Help Your Sales Reps Win by Selling on Value Webinar

MEASURING THE VOICE-OF-CUSTOMER IN HEALTHCARE

Think Like Your Customers: How to Optimize Your Healthcare

Sales Force Effectiveness

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Moderator

Robert-Jan Enzerink Partner, Senior Consultant

renzerink@themarketechgroup.com

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18 Years

in Business

Who We Are

QUICKFACTS:

3 Global

Offices

7 International

Partnerships

SELECT CLIENTS:

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What if MEDICAL TECHNOLOGY Sales Representatives could improve their success by communicating the RIGHT message to the RIGHT customer at the RIGHT time?

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Well, they can…

What if MEDICAL TECHNOLOGY Sales Representatives could improve their success by communicating the RIGHT message to the RIGHT customer at the RIGHT time?

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…but, before they can think like a customer, they need

to understand how the customer thinks.

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Marketing professionals try to align product and marketing with a customer’s needs and wants.

Sales reps try to convince the customer to purchase their product based on better features, benefits, and service.

Customers continue to tell you that “price is most

important”… and claim that they will purchase from the lowest-priced competitor.

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Let’s take a look to see what this means…

You need to align your message with what your customers value

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Extremely Important Not at all Important

Extr

em

ely

Satis

fied

N

ot a

t all S

atis

fied

Service (Sales Rep)

This is how your Sales Reps perceive what Customers

think is important and how satisfied they are

Solution: Compare what Sales Reps believe

Customers think is important vs. what your Customers actually value

Feature 1 (Sales Rep)

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Extremely Important Not at all Important

Extr

em

ely

Satis

fied

N

ot a

t all S

atis

fied

Feature 1 (Customer)

Service (Customer)

This is how your Customers actually

perceive what is important and how satisfied they are

Solution: Compare what Sales Reps believe

Customers think is important vs. what your Customers actually value

Service (Sales Rep)

This is how your Sales Reps perceive what Customers

think is important and how satisfied they are

Feature 1 (Sales Rep)

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Identify gaps in what your Sales Force thinks Customers value vs. what Customers actually do value in 5 steps

Interview sales reps and customers

Analyze the differences in “Perceived” importance

Survey your sales force

Survey your customers and potential customers

Align your sales and communication strategy with what’s most important to your customers

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FOR EXAMPLE: Here’s how you find out:

→ What features are most and least important when considering the purchase of [product]?

MOST IMPORTANT LEAST IMPORTANT

⃝ Feature 1

⃝ Feature 8 ⃝

Feature 5 ⃝

An Example: Uncover the most important product features

Sales Reps may think that Feature 1 is the most important purchase driver, when in fact, Customers indicate that Feature 5 is a more important purchase driver.

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20 different

features or variables!

Test up to

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FOR EXAMPLE: Here’s how you find out:

→ How frequently should a sales rep visit you?

MOST IMPORTANT LEAST IMPORTANT

⃝ 1x / week

⃝ 1x / month ⃝

1x / quarter ⃝

Another Example: Determine the ideal frequency to visit Customers

Sales Reps may learn that Customers want to see their Sales Rep more often than expected (or less often!).

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FOR EXAMPLE: Here’s how you find out:

→ What characteristic is most and least important to you in a company sales representative?

MOST IMPORTANT LEAST IMPORTANT

⃝ Responsiveness

⃝ Knowledge of Product ⃝

Speed ⃝

A Survey Example: Uncover what Characteristics customers seek in Sales Reps

Optimize your Sales Force by understanding what Customers value in a Sales Rep.

20 different variables! Test up to

The results reveal how Sales Reps and Customer perceptions differ

10 Most

important

1 Least

important

Importance of Feature 1

Importance of visiting Customers 1x/week

Importance of Sales Rep

Responsiveness

Sale

s R

ep

Sale

s R

ep

Sale

s R

ep

Custo

mer S

egm

ent 1

Custo

mer S

egm

ent 1

Custo

mer S

egm

ent 1

Custo

mer S

egm

ent 2

Custo

mer S

egm

ent 2

Custo

mer S

egm

ent 2

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Case Study

CLIENT BACKGROUND: Dominant market leader in networked hospital equipment was looking to launch a new product to replace an existing product

70+% Market Share

CHALLENGES: 1. What is the purchasing process and

who are the key decision makers and influencers?

2. What is the preference for different product and non-product features and pricing models?

3. How to maximize 5 year profits?

4. Understand possible improvements to Sales Force Effectiveness

Majority of customers prefer a formal discount analysis…

…and, Sales Reps underestimate the importance of a Cost of Ownership analysis

Sales

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0

100

Capital Purchase Lease

Uti

liti

es

Payment model

Economic Buyer Clinical Buyer Sales

Economic buyers may strongly prefer a lease for this type of product…

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…and, Sales Reps may not know HOW VALUABLE your lease programs are!

0

100

200

Client Competitor 1 Competitor 2

Uti

liti

es

Brand

Economic Buyer Clinical Buyer Sales

Customers are responding favorably to Competitor 2…

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…but, your Sales Reps underestimate competitors relative to your customers

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By understanding your Customers and avoiding your Internal & Sales Force biases, you can identify opportunities to improve Sales Force effectiveness through:

Targeting your marketing

communications and materials

Emphasizing strengths

Aligning product development

with customer needs

Improving important

weaknesses...

MARKETS SERVED

MEDICAL IMAGING

METHODOLOGIES

GO-TO MARKET

EXECUTION

SALES & MARKETING COMMUNICATION

PRICING OPTIMIZATION

NEW PRODUCT ROADMAP

MARKET OPPORTUNITY ASSESSMENT

Qualitative

MEDICAL DEVICES AND DIAGNOSTICS HEALTHCARE IT PHARMACEUTICAL INDUSTRIES TECH TRANSFER

MEASURING the VOICE-OF-CUSTOMER in HEALTHCARE

Quantitative

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