Siemens Healthcare Lead Gen Summit 2013

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Siemens Healthcare Lead Gen Summit 2013

  1. 1. Customer-Focused Lead Qualification Siemens’ “Leading The Way” Program Debbie Pryer Program Manager Siemens Pamela Markey Senior Director Marketing MECLABS
  2. 2. Session Speaker Debbie Pryer Program Manager, Siemens Responsible for a lead generation/management program with more than 1,500 end users from both sales and service. This includes driving net new sales opportunities, compliance, lead scoring, prequalification, training, communications, reporting and IT management. With Siemens since 1999, focusing her career on the service side of the business, with emphasis on product management, marketing, service sales and IT solutions. Debbie has a B.S. and M.B.A. in Business Management and is definitely a Type A personality with having completed more than 600 skydives, and is learning to scuba dive. 2
  3. 3. Siemens is a $79 billion global company with more than 370,000 employees worldwide. The Siemens Healthcare Customer Services group focuses on providing an extensive selection of imaging and laboratory diagnostic services to help customers optimize performance while managing costs.
  4. 4. INDUSTRY HEALTHCARE ENERGY INFRASTRUCTURE
  5. 5. INDUSTRY HEALTHCARE ENERGY INFRASTRUCTURE
  6. 6. Werner von Siemens
  7. 7. 1847
  8. 8. 1856
  9. 9. 1879
  10. 10. 1896
  11. 11. 1905
  12. 12. 2013
  13. 13. 2013
  14. 14. Information Requested in 510(k) (21 CFR § 807.87) Submitter’s name, address, phone & fax, contact person, rep/consultant name Device Regulation (Classification) Name, CFR number, device class, product code Common/usual name & trade/proprietary name & model number Indications for Use Statement Truthful and Accurate Statement Proposed labeling Adherence to voluntary standard and standard form Financial Certification or Disclosure Statement or both Identification of marketed device(s) to which equivalence is claimed Compliance with section 514 Special Controls Proposed labels, labeling, including any promotional material Photographs, engineering drawings Substantially equivalent statement & comparison with predicate Statement of similarities and/or differences with predicate device Data for changes for modified devices 510(k) MUST include either: 510(k) Statement (21 CFR 807.93) 510(k) Holder provides copy of 510(k) deleting trade secret & commercial confidential information to anyone within 30 days, OR 510(k) Summary (21 CFR 807.92) FDA provides 510(k) summary, as provided by 510(k) Holder, to any requester and is available on our website Class III 510(k) must include: *Content and Format (21 CFR § 807.94) Certification & literature search has been conducted, and Summary of adverse S & E data with citation to the literature Performance Data (bench, animal, and/or clinical) Sterilization, Software & Hardware Information, if any Address information requested in specific guidance documents Clinical Data in 510(k) Approximately 10% of all 510(k)s Important difference with the predicate device, e.g., new indication for use or new technology Must be collected under Investigational Device Exemption Regulations (21 CFR Part 812) A 510(k) Must Contain: Proposed labeling sufficient to describe the device’s indications for use A description of how the device is similar to or different from other devices of comparable type (predicate device) Any other information the Center needs to determine whether the device is SE 510(k)
  15. 15. Lead Qualification
  16. 16. We begin… CUSTOMER
  17. 17. We begin… CUSTOMER SERVICE
  18. 18. Ideally… CUSTOMER SALES SERVICE
  19. 19. 2005 2006 2007 Service engineers recognizing customers requiring upgrades and replacements could not effectively hand off the lead to sales. CUSTOMER SERVICE SALES 1,200 400
  20. 20. 2009 An external website was created for engineers to submit a lead, and it would be assigned to a sales person. CUSTOMER SERVICE SALES 1,200 400
  21. 21. 2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. SERVICE 1,200 $100 24 HOURS SALES 400
  22. 22. 2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. 3,000+ Leads $100 SERVICE 1,200 24 HOURS SALES 400
  23. 23. 2010 Thanks to the initial success of the program, thousands of company employees were given access.. SALES 400
  24. 24. 2010 Thanks to the initial success of the program, thousands of company employees were given access.. $100 24 HOURS SALES 400
  25. 25. 2010 Thanks to the initial success of the program, thousands of company employees were given access.. 12,000+ Leads SALES
  26. 26. 2010 65% LEADS REJECTED
  27. 27. 2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus SUBMIT AT LEAST 5 APPROVED 2
  28. 28. 2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus IF I SUBMIT APPROVED 30 2
  29. 29. 2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus SO TO BE SAFE I’LL SUBMIT APPROVED 40 2
  30. 30. 2010 THE WILD WEST
  31. 31. 2010 The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback. CUSTOMER SERVICE SALES 1,200 400
  32. 32. 2010 The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback. LEGAL FINANCE COMPLIANCE SALES 400
  33. 33. SERVICE SALES
  34. 34. Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  35. 35. Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  36. 36. Service + Sales Integration
  37. 37. Audit and Discovery CUSTOMER SERVICE SALES 1,200 400
  38. 38. Audit and Discovery Not Connected to Service Work Flows CUSTOMER No Closed Loop SERVICE SALES 1,200 400 External Website Outside Oversight
  39. 39. Audit and Discovery BuildConnected to Not into Service Work Processes Service Work Flows CUSTOMER No Closed Loop Tie to ERP/SAP SERVICE SALES 1,200 400 Remove External External Website Website Outside Oversight
  40. 40. The Goal CUSTOMER SALES SERVICE
  41. 41. Audit and Discovery BuildConnected to Not into Service Work Processes Service Work Flows No Closed Loop Tie to ERP/SAP Optimizing Internal Infrastructure CUSTOMER SERVICE SALES 1,200 400 Remove External External Website Website Outside Oversight
  42. 42. Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  43. 43. Aligning Complex Systems
  44. 44. Program and Process Development Biggest Challenges: • Tie the program into existing process – getting all the technical systems to work together. • Getting buy-in from management and teams • Securing resources and translating business requirements into specifications
  45. 45. Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  46. 46. Redirecting Behavior
  47. 47. 2009 An external website was created for engineers to submit a lead, and it would be assigned to a sales person. CUSTOMER SERVICE SALES 1,200 400
  48. 48. 2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. SERVICE 1,200 $100 24 HOURS SALES 400
  49. 49. TODAY CUSTOMER $?? Upon Close SALES SERVICE
  50. 50. eNewsletters
  51. 51. Surveys
  52. 52. Direct Mail
  53. 53. Email sends
  54. 54. Post-launch communications plan • • • • • • • Training Modules Training Sessions Cheat Sheets Newsletters Email Blasts Direct Mail Survey (Post Launch) • • • • • • Internal Presentation Infographic Q&A Webinars LTW Wizard (Help Tool) Tip of the Month Video
  55. 55. Training modules
  56. 56. Training sessions
  57. 57. Cheat Sheets
  58. 58. Survey
  59. 59. Direct Mail
  60. 60. Internal Presentation
  61. 61. LTW Wizard (Help Tool)
  62. 62. Tip of the Month
  63. 63. Video
  64. 64. Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  65. 65. Results
  66. 66. Results: Leads Submitted 2009 2010 2011 2012 2013
  67. 67. Results: Revenue Per Lead 2009 2010 2011 2012 2013
  68. 68. Results: Leads to Net New Opportunities + 8% increase 46% 39% 2010 2013
  69. 69. LTW Scorecard: Measuring Success Quality is Up: Fewer Leads Rejected Eliminate the Black Hole Effect Rejection Rate Sales Action 65% 25% In the Old LTW, 64% of leads were rejected. In the New LTW, 28% of leads have been rejected. In old lead tool, it was impossible to tell how long it took sales to action, But we knew the average “AGE” of our leads was ~300 days.
  70. 70. Delivering Value: Success Stories Equipment Sales xxx Leads = $xx million in Bookings Service Sales xxx Leads = $xx million in Bookings Central $x million xx IM Booked CP $ million $ Leadsmillion xx Booked x Booked Leads West Central $x million xx IM Booked CP $ million $ million Leads xx Booked x Booked Leads $x million xx IM Booked CP $ million $ million xx Leads Leads xx Booked Booked West Northeast Leads $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx Leads Leads $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx Leads Northeast Leads $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx Leads Leads Leads Leads Midwest Southeast Midwest Southeast $x million xx IM Booked CP $ million $ million Leads X Booked Leads X Booked Leads $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx $x million xx IM Booked CP $ million $ million LeadsBooked xx Booked xx Leads Leads Leads Leads Leads Leads
  71. 71. Beyond Financials CUSTOMER SALES SERVICE
  72. 72. SERVICE SALES
  73. 73. SERVICE CUSTOMER SALES
  74. 74. Debbie’s Key Success Factors
  75. 75. Debbie’s Key Success Factors 1. 2. 3. 4. 5. Build it around the customers’ needs Get all the silos on board Create a formal program policy Create a Steering Committee Build it around existing workflows
  76. 76. Debbie’s Key Success Factors 6. Determine how you will communicate 7. Create mandatory training 8. Figure out prequalification, scoring 9. Create ‘Help Tools’ 10. Create reporting and KPIs
  77. 77. Review: Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
  78. 78. Review: Debbie’s Approach 1 Audit and Discovery It 2Doesn’t Stop There! Program and Process Development 3 Change Management
  79. 79. Debbie’s Next Steps 1. 2. 3. 4. 5. 6. Improving communication – beyond email! Fine-tuning processes and reporting Expanding to select groups Increasing rewards Implementing a ‘Target Lead’ program Launching lead nurturing
  80. 80. Thank You Debbie Pryer Program Manager Siemens deborah.pryer@siemens.com Pamela Markey Senior Director Marketing MECLABS pamela.markey@meclabs.com
  81. 81. Customer-Focused Lead Qualification Siemens’ Leading The Way Program Debbie Pryer Program Manager Siemens Pamela Markey Senior Director Marketing MECLABS

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