Specialized Sales Training

Specialized Sales Training

healthsalestraining.com 1
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Learning Objectives

1. Understand the healthcare environment - focus on
the relative issues pertaining to IT sales.

2. Understand how to strategically "sell through" the
entire organization by engaging at multiple levels.

3. Refine your sales process to help you reach trusted
adviser status within your key accounts.
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A little background...

1. Establish the proper mindset from the beginning.

2. Focus on the number.

3. Develop an effective sales methodology early and
stick with it daily.

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very successful
Some interesting facts about ^ sales
makers...
1. Extremely analytical.
2. Competitive.
3. Value personal interaction highly.
4. Persistent.
5. High self-esteem.
6. Dedicated.
7. Want to help.
And...
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very successful
Some interesting facts about ^ sales makers...

...they form great relationships!

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The New World Order for Selling
1. The complexity of many problems today means that most
customers can't solve them alone.

2. The time constraints in the modern business environment
means that most customers don't have the luxury of doing
things on their own. They need help.

3. In a competitive market (where you could be perceived as a
"me too" vendor) differentiation is the key to success.

These represent both the opportunities and the threats...

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Successful sales makers must first differentiate
themselves, then they can differentiate their
company, and finally, their products/services.

If you don't do it, someone else will.

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Sell yourself FIRST!

Remember: No one can sell "You" better
than you can!

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Differentiation - it won't
happen overnight.

• Persistence
• Determination
• Attitude
• Desire
• Industry knowledge
• Customer knowledge
• Product knowledge

• Personal performance

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F & B Selling Strategic Selling

 Focus on the moment.  Focus is long-term.
 Meets immediate need.  Meets current need -
 Often a "price-based" sale. positions for future need.
 Minimal relationship.  Relationship dependent.
 +/- repeat business  Repeat business is the goal.
opportunity  Trusted adviser is desired.
 Trusted adviser - unlikely

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Adopting a strategic selling approach.

About the market...

 Let your understanding of the market begin to differentiate
you.

 First, realize that the healthcare market is in a period of uncertainty.

 In times of uncertainty your customers will be looking to you for
guidance.

 This provides you with an opportunity to become a trusted adviser in
time.

 Remember, selling just features & benefits will not be successful in a
competitive market. Think in terms of providing a "total solution".

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Your Company Here

Market Dynamics - A period of uncertainty

1. Aging population - with advanced age comes the increased risk
of many diseases.
2. Increased prevalence of many diseases - obesity, HBP,
diabetes, sleep apnea, heart disease, stroke, cancer.
3. Economic forces limit access to care - patients present to
hospitals sicker. This drives up cost.
4. Unemployed/indigent may not have insurance - drives ER
visits.

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Your Company Here
Increased need for ...

 Electronic medical records (EMR)
 Imaging & diagnostics
 Practice management & billing capabilities
 Security, redundancy and disaster recovery
 Personal data management
 Remote applications & monitoring (telemedicine)
 Advanced therapeutics
 Advance care delivery models - Accountable Care
Organizations (ACO)

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Your Company Here

But, oh by the way...
1. Cost containment is occurring across the entire market.
2. Hospital systems are locked in fierce, competitive battles
throughout their markets.
3. Academic (training) & government institutions are being
forced to compete in the open market.
4. Physician practices are contracting - aligning, merging &
partnering with hospitals.
5. Technology is both a functional necessity and a core driver of
cost.

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Your Company Here

Your Opportunity -

The stark reality is that technological need & capability is far
outpacing the time it takes for the ordinary user to learn,
implement & master.

Healthcare providers, already deeply pressed for time, will both
rely on & benefit more and more from turn-key solutions.

Therefore, your customers will look to you as their trusted
advisers.

With uncertainty in the healthcare market comes increased
opportunity.
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Focus on the Number

 Success is a marathon, not a sprint. Keep the faith!

 In sales every activity performed should bring the sales
maker closer to their number.

 Set objectives and work toward them daily.

 Move the ball one yard at a time & quantify.

 Follow a methodology religiously.

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In sales every activity performed should bring the sales maker closer to
their number.

Your 2012 quota ..................................... $20,000,000
Working days in 2012 (estimate) ............ 250
Your daily 2012 Quota ........................... $ 80,000
Your hourly 2012 Quota (9am to 4pm)... $ 13,334
Your 2012 Quota per Working Minute ... $ 222

Costs associated with performing tasks other than selling...

Chat with your buddy (15 minutes) ......... $ 3,333
Social media (30 minutes) ....................... $ 6,660
Meeting (45 minutes) .............................. $ 9,990
Dentist (90 minutes) ................................ $ 19,998

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 Follow a defined
process
 Be methodical in
execution.
 Be consistent in
application.

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Develop an effective sales methodology early and stick with it
daily.
SALEs Process -

Survey - do your research & homework upfront.

Align - find common ground with the customer. Begin the journey
toward colleague & trusted advisership.

Leverage - position your products & services to maximize
opportunity.

Extend - use current success to build future opportunities.

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The SALEs Process

1. Survey -
 Do your homework UPFONT, before the first customer visit.

 Navy SEALs - "The more you sweat in training, the less you bleed in battle."

 Understand that your customers (while all healthcare focused) are not the same, nor do they all
work the same - knowing this will help differentiate you.

 Understand that specific characteristics are inherent in each account - use these to YOUR
advantage.

 Understand that effective selling means tailoring the message to the appropriate customer.
Learn the different customer types.

 Strive to differentiate yourself through detailed preparation, meticulous planning, adept
presentations, excellent follow-through and always keep your word.

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The SALEs Process - Survey
HealthyNow Hospital

Understanding the hospital environment -

1. The financial situation - a tough situation getting tougher.

2. Competition - The goal is market share.

3. The Providers "Rule" - Providers bring the patients.

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HealthyNow Hospital

The financial situation - a tough situation getting tougher.

1. Reimbursements are being driven down across the board.

2. Some things pay, some don't.

3. Technical vs professional fees.

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HealthyNow Hospital

Competition - The goal is market share.

1. Hospitals are "me too" organizations.
2. They are constantly looking for the edge over their
competition.
3. They have to compete for insurance contracts,
providers, patients, etc...

* Always remember to "package" your sales pitch in the
specific context relevant to your customers*
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Do your homework UPFONT, before the first customer visit.

 Build accurate & comprehensive customer profiles.
 Customer type - hospital, group, imaging center, ACO, etc.
 Market specifics - competitive, growing, defensive mode, etc.
 Organizational structure - hospital/group, ancillary services, provider types, etc.
 HQ operations - where are decisions made? Who are decision makers? Local?

 Develop research techniques & employ.
 Website - org chart, annual report, etc.
 Social media - you'd be surprised what's out there.
 WOM - what are folks saying? What's in the press?
 CRM - institutional knowledge.
 Marketing department (physician liaison)

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HealthyNow Hospital

Start building the
profile...

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The SALEs Process

2. Align -
• Time to see "eye to eye".

• Lay the foundation for a successful relationship -
- Business interactions
- Product positioning
- Technical support
- Collateral reinforcement
- Personal dialogue

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The SALEs Process - ALIGN

 People buy from those they know, like & trust.

 In a competitive market is it essential to differentiate yourself
FIRST.

 Then you can differentiate your company and then your
products/services.

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Deciding who to contact first...

1. Use existing contacts, available leads, customer queries, etc.
2. Go with your strengths - where are you most comfortable?
3. Align each customer contact (encounter) with a purpose.
- New product introduction.
- New company acquisition.
- Specific sales initiative.
4. Have a plan and stay with it.
5. Sell through the entire organization.

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• Start somewhere and
expand.
• You will see the benefits of
your efforts.
• Communication will
overlap.
• Your reputation will
flourish.

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Setting the tone...
1. Remember: Everything you do needs to move you closer to the
sale.
2. You are providing solutions, not selling features & benefits.
3. Frame your pitch in the context of the customer environment.
4.You're a partner (trusted adviser).
5. Engage your customer - Ask them to let you help them.

Everything you do needs to move you closer to the sale.

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Introductory Call -

"Good morning. My name is Erin. I'm from XYZ
and I was wondering if I could have a few
minutes so that you could tell me a little bit
about what you do..."

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Introductory Call -

"Good morning (who). My name is Erin (what). I'm
from XYZ and I was wondering if I could have a few
minutes so that you could tell me a little bit about
what you do..."

Vague
Indecisive
Arrogant
Cavalier
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Introductory Call -

"Good morning, Mr. Technobrain. My name is
Erin Lewis and I'm your new representative
from ACME Computer Store. I have been
researching your organization and I believe
there are several ways that we can assist you.
May we set up a 30 minute teleconference to
discuss archiving options for your
echocardiography lab? How does your
schedule look this week? I'm available... "

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The SALEs Process - Leverage

 Position your products
& services to solve
problems and alleviate
customer pain.
 Use your successes to
advance the relationship
and uncover more
opportunities.
 Continue to evolve w/in
the account.

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HealthyNow Hospital

 Every arrow is an
opportunity.
 Understand how your
products & services are
relevant in each application.
 Solve problems specifically
but continue to work
globally.

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The SALEs Process - EXTEND
Upon completion of the sale...

1. Summarize past performance and evaluate.
2. Continue to build upon existing relationships.
3. Probe within existing account for new opportunities.
4. Ask for referrals elsewhere - both within & beyond
the current customer site.
5. Secure introductions.
6. Advance and start again with new ops...

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Understanding The Medical Group

Organization Players

 Mission  Physicians
 Single vs multi-specialty  Mid-level providers
 Locations  Administration
 Ancillary services  Staff
 Organization  Service & support personnel
 Payments & Reimbursement

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The Medical Group

Mission When asked the question, "What
is the fundamental mission of
your group?" - 99% of
physicians would answer...
"...to take care of patients."

But unfortunately, that is
incorrect.

The fundamental mission of any
medical practice is to stay in
business. Because if you are
not working, NO ONE can be
cared for.

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The Medical Group

• Specialty - the type of
medical practice work that
the group is engaged in.
 Single vs Multi- – Family practice, surgery,
cardiology, psychiatry, etc.
Specialty Group • For technology sales, the the
specialty often determines the
potential need & opportunity.
• Understanding the basics of
medical group organization
will enable efficient account
planning & execution.

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The Medical Group

• Single Specialty - focus on
one type of medicine.
 Single vs Multi-
specialty Group • Multi-Specialty - focuses on
more than one type of
medicine.

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The Medical Group

• Many groups operate out of
multiple locations.
– Stand alone clinics, entities
with-in hospitals, etc.
Locations • Multiple locations provide
increased opportunities for
you.
– Security
– Back up
– Image acquisition, storage &
retrieval.
– EMR
– IT infrastructure

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The Medical Group

• Imaging
• Surgical & diagnostic
Ancillary procedures
Services • Stand alone facilities
• Laboratory testing

The more ancillary
services - the more
opportunities!
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The Medical Group

• Independent vs. Employed
• Independent -
– Generally less formalized policies.
– Physician has control.
Organization –
–
Erratic business cycles.
Emotional decision makers.
– Generally less savvy with common
business indicators.
• Employed -
– Part of hospital system.
– Centralized decision making.
– +/- physician input.
– More stable business environment.
– Shared resources.
– Need to sell hospital & group
concurrently.

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The Medical Group

• Independent - Structure

– Executive Committee
– Administrator (variable decision
making power)

Organization – Individual physicians
– Can be tricky to understand/navigate

• Employed - Structure

– Part of hospital system.
– Centralized decision making.
– +/- physician input.
– More stable business environment.
– Shared resources.
– Need to sell hospital & group
concurrently.

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The Medical Group

• The payer mix
– Private insurance
– Government -
Medicare/Medicaid, VA, etc.
 Payments & – Self pay
Reimbursement • Payment cycle
– Accounts receivable - variable
– Current economic conditions
lengthen the cycle.
• Current environment -
– Chaotic!

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The Medical Group

• Reimbursement is
constantly decreasing.
• Focus on technical fees.
– Fee for owning equipment
 Payments & – Imaging, procedures, labs,
Reimbursement etc.
– 10x over professional fees
• Technical services are being
shunted to hospitals.
– Govt mandates
– Third-party payers
– ObamaCare
• Result - the private practice
model (independent group) is
going away.
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The Medical Group

• Understand the group
layout.
• Use the chart for
guidance.
• Every arrow is a
potential opportunity.
• Be consistent & sell
through the
organization.
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The Medical Group

Using market knowledge to your
advantage!

1. The current healthcare environment is very
difficult for providers.
2. Formatting your message in a way that
demonstrates both a sensitivity and an
understanding of this will differentiate you.
3. Recognize that with customer "pain" comes
opportunity.

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Align

 Success in
relationship
building requires:
 Following a
defined process
 Being methodical
in execution.
 Demonstrating
consistency in
application.

907 242-5415

The SALEs Process - Align

1. Relationship development & maintenance is critical
for sales success.

2. Relationship development & maintenance must be
managed with the same intensity as any other part of
the sales process.

3. Sales makers must possess an inherent desire to build
& maintain relationships.

4. Personal differentiation is a CRITICAL first step.
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Finding Common Ground - The basis for building a relationship -
Personal Bonding

1. 13 is the lucky number - studies show that it takes someone (on average) 13
exposures to your name to remember it.
- Email, social media, phone calls, collaterals, small gifts, "random" encounters.

2. To build successful, personal relationships - CHEW
 Children
 Hobbies
 Education
 Wife (spouse/S.O.)

3. Frequent, consistent, considerate & coordinated communication (that
appears random) - this must become a part of the sales process!
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Finding Common Ground - the basis for building a relationship.

 As your personal bond develops, advance your company alignment, then
your product/service lines
 Reinforced messaging from company colleagues.
 District management, support, staff, C-level (as required), SME's
 Focused Collaterals
 Detail pieces
 Study results
 White paper & thought leadership

 The key is - Consistent, considerate & coordinated communication (that
appears random but that is meticulously planned & executed).

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The Medical Group

Using Collaterals

• Absolutely essential -
throughout ALL parts of the
sales cycle.
• Continuously reinforce your
initiatives with collaterals.
– Personal
– Technical (product specific)
– Organizational
• Essential to becoming a
trusted adviser.
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The Medical Group

Individual
Physicians

Managers EC

Decision

Staff Nurses

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The Medical Group

Sell through the entire
Individual
organization
Physicians
• Leverage message &
product specifically
Managers EC
• Reinforce with collaterals.
Decision
• Use one contact to reinforce
another.
• Understand dynamics.
Nurse
• Enlist "coaches" and utilize.
Staff
s

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The SALEs Process - Extend
The Medical Group

• Every arrow is an
opportunity.
• Use one success to
obtain another.
• Be consistent & sell
through the
organization.
• Obtain referrals to other
groups - medical groups
are very integrated.
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The Medical Group

Summary
• The SURVEY is vital regardless of account type.
• An effective collateral program will help to obtain, advance
and reinforce relationships.
• Strive to understand the internal dynamics of your customers'
organizations.
• There are no unimportant members of your customers'
organizations - everyone can be managed to help your cause.
• Leverage your products & services wisely.
• Extend aggressively - both internally and externally.

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Your Company Here

THANK YOU

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