusive individuals just long enough to get their wares into the account, and then move on to the next target. Valued distributor reps function a little differently. They deal with both sides of the equation. Every day is one part product rep, one part hospital or IDN account manager, sometimes in direct conflict with one another, sometimes placing you in the middle.
Value analysts, meanwhile, have become the primary point of entry for anyone selling a product or service. Their day consists of one part clinical, one part business, often in direct conflict with one another, placing them in the middle. They act as the bridge between clinical and business, interpreter for both sides, and overseer of all things product.
Recognizing the similarities of the pressures involved with our positions can help the distributor rep and value analyst forge a mutually beneficial relationship. The key lies in knowing what value analysis professionals want.
To explore that question, we gathered together a group of value analysts and asked them to describe their dream distributor account manager. Not surprisingly, some common themes surfaced.
Trust. Value analysis professionals risk their reputations within the organization daily. A few too many delays in conversions, or too many well-intentioned but overstated savings promises can destroy a value analyst’s credibility in short order. Understand if she is wary and overly cautious. Be cognizant of her credibility when discussing savings opportunities and time projections. The best rule of thumb is under-promise and over-deliver – every time. When the inevitable happens – a time frame is extended or savings projection goes awry – own the problem with her. Accept accountability and share the blame. This is even more crucial if your value analyst is new and still learning. Assist her with some wins, and be willing to coach her through the process. Trust-building is time-consuming, but well worth the effort.
Know the reps who support you in the hospital or IDN. A single point of contact was a universal desire. Value analysis professionals know virtually everyone in the hospitals they serve, multiple device and product reps, and you. They navigate the preferences, wishes, wants and requirements of multiple departments, clinicians and physicians, while attending to backorders, recalls, and stockouts. They answer questions regarding contracts, pricing, compliance, quality and outcomes, as they sort through hundreds of emails per day. They rely on you – their distributor account manager – to know the reps providing products to the facility well enough to protect them. Your relationship with product reps is crucial to early notification of problems in the supply chain. That relationship serves as a buffer for the value analyst, providing comfort in having one less thing to worry about.
No surprises. In the supply chain world, surprises are rarely good news. In fact, they are usually crisis-causers. If you are informed of a situation that could affect your customer’s supply chain, tell them immediately. Help them understand the intricacies involved with logistics. Remember they are probably clinical; they have limited (if any) knowledge of the number of touches occurring between origination and destination. They may not have considered how weather or natural events, such as earthquakes on the other side of the globe, can affect their product availability. They also don’t know what they don’t know. But you do. Be their educator and their protector. Make them aware of the steps involved. And keep them apprised of anything that could affect their product supply. Keep the surprises pleasant and keep them informed.
Be proactive. Value analysts are busy people with multiple priorities vying for their attention. Go-to reps will be the ones who are prepared with a possible solution to every challenge. For example, if you must tell your customer that a proprietary product has been discontinued, do some legwork to find a solution before sharing this news.
Second, do your homework. Develop relationships with clinical people in a variety of settings to act as trusted advisers. If you think of a possible solution, confirm feasibility before presenting it to the customer. Saving them the time and hassle of investigating alternatives and determining the feasibility of the proposal will enhance your credibility. The goal is to be the rep the customer trusts to do the right thing and bring the correct information.
Become a part of the team. Work to dissolve the barrier inherent in the term “vendor.” Becoming part of the team is essential to overcoming resistance and building trust. Anticipate glitches in the supply chain. When the inevitable backorder occurs, protect your value analysis professional. Align alternative vendors to step in and fill the gap immediately.
Become the buffer. If you know a rep is notorious for going AWOL during a backorder situation, develop a plan of action with that rep for early notification. Be vigilant in protecting your customers and take their challenges personally. They do. They are the face of supply chain. When a product is unavailable, they personally absorb the frustration. Be their partner in this process.
Help them with process challenges. If they don’t have a conversion team, suggest that they form one. Ask to be a part of the team and provide insight into the effects of evaluations and conversions on their contracts and product depletion timing.
Make her look great! Value analysis professionals seem to thrive in the spotlight; however, they usually get a bad rap. They battle to maintain clinical credibility while providing supply cost containment required from the business side. This positions you, as the distributor rep, to score some big wins for both sides.
First, suggest projects that will earn them credibility with their peers and enhance the efficiencies of their position. For example, during winter months, supply chain disturbances increase because of road condition delays. Suggest a “winter preparedness” order on crucial supplies. If you know of other potential supply chain challenges, offer creative solutions and assist with presentations.
Second, practicing full disclosure regarding challenges to the supply chain allows time to adjust course. A perfect example of this occurred a few years ago. An entire shipload of containers was retained by United States Customs officers. Anticipating interruptions in the supply chain, a rep chose to alert his customer to the pending crisis. She was empowered by this information to bulk purchase the most problematic supplies caught in the customs snare. The clinical side experienced no interruptions in supply, the extra product was used efficiently, and the materials management staff was commended for the proactive solution-based operation. Without the full disclosure from the rep, the value analyst would not have had time to implement a plan.
Each of these behaviors requires mindfulness and effort. However, the rewards for practicing these principles will be customer loyalty and a flawless reputation. These are just a few suggestions; your value analysis professional will welcome the opportunity to share specific desires from her or his perspective. Ask the question with an open mind and listen. Really listen. Then bring back a plan that addresses their specific needs. These practices will net the elusive key to the gatekeeper.
Wanda Lane, RN, MaED, is value analysis manager for Regional One Health, Memphis, Tenn., and Southeast Regional Director for the Association of Healthcare Value Analysis Professionals (AHVAP).