Telephone Sales Training Tools

Posted on December 17, 2018 by Tony Brumley

Below is Sales training that was developed by SmartPractice for the outbound sales of supplies.

It has also been adapted for Dental Planet and available is in a PDF document to download and print by clicking here: Dental Planet Outbound Training.

Table of Contents

 

I.          Introduction………………………………………………………. 3

II.         Verbal and Listening Skills…………………………………. 6

Ø  Primary Goals, Process (7)
  • SmartPractice Value Proposition (8)
  • Words & Phrases to Avoid (11)
  • Common Communication Issues (12)

 

III.        Contact Skills…………………………………………………….. 13

  • Anatomy of an Initial Call (14)
  • Pre-call Planning (15)
  • Set Your Objectives (16)
  • Navigating Through Receptionists (17)
  • Cold-calling Techniques (21)
  • Some New Ways of Doing Things (30)
  • Getting “Blown Off the Line” (34)

 

IV.        Questioning Skills……………………………………………… 36
Ø  Control Questions Quiz (38)
  • Five Basic Qualification Questions (39)
  • Business/Consequence Questions (40)

 

V.         Closing Skills…………………………………………………….. 41
Ø  Maximize Every Order: Up-sell and Cross-sell (42)
  • Asking for the Order: BQ * (43)
  • Closing Quiz (44)
  • Elements of Closes (45)
  • Requirements, Timeframe, Scope, Budget, Decision Tree (48-52)

 

VI.        Handling Common Objections……………………………. 53

Ø  Objections Linked to Price (54)
  • Competition-based Objections (56)
  • Decision Tree-based Objections (59)
  • Operational Objections (60)
  • Time Frame-based Objections (61)

 

VII.       Wrap-up…………………………………………………………….. 63

  • Pre-call Planning (64)
  • Coaching Accounts (65)
  • New/Attrited Calls (66)
  • Skills Practice Workshop (

 

 

 

 

  1. Introduction

 

 

 

II.  Verbal and Listening Skills

 

You can’t see them and you can’t touch them… your only tools are a telephone, your words, and the way you say them.

Primary Goals

  • To ask for an order on each and every call, no exceptions! To make between 55 and 65 calls per day
  • To increase efficiency in pre-call planning: no more than two minutes prior to each call
  • To drive enough business each month to meet or beat 100% of your sales goals
  • To obtain an order from every practice, every two weeks

Process

Be able to articulate the SmartPractice value proposition.

  • Profile each dental office: list the top five most commonly ordered supplies.
  • Ask for an order; if we are not the prime supplier, suggest that we begin as prime backup supplier and ask for an order.
  • Ask questions about current and future professional trends as they relate to the continued business success of the practice. Apply this discussion to supplies, leading to up-selling (upgrading the quality or quantity of the product) or cross-selling (complimentary products) opportunities.
  • When talking with a prospect that has initiated contact with SmartPractice, start the conversation by asking what prompted their interest to determine the depth of their business need. Then, stay in control by asking the five qualification question types (pg 39).
  • Ensure that your customers avoid emergency mode Ask them to order three-month supplies on heavily used items, especially when there is a promotional price or rebate available.

The SmartPractice Value Proposition

Prospects will not order from you unless there is a perceived value in doing business with you.  Phrases, such as, “We’re the leading…,” insult the intelligence of the buyer, whereas saving time and saving hard dollars will make your case.

  • A good rule of thumb: Value has to be quantifiable, measurable, and believable, which is the reason that “We have good customer service…” brings out skepticism in the prospect.
  • When you describe your value, describe the reasons customers like us, rather than giving them your own opinion.

(First name), I’d like to tell you the three main reasons people like to order from us:

  1. We continually track manufacturer’s rebates, price promotions, and free items, and let you know when these are available for something you tend to order (therefore, we save you money). Then, we submit the paperwork for you!
  2. We can ship instantaneously and, with over 40,000 products, we tend to have supplies in stock.
  3. You have a dedicated representative, me. Once I understand the scope of your practice, I will shop through various manufacturers to find the best pricing for you (therefore, we save you money); then I will proactively contact you to ensure you are never out of important supplies (therefore, we save you time).  At the very worst, you’ll have a backup supplier with whom you can order in confidence and I think you’ll save money, too.

The SmartPractice two-step approach to account management and success

  1. Non-customer objective: To get these people to agree to place an order with SmartPractice – on the first call when possible (always ask!)
  2. Customer objective: To increase order size by up-selling and cross-selling appropriate to the customer’s needs (discovered by expert qualification)

Three additional tips:

  1. Subscribe to at least two dental magazines and read/scan them cover-to-cover. Recommended:  Dentistry Today, Dental Products Report

 Here are several recommendations for publications in which we advertise:

Dental
http://www.dentistryiq.com/index.html  (this combines articles from all Pennwell Publications)
http://www.drbicuspid.com/index.aspx?sec=def
http://www.towniecentral.com/Dentaltown/SiteDefault.aspx
http://www.dentalproductshopper.com/
http://www.adha.org/publications/index.html
http://www.dentalassistant.org/journal.htm

Dental Sales Reps

http://www.omeda.com/prf/

Chiro
http://www.acatoday.org/

Eye Care
http://www.aao.org/aao/publications/eyenet/201111/index.cfm?CFID=11241143&CFTOKEN=66911747

Veterinary
http://veterinarynews.dvm360.com/

OB/GYN
http://www.modernmedicine.com/modernmedicine/Obstetrics/Gynecology.*Women%27s.Health/home/40157

2. Get the email address for each practice and, when you are not able to reach your prospect, email our specials and then call back.

3. Initially sell on price, but work with your customers on building the value of SmartPractice service and you

 

Verbal and Listening Skills Review

Here are some ideas that can give you a competitive advantage by helping you communicate more effectively with SmartPractice prospects and customers…

Words and Phrases to Avoid

     Avoid These                   Better / Explanation 

Mr. or Mrs.                                                                First name puts you at peer-level

Addressing a doctor as Mr. or Sir                         Doctors are ALWAYS Doctor

I am your new rep.                                                   I was recently assigned to your account.

Saying a price/deal is today only – unless          Confidently sell at the EDLP philosophy really is

What would you add?                                             What would you add?

A Recipe for Success: 

Selling is 80% listening, 20% talking

Common Communication Issues

Here are some common errors:

  • Feature dumping: Telling customers about promotional products early in the call.  We first need to understand if the items are a proper fit for the practice.
  • Failing to use first names with anyone, other than the doctor: peer-to-peer communication depends on it!
  • Asking permission to do anything. You are a consultant – and consultants do not ask permission, because they are concise and know their message has value.
  • Not elaborating on clues: When the prospect uses words like frustrating, annoying, or unusable, we must ask why they feel that way and what the financial consequences are.
  • Interrogating the customer: Don’t read off a checklist and expect your customer to enjoy it.  Instead, ask open-ended questions that engage your contact and show your interest in their business.
  • Mistaking interpretations for facts: “We do business with Patterson and Benco” doesn’t mean they won’t also do business with you.  Ask for the order!
  • Asking rhetorical questions: “I think you’d agree that good service is important, wouldn’t you, Sue?”  Remember, our customers are too intelligent to relate well to sales-y questions!
  • Double questions: Asking two or more questions in a row, without waiting for an answer to the first one
  • Assuming the doctor is a He
  • Badmouthing the competition or bringing up the name of a competitor before your customer does
  • Assuming your customers understand acronyms or your internal buzzwords/acronyms, e.g., back office, front office, tote bag

III. Contact Skills

Without the skills to ensure the maximum number of conversations per day with dental supplies buyers, you will be stuck in the quicksand of inadequate revenue.

Knowing how to open a call with each type of contact and intelligently managing the time you spend on each call help you control your time, as well as your customer’s.

Anatomy of an Initial Call

 

Introduction:                                  15 seconds in length

Consists of:         Purpose – Benefit – Request

(Opening Statement, Specialty Statement, Closed Question)

Your goal:           Let customers know who you are, the purpose of your call, and the benefit to them.

 

Body of the Call:                            2 – 10 minutes in length

Consists of:         Your five qualification question types and your customer’s answers

Your goal:           Set up an environment leading to a SmartPractice order.

                                  Ask questions to ensure that …

  • The customer feels comfortable talking to you
  • You feel comfortable talking to him/her
  • You build a knowledge base about how the customer orders supplies and why he/she thinks your solution is necessary
  • You feel comfortable acting as an advocate for SmartPractice products

Tips:

  1. Do not introduce features of our solutions before asking about the customer’s needs
  2. Do discuss the SmartPractice Value Proposition

Stop when:

You know their title, requirements, time frame, budget, scope, decision tree, and the business reasons our solutions make sense.

Anchor/Wrap-up:                           No more than 2 minutes in length

Consists of:         Discussion of where to go from here

  • Aim for a closed order

Your goal:           Every practice should order something from you, even if it is only as a backup to their regular supplier

Pre-Call Planning

Hierarchy of decision process (start high, then work your way down)

  1. Doctor
  2. Person who orders dental supplies
  3. Office manager
  4. Dental assistant/hygienist
  5. Receptionist

 

Time Zones

Determine the best calling times for various time zones

The best calling times for dental assistants (if the one who orders) seem to be:

  • First thing in the morning
  • Right after lunch, but before the next patient (12:50 pm, if lunch is 12-1 pm)
  • After the patients leave, around 5-5:30 pm

If you do get voicemail, write down the days/hours the office is open and log those into Tesla.  Schedule your next calls accordingly.

Log best times to call the person ordering supplies when the receptionist tells you… and make sure you take time zones into consideration.

Check Tesla for the order history

  • How much they spent this year vs. last year (increasing, decreasing)
  • Check quantity usage so you can up-sell
  • Look for products on special that they have not ordered in a while
  • What product types are they not ordering from you?

Set Your Objectives!

Before making your call:

State – to yourself – a clear objective for the call

Clear objectives

  • I’m going to ask for an order on this call, EVEN IF THIS IS A LEAD AND THEY HAVEN’T SEEN A CATALOG YET.
  • On the very first call to a customer or prospect, I’m going to ask for an order
  • I’m going to call this attrited customer and get a three-month order on this promotional item
  • I’m returning an inbound call from someone who wants to place an order. I’m going to work on my up-selling skills by getting an order for a larger amount of the item, in order to prevent the customer from going into emergency mode again at a future date

Faulty objectives

  • I’m going to follow up and see how they are doing
  • I’m going to call to introduce SmartPractice and ask if I can send a price list
  • I’m going to find out why this customer hasn’t ordered from me in a while
  • I’m going to quickly take this inbound order, but won’t ask them to order anything else on this call. After all, I’ve built up good rapport and I don’t want them to think SmartPractice is pushy.

Navigating Through Receptionists

The word gatekeeper is a misnomer.  Instead, consider that receptionists and office managers are people who are trying to run an efficient office, and keep unimportant calls from the doctor.

Generally, the doctor may only be involved in conversations over equipment or unusually high dollar-volume supplies orders.  Your goal is to focus on the supplies buyer and your objective is to become their most accessible supplies consultant.

Two things to avoid when calling:

  1. Being boring
  2. Wasting their time

In order to make a successful call, we must have a clear objective based on their type of practice, which should be a call to action (an order) based on something they typically use, at an attractive price.

  • Having a clear objective will prevent you from being boring.
  • Having an attractive promotion on something geared to their practice will prevent you from wasting their time.

The main rule:  Avoid sounding like a telemarketer.  How?

  • Don’t begin your call with “How are you today?” and then silence. Be sure to continue on.
  • Do, however, treat this person kindly and work to establish rapport.
  • Write down the name of the receptionist, use it in conversation, and add it to your notes in Tesla.
  • Keep the conversation focused on business; be friendly, establish rapport, but move on swiftly, because they are busy.

Don’t be tentative, apologetic, or ask permission.  Do sound like a consultant who acts as a partner to improve the practice’s financial results by saving them time (one-stop ordering, instantaneous delivery) and money (proactively notifying them of manufacturer promotions on items they already use).

Taking Control of Receptionist Conversations

Do NOT SELL to the receptionist, unless they admit to being part of the ordering process.  If you cannot reach any of the four primary contacts, do the following with the receptionist:

  1. Ask them who, in addition to the doctor, is involved with the order process or who helps the doctor in compiling a list of supplies to order (in case there’s a hidden person we’ve not yet identified). Ask to speak with that new person.
  2. For each customer, look over the order history and find a promotion that fits something they’ve ordered in the past. Tell them about it, mention it is ending soon, and ask to be put through to the person doing the ordering.
  3. Tell them that you are trying to reach the doctor, because you can save them 5 – 15% off an order of any of our 40,000 supplies, if an order is placed within a short (less than one week) time frame.
  4. Find a give-away (e.g., coupon, candy, zoo club, etc.) and make them an offer.
  5. Ask them to fax a recent order from another vendor and we’ll compare their prices with SmartPractice’s, and call right back.
  6. If they are absolutely uncooperative, try the following two things:
  • Ask them: “Because we are trying to save the doctor a significant amount of money and they are rarely available, how would you suggest I proceed in order to have your practice try us out on your next order?”
  • Ask for their email address or fax number and send a promotion of your choice. Use succinct verbiage on the offer – make it short!

Fallback position:  If they can’t get you through to the right person, particularly if you are calling a ‘new-to-you office,’ be sure to ask the following:

  • Generally, when is the best time to reach her/him?
  • Do you know when they typically order supplies?
  • From whom do they typically order supplies?
  • Who else helps with ordering?

If you don’t get a lot of answers and are about to get blown off the line:

  • I would like to send your office an introductory offer for new customers of $25-$50 off your next order. What is your email address or fax number?

If the response is, “No, just send the catalog and they will call you if they want something:”

  • I will definitely send a catalog, BUT that will not represent the true savings with SmartPractice, because we have a number of unadvertised specials and an introductory offer for your practice. I would like to send this offer.  What is your email or fax number?
  • Thank you, (Receptionist). Will you make sure (Contact) receives this offer and let them know I will be calling back (give time frame) so that they don’t miss out on these cost savings?

Get a Commitment!          

If “No, we are not interested:”

      I can appreciate you not wanting to waste time, (Receptionist).  I’d just like 30 seconds of their time to let them know who I am and find out what they typically order, so I can flag your practice and let them know when there is a promotional program that can save your practice money.

If “No,” thank them for their time, send them a flyer, and try again in the next couple of weeks to follow up on the flyer or samples sent.

Minimum information you need to obtain, if you are getting blown off or not getting to the person who orders:

  • Timing of orders and current supplier
  • Commitment to have receptionist give the ‘introductory fax’ to the person who orders (that’s why you need the fax number)
  • Size of practice: the number of operatories and doctors

Be sure to make your introductory offer ‘deadline’ realistic!  That is why it is important to know when they are placing the next order or put a two-week window on the offer!

Condition:  The receptionist goes ballistic, because she keeps telling SmartPractice reps not to call and they keep calling.

      (First name), I’m sorry, but this call is different from the rest – the last thing I want to do is inundate you with calls.  I’m calling to profile your practice and find out what you typically order.  That way, I’ll be calling you ONLY if there are manufacturer’s promos on supplies you already use AND you can save money.  If I can get just two minutes with your supplies buyer, I can get the information I need and I can stop those other SmartPractice calls.  Can you help me?

 Here’s the logic:

  • You will discover what the practice orders.
  • You will be talking to the buyer.
  • It is likely you will have a promotion, rebate, or SmartPractice-brand product that is lower in price
  • You will ask the buyer for an order and when they order, you will be their rep, log the account, and then you and the coordinating (POP/S-PL…)* rep will be the only ones calling.

*     POP = Patient communications, Office essentials & Practice giveaways

*     S-PL = Supplies-Private Label

 

Cold Calling Techniques

To begin, talk with the receptionist.

     Hi (first name), this is (TSR name) from SmartPractice.  I’m trying to get a catalog out to the person who orders your dental supplies.  Would you give me his or her name, please?

      Great, and just for my records, what’s their title?

       Thanks.  What kind of practice is this?

 Now use your voice to create excitement and urgency:

      Oh, that’s great, because we have a lot of specials on products that (type of practice) use and the pricing goes back up on (time period).  Can you put me through to them, please?  I’d like to find out if she needs “one or two” of these items.  (BQ = be quiet!)               

 If “Yes,”

       Great.  You’ve been really helpful… and what’s your name, please? 

 (After their answer):

      And one more thing, just for my records, what’s your title, (name of receptionist)?

 (To talk with the person who orders dental supplies, go to Page 14)

 If “No, they are away/busy:”

 When is the best time to reach them, generally?

When do they typically order supplies?

Who do they order supplies from, typically?

Who else helps with ordering?

 The reason I’m calling today is to let you know about a special introductory offer that we have for our new customers.  It is $25-$50 off our entire catalog – all 40,000 products.  The offer expires on (drop dead date).

 I would like to email or fax this offer over to (buyer’s name).  What is your email and fax number?      (BQ)

 Will you make sure (buyer’s name) gets the promo offer, please?

 Thanks, (receptionist’s name); you’ve been really helpful.

 By the way, – How many doctors are in the office?

                     –  How many hygienists?

                     –  How many operatories?

 Thanks, again!  I will call (buyer’s name) back (time period as discussed).  Have a great day!

 Speak with the buyer:

      (1)     Hi, (first name of buyer), this is (TSR name) from SmartPractice… are you familiar with us?

 If “Yes,” go to (2) on the next page.

If “No,” SmartPractice Value Proposition

 SmartPractice, like most dental offices, is a privately held, family-owned dental supply company.

  •  We stock over 40,000 dental, veterinary, chiropractic, medical, etc., products from over 7000 manufacturers.
  •  We ship many of our products the same day from one of our two regional warehouses, with over 80% of our orders being received in one-to-two days.
  • We also ship 96% of all lines ordered the same day, so back-orders are usually never an issue.
  • One of the biggest reasons we have been so successful at SmartPractice for over 40 years is the fact that we have dedicated account managers. Once I understand the scope of your practice, I will track manufacturers’ rebates, price promotions, and free items, and proactively contact you when these are available for something you tend to order.  This will help you save time and money, and also ensure you never run out of anything.  We also coordinate submitting invoices for free goods and fulfilling requests for manufacturers’ literature and samples.

      (2)     (First name of buyer), the reason I’m calling today is to take two or three minutes to ask a little about your practice, about what you typically order, then ask if you’d be willing to consider placing your next order with us.

 (3)     (First name of buyer), besides disposables, what supplies do you most commonly use?

 After asking about commonly used supplies:

  1. Return to the topic of supplies, discussing appropriate promotions
  2. Ask for an order!

If the buyer responds that they use another distributor or gives you your first objection, ask:

               Who are you using now?

If one distributor:

  1. What is the one thing about (distributor) you like best?
  2. If you could change anything, how would they be even better than they are now?

      OR

 What is the one thing that (distributor) can improve upon?

  1. What are you looking for in a supplier?

 If multiple vendors:

      What determines the items you order from (distributor A) and what determines what you order from (distributor B)?

     (Continue with the same line of questions if there are more than two distributors.)

If they really like the current distributor and don’t want to change, try this approach:

  • You know, (first name), quite a few of our customers, like you, have a distributor with whom they really enjoy doing business and we respect that. They eventually ordered from us when they couldn’t get a needed supply quickly enough and like us so much that they added us as a backup vendor.
  •  Would you consider giving us a portion of your next order so you can evaluate our pricing, delivery, and service? (BQ)

If “Yes,”

Great!  I can tell you what specials we have available on some of your most common supplies… would you like to order something today?

If “No,”

When would you like me to call you back?

If they try to rush you off the phone or say, “Just send a catalog,” then get to the point fast!

If I were able to offer you $25-$50 off your next order, plus a price that is already 5 – 15% below the leading national competitor, would you at least evaluate our pricing, delivery, and service? (BQ)

Your opening… start with the receptionist and ask for your buyer contact.

(Buyer name), please.

– May I ask who’s calling?

(Your name), from SmartPractice, regarding your order.

– If the buyer is in, begin your conversation with the questions on the next page.

– If the buyer is out:

This is (your name) from SmartPractice regarding an order.  Is there someone else who works with the orders?  May I speak to them, please?

– If the receptionist says, “We didn’t order anything from you,” tell them exactly what was ordered and when, and have a special in mind.

Actually, the practice ordered Lidocaine from us in May and we have a special on that right now, which is why I’m calling.

The body of your call:  Conversing with the buyer

Discuss SmartPractice with the buyer (or doctor).  Be sure to ask for an order at least once in the call and, when you do… BQ!

  • (First name), this is (your name) from SmartPractice and you have ordered ______________ and _______________ from us in the past.
  •  I’ve been reviewing your account and noticed you haven’t ordered from us in a while.
  • (First name), I was wondering… when do you think you’ll be making out your next supply order? (BQ)
  • When you place your next supply order, what are you planning to order?

(BQ)

  •  Great! (First name), I was wondering…  would you be willing to let me take that order for you?  (BQ)

 If “Yes,” Remember to look up promotions on the products and keep cross-selling and up-selling in mind…

 If “No,” ask:

 Who are you using now?

 If one distributor:

 What is the one thing about (distributor) you like best?

  1. If you could change anything, how would they be even better than they are now?

OR

 c) What is the one thing that (distributor) can improve upon?

d) What are you looking for in a supplier?

e) Offer prices, on the call, for a few products they use.

 

If multiple distributors:

  • What determines what you order from (distributor A) and what determines what you order from (distributor B)?

(Continue with the same line of questions if there are more than two distributors.)

If they really like the current distributor and don’t want to change, try this approach:

  • You know, (first name), quite a few of our customers, like you, have a distributor with whom they really enjoy doing business and we respect that. They eventually ordered from us when they couldn’t get a needed supply quickly enough and like us so much that they added us as a backup distributor.
  •  Would you consider giving us a portion of your next order so you can evaluate our pricing, delivery, and service? (BQ)

If “Yes,”

Great!  I can tell you what specials we have available on some of your most common supplies… would you like to order something today?

If “No,”

When would you like me to call you back?

If they try to rush you off the phone or say, “Just send a catalog,” then get to the point fast!

If I were able to offer you $25-$50 off your next order, would you at least evaluate our pricing, delivery, and service? (BQ)

If they are noncommittal, try this approach:

  • You know, (first name), quite a few of our customers, like you, don’t have a preferred supplier but, generally speaking, try to get the lowest prices. They like working with SmartPractice because we are proactive in calling them about specials and manufacturer’s promos on supplies they order most.  They love that we submit promo paperwork for them.
  • Here’s what I propose. How about if I give you a coupon to save $25-$50 off everything in our 40,000-item catalog on your next order?  We could start by giving you a quote on everything you’ll be placing on your next order and there’s a good possibility I can save you even more, considering our EDLP manufacturer’s specials and our SmartPractice house brands.  Would you like to do that?  (BQ)

If “Yes,”

Great!  Let me write down some of the items you’ll be placing on your next order…

If “No,”

When would you like me to call you back?

If they don’t like the current supplier, we’ll use a variation on the noncommittal script:

1)  What is it about your current supplier that you don’t like?  (Listen, take notes, and ask for more information.)

2)  You know, (first name), quite a few of our customers, like you, had issues with their current suppliers, tried us instead, and found that working with SmartPractice was a pleasant change.  For one thing, they like working with SmartPractice because we’re proactive in calling them about specials and manufacturers rebates on supplies they order most.  Then, we submit the paperwork for them.

3)  For another thing, they found…

     (at this point, build on the issue they have/had with the other supplier.  DO NOT KNOCK THE OTHER SUPPLIER but, instead, talk about how SmartPractice is different).

4)  Here’s what I propose.  How about I give you a coupon to save on everything in our 40,000-item catalog on your next order?  We could start by giving you a quote on everything you’ll be placing on your next order.  There’s a good possibility I can save you even more, considering our EDLP, manufacturer’s specials, and our SmartPractice house brands.  Would you like to do that? (BQ)

If “Yes,” Great, let me take down some of the items you’ll be placing on your next order…

If “No,”   When would you like me to call you back?

Some New Ways of Doing Things…

  • Ask what they will be ordering on their next supply order at the beginning of the call… save the specials and promotions for the end of the call.
  • The doctor told you to contact someone else in the office? When you talk to that person, begin your call with:  “Doctor ____________ asked me to call you regarding placing an order.”  This is a TRUE STATEMENT and is powerful!
  • Prioritize gaining commitment for quarterly orders, which will ensure that the customer places the majority of the year’s business with you.
  • Don’t forget the benefits:
  • You need to position a quarterly order as a benefit to the customer in saving them time and money, and helping him or her avoid supply emergencies.

 

Answering An Inbound Call

Note:  Get as much information in the first 30 seconds as you can, without sounding like you are interrogating the inbound caller.  You are in control before you provide the requested pricing.  You lose control once you have provided the answer.

You:           Hello, (your name) speaking.  How may I help you?

(Inbound Caller)    I’m calling for pricing on Hurricaine.

You:           Great.  Who am I speaking with?              Wait for the response.

Have you ordered from us before?            Wait for the response.

And the name of your practice?                 Wait for the response.

And, (first name), what kind of

                   practice do you have?                                Wait for the response.

Great.  How many operatories do

                   you have?                                                   Wait for the response.

Thank you, (first name).  I’m going to look up our pricing on Hurricaine for you.  This will take a second or two… while I’m looking it up, do you know much about SmartPractice?

  • If “Yes,” Great, (first name).  Tell me what your most commonly ordered items are and I will tell you if there are manufacturers’ promotions on those items as well.
  • If “No,” (First name), we’ve got 40,000 products and order in volume so we pass the savings on to you.  Also, we track manufacturers’ promotions, and will proactively call you when those occur.  Would you like me to take a look at some of your other commonly ordered supplies to see if there are specials on any of them? (BQ)

Be sure to mention specials at the close of every call!  And, remind them… we submit the paperwork!

Your objectives in this call:

  1. Gain a commitment to work on a stocking plan for the next three (3) months, utilizing the “Usage Questionnaire” as your tool
  2. Save them time and money by ordering quarterly
  3. Suggest an order today and up-sell/cross-sell
  4. Ask about future directions for the practice
  5. Reconfirm the office profile; things change and this knowledge could add to your order!

Before the call, remember to do PRE-CALL PLANNING:

Hi (customer’s name), this is (your first name) from SmartPractice.  How are your supplies doing?

If they need supplies… UP-SELL and CROSS-SELL  (see notes under Closing in this book p. 42), then transition back:

(Customer’s name), in trying to serve you better, I want to gain an understanding of some of the future directions for your practice.  What are your plans in terms of practice expansion?

  1. Listen for clues, e.g., adding operatories, a specialist, trying whitening
  2. Then sell additional products; involve Dental Planet if there are new operatories set-up, etc.
  3. Transition back:

       I’d like to see if we could save you time and money by projecting what you will need over a quarter.  That way, we can also make sure that you don’t run the risk of running out.  Can you give me a projection of what you’ll be using over a quarter?

 If “Yes,”  Get an inventory list.

If “No,”  Suggest you fax a usage questionnaire (pg xx) that you can work on together.  Gain a commitment on when they will send it back to you and make sure you follow up!

If they are hesitant:  Quantify the benefits, then ask, “Why not?,” to uncover the objection (space limitations, budgets, control, timing).

If they are not comfortable with three months, suggest two months or, at minimum, monthly.

Then, gain commitment and close!

I will fax over the usage questionnaire tomorrow and you said you could have it back to me by Friday?  (Customer’s name), once we finalize this list, will you place this quarterly order this month?

Note:  They may ask for a discount, over and above standard pricing.  If you can offer one (check with _________), then make sure you do it on a quid pro quo [meaning:  this for that] basis:

  • We can discount 5% when you commit to buying $40,000 this year from us
  • We can give you 20% off your cards if you will view the Mojo demonstration, etc.
  • (Customer’s name), we might be able to offer you a ____% discount. If I can get that for you, would you like to move forward with this plan this week?    (BQ)

Objections to Quarterly Ordering

We may not always need the same things.                      Perceived lack of control

If they are concerned that the practice may not always need the same number of quarterly supplies, mention that you’ll always call first to confirm needs.

We don’t have the storage space.

Offer to ship monthly, but gain a quarterly order to lock out your competition.

We can’t.  We run a tight monthly budget.

Offer to ship and invoice monthly within the budget, but gain a quarterly order to lock out your competition.

 Getting “Blown Off the Line?” (Part 1)

Avoid scheduling callbacks with prospects!  Instead, ensure that they really have some interest by asking one or two quick questions before you end the conversation.

Before I let you go, let me ask you this… you visited us online and made a purchase, probably because we were less expensive.  Are you still looking to lower the costs of your dental supplies?

If “Yes,”      Ask when they will be placing the next supply order, so they can compare your prices and service.

If “No,”       There must have been something about SmartPractice that interested you.  Do you recall what it was?

      Then:    If you will take just one minute to email me your most recent order, I’ll put together a comparison-pricing sheet showing you how much you’ll save by ordering from SmartPractice.

Remember:  You’ve got only a limited time with this person.  Keep it succinct!

Leaving Messages?

  1. Avoid leaving just a message with a human. It most probably will not get returned.  Send an email/fax promo offer when you leave your information.
  2. Instead, ask for the best time to call: Lunch?  At the start of the buyer’s day?

Getting “Blown Off the Line?” (Part 2)

 Condition:  The receptionist goes ballistic because she keeps telling SmartPractice reps not to call and they keep calling (Lead)

(First name), I’m sorry, but this call is different from the rest – the last thing I want to do is inundate you with calls.  I’m calling to profile your practice and find out what you typically order.  That way, I’ll be calling you ONLY if there are manufacturer’s rebates on supplies you already use AND you can save money over what you are already paying.  If I can get just two minutes with your supplies buyer, I can get the information I need and I can stop those other SmartPractice calls.  Can you help me?

Here’s the logic:

  • You will discover what the practice orders.
  • You will be talking to the buyer.
  • It’s likely you will have a promotion, rebate, or SmartPractice-brand product that is lower in price. Offer coupons, as needed.
  • You will ask the buyer for an order and when they order, you will be their rep, log the account, and you and the coordinating POP/S-PL… Rep will be the only ones calling.

IV. Questioning Skills

 

The  best sales people know they cannot confidently provide a solution if they don’t know the needs of a customer.

Asking good questions allows you to serve the customer better by helping you to understand how they handle ordering dental supplies. Then, SmartPractice can partner with them to accomplish their own goals for a profitable practice…

Tactical sales skills are largely based on three general categories of questions:

  • Control questions
  • Qualification questions
  • Closing questions

Control Questions Quiz

  1. There are two types of control questions:

 

_________________________ and ____________________________

2.  A __________________________ question is used to point the conversation to topics you suggest and solicits short (often one- or two-word) answers.

3.  An __________________________ question asks for a lot of information, and is used to build rapport and keep a conversation going. It typically begins with how and what.

When do you use this type of question?  It is used when the customer is:

__________________________________________________________

4. List three words or phrases that can be used to start an open question:

A._________________________

B._________________________

C._________________________

Hint:       Avoid beginning questions with Is…?  Are…?  Instead, ask open questions.

Avoid:    Are low prices important to you?  (Rhetorical)

Better:   What issues are important to you in terms of the overall process of ordering dental supplies?

Five Basic Qualification Questions

Superior qualification is essential so you:

  • Can focus your sales efforts on the prospect’s hottest issue
  • Can understand the business issues that will encourage a prospect to discuss SmartPractice solutions with you
  • Can use the prospect’s deployment timeline as a means to close on the next step
  • Can adequately discuss objections
  • Can up-sell intelligently and consultatively

Business/Consequence Questions

By asking these questions, you understand the business issues critical to the prospect, determine their return-on-investment (ROI) process, and uncover the business consequences of not moving forward.  This will provide the key to handling price objections later in the sale.

  • Listen for clues regarding important business challenges or issues, then ask the prospect to describe the issue fully
  • Ask what the consequences might be if the challenge isn’t solved
  • Ask how the prospect quantifies the financial ramifications of not solving the problem (ROI):
  • You mentioned that ordering from several distributors is a headache for you. So I can better understand your business model, please tell me how you go about handling orders right now.
  •  What is your primary indicator that this situation isn’t working?
  •  What would be the financial consequences to your practice if you could not find a more workable solution for this?
  •  How will you gauge return-on-investment when looking at a solution to this issue?

 Another way of looking at it:

  • How are you doing it now?
  • What is driving the urgency to change the way you are doing it now?
  • Are you hindered from gaining revenue if you continue doing it this way
  • Are you accruing unwanted costs by continuing to do it this way?

 V.  Closing Skills

One of the great truths of providing honest, productive solutions to people is that the more good questions you ask, the less time you’ll spend having to convince prospects of the value of SmartPractice.  “Closing” as we have traditionally known it is evolving more toward a “facilitating” or “partnering” approach.

Many of the most common closing skills are simply a matter of conveying information already given to you by the customer and altering its form, not its content.

Maximize Every Order: Up-sell and Cross-sell

What is the best time to ask for the order?  When you are in control!

  • It is best to up-sell and cross-sell on each item, as the conversation progresses, instead of waiting until after the entire order has been placed. If you wait until the end, the customer will terminate the call!
  • For each line item the customer orders, quickly look at what the practice has ordered in the past and ask about usage…

For example, the customer used Lidocaine – 20 boxes in the past month – and calls in to order 10 boxes.  You should suggest that, based on usage, she needs at least 20 boxes, but would be better off buying three months’ worth due to our pricing promotion and to avoid emergency situations.  That’s up-selling!

  • For each line item, think of related items and ask if they would like to place an order for those items as well…

For example, the customer ordered bibs and you suggest ordering cups and towels, as well.  That’s cross-selling!

Check what the customer is NOT ordering from you…

  • If they are not ordering handpieces or anesthetic from you, mention a promotion and ask for the order.
  • If they say “no, “ mention that you noticed she hasn’t ordered these items from you in the past and ask from WHOM she is ordering. Then ask “the other distributor” questions…

Asking for the Order: Be Quiet

Rule #1:       After asking a question, always _________ _________

(Name), because the promotion ends Friday for those filling materials, why don’t I go ahead and get those right out to you today?

Then _______ ____________!

Rule #2:       Avoid asking double questions.

               (Name), because the promotion ends Friday for those filling materials, why don’t I go ahead and get those right out to you today… or do you have to discuss this with the doctor first?”

That’s called buying it back!

Closing Quiz

Situation 1:

The buyer for a periodontist has just called you with an emergency “get it here tomorrow” order for sutures.  How will you proceed and which close will you use?

Situation 2:

The hygienist thinks that a quarterly order for X-ray supplies may be a good thing, considering their practice has been booming.  She cannot give you the go-ahead until she talks with the doctor.  Which close will you use?

Elements of the Closes You Have Learned

The Puppy Dog is a free trial of a new product.

The Alternate Choice means you give them two choices, both of which work for you. 

            “Would you like us to get it to you via UPS Ground or Second-day Air?”

The Impending Event (Fear of Loss) is related to people who are motivated more by the prospect of losing something than gaining something.  Reminding a customer that by ordering on a quarterly basis keeps needed supplies in stock is an example of this close.

The Free Gift refers to an offer such as,

“For this week only, we’ll give you a free case of prophy paste if you order before Friday.”

Let’s Go See Your Uncle is used when prospects have to discuss it with another associate or the doctor.  

            As long as we are on the line now, could we conference her in on this call?  We may be able to save some time for you by getting everyone involved now.

What Do You Love the Most? lets prospects tell you lots of great things about our products while you sell them additional products.

For the Testimonial, always have a story to tell about customers just like them who benefited from our solutions.

1)      Dr. Lee Sulaeman – I really recommend SmartPractice because of the service it provides and continues to provide to our dental office.  The two-day delivery and the prices are the best I can find on the market.

2)      Dr. Robert Findlay – SmartPractice has been a great asset to my practice ever since my assistant placed her first order.  Prices can vary between companies, but I can always depend on my SmartPractice representative to compare prices and give my office the best offer, even on new products.  SmartPractice has such a large variety of supplies and materials from which to choose that my assistant doesn’t have to thumb through hundreds of catalogs to find what she needs.  My staff can call any time to speak with a representative, whether it’s to place an order or for product information.

3)  Bruce Hiura – SmartPractice has great service and fast delivery, especially when you need it quick.

The Assumptive Close is best used when customers are in a hurry.  When I first started selling, I thought this was the most obnoxious close ever invented and was determined never to use it.  By my second week, I was using it daily.  This is best used with people who want something immediately, are rushed, and have no time.

Quid pro quo…  (This for that…)

If we can make that price adjustment for you, would you be able to give me a PO by 3 pm Friday?

Note:  To many people, time is more valuable than money.

Here’s Why You Cannot Lose (Reduction to the Ridiculous) should be used when selling higher-ticket items.

Example:  J. Morita Tri Auto-ZX low speed handpiece ($2,423.25)

… you must follow these steps in the following order:

  • Divide the __??__ by 260 (days per year, if the dentist is open five days/week), so amortized handpiece cost is $9.32/day
  • Then divide by eight (hours/day) so amortized handpiece cost is $1.65/hour

Or, divide by the number of patients on whom the endodontist will use this handpiece per year (if 250, amortized handpiece cost is $9.69/patient/year).

If the endodontist will use the handpiece for three years, you may divide all the above numbers by three!

The Bait and Switch isn’t illegal, provided you have the bait (a lower-priced product) either in inventory or available through back-order.  This close is illegal when the lower-priced unit was advertised and never intended to be in stock.  Always attempt to upgrade customers to products with which they will be happier in the long term; their investment will be better protected that way.

Here’s What You Can Do For Me is really effective with a customer with whom you have already built a lot of rapport.  Use it during the last week of the quarter for customers who intend to order in the near future.

The Columbo is polite, considerate, and completely non-pushy.  Always remember to say something like this:

I know you are busy, Tom, but before I go, let me ask you this.  You had ordered antimicrobial soap from us earlier this year and I have just been notified that the manufacturer is offering a rebate on this right now.  Would you be interested in reordering?  Then BQ…

Requirements

Always ask what specifically will motivate the prospect to do business with you.  Here are some examples of questions you will want to consider asking:

  • What issues are your priorities in terms of integrating the new practice you’ve just acquired?
  • What issues are your priorities in terms of integrating the new operatories?

 (After the doctor refers you to a lower-level contact)

  • Before I let you go, what requirements do you have personally in order to move forward with us?

 (When a lower-level contact gives you the name of an associate to call – higher, lower, or peer)

  • Would you give me an idea of what her requirements might be before I call her?

 (After you have obtained initial requirements)

  •  You mentioned that ordering supplies could be a nightmare for you. If you could ‘wave the magic wand,’ how would the perfect solution look?
  • You said that ‘easy payment terms’ is going to be of prime consideration when you determine if SmartPractice will be your choice. Would you explain that for me, please?

Timeframe

Become a partner in their practice by ensuring that needed supplies are always in place, with ordering emergencies the exception rather than the rule.

Many of the practices with which we work ask us to put together a quarterly ordering matrix for them and make sure that, in addition to our calls on specials, we call to place a quarterly ordering call for them.

Would you like us to do that for you, as well?

(Your fallback position… a bi-monthly order.)

Use our Free Goods management system as a reason for them to order from us: 

Doctor, one reason practices order from SmartPractice is that we can mention the quarterly promos, and then process the paperwork for you.  We are able to quickly and easily check all vendor promos for you, a service other companies have a difficult time providing, especially those reps in the field.

 Scope

Asking these types of questions will allow you to grow the opportunity.  Up-selling is difficult, unless you ask about the number of operatories and patients, and about the additional services the practice will provide in the future.  These are a key to SmartPractice being perceived as a viable business partner to the success of the practice.

These types of questions may include:

  • How do you see your practice evolving within the next six to twelve months?
  • How many operatories do you have right now?
  • What types of professionals do you have in your practice?
  • How many patients does each operatory support each month?
  • Do you anticipate adding more in the next 12 months?
  • In addition to adding those (two operatories), what other initiatives are your priorities right now?
  • What percentage of your patients is HMO?

  Note:   If 80% or more, these practices may be especially amenable to our private-label brands and stock-up type promotions to save money.

Budget

Dentists are always budget-conscious.  Here are four reasons why SmartPractice can save them a tremendous amount of money over the course of a year:

  • We have 40,000 products in our catalog and manufacturers give us discounts for volume purchases, which we pass on to you.
  • Because we are a phone-based inside sales group, we don’t have the overhead of a field sales operation for supplies. We pass these savings on to you.
  • Manufacturers have rebate and promotional programs running constantly, which many times you may not be made aware of in a timely fashion. We actively track the supplies you order most often and proactively call you when these are available.  Then, we will process the paperwork for you.
  • Our house brands are top quality supplies that are lower in cost than name-brand products.

Decision Tree

Ask for the titles of everyone involved in ordering supplies. Become the expert in knowing for whom to ask when your primary contact is with a patient.

  • Ask a person’s title as a closed question:

(Name), what is your official title there?

Avoid suggesting a title (“So, are you a receptionist?” or “Is Janie a receptionist?”… “No, she was in sterilization.”)

  • The only right way to ask a Decision Tree question:

          (Name), tell me how the decision process works at your practice when it’s time to order supplies.

Avoid closed questions leading to ambiguity (e.g., “So, are you the decision-maker?”).

  • Ask about his or her role:

Typically, what’s your role in ordering supplies for the practice?

  • Make sure you know who is leading the way:

Typically, how much do you have to spend before the doctor gets involved?

  • Fallback position:

If your prospect is not in, ask the receptionist to confirm your prospect’s title and ask whom else orders dental supplies.  Ask to speak to other individuals on that very call when your contact is with a patient, and … ASK FOR AN ORDER, NOW!

 

VI.  Handling Common Objections

Objections are a necessary and important part of the sales process.  Use the following conversational formula when addressing them:

  • Restate the objection in your own words to confirm you have gotten it right.

So that I understand this correctly, Jim, you prefer the idea of doing business face-to-face.  Is that correct?

  • Agree that the prospect could have a point.

 I understand that perfectly, Jim.  It’s nice to have a professional relationship with your rep, and I know that he or she will take care of you and make sure your needs are met.

  •  Address the objection.

 We agree that we want to provide much of the same personal touch that you get with an onsite representative, but recognize that many of our customers also want supply prices to be as low as possible.  Because funding a field sales force represents an overhead that is paid directly by the consumer, we have elected to provide personal service through me, your inside rep, and our 24/7 website.  These savings are passed directly to you and provide for lower prices on each of our 40,000 products.

  •  Ensure the prospect is satisfied with your answer.

 Does this address that issue for you, Jim?

  •  If “No,” continue to probe using the formula.

 If “Yes,” advance the sales process by asking for an order or continuing your qualification process.

 Objections Linked to Price

Why can’t you go lower on price?

Our position in the marketplace is to provide you with a comprehensive list of over 40,000 superior products at a good price point, with exceptional service.  That service includes having a representative available all day, instantaneously (me), to track your order and inform you of pricing specials and manufacturer rebates.  It also includes two warehouses in different parts of the US, so we can pull from different sources if you have an emergency, must-have-now order.

We have adjusted our prices to reflect the lowest price point possible, support superior service, and have enough left over for a little profit.  We think compromising our service to shave a few points off the price would be an unwise business decision.  We are striving to have a reputation for quality and we do have to maintain fair prices to maintain that.

I think you probably use the same business model in your practice, (Name); otherwise you would be restoring teeth as a public service.  We’d like you to partner with us because we have the same reputation for quality that your practice has.

Look, I don’t have time to talk.  Just give me the price.

I don’t want to sell you a given supply when, perhaps, I can find an alternative of similar quality at a better price.  The reason I’m asking these other questions is that, perhaps, there are rebates or promotions on complimentary products.  If you’ll just give me two or three minutes of your time, I might be able to save you a significant amount.

Just fax your specials.

I have a long list of specials.  I don’t know if you want me tying up your fax machine.  What I would rather do is speak to ______ and find out what products you use.  I can do a price comparison and fax that back to you.  When is the best time to speak with ______, in the morning or afternoon?

We get the lowest prices from ______________.

I understand and I appreciate that low prices are a major concern.  Because we’ve got 40,000 products in our inventory, many of our customers ask us to price their supply list to ensure they are really getting the lowest prices.

Can I do the same for you? (BQ)  All I have to do is get a price list from you by fax and it could save you a lot…

If “No,”

  • In addition to low prices, what else do you like about your current supplier?
  • If you could wave the magic wand, how could your supplier improve?

 Then, build a SmartPractice solution to the answer to #2.  If the prospect has nothing to improve, use the SmartPractice benefit statement.

My supplier doesn’t charge shipping or tax, and we don’t have to hassle for low prices.

I understand.  This is a very competitive market for your valuable business.  You should demand the best from your suppliers.  Not only do we not charge for shipping orders over $500 or collect taxes in some states, but my distribution center virtually guarantees your supplies arrive at your door by the next day or two at the most and, furthermore, we carry well over 40,000 products so we have what you need.  I can document your prices and my computer helps me track your free goods from manufacturers.  Do you currently take advantage of your free goods offers?

Competition-based Objections

We have been dealing with our rep for 10 years.

We are happy with our current supplier.

We are loyal to our reps.

I understand.  I am sure they have been doing a good job for you and, interestingly, many of our customers use us in addition to their prime supplier.  Who are you using right now?

  • What do you like about them?
  • If you could wave the magic wand, how could they be better for you?

Now, build on the difference!

(Log the information.)

       I am not expecting that you will stop ordering with them, but I’d like to be your best second source for supplies.  That’s how my customers work with me right now.

      (Name), I’d like to tell you the three main reasons people like to order from us:

  • We continually track manufacturers rebates, price promotions, and free items, and let you know when these are available for something you tend to order. SmartPractice is the only dental supply company with a proprietary system that allows us to submit the paperwork, to earn free goods, for you!
  • We can ship instantaneously and, with 40,000 products, we tend to have supplies in stock.
  • You have a dedicated representative – me. Once I understand the scope of your practice, I will shop through various manufacturers to find the best pricing for you, and then will proactively contact you to ensure that you are never out of important supplies.  At the very worst, you will have a backup supplier with whom you can order in confidence and I think you will save some money, too.

(Name), I’d really like to be your backup supplier and I’m so convinced that you will like working with us that I’d like to make a proposal.  Why don’t you let us handle your next supplies order, and compare our prices and service to your other source?

(Be quiet and wait for an answer.)

If “Okay,”     Great, let’s work on an order right now.

If “No,”         What would have to change in order for you to place a sample order with us?

Our local rep is more convenient.

Actually, some of my customers also used to feel that way, until they found out that they could call me at their convenience and that I was actually taking their order by phone within seconds of their call.  They also appreciate that I have a four-year order history on my screen to help them order.  I can track their order over the Internet for them, as well, and am fully aware of all manufacturer promotions for rebates and free goods.

Also, I may be able to arrange for authorized equipment service in your area.  Would you like me to arrange a visit from an authorized local dealer?

I deal with Patterson because it services my equipment.

I understand and even though I can’t come into your office, I may be able to arrange for an authorized technician and get you better prices at the same time.  With what type of equipment is Dr. ________ concerned?  Is Dr. _______ looking to purchase any major equipment this year?  Are you aware that I can get your equipment and arrange for a representative to service and visit your office?

Unlike your Patterson rep, I’m instantaneously available to you all day and I’ll proactively call you when manufacturers’ promotions become available on items you use.  Many practices use Patterson for field service, but use us either as their primary or secondary supply source.

This can actually be documented by comparing bottom lines of Patterson and SmartPractice.  For instance, in a typical practice ordering $30,000/year in dental supplies, a simple 5% savings translates to $1,500 savings.  Often the savings is substantially more.  How about if you give me a sample invoice from Patterson on supplies and see how we do in comparison?

Our rep is a friend of the doctor’s.

Doctor is related to his sales rep.

That’s interesting. What company?

I can understand that.  I, myself, have developed some close relationships with those who order from me.  In fact, I wouldn’t have it any other way.  Let me ask you this – if we could provide superior prices and timely delivery, would the doctor consider using SmartPractice as your secondary supplier?

I liked the previous SmartPractice rep and I’m now ordering from them at their new company.

I can respect that, because I’ve been at SmartPractice for (# years) and I’ve got hundreds of customers who feel the same way about me.  I’d really like you to try an order out with me to reintroduce you to SmartPractice and I can give you a significant discount to give me a try.  (First name), when do you think you will be placing your next supplies order?

The doctor likes dealing with the local field rep.

You know, some of my customers find field reps convenient; others find them intrusive.  For my customers who love the convenience of a local rep, they also order from me because I’m always available.  Would you consider using me as your prime backup supplier?  (BQ)

Let me ask you this… when are you going to be placing your next order?  (BQ)

How would you feel about placing it with me to see how we do for you?  (BQ)

You don’t carry some of the products that we like.

Some people are unaware that we carry over 40,000 dental supplies.  Even though our catalog is (  #  ) pages long, we do stock products not in the catalog, plus we have a full line of exclusive brands to save you money.  What products were you looking for today?

 Decision Tree-based Objections

 I don’t do the ordering.  You will have to speak to the doctor.

The doctor is with a patient.

 When will the doctor be available?  I can provide them with rebates and promotions of which they may not be aware and we can save the practice thousands of dollars in supplies costs over the course of the year.  I just need five minutes of their time, between appointments.  Will I be able to reach the doctor in an hour from now or is there a better time later in the day?

 There is no best time to reach the doctor; it is hit-or-miss.

 I understand.  Is there a day when the doctor is in the office, when time is set aside to do inventory or catch-up?  Is there a time in the day or during the week when the doctor is not seeing patients?

 The key is to hear the objection and ask about it.  Try to provide ideas to overcome the objection versus just hearing what they say.

 Operational Objections

 All my ordering has to be approved through our corporate office.

 Great.  I’d like to have the contact person’s name and phone number, please, because they will want to know about us.

 Do you have a list of approved products you can fax me so I can prepare a corporate bid?

 Do you order through approved suppliers or do you have to forward your order to corporate?

 We don’t allow sales calls.  (For new-to-SmartPractice buyers)

 I hope that wasn’t the impression I gave you.  The reason I was calling was not to sell you anything today.  However, it is important that I tell you about our online inventory management system and how easy it is to do competitive shopping without spending a minute of your time.  Have you heard about our proprietary promotions fulfillment system?

 We don’t allow sales calls.  (For attrition accounts)

 Actually, they are a customer of mine and I’m following up on an order.

 Note:  The order was in the past and you are calling to discuss rebates on some of those items.  Do not tell this to the receptionist, unless prompted.

I don’t want to give out my fax number.

Reassure the person with whom you are speaking that you only want to fax the offer because it is time-sensitive (they may be afraid you will continually fax promos).

Time Frame-based Objections

Call me back in six months.

     What do you anticipate will be different in six months, (Name)?

Then _____ _____!                                                               (What’s this?)

If nothing will have changed, you are getting blown off, so try probing more.

I can provide the doctor with promotions of which they may not even be aware.  We can save the practice thousands of dollars in supplies costs over the course of the year.  I just need five minutes of the doctor’s time, between appointments.  Are they available now?

I’m too busy to talk to you right now.  Why don’t you send me some literature?

I’ll send you a catalog, (Name), but here’s a better idea, because you are busy.  Just fax me a copy of your latest order.  If I can’t do a whole lot better for you on pricing, I won’t waste your time.  However, if I can, I’d like to call you back and give you the numbers.  Would that work for you?  (BQ)

I have to go; the doctor is calling me.   (If occurring well into a call to a new prospect)

(Name), here’s what I’d like to do, because you are in a hurry.  Why don’t you let SmartPractice fill your next supplies order?  I’ll give you a breakdown on what you’ve saved over the current prices you are paying.  (BQ)

If “Yes,”    Great.  Shall I take it right now? 

                   (Faxing it is your fallback position)

If “No,”      We really want you to try us just once.  What can I do to earn our business on one order, (Name)?

I have to go; the doctor is calling me.      (If occurring at the beginning of a call to a new prospect)

I’m all set; I don’t need anything.

We are not interested.

I’m too busy right now.

 (Name), in most cases we can save a dental office a significant amount of money every year and, if we can’t, I won’t waste your time.  I can do price comparison without taking a minute of your time.  How about taking just a couple of seconds to tell me what you are paying for two or three supplies right now and I’ll be able to quickly tell you if it makes sense doing business with us.

 If “No,”      How about if you fax it to me, or fax an order from your regular supplier, and I’ll compare our prices with it?

VII.  Wrap-up

On the following pages, you will find checklists that will be useful in three ways:

  • You can use them in our role-playing exercise today
  • Use them at your desk for real calls
  • Your coaches will be using them as a guideline, for monitoring and coaching

The checklists are:

  • Pre-call Planning Checklist
  • Coaching Account Calling Checklist
  • New or Attrited Calls Checklist

 Pre-Call Planning

  • No more than two minutes for pre-call planning. This will keep your call numbers up!
  • Have the customer up on Tesla before making the call
  • Make sure the customer is scanned for an existing account (New leads)
  • Have at least two products ready with specials or promos
  • Make sure you have profiling done on all customers; if not, make sure you do it on that call
  • Know the customer’s past order history before calling
  • Know how much the practice spent this year vs. last year
  • Know what products are on special that they have not ordered in a while
  • What products are they not ordering from you?
  • Check quantity usage line-by-line for up-selling and cross-selling purposes

Coaching Accounts

Measuring Existing Accounts
  • Increase order size
  • Increase product mix
  • Send email or fax communication after the call(s)

        Coaching Existing Accounts

  •  Up-sell/cross-sell line items line-by-line
  • Suggest quarterly ordering
  • Ask about future technologies and office expansion
  • Suggest promotions from previous orders with expiration date

        Overall

  •  Profile the practice (ask at least one profile question)
  • Set and confirm call-back on your calendar
  • Demonstrate systems proficiency
    • Pre-call planning in Tesla
    • Pull up last invoice
    • Handle/correct customer service issues
  • Urgent statement; ask them to buy today
  • Be timely and have calls prepared (20)
  • Look at daily sales reports

New/Attrited Calls

       Measuring Outbound New Calls
  • One hour of newer or attrited customers called daily
  • Minimum time on phone within that hour = 30 minutes
  • 50% of new accounts receive faxed or emailed price quote within that day; sending monthly fax/emails does not count
       Coaching New or Attrited Accounts
  • Ask for the order (buyer)
  • Ask for a commitment to get fax to the orderer (receptionist)
  • Good news: We have a 15% promotion for you; Bad news: Expiration date
       Overall
  • Profile the practice (ask at least one profile question)
  • Set and confirm call-back on your calendar
  • Use script on at least 4 out of 5 calls
  • Demonstrate systems proficiency
    • Schedule a follow-up call
    • Send a price quote
  • Urgent statement
  • Be timely and have calls prepared (20)
  • Check sales reports daily

 

Rules of the game for the caller:

  • You’ll get name, title and practice before calling
  • Your goal is to accomplish these six things:
  • Begin your call with the opening discussed earlier
  • Get the person’s name and title as quickly as possible
  • Ask about their time frame, requirements, scope, budget, decision tree, and business/consequence questions
  • Address any “clue” provided in the conversation
  • Ask the customer to give you their order now (closing question)
  • Close the call, then describe to the class your next step with the prospect

Rules of the game for the listener:

  • Don’t prompt the caller; it will be distracting.
  • Try to anticipate how you’d respond to each question raised by the prospect if you were the caller.
  • Keep notes of what the caller might have changed; also note the good things the caller did that you’d like to keep in mind for yourself.

Six Practices:  Definitions & Recommendations

 Endodontist:           The branch of dentistry that deals with the diagnosis and treatment of disease of the pulp (nerve) and periapical tissues (e.g., root canal)

Recommend the following:            

  • Rubber dam
  • Rubber dam clamps
  • Rubber dam forceps
  • Rubber dam punch
  • Rubber dam napkins
  • Files, reamers, barbed broaches
  • Absorbent points / Paper points
  • Gutta Percha points
  • Bead sterilizer
  • X-ray film and/or digital supplies
  • Root canal sealers and cements
  • Pluggers and spreaders
  • Endo stops

 Oral Surgeon:        The specialty of oral surgery is the part of the dental practice that deals with the diagnosis, surgical, and adjunctive treatment of the disease, injuries, and defects of the human jaws and associated structures (e.g., extractions).

Recommend the following:            

  • Local anesthetics (e.g., Lidocaine, Mepivacaine)
  • Topical anesthetics (e.g., Topex, Hurricaine)
  • Cotton tip applicators
  • Sterile gauze
  • Sterile cotton rolls
  • Extraction forceps
  • Elevators, root tip picks, bone files
  • Sutures
  • Needles (plastic or metal hub)
  • V. administration sets and solutions
  • Aspirating syringe
  • Disposable sterile blades
  • Surgical suction tips
  • Collagen materials
  • Electrosurgery unit

Orthodontist:          The branch of dentistry that deals with the causes, prevention, and treatment of the irregularities or malocclusion of the teeth and arches (e.g., braces).

Recommend the following:            

  • Rubber elastics
  • Band pusher
  • Permanent cement (e.g., Flecks’s, Durelon)
  • Gauze
  • Cotton rolls
  • Alginate impression material (e.g., Jeltrate)
  • Orthodontic pliers
  • Prophy paste
  • Prophy cups
  • Fluoride gels
  • Fluoride trays
  • Gypsum products (e.g., stone and plaster)
  • Panoramic X-ray film
  • Toothbrushes
  • Impression trays
  • Model vibrator

Pedodontist:          The branch of the dental practice limited to the treatment of children that provides a program of complete oral health care during the developmental period.

Recommend the following:            

  • X-ray film (e.g., Pedo Film #0)
  • X-ray mounts (e.g., Pedo #0 Mounts)
  • Fluoride gels
  • Fluoride trays
  • Pit and fissure sealants
  • Toothbrushes
  • Prophy paste
  • Prophy cups
  • Alloy
  • Alginate impression material (e.g., Jeltrate)
  • Snap-a-Ray X-ray film holder
  • Disclosing solutions and tabs
  • Crown forms
  • Cements
  • Composite materials
  • Matrix band and retainers
  • Cavity liners (e.g., Dycal)

Periodontist:           The branch of dentistry that deals with the diagnosis, prevention, and treatment of diseases of the tooth-supporting structures (e.g., gums and bone).

Recommend the following:            

  • Scalers and curettes
  • Periodontal surgical dressing (e.g., Coe-Pak)
  • Toothbrushes
  • Prophy paste
  • Prophy cups
  • Disposable surgical blades
  • Surgical suction tips
  • Fluoride gels
  • Fluoride trays
  • Floss and floss holders
  • Disclosing solutions and tabs
  • Sharpening stones
  • Cavitron tips
  • Sutures
  • Ultrasonic units (e.g., Cavitron 3000)

 Prosthodontist:     The branch of dentistry that deals with the replacement of missing teeth and other missing or deformed oral structures by artificial substitutes (e.g., crowns and bridges).

Recommend the following:            

  • Custom acrylic tray material (e.g., Formatray, Shurtray)
  • Cold-cure acrylics (e.g., Jet Acrylic, Pro-Temp)
  • Permanent and temporary cements
  • Retraction cord (e.g., Racord and Pascord)
  • Impression materials (e.g., vinyl polysiloxane, polyether)
  • Diamond burs
  • Posts (e.g., Flexi-Post, Dentatus Post)
  • Gypsum products (e.g., stone and plaster)
  • Mixing pads and bowls
  • Waxes
  • Impression syringes and tips
  • Anchor implants
  • Impression compound
  • Mixing spatulas

 

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