How would you overcome the challenge of limited quality time with a physician?

I would first book several lunch appointments well in advance. Next, I would do my homework and find out all I could about the physician's personality style and "hot buttons" ; then I would tailor an initial approach that fit with his personality, and what was important to him.  Assuming I gained agreement with an initial meeting, I would ask him to try the product and follow up on the results in my next lunch meeting.

I would learn as much about the physician as I could through other doctors, reps, and research.

I would then try to bring some information that the physician appreciates, for instance something relating to his specialty or his hobby and hand it to the doctor personally as they were getting to or leaving the office, or at the local hospital on rounds.

This is like the question "how do you eat an elephant?"..."one bite at a time". (laugh) I would tailor my approach to the doctor's style and "hot buttons" and try to get agreement that my company's drug is effective or advantageous on a particular patient type. I would then ask for a trial on that patient type, and after the doctor gains confidence through clinical use, use the same approach to expand use to patient types that were less specific, unless the indication was very narrow.

I had an experience like that once. I arranged a lunch meeting, and brought the doctor's favorite meal, to soften the doctor's resistance. I then asked the doctor to tell me all the details of his experience before I said anything. I empathized with him and made sure he knew that I knew how he felt personally and professionally by prescribing a drug that had a side effect. Then I asked if he would like to hear what I knew about it. I went over the side effect profile in detail and made sure he understood that the side effect was very rare.  By the end of the lunch his guard was down and I asked him if had enough confidence in what I had presented to try the drug again. He did, and later went on to become a valued prescriber.

First, I greet everyone with a smile, and treat them with respect, no matter how they treat me.

Second, I try to engage them in conversation by asking about things we might have in common.

Third, I try to build rapport through a shared interest, and let them see my "non-sales" side. Over time, I've found that I can usually get into the office, even when other reps can't.

Why should we hire you, instead of someone else?

First, I think that my track record is evidence that

my success has not been a stroke of luck, but

the result of a consistent effort. I take pride in doing well, and do what it takes to succeed.

Second, I think my experience enables me to be more efficient, and effective. I manage my time well, and have learned how to sell to many different personality types as well as specialties.  I've worked through many of the more common problems reps face.

Third, I am teachable, and always striving for improvement in all areas of my career.

Experience has shown me that it doesn't do any good to try to impress thought leaders with what I think (laugh)

For me, the best approach has been to use a clinical reprint or journal study as a basis to phrase a question about my drug which can only be answered positively. I try to engage them in conversation by asking them their opinion.

What career goals haven't you accomplished?

Why?

I have found that as reps, we all face similar problems and obstacles, and by keeping a focus on solutions, and sharing successes in overcoming problems, the team wins, and my teamwork is usually recognized.

I've found that physicians can be intimidating if they're having a bad day or if they want to establish their power over you.  I've handled these types with courtesy and empathy , or a combination of both. If you remind yourself that they're human, and are not intimidated yourself, it usually works out with time.

By finding out what the doctor's needs are. Obviously, you have to really study and know your product and the differences it has with the competition. Then, by finding out what the doctor's needs are, you can match your product's distinct differences to the needs of the doctor.

You can also create value as a rep by being a better source of information, or by providing a level of service that is better than your competitor.

I've had managers that for one reason or another had to be micro managers , or that gave the reps a lot of assignments, but I've never had a manager that I couldn't get along with, and that didn't treat me with respect, once they got to know me and that I work hard to attain my goals.

I try to remember that my manager has a "manager" too, and sometimes has to do what they have to do to meet their manager's expectations.