External Interview Q&A Flashcards
Can you give an example of a time that you have sold an idea, concept or product by identifying a particular need, issue or concern in the mind of the person you are selling to?
Reinforced Reload, Time Saving, mutual benefit (increase reve 10% & Pts)
Situation:
A Bariatric Surgeon was having issues with the amount of time nurses were spending attaching Re-inforcement to his reloads. This increasing procedural time by 10-15mins depending on the scrub. Whichcan impact high volume lists taking up time for 2-3 patients per day.
Task:
I had to show him the advantages of our Re-inforced Reloads and ensure he had confidence in the product.
Action:
By asking more questions about why and how he completed his procedures i was able to have him acknowledge the problem on his own terms.
Result:
Our Revenue from the surgeon increased from by roughly 10% but he was also able to increase his volume from 8 to 10 patients a day as a result of the time savings.
Can you talk me through the last occasion on which you presented a persuasive argument to another person or can you describe the last sales call that you made?
Craig situation but leadership is the customer.
Situation:
One of our major users, Craig, left and spoke negatively about our products, straining relations with the leadership team.
Task:
Convince leadership to reconcile with Craig by promoting the products he still uses, aiming to regain his support and staple business.
Action:
Mapped out an 18-month plan using sales data to demonstrate how embracing Craig and his product preferences could foster territory growth. Persuaded management to greenlight the initiative.
Result:
Initiated rapport-building efforts with Craig, focusing on promoting Sonicision 7, which increased usage and endorsement among his colleagues.
And now we are trialling the Signia with Craig in the Mater hospital and anticipating getting him back on side.
Was there ever time, whilst selling a product or idea, where you adapted your approach to suit the person you were selling to?
Situation:
Dr James is a well known Cardio Thoracic surgeon and is very concerned about air leaks during his thorectomys but didnt use any reinforcement on the staple line.
Task:
He didnt normally like reps as he prefered a quiet theatre while opperating so he can listen. Additionally he was skeptical of MDT due to the last RR being taken off market due to post opperative infections.
Action:
I provided him with clinical data and information from our engineering team showing the difference between our old and the new PGA buttressing material.
I also prompted him to look into the reduced inflamatory response after 14 days so he could appreciate the benefits to his patiences and procedural effectiveness.
Result:
Dr James has begun trialling our reinforced reload increasing his revenue. Im unable to give an accurate percentage since CT surgery can use from 3 - 12 reloads per proceedure and it is very circumstancial.
Describe a time when you could not persuade someone to your point of view?
Sara, Data & 2 prospects.
Situation:
My manager held the belief that intuitive insight outweighed the importance of sales data in decision-making processes.
Task:
I aimed to persuade my manager to recognize the significance of sales data and its role in informing strategic decisions, particularly in prospecting leads.
Action:
To demonstrate the capabilities of data insights, I conducted thorough research and analysis on past sales data, focusing on prospecting leads and identifying potential growth opportunities. I presented concrete examples of how leveraging sales data could help target specific demographics, personalize outreach efforts, and optimize the prospecting process for greater efficiency and effectiveness.
Result:
By doing so i was able to find 2 additional surgeon prospects and convert them to our portfolio. This highlighted the need for data and the ability it could give to cut through perceived bias’s however she has still maintained her beleifs.
What is the most difficult sales situation that you have ever encountered?
Lena, NSH, Glastras 40% increase in revenue.
Situation:
In the diabetes team, Nurse Lena favored our competitor at RNSH, hindering access to doctors and patients and distrusting clinical data.
Task:
I needed to prove our product’s proficiency to Lena despite her initial reluctance, creating a challenging scenario.
Action:
I connected with Dr. Glastras, a colleague of Lena’s, and encouraged her to share positive outcomes, indirectly showcasing our product’s effectiveness to Lena.
Result & Next Steps:
This effort led to an 80% sustained increase in sales over four years, from 5TP to 9TP. Moving forward, continued relationship building with stakeholders like Dr. Glastras and ongoing demonstration of product benefits will be essential for sustained success at RNSH and beyond.
Talk me through a time when you have had to work towards a challenging, ambitious objective.
George IPT Growth 0- 12TP
Situation:
George, a nurse at Hornsby Hospital, was reluctant to prescribe pumps to patients, doubting the efficacy IPT and distrusting representatives due to past experiences lacking post-sales support.
Task:
My task was to instill confidence in George regarding the technology and ensure he felt supported by Medtronic to seize the opportunity.
Action:
I engaged in a candid discussion with George, addressing his skepticism and concerns about clinical data. Recognizing the urgency, I collaborated with him and a challenging patient to initiate pump therapy, aiming to stabilize their diabetes.
Result:
Through aligning goals and concerted efforts, I successfully reduced George’s patient’s A1c to 7%, surpassing the clinical target achieved by only 2% of Type 1 diabetics. Additionally, the patient, Stuart, regained 80% of his vision, showcasing the tangible benefits of pump therapy and fostering George’s confidence in the technology and Medtronic’s support.
Has there ever been a time where you have had to work harder and longer to ensure that a time deadline was met?
Situation:
Medtronic had a critical Software update that need to be manually completed on each diathermy machine before christmas. As a Territory Manager at Medtronic, ensuring a seamless experience for surgeons and allied health customers is paramount.
Task:
I needed to update my territory within 30 days during a busy period without impacting sales goals.
Action:
I worked extended hours to update and maintain Diathermy machines, completing 48 out of 50 updates on time. This allowed me to build stronger relationships with customers and collaborate effectively with Bio med and management teams.
Result:
Despite the challenges, I maintained customer satisfaction and ensured a smooth experience for stakeholders while meeting Medtronic’s demanding standards.
When was the last time that you were called upon to do more than would normally be expected of you?
Apple store, Creative training, 5% growth in accessory sales.
Situation:
As a member of the Genius Bar team at Apple, I found that our education sessions were undervalued due to perceived lack of revenue generation,repetitive content taught and staff reluctance to lead them.
Task:
I needed to find ways to make education sessions engaging and valuable for both customers and the business, especially for those with longstanding relationships with Apple.
Action:
To address this challenge, I diversified the topics covered during education sessions. I incorporated discussions on organizing photo libraries and introduced customers to complementary accessories like stands, lenses, and software. This approach allowed me to upsell additional products, resulting in a 5% increase in revenue for the store.
Result:
By broadening the scope of the education sessions, I made them more enjoyable for myself while simultaneously creating genuine value for customers. This strategy not only improved customer experience but also contributed to increased revenue for the store, demonstrating the effectiveness of adapting and expanding roles within the team.
What do you like least about your current role?
Less Strategic role, fix with communication
Situation:
As a Territory Manager in medical device sales, I thrive in the dynamic environment of engaging healthcare professionals and promoting life-changing products. However, I find limited involvement in the business strategy less enjoyable.
Action:
To address this, I gather field feedback and stay updated on industry advancements, actively sharing insights with the Marketing and Product teams.
Result:
My efforts bridge sales and Marketing , contributing to an alligned strategic approach on both sides of the fence.
What do you feel is the greatest challenge in your current role?
Sales & Marketing Conflict, Feedback loop & Communication = better help
Situation:
A lot of companies have a divide with sales and Marketing, the challenge i have with our team is a disconnect between the marketing team that dont seem to listen to field staff that expeirence customer feedback everyday.
Task
I wanted to build strong relationships with internal stakeholders to ensure i had support in the field. From my perspective it was a similar process to gaining customers, identifying the ‘needs and wants’ of my internal team and providing a solution that they can “buy into”
Action:
By utilising radical empathy i was able to share the wins i had in the field with my marketing team, I gave them ‘ownership” of winning accounts, this allowed me to leverage more resources into accounts and keep the sales cycle growing. I would give ‘recognition’ through our internal portal sharing the wins with my team and taking the place as a conductor rather than the lead actor.
Result
By giving this ownership the marketing team had skin in the game and by working closer together we were able to build the relationships’ my colleges didn’t. Growing the business through teamwork.
Tell me about the last time that you had to work as part of a team to achieve a specific outcome
Nurse Edu 80 people, xfunctional team, communication & annual event.
Situation:
One of my high volume hospitals asked me to assist them with their annual nurse education day. this was normally sponsored by Gore but we were able take it from them due to my relationships with the NUM.
Task:
I had a large registration approximately 80 nurses coming to this event and I needed to get a substantial number of medtronic colleagues to manage the numbers and breadth of technology we anticipate to cover.
Action:
I utilised my colleagues cross functional skills and ensured we had consistent communication via teams, calls and emails to ensure vital tasks are completed.
Result:
I successfully hosted the event with over 80 Nurses attending and were able to sell the benefits to my hospital and 3 other hospitals that are connected to them. Due to its success we have been asked to host this event annually which will give the team huge social influence on the hospital network and surrounding hospitals.
Whilst part of team has there ever been a time where you witnessed conflict?
Jane Conflict, Referee
Situation:
I was working in tandem with a territory manager and inside Sales manager, they didnt get along because of a previous history of them working together. I like to make my own mind up about people so I didnt take action in their conflict until it escalated.
Task:
Even without being either of their manager I ended up being the referee in a number of there conversations and was able to encourage them to let bygones be bygones and work cohesively together
Action
By showing empathy and staying neutral i was able to keep the team together.
Result
This was vital in us hitting target during the 8 months they were apart of our team.
Have you ever had to modify your approach to take account of someone else’s views?
Personal Story
Situation:
My father-in-law asked me how i was voting in the referendum infront of the whole family.
Task:
I had to navigate the conversation of my GF grandparents and father maintaining my integrity but not starting an argument.
Action:
I acheivedthis by reframing questions and statements to align with ‘each side’ of the political system.
Result:
In doing so i still have a GF and turned a potentially problematic situation into a positive by holding my ground rather than being a pushover.
Can you recall a time where you have needed to offer constructive feedback to a friend or colleague?
Jane Conflict
Situation:
The conflict my colleagues had I needed to provide Jane with constructive feedback on how she was managing her workload, due to her history with Matt she wasnt taking his feedback onboard and this was resulting in lackluster results.
Task
I empathised with Jane so she didnt get defensive and so she knew the feedback was coming from a good place. Using WIFM as a reframing I was able to get her buy in.
Action
We had a number of coffee catch ups during her tenior and by having this consistent casual format we were able to make progress with her contributions to the team.
Result
As a result we were able to hit target and maintain a collaborative working environment.
What do you dislike most about dealing with people or customers?
Challenging personalities, Listening & Empathy
Situation
In my role, interacting with people and customers is essential. However, managing difficult situations or challenging personalities during customer interactions can be tough.
Task
I find addressing complaints, handling disagreements, and managing unrealistic expectations challenging
Action
To handle these situations effectively, I remain calm, actively listen, empathize with the customer, and maintain professionalism. I offer alternative options, seek input from colleagues, and provide additional information to address concerns.
Result
By employing these strategies, I turn negative interactions into positive experiences, leading to improved satisfaction and strengthened relationships. Handling these challenges has honed my conflict resolution, empathy, and communication skills, benefiting both my professional and personal life.
