Unlocking Clinic Success
Communication is at the heart of successful manufacturer-distributor partnerships.
Jodi Lynch Findley knows how important distribution is to the animal health industry. Indeed, in many ways she believes distributor reps “hold the keys” to the veterinary clinic.
“When you consider that a manufacturer is responsible for selling a very specific group of products – and we should be the technical expert on those products – you’ll find that many veterinary clinics place a great deal of value in their relationship with their distributor partner as a trusted advisor, because they see them as being a little more neutral,” said Findley, national channel sales manager for PRN Pharmacal. “Distributor reps gather information from multiple manufacturers in order to help veterinary clinics practice the best medicine and make the best business decisions on their protocols and products.”
Successful relationships in the field occur when there is a great deal of collaboration and communication happening, noted Findley, who is responsible for the relationships, strategies, contracts, promotions, incentives and initiatives with PRN distributor partners. “Those partners – manufacturer and distributor – understand the value of one another and what they need from each other.”
The manufacturer and distributor rep may have a different set of goals and objectives, but they can communicate what those are to each other and bring value to one another. So, if a distributor partner is working in lockstep with a manufacturing rep in their specific geography, then that distributor rep is oftentimes sharing business, bringing business, and the manufacturer is doing the same.
“There could be a new clinic that oftentimes the distributor is going to know about well before a manufacturer rep does, so that distributor rep is going to communicate out to the manufacturer partners they have relationships with that this doctor is opening a new clinic, or a doctor is changing practices,” Findley said. “It really does come back to professional communication, as part of your business plan.”
The three Es
Another key to a rep’s business plan? Simplify.
Through years of experience, Findley has refined her presentations to clinics through a three-step structure called the three Es: educate, engage and entertain.
Educate. Let’s say you are holding a lunch-and-learn with the goal of converting business. Maybe the doctor is using a good product, but it isn’t the most current, best medicine solution.
“So, we’re going to partner with that distributor rep, and we’re going to consider, what does our education need to be?” Findley said. “Is this doctor a specialist? Is this doctor a general practitioner? What’s the level of education and engagement from the staff so that we can bring them a simple, straightforward educational plan that provides them with no more than two to four key points to help them understand what the value is for them, and the return on their investment if they’re going to give us 45 minutes during their lunch hour, because that’s valuable time.”
Reps must determine how they will provide the pieces of education most valuable to that clinic. It might look different in California than it does in Florida, or for a millennial female veterinarian versus a baby boomer or Gen Xer. “Let’s think about who our audience is so that we can tailor our education specifically to that audience, and that we really consider what they are looking for.”
Engagement. Reps should never speak exclusively to what they might classify as the decision maker, because so often the technicians, assistants, practice managers and other team members have a lot of say in protocols and decisions. Are you engaging the entire team? Is there a spouse involved in the practice that maybe isn’t there that day? Are you considering a whole-clinic approach? Is the team short on time and always on the go? If so, you will need to determine whether to shorten the presentation.
“It’s about tailoring solutions,” Findley said. “Manufacturers are going to be able to talk product all day long, but the distributor rep is the one who’s going to provide the intel and insight that you need to speak directly to that clinic in order to engage them in the way they want to, or need to be, engaged.”
Entertainment. Throughout a lunch-and-learn, you’ve got to have a little fun mixed in. If you’re not able to provide some entertainment, no one is going to remember what you wanted them to learn.
“We got into this industry because we love animals and animal people,” Findley said. “We have the opportunity to make everyday work fun and maybe not quite so serious. When you do that, it allows your clinics and partners to understand that you’re a person too.”
In today’s competitive and evolving animal health industry, strong collaboration between manufacturers and distributor reps is more than just a nice-to-have – it’s essential. When these partnerships are built on trust and aligned goals, everyone benefits – from the reps to the veterinarian to clinic staff and the pets they care for.
The don’ts
What should reps avoid during lunch-and-learns? Findley has a few suggestions.
Avoid too much science.
Going heavy on facts and data will quickly zap busy, and often overworked, clinic teams of energy and attention.
Avoid too much talking and not enough asking.
“Questions feed our families,” she said. “As manufacturers and distributors, our ability to ask questions that lead to valuable and relevant solutions is what pays our bills. The more questions we ask, the more curious we are, the more people feel seen, heard and understood, the more people want to do business with us, because they want to do business with people that they know, like and trust.”
Avoid talking about competitors.
Don’t talk about anything other than what you know. Stay above the line and bring them value.
Photo credit:
istockphoto.com/FG Trade
