One of the biggest mistakes I have seen most in prescription strategies is the lack of empathy with the prescriber, be it an architect, a doctor or even a government.
Thinking that someone will remember us and even dare to recommend us just because of our products and kindness is a big mistake. The question is, how will that prescriber benefit from me?
There can be many variables; efficiency, knowledge, technical support, inspiration, community, visibility etc. All require a specific approach and investment.
A key variable is the tools adapted to help them do their daily work, which have a great impact. I have seen everything from software or web tools that save them a lot of time, training focused on prescribers, to even technical offices dedicated exclusively to them. Tools designed so that the prescriber also benefits in his/her daily work and can “actively” remember you.
For example, and speaking of the digital world, there are e-commerce platforms such as Nexmart that digitally bring together many manufacturers, business partners and end customers (prescribers, for example) by managing their information and helping them to capture potential leads while extending their B2B2C industrial brand strategy .
What is clear is that a direct customer value proposition alone will not be enough to get someone to prescribe you or at least remember you. You will have to adapt it and even adapt the language and theme of the consultation itself.
Boosting B2B sales from a prescription strategy involves convincing and adapting to new players on the game board.
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Question 4: Are your direct customers prepared to respond to the demand?
Decisive. In industrial markets, the direct client is usually another industrial company or an industrial distributor . That is, for a prescription strategy to generate B2B sales, THEY must provide the solution, support it and often install it.
I have seen several strategies that failed precisely in this; the entire process of presenting the solution to the prescriber was perfect but the distributor costa rica phone number library did not know or did not have the prescribed solution in stock when the time came to purchase it.
Many times they were not even interested in the operation (compared to their own) and
did not support it, for example in terms of price, or they even felt it was a threat to their business from their supplier.
We are talking about B2B Prescription strategies that die on the shore. It is essential to start any prescription strategy that wants to boost
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Question 5: How are you going to present this to your clients?
Addressing the previous question;
THE FORM adopted to up to 5w1h examples are shared, and you can know what customers communicate it must convey a lot of judgment,
timing and transparency to the direct client.
A Direct Customer must feel the prescription as a value for him/herself,
even as a service within the value proposition of his/her supplier.
It must slovakia business directory be a potential business and never a threat of being “skipped” by his/her manufacturer.
Gaining their commitment and trust will not only be key to closing
the commercial circle but also to obtaining market information and even to building B2B customer loyalty .
Therefore, starting by communicating this to them from a clear,
direct and seamless prescription strategy, with resources, continuity, focus and value is essential.