Is it Time to Re-Think Your Structure?
Over the past 20+ years, I’ve had the pleasure (and the gratification) of working with, and helping, hundreds of dental companies and thousands of reps and executives to better understand how to be more effective in getting results within our great industry. As nice as that all is, there is much “work” to still do. Why?
91% of dental company CEO’s/President’s say that they feel they are both overspending on salary (reps and management) and that sales (organic growth) should be better. They feel a bit “trapped” and “frustrated” as to how to make progress in reversing this.
I’ve spent a great deal of time in the last few years closely studying how “things are done” in regards to how dental manufacturers in particular are “layered” corporately and how they train, sell and market.
Here’s what is becoming quite obvious…
1. There is a high % of employee turnover occurring (inside/outside reps and management)
2. There is a great deal of “recycling” of people within the industry
3. The hiring philosophy of most companies are similar (what they are “looking” for and ultimately hiring).
4. Most of the (content) of the training and orientation of new salespeople from company to company is very similar and is missing key components.
5. Very little additional training is occurring once they are “out in the field”. There are many “managing” and “documenting” but not many selling effectively.
6. Most companies are not getting what they expect/want out of their marketing/advertising efforts
7. In most cases, the marketing and sales divisions of companies are not in synch, and don’t communicate with one another regularly.
8. Within the sales division “layers”, the communications and relationship from CEO to VP/Sales to Regional Managers to Reps is dysfunctional
9. There is too much stress, gossip, unhealthy competition, and in fact, often “petty jealousy” between sales reps within a company
10. Most companies don’t have a powerful social media presence.
11. Inside reps are being asked to only focus on quantity of calls rather than quality.
12. Trade show sales has decreased significantly, but few changes have been made to adjust to the new “buying environment”
13. If selling through dealers, unless you are a huge manufacturing company, it is becoming harder to get the attention of the dealer reps (even though you are relying on it)
14. If selling direct, reps are not focused on communicating why dentists should work with them
15. CEO’s are “putting out fires” and “babysitting” rather than focusing on positive ways to expand, build, and grow the company
Let’s face it….it’s not working! The reality is that most of how companies are structured and continue to operate, is based on principles that are now very outdated and ineffective in 2014.
Yet…we continue to “fill the openings” and keep titles, territories, structure, and training the same and hope the “next wave” will “get it”! We are paying managers, directors, recruiters, KOL’s, and ‘guest speakers’ way too much and getting way too little in return. Agree?
Are YOU open to start thinking “outside the box”?
What if you could create a new structure that did the following:
Saved you money
Created a more empowered and motivated team of employees
Hired the “right people”
Put your company at a competitive advantage, and properly “positioned” within the “new” dental industry
Increased sales dramatically
Let’s get a bit more specific:
Take a look. If any or all of these “points” hit a chord with you, and you are willing to EXPLORE the options under the “What if…” sections, simply CONTACT ME and I will send you my ideas
· Do you NEED a VP of Sales? Wow…that’s a scary question huh?
o What are you paying this individual? (Many pay $180k-225k year plus benefits, bonus)
o How many Regionals do you actually need?
o What are they doing that either you and/or your Regional Managers can’t do?
o Are they good sales trainers and managers, or just being “rewarded” for being in the industry for a long time or for having been good salespeople themselves? Are they actually “dental” people or there because they were successful in other industries (pharma, med device, financial services, etc.).
o Do they communicate with Marketing?
o Do they contribute proactively to discussions about product/company growth and expansion and do they bring alliances/partnerships to you?
· What’s up with the Marketing Department?
o How do they decide what and where to budget?
o How much are you paying them?
o Do they truly understand the industry and the mindset of the dental practice, or are they just “creative” people looking to be acknowledged for making something look good?
o Are they in synch with the sales message/focus?
WHAT IF...you could have a “virtual” VP of Sales (and/or Marketing) at 1/3 the cost? who could provide: true training, better hiring, management skills, alliances, work objectively with you, and much more…?
· Hiring and Sales Team Structure
o Territories – are they “set in stone” formally (geographically). Why? And what are the criteria for doing so? What if…you could revise this system so that you create a team approach and some flexibility in how they can and do business so that it is fun, motivating, and provides an environment for them to consider it a true career?
o Recruiters—do you use them? How much are you relying on and/or paying them? Do they even know dental, or “dabble” in it as a medical/healthcare recruiter?
o Inside reps -- How do you hire? Youth (22-27 year olds) so that it is more “cost effective” for you but then ask them to make a TON of calls daily? Keep in mind the following: 1/200 “cold” calls (0.5%) to dental offices are “effective”in 2014 AND… most of this generation doesn’t even speak to their family and friends on the phone! How can they be expected to do a good job? Scripts? Hello??? There is a better way!
Interested? Curious? I have a team and a system in place that can change things for the better. It starts with a phone call.
[email protected] -- 917-796-4538
Over the past 20+ years, I’ve had the pleasure (and the gratification) of working with, and helping, hundreds of dental companies and thousands of reps and executives to better understand how to be more effective in getting results within our great industry. As nice as that all is, there is much “work” to still do. Why?
91% of dental company CEO’s/President’s say that they feel they are both overspending on salary (reps and management) and that sales (organic growth) should be better. They feel a bit “trapped” and “frustrated” as to how to make progress in reversing this.
I’ve spent a great deal of time in the last few years closely studying how “things are done” in regards to how dental manufacturers in particular are “layered” corporately and how they train, sell and market.
Here’s what is becoming quite obvious…
1. There is a high % of employee turnover occurring (inside/outside reps and management)
2. There is a great deal of “recycling” of people within the industry
3. The hiring philosophy of most companies are similar (what they are “looking” for and ultimately hiring).
4. Most of the (content) of the training and orientation of new salespeople from company to company is very similar and is missing key components.
5. Very little additional training is occurring once they are “out in the field”. There are many “managing” and “documenting” but not many selling effectively.
6. Most companies are not getting what they expect/want out of their marketing/advertising efforts
7. In most cases, the marketing and sales divisions of companies are not in synch, and don’t communicate with one another regularly.
8. Within the sales division “layers”, the communications and relationship from CEO to VP/Sales to Regional Managers to Reps is dysfunctional
9. There is too much stress, gossip, unhealthy competition, and in fact, often “petty jealousy” between sales reps within a company
10. Most companies don’t have a powerful social media presence.
11. Inside reps are being asked to only focus on quantity of calls rather than quality.
12. Trade show sales has decreased significantly, but few changes have been made to adjust to the new “buying environment”
13. If selling through dealers, unless you are a huge manufacturing company, it is becoming harder to get the attention of the dealer reps (even though you are relying on it)
14. If selling direct, reps are not focused on communicating why dentists should work with them
15. CEO’s are “putting out fires” and “babysitting” rather than focusing on positive ways to expand, build, and grow the company
Let’s face it….it’s not working! The reality is that most of how companies are structured and continue to operate, is based on principles that are now very outdated and ineffective in 2014.
Yet…we continue to “fill the openings” and keep titles, territories, structure, and training the same and hope the “next wave” will “get it”! We are paying managers, directors, recruiters, KOL’s, and ‘guest speakers’ way too much and getting way too little in return. Agree?
Are YOU open to start thinking “outside the box”?
What if you could create a new structure that did the following:
Saved you money
Created a more empowered and motivated team of employees
Hired the “right people”
Put your company at a competitive advantage, and properly “positioned” within the “new” dental industry
Increased sales dramatically
Let’s get a bit more specific:
Take a look. If any or all of these “points” hit a chord with you, and you are willing to EXPLORE the options under the “What if…” sections, simply CONTACT ME and I will send you my ideas
· Do you NEED a VP of Sales? Wow…that’s a scary question huh?
o What are you paying this individual? (Many pay $180k-225k year plus benefits, bonus)
o How many Regionals do you actually need?
o What are they doing that either you and/or your Regional Managers can’t do?
o Are they good sales trainers and managers, or just being “rewarded” for being in the industry for a long time or for having been good salespeople themselves? Are they actually “dental” people or there because they were successful in other industries (pharma, med device, financial services, etc.).
o Do they communicate with Marketing?
o Do they contribute proactively to discussions about product/company growth and expansion and do they bring alliances/partnerships to you?
· What’s up with the Marketing Department?
o How do they decide what and where to budget?
o How much are you paying them?
o Do they truly understand the industry and the mindset of the dental practice, or are they just “creative” people looking to be acknowledged for making something look good?
o Are they in synch with the sales message/focus?
WHAT IF...you could have a “virtual” VP of Sales (and/or Marketing) at 1/3 the cost? who could provide: true training, better hiring, management skills, alliances, work objectively with you, and much more…?
· Hiring and Sales Team Structure
o Territories – are they “set in stone” formally (geographically). Why? And what are the criteria for doing so? What if…you could revise this system so that you create a team approach and some flexibility in how they can and do business so that it is fun, motivating, and provides an environment for them to consider it a true career?
o Recruiters—do you use them? How much are you relying on and/or paying them? Do they even know dental, or “dabble” in it as a medical/healthcare recruiter?
o Inside reps -- How do you hire? Youth (22-27 year olds) so that it is more “cost effective” for you but then ask them to make a TON of calls daily? Keep in mind the following: 1/200 “cold” calls (0.5%) to dental offices are “effective”in 2014 AND… most of this generation doesn’t even speak to their family and friends on the phone! How can they be expected to do a good job? Scripts? Hello??? There is a better way!
Interested? Curious? I have a team and a system in place that can change things for the better. It starts with a phone call.
[email protected] -- 917-796-4538
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