A Primer for Laboratory Sales Managers

 

Hiring top-level lab salespeople and coaching them in the field is a demanding assignment—and far different than managing laboratory technical staff. This presentation reviews a number of important components a sales manager should consider when interviewing and managing their sales representatives to be prepared, professional, and productive.

Originally published on January 3, 2024

Lecture Presenter

Peter T. Francis

Peter T. Francis

President
Clinical Laboratory Sales Training, LLC

Peter Francis has spent his entire 50-year career in the reference laboratory industry with primary duties of selling lab services, managing, and training salespeople. Examples of companies he has worked for are Upjohn Lab Procedures, SmithKline Beecham Labs, and Quest Diagnostics. He was also a sales manager at Health Network Labs—a hospital lab outreach program in Allentown, Pennsylvania.

Mr. Francis founded Clinical Laboratory Sales Training in 2007. He felt there was a need to support laboratories without internal resources with sales training and development programs to aid lab representatives improve promoting their lab’s testing services. He has written extensively about selling and managing within the lab testing field, and industry journals have published many of his articles. Numerous lab conferences have asked Francis to present various sales topics at their national conferences.

Objectives

After this presentation, participants will be able to:

  • Identify the three P's that drive a sales representative’s success
  • Recognize the value of using caution when hiring a sales representative
  • Describe how to build unity and community between sales representatives and your laboratory staff
  • Discuss where to find free learning resources
  • Recognize the difference between managing and coaching
  • Identify what a manger should look for during a sales call

Sponsored by:

University of Utah School of Medicine, Department of Pathology, and ARUP Laboratories