Interacting at the 50-50 parallel
How to place the relationship into the transaction
By Rick Dana Barlow
Forward-thinking healthcare supply chain executives, leaders and professionals recognize that what they do extends well beyond the transactional but acknowledge that transactions in part fuel what they do.
Yet the transaction itself also extends beyond the transmission and receipt of a purchase order or the press of buttons for electronic data interchange, online exchange or even facsimile machine.
In fact, before and after the global COVID-19 pandemic — and to some extent, during the pandemic while properly masked and otherwise protected — the transaction involves face-to-face interaction (as well as digitally via Zoom, Microsoft Teams, Facetime or phone).
As a result, there's an art and a science to action, appearance, attitude and behavior during in-person sales calls and meetings between buyers and sellers — much of which can be taken for granted observationally or not respected here in the 21st century as defined by the acceptability of business casual, for example.
Leaders & Luminaries asked a small group of Bellwether Community members about their observations and expectations during the in-person meeting/sales call. Some of the responses may be fundamental but they all represent a healthy reminder of effective relationship-building.
What should a Supply Chain leaders notice about a sales representative or sales team upon their arrival for an appointment?
"Professionalism always is important here. Being punctual and prepared to launch into the session is appreciated. Business casualness of dress will certainly be noticeable if dress seems too inappropriate. Finally, a large cast of a sales team being present could appear negative if deemed not necessary, especially if they do not have an active role in the meeting.
"While pleasantries are to be expected at the beginning of any session, it is imperative that the objectives of the meeting be immediately presented and allow a bit of time to ensure that there are no other topics that require attention.
"The size of team's presence, respect, appearance, punctuality, sincerity, clarity\purpose of meeting are all attributes that set off the right tone of conducting a productive session."
Tom Lubotsky, Bellwether Class of 2022, Vice President, Supply Chain, Allina Health, Bronze Sustaining Sponsor
"As the Chief Supply Chain Officer, I notice several things, such as are they timely? Have they come prepared? Are they knowledgeable and do they understand the organization's needs and our top priorities? How efficiently are they getting to the point? Are they valuing my time? And are they being transparent on the service or good they are offering — the good, and not-so-great aspects? And if I talked to them last time, did they follow-up and remember the conversation?
Amanda Chawla, FACHE, CMRP, Chief Supply Chain Officer and Vice President, Stanford Medicine, Bronze Sustaining Sponsor
- "Appearance: Attire, grooming and overall professional appearance. A well-dressed and put-together sales rep can make a positive impression. However, it is important for the sales rep to understand the 'culture/fit' of the organization and dress according to who he or she is calling on. If you are calling on a research lab — dressing in an all-black suit might send the wrong message! Know your customer's environment and dress accordingly.
- "Punctuality: Always important as it says that the sales rep values other people's time.
- "Preparedness: Being well-prepared demonstrates the sales rep's comments and readiness to engage in business discussions.
- "Adaptability: If any unexpected challenges or changes arise during the appointment, you may observe how the sales rep responds and adapts to the situation.
"These observations are not definitive judgments but rather initial impressions that can help the supply chain leader assess the sales rep's professionalism and potential for a productive business partnership."
Jane Pleasants, Bellwether Class of 2015, Executive Director, SMI
Erik Walerius, Future Famers Class of 2016, Chief Supply Chain Officer, UW Medicine
- "Are they friendly to the receptionist and non-decisionmakers?
- "Are they professionally dressed and hygienic?
- "What kind of car did they arrive in (assuming a local rep so not using a rental)?
- "What kind of watch are they wearing?
- "Who did they bring with them?
"Being prepared — knowing about the system they are calling (GPO, policy on vendors, relationships, etc.) and knowing pain points to offer solutions." If they have a fit-for solution to the provider's pain points. Do not waste time."
Maria Hames, Partner, HealthCare Links, Event Sponsor
"Just as the role of the Chief Supply Chain Officer has matured and expanded, so has the role of a high-performing supplier sales representative. When done right, the sales rep is prepared and professional in appearance and demeanor — and most importantly, is well-versed in both the products and services they offer as well as the customer organization, its goals and its needs.
"The most effective sales rep can present a strong value proposition that understands and supports purchasing decisions to help contain costs and improve efficiencies while improving quality. Additionally, healthcare providers are looking at product evaluation and selection in the context of core issues impacting healthcare today, including supply chain resiliency and disruptions, environmental sustainability and the continuing shift to value-based care, among others."
David Hargraves, Senior Vice President (retired), Supply Chain Services, Premier, Founding Sustaining Sponsor
"Most meetings are now remote, which I believe is better in most cases, QBRs can have many more customers and supplier reps involved. Is the rep prepared with facts?"
Charlie Miceli, C.P.M., Bellwether Class of 2023, Vice President, Network Chief Supply Chain Officer, University of Vermont Health Network
What should a sale rep or sales ream notice about a Supply Chain executive/leader upon arrival for an appointment?
PLEASANTS:
- "Preparedness: The supply chain leader should know who within the organization interacts with the sales rep and what the ongoing issues might be.
- "Focused on the conversation: Not looking down at their phone, but actively listening and being engaged.
- "Punctual: Starts the meeting on time and ends on time.
"Overall, sales reps may notice that supply chain executive leaders are knowledgeable, strategic, decisive and focused on achieving results. These behaviors send a message to the sales rep that building a strong relationship is important to their mutual success."
LUBOTSKY: "Courtesy of being on time to begin a session should also be expected. The Supply Chain executive should have done their homework on the supplier in preparation for the meeting. The Supply Chain executive should be fully aware of the current spend and organizational impact already felt from the products and services that are represented to avoid casting a disrespectful tone. For new suppliers, a supply chain executive should set a climate of sincerity and opportunity and help the novel supplier with what it will take to create a presence inside the healthcare system."
HAMES: "Are they the decision-maker, are they engaged in the conversation and knowledgeable?"
HARGRAVES: "The healthcare supply chain still isn't out of the woods post-pandemic as we continue to navigate challenges in labor availability, sporadic disruptions and product shortages and slowing (but still higher-than-normal) inflation. In most instances, provider supply chain executives are working in fast-paced, high-stress environments — they're busy, focused and short on time. These executives are charged with a vital mission — to help ensure interrupted access to vital supplies and pharmaceuticals they need to best treat their patients.
"For the sales rep looking to gain business, it's critical to think about the current situation and put yourself in the shoes of the executive and other decision makers. And with any potential new product or change in product, strong collaboration with suppliers is critical. A supplier sales rep should be knowledgeable, actively engaged in the process and providing the right information to support decision-making. This can include providing educational support, transparent functional analyses of proposed product against product currently available and helping to establish a thoughtful plan to assist with successful conversion and adoption."
WALERIUS:
- "Are they on time?
- "What are they wearing?
- "Who is with them?
- "Are they friendly to all staff?
- "What car they drive?
CHAWLA: "The sales representative should notice my engagement level, am I ready for this discussion and on-time? Or is my mind pre-occupied with something else? Am I listening, and if not — why and ask if there is a better time. Understand the engagement level as you should value your time as well as mine. The salesperson should notice if I am listening or asking the right questions that will bring value forward, and if not, then prompt what others have inquired about and why.
What should both embrace?
HARGRAVES: "Both should seek to understand each other's position and goals.
"Supply chain executives could not do the job without suppliers whose products and services are essential to healthcare delivery. Our industry relies on strong supplier organizations to drive investments and innovation in products and services for more efficient, cost-effective and high-quality healthcare. And suppliers wouldn't have a role without providers leveraging these products and services for care in the communities they serve.
"From this view, it becomes abundantly clear that mutual benefit exists and that meaningful collaboration to drive an evidence-based, data-driven clinically focused and more resilient supply chain is both vital and within our reach as an industry. Together, we can truly accelerate healthcare transformation and better, smarter care for the future."
CHAWLA: "Both should respectful and professional as everyone is works hard. Therefore, are we valuing each other's time well? Are we truly listening and being honest on the problem and/or do we need the solutions or service? Do we understand who the customer is and what their needs are, and what problem are we solving — what is the value proposition? Both parties should be transparent to build trust and respect for one another. It's not just about a single deal — it is a relationship that lasts overtime."
MICELI: "Readiness with facts and willingness to listen."