He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

So what is the key learning for all of us in this.

• Meet with administration.
• Ask them what their ideal solution looks like.
• Formulate your solution to their needs
  The Birth Of The Vehicle Wrap Industry
  As lifestyles became faster than ever, the only way for marketers to stay abreast with their clients is to catch up with their speeds -- thus, the birth of mobile ads and the vehicle wrapping industry.The trend is believed to have started with long-haul trucks in the mid-90s. Since these vehicles travel great distances, advertisers saw an opportunity to reach a wide
  Anyone who sells for a living can tell stories about how a deal fell through. No matter how expert or experienced you are, the pang of disappointment that comes when your competition wins is always uncomfortable.

  Recently Miller Heiman sales consultant Pam Switzer had an opportunity to interview the head of a government-funded Health Center. Pam shares insights straight from a decision-maker - about why a sale was lost.

  A lost sale Pam tells readers: I’ve been conducting interviews with decision-makers over the past several months with a view towards developing an understanding of how institutions view the sales industry and how we in the industry might be able to provide added value to these organizations.

  During my interview with the administrator of a government-funded Health Center, he revealed that capital funds were more readily available, that operating budgets were currently the most squeezed, and that the government is changing its methodology of evaluating centers like his.

  Who won and why I had become aware of this account because one of my clients had just recently lost a sale at this institution. Without revealing my client, I asked about the decision making process they followed and the criteria they used in determining which vendor to proceed with.

  The administrator asked me, “Of the three vendors bidding on this four million dollar contract, how many do you think met with me?” The answer? ONE. I asked him if the successful vendor was the one who met with him and he smiled and said yes. I inquired about the final decision criteria. He said that despite the fact that the other two vendors had technically superior solutions---yes he actually said that for those of you who sell on features---the chosen vendor had built their proposal in such a way that the entire acquisition, including training and service, could be funded with the capital budget and not the operating budget.

  In other words, the successful vendor asked great questions and then built their solution around what the decision maker needed.

  He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

  So what is the key learning for all of us in this.

  • Meet with administration.
  • Ask them what their ideal solution looks like.
  • Formulate your solution to their needs,
    Organizing Dilemmas A Never Ending Story (2)
    This dilemma is one of the most common management dilemmas. It is not constraint to large organizations that focus -- to name one -- on implementing a shared service center, but also small companies are dealing with this problem ... even a computer programmer faces the same dilemma...Thus, when the programmer experiences a lot of maintenance because o
    decision-makers over the past several months with a view towards developing an understanding of how institutions view the sales industry and how we in the industry might be able to provide added value to these organizations.

    During my interview with the administrator of a government-funded Health Center, he revealed that capital funds were more readily available, that operating budgets were currently the most squeezed, and that the government is changing its methodology of evaluating centers like his.

    Who won and why I had become aware of this account because one of my clients had just recently lost a sale at this institution. Without revealing my client, I asked about the decision making process they followed and the criteria they used in determining which vendor to proceed with.

    The administrator asked me, “Of the three vendors bidding on this four million dollar contract, how many do you think met with me?” The answer? ONE. I asked him if the successful vendor was the one who met with him and he smiled and said yes. I inquired about the final decision criteria. He said that despite the fact that the other two vendors had technically superior solutions---yes he actually said that for those of you who sell on features---the chosen vendor had built their proposal in such a way that the entire acquisition, including training and service, could be funded with the capital budget and not the operating budget.

    In other words, the successful vendor asked great questions and then built their solution around what the decision maker needed.

    He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

    So what is the key learning for all of us in this.

    • Meet with administration.
    • Ask them what their ideal solution looks like.
    • Formulate your solution to their needs
      Medical Billing - Hiring A Staff
      If you're in the medical billing business, or plan to get into it, one of the most important things you're going to have to do is hire a staff of billers. This may sound easy but it is far from it. In this installment, we're going to cover some basic things that you're going to want to look for when hiring a billing staff.The first thing you want to look fo
      s.

      Who won and why I had become aware of this account because one of my clients had just recently lost a sale at this institution. Without revealing my client, I asked about the decision making process they followed and the criteria they used in determining which vendor to proceed with.

      The administrator asked me, “Of the three vendors bidding on this four million dollar contract, how many do you think met with me?” The answer? ONE. I asked him if the successful vendor was the one who met with him and he smiled and said yes. I inquired about the final decision criteria. He said that despite the fact that the other two vendors had technically superior solutions---yes he actually said that for those of you who sell on features---the chosen vendor had built their proposal in such a way that the entire acquisition, including training and service, could be funded with the capital budget and not the operating budget.

      In other words, the successful vendor asked great questions and then built their solution around what the decision maker needed.

      He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

      So what is the key learning for all of us in this.

      • Meet with administration.
      • Ask them what their ideal solution looks like.
      • Formulate your solution to their needs
        A Quick Lesson on the History of Power Tools
        For the vast majority of us, power tools have been around as long as we can remember in one form or another. When we look back to see such items of our childhood, it’s funny how they seem so primitive, yet at the time they were the most up-to-date invention making the lives of our families so much easier than those of past generations.Centuries before the wh
        t with him and he smiled and said yes. I inquired about the final decision criteria. He said that despite the fact that the other two vendors had technically superior solutions---yes he actually said that for those of you who sell on features---the chosen vendor had built their proposal in such a way that the entire acquisition, including training and service, could be funded with the capital budget and not the operating budget.

        In other words, the successful vendor asked great questions and then built their solution around what the decision maker needed.

        He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

        So what is the key learning for all of us in this.

        • Meet with administration.
        • Ask them what their ideal solution looks like.
        • Formulate your solution to their needs
          Leadership: What the Past Can Teach Us Today
          When you look around the corporate landscape today, you see plenty of highly paid executives. These men and women are obviously all smart, hard working and powerful. But do they have the key leadership attributes of the greatest men and women in history?Broadly educated. The greatest men and women in history were often self-educated. But they were also co
          built their solution around what the decision maker needed.

          He was incredulous that more medical device and Pharma reps didn’t call on him. “I make a lot of these decisions,” he said. “Why would they not want to understand what my needs are from an institutional and personal win perspective?”

          So what is the key learning for all of us in this.

          • Meet with administration.
          • Ask them what their ideal solution looks like.
          • Formulate your solution to their needs, and tailor your proposal accordingly.
          • Don’t depend on product superiority to do your selling for you.

          The truth about losing a sale. There is always a specific, clearly identifiable reason that a sale is lost. But it’s not about who won the battle of features and benefits. If we listen to buyer decision-makers, they tell us the simple truth of how to win.