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Non-Clinical
Customers
Are People Too!
Coman Fullard
Senior Digital Strategist | Continuum
Strategic focus on
• value
• partnership
Relationship Aspiration
The Sad Reality?
Price
Haggling
Barriers to Aspirations
Treating Non-Clinical Customers as a faceless morass
Lack of engagement from customers
Lack of trust
Remember
Marketing
is NOT what you do TO people,
it is
what you do FOR them
See Non-Clinical Customers as Individuals
Who are they?
What are their needs?
How might one be different from another?
How? Segmentation!
Break non-clinical customers into sub-groups with
• similar needs &
• similar behaviours
Simple Non-Clinical Segmentation
Lo Hi
LoHi
Responsibility
Strategic-Mindset
Simple Segment Characteristics …
Senior & tactical
Rebate focus
Senior & strategic
Total value focus
Junior & tactical
Discount focus
Junior & strategic
Trades for value
… & Tactics
Educate Convert
Avoid Support
The Benefits of This Approach
• Stop generic offerings
• Match individual needs to offering
• Highlight customers problems
• Use content marketing to ATTRACT segments
Buyer Personas
• Idealised representatives of segments
• Basis for content marketing programme:
• Describe their problems
• Offer solutions
• Show your role in solution
Persona Elements 1 – WHO?
Background – Job, Career, Family
Demographics – Sex, Age, Income, Location
Identifiers – Demeanour, Communication preferences
Persona Elements II – WHAT?
Goals
Challenges
What can we do to help
• Achieve goals
• Overcome challenges
“Real Quotes
• About Goals & Challenges
Common Objections
• Why wouldn’t they buy your offering
Persona Elements III – WHY?
Persona Elements IV – HOW?
Marketing Messages
Elevator Pitch
Buyer PersonaWorked Example
TerryThe
Trader
Who is Terry the Trader?
• Will trade one cost for another
• Buys premium products providing
unique/efficient outcomes while
driving discounts on commodities to
cover premiums
• Tech savvy & inquisitive
• Junior & ambitious
• Strong grasp of role
• Broadly strategic in approach.
What are Terry’s Goals & Challenges?
Goals
•Deliver efficiency targets
•Impact hospitals strategic
priorities.
What can we do to help?
• Communicate operational efficiencies
• Explicitly match offering to hospitals
strategic priorities
• Educate on new ideas in procurement.
• Provide support material to aid in
driving change.
Challenges
•Identify satisfyingly strategic
savings - easy options
already gone
•Drive changes despite
narrow area of responsibility
Why doesTerry do what he does?
“I will pay more for
products that release
funding elsewhere in the
system, or support my
hospitals strategic goals …
and I will negotiate hard
on commodities to pay for
that up-front investment.”
“I need to pass through several
management stage gates before I can
drive a change through.This process
requires a lot of effort and evidence”
“I am happiest when I can take a
broader view of procurement
and how it impacts the system,
but I must balance my books as
well.That is how I am measured”
Why wouldn’t he buy now? Objections
There are no
efficiencies inherent
in your offering
Not enough evidence
to support your claim
of efficiencies
Too expensive based on your
products performance, I can
get cheaper elsewhere.
Satisfied with the incumbent,
the area you are focusing on
is not a strategic priority
right now
Your terms are too
restrictive.
Already carrying
multiple suppliers
in this category
How to describe your solution to Terry
• Link it to his hospitals strategic priorities & show it directly
addressing those.
• Value that linkage – commit to a benefit.
• Demonstrate the evidence & tools to help him install this
change.
• Show this change is in line with medical & strategic procurement
thinking.
What next?
Now you know:
• Who Terry is
• What he needs help with
• How you can help him
Next:
• Build a content marketing plan matching Terry’s needs
• Develop promotional campaigns to attract him
• Nurture him through subsequent interactions
• Leverage marketing automation to qualify him
Conclusion
Non-clinical customers are online right-now,
searching for solutions to their problems.
Are they finding your content, or a competitors?Who do you think they will
build trust with?
Treating them as humans increases the chance
to connect about more than price.
Coman Fullard
Senior Digital Strategist | Continuum
Follow me at
Twitter: @ComanFullard
LinkedIn: https://ie.linkedin.com/in/comanfullard
Website: www.continuum.iein.com/in/comanfullard

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Non-Clinical Customers Are People Too

  • 1. Non-Clinical Customers Are People Too! Coman Fullard Senior Digital Strategist | Continuum
  • 2. Strategic focus on • value • partnership Relationship Aspiration
  • 4. Barriers to Aspirations Treating Non-Clinical Customers as a faceless morass Lack of engagement from customers Lack of trust
  • 5. Remember Marketing is NOT what you do TO people, it is what you do FOR them
  • 6. See Non-Clinical Customers as Individuals Who are they? What are their needs? How might one be different from another?
  • 7. How? Segmentation! Break non-clinical customers into sub-groups with • similar needs & • similar behaviours
  • 8. Simple Non-Clinical Segmentation Lo Hi LoHi Responsibility Strategic-Mindset
  • 9. Simple Segment Characteristics … Senior & tactical Rebate focus Senior & strategic Total value focus Junior & tactical Discount focus Junior & strategic Trades for value
  • 10. … & Tactics Educate Convert Avoid Support
  • 11. The Benefits of This Approach • Stop generic offerings • Match individual needs to offering • Highlight customers problems • Use content marketing to ATTRACT segments
  • 12. Buyer Personas • Idealised representatives of segments • Basis for content marketing programme: • Describe their problems • Offer solutions • Show your role in solution
  • 13. Persona Elements 1 – WHO? Background – Job, Career, Family Demographics – Sex, Age, Income, Location Identifiers – Demeanour, Communication preferences
  • 14. Persona Elements II – WHAT? Goals Challenges What can we do to help • Achieve goals • Overcome challenges
  • 15. “Real Quotes • About Goals & Challenges Common Objections • Why wouldn’t they buy your offering Persona Elements III – WHY?
  • 16. Persona Elements IV – HOW? Marketing Messages Elevator Pitch
  • 18. Who is Terry the Trader? • Will trade one cost for another • Buys premium products providing unique/efficient outcomes while driving discounts on commodities to cover premiums • Tech savvy & inquisitive • Junior & ambitious • Strong grasp of role • Broadly strategic in approach.
  • 19. What are Terry’s Goals & Challenges? Goals •Deliver efficiency targets •Impact hospitals strategic priorities. What can we do to help? • Communicate operational efficiencies • Explicitly match offering to hospitals strategic priorities • Educate on new ideas in procurement. • Provide support material to aid in driving change. Challenges •Identify satisfyingly strategic savings - easy options already gone •Drive changes despite narrow area of responsibility
  • 20. Why doesTerry do what he does? “I will pay more for products that release funding elsewhere in the system, or support my hospitals strategic goals … and I will negotiate hard on commodities to pay for that up-front investment.” “I need to pass through several management stage gates before I can drive a change through.This process requires a lot of effort and evidence” “I am happiest when I can take a broader view of procurement and how it impacts the system, but I must balance my books as well.That is how I am measured”
  • 21. Why wouldn’t he buy now? Objections There are no efficiencies inherent in your offering Not enough evidence to support your claim of efficiencies Too expensive based on your products performance, I can get cheaper elsewhere. Satisfied with the incumbent, the area you are focusing on is not a strategic priority right now Your terms are too restrictive. Already carrying multiple suppliers in this category
  • 22. How to describe your solution to Terry • Link it to his hospitals strategic priorities & show it directly addressing those. • Value that linkage – commit to a benefit. • Demonstrate the evidence & tools to help him install this change. • Show this change is in line with medical & strategic procurement thinking.
  • 23. What next? Now you know: • Who Terry is • What he needs help with • How you can help him Next: • Build a content marketing plan matching Terry’s needs • Develop promotional campaigns to attract him • Nurture him through subsequent interactions • Leverage marketing automation to qualify him
  • 24. Conclusion Non-clinical customers are online right-now, searching for solutions to their problems. Are they finding your content, or a competitors?Who do you think they will build trust with? Treating them as humans increases the chance to connect about more than price.
  • 25. Coman Fullard Senior Digital Strategist | Continuum Follow me at Twitter: @ComanFullard LinkedIn: https://ie.linkedin.com/in/comanfullard Website: www.continuum.iein.com/in/comanfullard