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If you have not engaged in something like this before, buying business assets can be quite a daunting prospect. While it may be somewhat easier than establishing your own operation from scratch, understand that you are taking on, in many respects, the liabilities of somebody who is a complete stranger to you. To start off, you will be presented with many internal documents and will be able to look at the inner workings of the business for sale, but you must essentially be able to read between the lines and must not veer off-line, so a due diligence checklist is essential.

Many of the business owners you will come across are diligent and enthusiastic people, are justifiably proud of their creation and really want their baby to be nurtured and cared for by a new and careful owner, but you cannot assume that this is always the case. This is not to say that you have to assume the worst at all times, but you can never take any statements at face value and always have to be sure that there is proof to back up any claims made. Always ensure that you employ the services of expert analysts as required when you buy a business, including accountants, financiers and business experts.

Here, your primary purpose is to set a value. Both parties concerned, the seller and the buyer, will undoubtedly have a different interpretation of the business’ value. You will not come to an agreement or deal unless both parties are happy, but always bear in mind that you have to set the specifics under which a deal is likely to be made.

When you buy a business, there are numerous steps that you have to take as you proceed through your due diligence checklist, and all of these will help you to reveal the inner workings of the business in question. Never rely on industry benchmarks, even though they may be useful for your information gathering purposes. The most recent financial documents are of the greatest importance and they should never be glossed over even though you have very many documents to check through. Never be tempted to gloss over some of the less palatable financial figures, if a specific business asset appears to be of particular interest to you.

When you’re looking at the value of a business for sale, some of the more important factors include the scale and the level of services available, the potential for business expansion, the age of the organization and the reputational impact in the marketplace. Get a good impression of the competition in the industry and in the local area and understand that location may be the most important asset of all. You may be considering purchasing an Internet-based business or one that does not have a “bricks and mortar” location. While the physical location in this case may be of no consequence, make sure that you understand the importance of conducting a thorough “due diligence” process, come what may.

Time spent going through this process of revelation as you work your way through your due diligence checklist, will be well worthwhile. This entire process may take you weeks rather than days, especially if you need to analyse daily operations, client interaction and staff behaviour, for example. As such, you should never be overly anxious to go ahead to close a deal and should be prepared, rather, for the lengthy process you are likely to endure.

Richard Parker is the President and founder of the prestigious Diomo Corporation - The Business Buyer Resource Center. His celebrated materials, seminars and consulting have encouraged thousands of aspiring business buyers from around the World to pursue their dream to buy a business.

How many times have we been to a sales seminar, or to a top-flight convention, to become totally engrossed in what we find there, able to “milk” in the atmosphere and to feel the motivation building up inside us? The originators and producers of these events had worked their magic and had provided us with just the right amount of excitement and motivation to push us into the market and get us to sell the services or products without any delay. In most cases, pharmaceutical sales training sessions or books can be similarly motivational and there is always an important time and a place for these tools to be used by the typical sales force. With all that said and done, don’t forget the importance of effective implementation, as all this first-class motivation tends to disseminate into the atmosphere somewhat, when the salesperson actually hits the road, running.

Here lies the main point, the problem that has faced the motivational speaker or corporate trainer for years, now. It may be relatively easy to propel a salesperson to make a plan and to thereby establish a relative goal, but the execution is often the challenge. Theory in the classroom is one thing, the practice is another, with the important goal being to make the salesperson actively aware of real-world challenges and threats and positioning them so that they can cope when the pressure is on. However, it must be understood that very many different factors come into play when the salesperson is actually engaged with the prospect and one could argue that the biggest hurdle facing the salesperson when trying to “land” a sale is the attitude or subconscious direction displayed by the salesperson him or herself.

These days, pharmaceutical sales training must be careful not to introduce impossible, sometimes psychological barriers, which would effectively stand in the way of effective implementation. We often hear that nothing less than a 100% result is acceptable and this often forms the basis for setting sales goals in the first place. Such a “set in stone” position can often result in failure, however, and we must view opportunities from all different angles. It is sometimes better to accept a result that can be classified as a significantly high percentage, rather than striving to get 100% of zero.

A sales person must be taught that a display of persistence in the face of adversity is important. This is not to say that the person should push forward under all circumstances, as it is equally as important to understand that certain parameters may have made any kind of sale unattainable. This requires a person to adapt and evolve and use internal motivation to dodge the final line of defence and score the goal.

To create a solid foundation, the organisation must provide absolute commitment in terms of training, resource availability and a strong product, to support the sales force from the beginning. This is where critical, key account management training works best, infusing the right person with the right amount of knowledge and ability, allowing them to implement effectively and according to unequivocal guidance from senior management personnel.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

You could argue, in many respects, that pharmaceutical and healthcare consulting firms form the position of a referee, or maybe even an arbitrator, challenging conventions and bringing a real world perspective to bear, both in the boardroom and in the training class. Major challenges face the pharmaceutical company as its strives to exist in an environment where its cutting edge and beneficial products are manufactured, despite endless levels of regulation and emotionally charged input. The economy of every country relies in large part on the success of its pharmaceutical and healthcare industry and this is why pharmaceutical company management faces so many extraordinary challenges as they try and live up to expectations. This is where the pharmaceutical and healthcare consulting firm comes into its own, as it can be independent, can look at all the problems facing the client from “outside the box,” and can bring multiple layers of knowledge and experience to bear, even when the issues seem to be just about impossible.

With more and more niche products becoming available in the marketplace, an entire industry becoming more mature and a market that is far more educated and immediately aware than ever before, the road ahead is indeed challenging. These days, pharmaceutical sales training instructors must be on top of the game and able to cut through the clutter as they identify and suggest appropriate alternative options. It may no longer be acceptable to rely on established tactics as the market has changed so much and furthermore, significant changes may be required “on the fly,” without the luxury of advance preparation.

In many respects, certain clients may represent more of a partner, than simply a party within a strict seller-buyer relationship. Such an account must be serviced carefully, as it is far more sophisticated than a straightforward provision of a product in return for cash. Employees who will service these accounts must go through key account management training and must be able to understand and disseminate intelligent business information periodically, if required.

It is certain that we are now living in a communication age, as we have never seen before and we’re all much more educated as a result of this. These levels of knowledge are available to so many people as end-users are far more likely to be aware of what is it available to them, ensuring that the pharmaceutical sales force must be ideally positioned. Sophisticated methods of pharmaceutical sales training open up the sales force to any number of potential risks, difficult questions or issues ahead, especially in the field of key account management. Such accounts will likely take on even more importance going forward.

The market is now more sophisticated than ever before and is increasingly dynamic. Pharmaceutical company senior management cannot expect to be able to devote time and resources to their own raft of daily tasks while trying to keep on top of such a rapidly changing market environment. This is why pharmaceutical and healthcare consulting organisations should be engaged to bring their level of currency and ability to the table.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.

The pharmaceutical company is constantly trying to make sure that it has the right sales people at its disposal and must pay a lot of attention to how it attracts, motivates, handles and manages them. After all, the company has built a great position for itself in the market and has put a lot of effort into developing its product line and polishing its reputation. Every organisation is, of course, very dynamic and its ongoing success will depend on the correct, but complex interaction of many moving parts, on an ongoing basis. Most notably, the all-important clients must be handled very carefully and certain key account management policies and techniques must be developed, so that mature relationships proliferate.

These days, key account management training is so important as the company develops a line of procedural guidelines, disseminated from the highest levels for clarity. This element is so important that much attention should be given to communication with sales staff through pharmaceutical sales training, with the result that further communication, two-way, between the company and its client is always fruitful.

So important is the level of communication, that relationships between the buyer and seller can hinge entirely on this element, as tenuous as it might be when based on interpersonal and effective relationships between two key people — the client representative and the key account manager at the pharma company.

As soon as a pharmaceutical company knows that a certain account is “key,” pharmaceutical sales training kicks in to ensure that the details of this relationship are perfectly disseminated and communicated throughout the company to all of those who are impacted. In doing so, these actions and responses are coordinated and consistent. Of course it is difficult to automate every element of the policy; after all, human elements are always present. Never put so much attention on a certain individual at an interface, so that the relationship breaks down if something goes wrong. It is much more preferable to build a variety of different tiers of communication between the company and client organisations, be they informal or formal, thereby negating the effects of catastrophic failure.

The pharmaceutical company would be best served by establishing and implementing regular development, planning and review meetings and exercises, with the clear aim of “over delivering” to satisfy the relationship.

When an important relationship is in the process of development, we should remember that financial considerations are not the only motivators in question and both parties should see the dissemination of confidential information as an important ingredient, going forward. In this respect, it is critical that the pharmaceutical company identifies the all-important receiving role within the client organisation and the individual who fills this role, so that a sharing of information can be facilitated. The challenge is to establish a sophisticated level of interpersonal relations and communication, without placing too much emphasis on the importance of any one individual within either organisation. In this way, should one “key” individual be removed or depart for whatever reason, ongoing function may be retained.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

Surely, the pharmaceutical market is one of the most interesting and diverse industries, always in a state of change and flux, but in more recent times, we can see a distinct trend away from big brand product, wide reach styles of marketing toward a focus on the “niche” medicines; this process also seems to be accelerating. An additional challenge is thus presented for the pharmaceutical company sales staff, most especially in the area of education.

All-important product branding must now be determined at a very early stage of the development cycle and pharmaceutical companies must be even more aware of how volatile the market can be and how constraints can emerge as the company seeks to enter, penetrate and extend into niche markets, which are often more focused and narrow minded. It is possible that resistance could be significant and this can mean that more attention should be paid to branding as a critical early component of the marketing cycle.

Increasingly so, pharmaceutical markets are overcrowded. The consumer has a wide array of choices and is increasingly more influenced by a variety of external forces in addition to the direct advice that may be given to them by the professional or practitioner. Every one of us expects instantaneous information to be available whenever we need it and we’re now getting used to engaging with each other much more often within social networks and online. As a consequence, we are becoming much more educated about every aspect of our existence. As the market becomes more crowded and the consumer becomes more educated, more emphasis must be placed on marketing program efficiency by senior company executives.

Pharmaceutical companies are spending a great deal of their time moulding and shaping the market so that it is ready for the product when it is released. This underlines the need for early marketing efforts during brand creation and the need to ensure that educational channels are engaged.

While niche product areas are the subject of greater marketing emphasis, more emotions are involved in the end-user decision process as well and the professional is less likely to advise the consumer to go down the more beaten track. This requires a pharmaceutical company to be very clear and distinct in its marketing methods and messages, in order to differentiate itself from its competitors in the eyes of its target markets. Consequently, the company’s sales force members are under even more pressure now than they were before, as they must penetrate an increasingly sceptical barrier at the practitioner level with an even more targeted and stronger message accordingly.

The sales force is of primary importance to the success of the company and senior officials are turning in greater numbers to pharmaceutical consultants and pharmaceutical consulting firms to help them train and focus the force accordingly. As an organisation identifies its marketing focus, pharma consulting plays a great role, especially when talking about niche concentration. If the professional is traditionally distant, sharper skills will be required and more cognitive training must be assured to enable the sales executive to break through and be successful. Effective implementation requires an equal amount of experience, ability and training.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.

A good pharmaceutical company can be very proud of its overall contribution to the business of healthcare, as it spends much time and effort conceiving, developing and presenting new products to the marketplace. Such a company can spend enormous sums of money and many a late-night hour as it deals with the necessary consultation and lobbying, just as it puts up with endless layers of bureaucratic red tape. At the end of the day, effective implementation of the sales level is what will really makes a difference and dictates success. This is why senior executives of a pharmaceutical company should allocate resources to employ a pharmaceutical consulting firm to help them focus on implementation and results at the sharp end. These senior executives are busy people and should spend their precious time dealing with the development of their products and associated issues, with pharmaceutical consultants delegated to help with the necessary training, administration and implementation.

When a sales team member fails to ink a deal with a prospect, this is often to do with a poor understanding of the prospect’s problems, concerns and/or issues. The financial repercussions of a sale should be almost last on the list, yet it is often the principle concern. There is much competition in the market and sales do not happen just because a product is available. There may be many questions to answer and there will almost certainly be specific issues to address before the professional will be ready, willing and able to trust and engage with the business. A hard approach to selling will definitely not work in this arena and any sales executive who comes to the business from other industries should be given specific attention by the pharmaceutical consultant.

Client interaction must go through a series of phases, and product presentation and the explanation of benefits must await a certain time and place. Due to unwelcome hard sales tactics deployed by old style salespeople, a certain lack of professionalism and the emergence of years of distrust, a degree of hostility can be expected in any potential relationship at a primary stage. This is a significant barrier to overcome and the establishment of trust is one of the primary keys to help build the executive’s ratio of effective implementation.

These days, pharma consulting firms are well versed with the difficulties ahead, have considerable practice in the industry and know how to overcome the expected barriers. Without a very focused approach to time management, territorial application and the training of sales techniques, to say nothing of product education, the company’s sales closure ratio will be inefficient. Against all these difficulties, margins are still narrow and so the company must ensure that its pharmaceutical sales team is as ready as possible to get out in the market and bring results, with little margin for error.

Motivation is important when it comes to the sales team’s results, but financial remuneration or a convoluted bonus structure should not be primary, rather job dedication and performance satisfaction should be powerful incentives themselves. The sales executive must clearly see that a deal consummation represents the beginning of a two-way and dynamic relationship with a new client and must not view the task ahead as a means of amassing financial gain alone.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

Do you see the prospect of buying an existing business for sale as being a leap in the dark, as this discourages many an enterprising individual? The entire concept can be very alien if you’ve never been involved in these types of transaction before. Most of us are used to engaging in transactions where we buy a tangible product like vehicles or houses and in these cases “what we see is what we get.” A business valuation can be composed of several intangibles as well as inspectable assets and in many cases goodwill factors into the equation. Goodwill certainly comes into the equation in a service related business, as does a good client list and as such your process of due diligence will require you to explore and reveal quite a lot as you inspect different documents accordingly.

Always remember that there are two different viewpoints here. The seller will have a clear indication of the worth that he or she places on the business. This may often be inflated by a natural enthusiasm and the sheer amount of hard work and dedication that may have been put into the business to this point. Never disrespect the sellers’ point of view of course, but look at the documentation and evidence that you will find in the cold light of day and remember that it is entirely up to you to determine if you’re going to get involved and buy business interests in this way, according to your value parameters.

When you decide that you want to move forward and investigate whether to buy a business of interest, understand that this may be a lengthy process. At this time, you had better have a good level of common sense and humor and be ready to communicate at length with the seller.

This is where expert advisers will come into their own and if you have no real experience with this kind of business, its related market or niche, utilize proven resources and get as much help as you can. This is not to say that you will simply hand off all the work to these advisers, barely looking at the documentation presented to you, as the decision-making must in the end be made by you and you alone. The financial documents and all of the paperwork must be reviewed by you first to be sure that you have a great feeling initially before you hand them over for further processing by your experts.

Always be wary if some of the financial documents are either missing or incomplete, or are not balanced and reconciled correctly. Certain precedents must be maintained and accounting procedures completed. You may be asked to sign some non-disclosure or non-compete documents before these are made available, but the financials are the rock upon which everything else is built.

Each and every operation is different in its own right and no two businesses are the same. So many external influences are involved and any number of different events can come to bear to create a variety of different situations. Expect to uncover some unusual facts and figures or surprises and remember that, while industry benchmarks are interesting, a lot of the information you discover here will be a function of real-world activities.

Richard Parker is the President and founder of the prestigious Diomo Corporation - The Business Buyer Resource Center. His celebrated materials, seminars and consulting have encouraged thousands of aspiring business buyers from around the World to pursue their dream to buy a business.

Pharmaceutical companies understand how tough life can be. They have to answer to many different “bosses,” not all of whom really have anything to do with driving their bottom-line sales. While they are trying to generate and develop meaningful relationships with the most important clients while determining how best to handle key account management, they also have to address the demands and whines of regulators, auditors and other forces.

The pharmaceutical company must understand that key account management tactics are very important, while also requiring a dynamic approach, flexible positions and creativity. The key account sometimes has several different points of communication within the pharmaceutical company and this can lead to a certain amount of confusion if not handled correctly. However, it is also true to say that these individual “points” could view the key account from different perspectives, depending upon the job level and/or driving force.

Invariably, pharma consulting tells us that the front-line sales executive may or may not be motivated by revenue levels and there is danger that he or she may not have the ultimate interests of the employer, the company, at heart. It may not be very obvious and certainly not “cut and dried” but if it is not recognised, the overall relationship between the two companies can be significantly affected.

A key account can be so valuable to a pharmaceutical company as it can provide a high level of stability and enhance cash flow to no end. The designation of “key” account should not, however, be given lightly, regardless of the potential. It should never be decided based on scale alone, and many other factors must be taken into consideration. It is possible that a high-volume could result in a low bottom-line return, due to the cost of servicing the needs of the client and razor thin margins.

A well-known metric is applied in most business situations, telling us that 80% of the value is often supplied by only 20% of the clients. Insofar as this is true, a potential “key” account should be categorised and understood before an approach is determined. A number of different layers of key account management could exist within a typical organisation and all tiers of management, especially those who regularly interact with clients, must receive correct training in the techniques required to handle every level and type of account.

There are several ways to look at whether a client qualifies as a key account or not including total volume of sales, percentage allocation of profits, the rate at which the company is growing compared to average and by comparison to others across the board.

A pharmaceutical consulting firm fully understands that not all clients are created alike and further, that not all key accounts are alike, either. In most cases, pharmaceutical consultants have seen how to handle these different levels of accounts successfully and can help to tutor the company’s various staffing elements accordingly. It is best if the pharmaceutical company develops a critical statement outlining the terms of the relationship with each and every client. There should be no “stock” description, but as each key account is of elevated importance to the company’s existence, all staff members must be trained to recognise the difference between “apples and oranges.”

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.

The healthcare industry was one of the few growth areas during the recession of 2008 and 2009, and in the United States was front and centre in the news as Pres. Obama’s promised health care reform took a considerable amount of time in Congress. Indeed, the healthcare business was a pivotal part of Obama’s campaign and he wasted no time in prompting both houses of Congress to consider change. It appears as if we are poised on the edge of a momentous change in the industry, which will affect everyone involved from healthcare providers through hospitals, insurance companies and pharmaceutical companies. In these tumultuous times, the role of healthcare and pharmaceutical consulting organisations will be pivotal and all the skills possessed by these companies will be necessary as changes are processed and results analysed.

Healthcare can be seen as a growth industry for a considerable time ahead as the baby boomer generation starts to age and comes to a period when more strain is likely to be placed on the healthcare system. This will call for innovation and the provision of additional services and products by the pharmaceutical company. Competition in the marketplace is sure to evolve.

Costs will be under the microscope in the near future and insurance companies will be torn from both sides, due to their role as the intermediary. Healthcare professionals are sure to receive pressure, as they weigh up the advice that they should give their patients in the light of new rules and rafts of legislation. In short, a period of uncertainty can be expected to add even more pressures to an already pressure packed environment.

In the time to come, pharmaceutical consultants will be more valuable than ever as pharma consulting plays its role in deciphering new and complex rules and positions. Training of the company’s workforce is best engaged with the help of consultants, who provide an extra layer of expertise, experience and training themselves. Executives from the parent company must spend as much time as possible dealing with the principal concerns associated with production and regulation. They should devote valuable time to staff administration, maintenance and training. To help ensure that sales executives are deployed correctly and return as high a value as possible to the company, the pharmaceutical consulting firm is ready and willing to take on this important task.

The healthcare business is one of our most dynamic industries and pharmaceutical and healthcare consulting is a critical internal component. Not all organisations interested in the development of a pharmaceutical company can be classified as “friendly” and this puts significant pressures on the company. While the company’s executives struggle with these issues, figuring out how to interpret positions and trying to devise how to approach and deal with each party from a strong position, the pharmaceutical consulting firm can provide valuable backing. The consultant can be a valuable ally and an extra pair of eyes and ears, to help the pharmaceutical company navigate through challenging, risky, yet potentially lucrative times ahead. The company is advised to consider a long-term engagement with the pharmaceutical and healthcare consulting firm accordingly.

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.