MEASURING THE VOICE-OF-CUSTOMER IN HEALTHCARE
Think Like Your Customers: How to Optimize Your Healthcare
Sales Force Effectiveness
2
Moderator
Robert-Jan Enzerink Partner, Senior Consultant
3
18 Years
in Business
Who We Are
QUICKFACTS:
3 Global
Offices
7 International
Partnerships
SELECT CLIENTS:
4
What if MEDICAL TECHNOLOGY Sales Representatives could improve their success by communicating the RIGHT message to the RIGHT customer at the RIGHT time?
5
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?
6
…but, before they can think like a customer, they need
to understand how the customer thinks.
7
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.
8
Let’s take a look to see what this means…
You need to align your message with what your customers value
9
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)
10
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)
11
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
12
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.
12
20 different
features or variables!
Test up to
13
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!).
14
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
15
16
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
17
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…
18
…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…
19
…but, your Sales Reps underestimate competitors relative to your customers
20
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
21
USA 502 Mace Blvd, Suite 15 Davis, CA 95618 PH: + 1 530-792-8400 FX: + 1 530-792-8447
http://www.themarketechgroup.com/
Europe / France 3 rue Emile Péhant
44000 Nantes PH: +33 (0)2 72 01 00 80 FX: +33 (0)2 40 48 29 40