3. Early Stage medical technology with an
18 year history of clinical expertise?
New Area of Medicine?
Paradigm Shift in Patient Care?
Culture?
Financial Freedom?
What is SofPulse?
ALL THE ABOVE
Section I:
Company Overview
1/4/2017 3
4. Culture
• ‘None of us’ is as smart as ‘all of us’
• Getting it right is the important thing
Section I:
Company Overview
1/4/2017 4
5. Financial Freedom – Commission’s
Product Sales Price Range
Per Box*
Commission Tier
SofPulse $1499+ ($299) 40% (1)
SofPulse $1300- $1498 ($260) 35%(2)
SofPulse $1000-$1299($200) 25%(3)
SofPulse $ 999($199)
(minimum price per Box)
20%(4)
SofPulse Duo $1799+($359) 40%(1)
SofPulse Duo $1500-$1798($300) 35%(2)
SofPulse Duo $1200- $1499($240) 25%(3)
SofPulse Duo $1199($239)
(minimum price per Box)
20%(4)
Plastic Surgeon Sale $1149+($229) 40%(1)
Plastic Surgeon Sale $950-$1148($190) 35%(2)
Plastic Surgeon Sale $750-$ 949($150) 25%(3)
Plastic Surgeon Sale $749($149)
(minimum price per Box)
20%(4)
* A box includes five (5) SofPulse all
of the same type.
** Surgeon sale is limited to the
direct purchase by a plastic surgeon
for the sole purpose of using in
his/her office based surgery center
or other such freestanding surgery
center. This does not include use by
surgeon in an acute care hospital or
other such ambulatory surgery
center affiliated with such acute care
hospital.
Section I:
Company Overview
1/4/2017 5
6. • EPI founded in 1990, creates first solid state
PEMF device.
– Marketed successfully to treat pressure ulcers in
nursing home.
– CMS drops reimbursement 1997, company sells
off technology to small medical company ADM.
• ADM forms Ivivi Technologies in 2004, to
commercialize new PEMF devices.
– Lightweight, lower-powered, more effective.
Corporate History Section I:
Company Overview
1/4/2017 6
7. Corporate History
• FDA deems new devices not substantially equivalent to
earlier device (I-Phone, Commodore 64).
– Public company, stock drops to pennies overnight
• Ivivi successfully appeals FDA ruling and FDA issues
new 510k.
– But company is public, out of money in 2009
• Ivivi Health Sciences buys assets in 2010.
– Raises new capital
– Leverage all the clinical and scientific information
produced by EPI and Ivivi
– SofPulse launch 2011
Section I:
Company Overview
1/4/2017 7
8. Business Structure
Ivivi Orthopedic
Health Inc.
(“IOH”)
Other Current
Businesses
Potential
Future
Businesses
Ivivi Health
Sciences LLC
• SofPulse
Reconstructive
Plastic Surgery
• Ivivi Wound
Healing Sciences
• Assisi Animal
Health
• Cardiology
• Rio Grand
NeuroSciencs
• Incorporated
January 2011
Section I:
Company Overview
1/4/2017 8
9. SofPulse Corporate Structure
Steven Gluckstern
Chairman & CEO
Kathryn Clubb
President & COO
Kaysie Dannemiller
Fulfillment &
Customer Service
Diana Kyster
Controller
Mark Rich
Sales & Marketing
Sales
Specialist
Independent Sales
Representative
CGI Mexico
Sarah Kermensky
Administration
Andre Di Mino
Regulatory,
Engineering & Mfg.
Contract
Manufacturer(s)
Engineers
Arthur Pilla
Inventor & Senior
Scientist
Sean Hagberg
Basic Research &
New Projects
Section I:
Company Overview
1/4/2017 9
11. Short History of Pulsed Diathermy
• Radio frequency to heat deep tissues (1907)
• Ginsberg (1930s)
– Reduces duty cycle, Pulsed Diathermy
– No heat
– Retains therapeutic effects
– Signal not optimized, mechanism unknown
• Creates pulsed electromagnetic field (PEMF) devices
– Treatment of pain and edema in soft tissue
– Delivery electrical current to injured
tissue inductively
Section II:
Technology Overview
1/4/2017 11
12. Bone Growth Stimulator (BGS) History
• Bone recognized to produce electrical currents
(Fukada, Yasuko 1957)
• Direct electrical stimulation heals recalcitrant
fractures
– Electric currents driven across fracture stimulate
bone growth
• Pulsed electromagnet field devices introduced
(Bassett, Pilla 1974)
– Signal generator and external applicator
– induce electrical current in bone from
outside the body
Section II:
Technology Overview
1/4/2017 12
13. Bone Growth Stimulator (BGS) History
Bassettetal.1977.ClinOrthop.124:128-143
Early BGS device on patient with tibial non-union.
Outpatient, minimum Rx 4 hours/day, even today
Section II:
Technology Overview
1/4/2017 13
14. Ivivi Technologies
• PEMF to tPEMF
– Proprietary signals
– A priori targeting of
electrochemical activity
– Decreases power, increases
efficacy
– Delivered through FDA-cleared
devices
Section II:
Technology Overview
1/4/2017 14
15. The Evolution of tPEMF Section II:
Technology Overview
1/4/2017 15
17. How PEMFWorks
• Pulsed electromagnetic fields
induce signaling microcurrents
in tissue
• Signal characteristics
important
– Duration, Frequency, Power
• Targeted signals
– Speed body’s own mechanisms
– No known side effects
– No adverse effects
Section II:
Technology Overview
1/4/2017 17
18. How Configuring PEMF Works
Pillaetal.BioeletrochemBioenergetics.1999;48:27-34
Signal to noise ratio (SNR) for Ca/CaM
binding vs. PEMF configuration
Applied Field Frequency (Hz)
10-2 10-1 100 101 102 103 104 105 106 107 108
SNR
5.0e-1
1.0e+0
1.5e+0
2.0e+0
2.5e+0
PRF 2 msec
(SNR)
PRF 65 μsec
(Diathermy)
PEMF Bone Repair
Section II:
Technology Overview
1/4/2017 18
19. Mechanism of Action (MOA)
PEMF
Ca2+ + CaM Ca2+CaM
PEMF increases Ca2+ binding to CaM (milliseconds)
Ca2+CaM + eNOS NO
Ca2+CaM binds to eNOS, catalyzes NO release (seconds)
Anti-inflammatory: increased Blood & Lymph Flow
Pain/Edema Decrease (seconds)
NO cGMP Growth Factors (hours/days)
VEGF Angiogenesis (hours/days)
FGF Collagen/Granulation (days)
TGF-β Remodeling (days/weeks)
Section II:
Technology Overview
1/4/2017 19
20. Special Effects of tPEMF
• Targeting Calcium/Calmodulin Binding (Ca/CaM)
• Anti-inflammatory cascade
• Signal configuration couples to Ca2+ binding
Section II:
Technology Overview
1/4/2017 20
21. Accelerated Surgical Recovery
After MC Robson Surg Cl N Am *83 2003 p. 558
Targets
inflammation
Accelerates
anti-inflammatory
activity
Section II:
Technology Overview
1/4/2017 21
22. What’s the Difference?
• Static Magnetic Field
• PRF
• EMF
• PEMF
• tPEMF
• Targeted MicroCurrent Therapy
• You make money to sell tMCT
Section II:
Technology Overview
1/4/2017 22
33. Level of Study
• In vitro
• Ex vivo
• In Vivo
• Meta Analysis
• Prospective
• Retrospective
• RCT
• Trial Design
Section III:
Clinical Literature
1/4/2017 33
34. In vitro
• (Latin: within glass) refers to studies in
experimental biology that are conducted using
components of an organism that have been
isolated from their usual biological context in
order to permit a more detailed or more
convenient analysis than can be done with whole
organisms. In contrast, the term in vivo refers to
work that is conducted with living organisms in
their normal, intact state, while ex vivo refers to
studies on functional organs that have been
removed from the intact organism
Section III:
Clinical Literature
1/4/2017 34
35. Ex vivo
• (Latin: "out of the living") means that which takes
place outside an organism. In science, ex vivo
refers to experimentation or measurements done
in or on tissue in an artificial environment outside
the organism with the minimum alteration of
natural conditions. Ex vivo conditions allow
experimentation under more controlled
conditions than possible in in vivo experiments
(in the intact organism), at the expense of
altering the "natural" environment.
Section III:
Clinical Literature
1/4/2017 35
36. In vivo
• (Latin for "within the living") is experimentation
using a whole, living organism as opposed to a
partial or dead organism, or an in vitro ("within
the glass", i.e., in a test tube or petri dish)
controlled environment. Animal testing and
clinical trials are two forms of in vivo research. In
vivo testing is often employed over in vitro
because it is better suited for observing the
overall effects of an experiment on a living
subject. This is often described by the maxim in
vivo veritas.[1]
Section III:
Clinical Literature
1/4/2017 36
37. Meta Analysis
• In statistics, a meta-analysis combines the results of several studies that
address a set of related research hypotheses. In its simplest form, this is
normally by identification of a common measure of effect size, for which a
weighted average might be the output of a meta-analyses. Here the
weighting might be related to sample sizes within the individual studies.
More generally there are other differences between the studies that need
to be allowed for, but the general aim of a meta-analysis is to more
powerfully estimate the true "effect size" as opposed to a smaller "effect
size" derived in a single study under a given single set of assumptions and
conditions.
• Meta-analyses are often, but not always, important components of a
systematic review procedure. Here it is convenient to follow the
terminology used by the Cochrane Collaboration,[1] and use "meta-
analysis" to refer to statistical methods of combining evidence, leaving
other aspects of 'research synthesis' or 'evidence synthesis', such as
combining information from qualitative studies, for the more general
context of systematic reviews.
Section III:
Clinical Literature
1/4/2017 37
38. Trial Design
• Randomized: Each study subject is randomly assigned to receive either the study
treatment or a placebo.
• Blind: The subjects involved in the study do not know which study treatment they
receive. If the study is double-blind, the researchers also do not know which
treatment is being given to any given subject. This 'blinding' is to prevent biases,
since if a physician knew which patient was getting the study treatment and which
patient was getting the placebo, he/she might be tempted to give the (presumably
helpful) study drug to a patient who could more easily benefit from it. In addition,
a physician might give extra care to only the patients who receive the placebos to
compensate for their ineffectiveness. A form of double-blind study called a
"double-dummy" design allows additional insurance against bias or placebo effect.
In this kind of study, all patients are given both placebo and active doses in
alternating periods of time during the study.
• Placebo-controlled: The use of a placebo (fake treatment) allows the researchers
to isolate the effect of the study treatment.
• Prospective
• Retrospective
Section III:
Clinical Literature
1/4/2017 38
42. Breast Reconstruction Comparison
Type of
Reconstruction
Hours in O.R. Days in Hospital Recovery Time
(highly variable)
Tissue
Expander/Implant
1 – 2 Hours 1 – 2 Days 2 - 3 Weeks
Latissimus Dorsi 3 – 4 Hours 3 – 4 Days 4 Weeks
TRAM (pedicle) 4 – 5 Hours 4 – 5 Days 5 – 6 Weeks
Free Flap 6 – 10 Hours 4 – 5 Days 5 – 6 Weeks
Section IV:
Clinical Procedures/Product Application
1/4/2017 42
43. Cosmetic Surgery
• Tummy Tuck (Abdominoplasty)
• Face Lift (Rhytidectomy)
• Fat Grafting
• Post Bariatric Body Contouring
• Lipo Suction (PAL, Smart Lipo,etc.)
• Breast Augmentation (Augmentation Mammaplasty)
• Breast Reduction (Reduction Mammaplasty)
• Breast Lift (Mastopexy)
• Capsular Contracture
Section IV:
Clinical Procedures/Product Application
1/4/2017 43
44. Inflammation - Is natural and healthful,
as long as it terminates quickly Section IV:
Clinical Procedures/Product Application
1/4/2017 44
Inflammation
45. Analgesic
• Anesthesia-
– General is a state of unconsciousness, hypnosis, amnesia and loss of
protective reflexes. Of the autonomic nervous system.
– Regional is affecting only a large part of the body, such as a limb or the
lower half of the body
– Local to induce the absence of sensation in particular part of the body
PCA Pump- to an electronically controlled infusion pump that delivers an
amount of intravenous analgesic (usually an opioid) that is set by the patient
Block A nerve block relieves pain by interrupting how pain signals are sent to
your brain. It is done by injecting a substance, such as alcohol or phenol, into
or around a nerve or into the spine.
Pain Pump disposable, portable, non-electronic device that systematically
infuses an anaesthetic through a special catheter implanted
into the wound site by the surgeon.
Section IV:
Clinical Procedures/Product Application
1/4/2017 45
50. Surgeon Brochure
Elevator Pitch
Advanced User
35 devices a month, article to be published
Clinical Data - Designed to support individual
concerns a surgeon has.
Tissue Viability
1/4/2017 50
Section V:
Sales Tools
56. Patient Brochure
Why did they go for cosmetic
surgery? Edema, Pain and
recovery should not slow
them up.
1/4/2017 56
Section V:
Sales Tools
57. Patient Brochure
Surgery is painful.
Patients are very in tuned to complications
associated with prescription drugs.
Gentle, Safe, Natural.
1/4/2017 57
Section V:
Sales Tools
65. In - Service
• Nurses take care of patients
• Value there opinion (most industry folks down play their role)
• Opportunity to learn about post-op care and
complications
• Great to practice sales pitch
• Floor Nurses do not like new products without
advanced notice
• Failure to educate can cost you business
• Referrals to other surgeons for additional sales
• Aligns you to get completed surveys
1/4/2017 65
Section V:
Sales Tools
66. Satisfaction Survey
• Support and Enhance Belief in technology
• Let them know the importance of positive
feedback to surgeon and hospital
administration
• Completed survey becomes part of the close
• Local reference for future calls
1/4/2017 66
Section V:
Sales Tools
67. Company Website – Build a Surgeons
Practice
• Links to active users.
• Surgeon can link to us helping to educate
patience on what he/she is doing different
• Newsletters/Testimonials- word search is
powerful
1/4/2017 67
Section V:
Sales Tools
www.sofpulse.comCompany Website
68. Trunk Stock
• Provided at no cost to account manager
» 2 boxes Single ($2600)
» 2 boxes Duo ($2600)
• Designed to drive successful conversions
• Ability to generate immediate revenue on sales call
• Regulated by the FDA
1/4/2017 68
Section V:
Sales Tools
69. Value Analysis Packet
• Form Letter (under development)
• FDA Approval
• W – 9
• Liability
1/4/2017 69
Section V:
Sales Tools
71. Trunk Stock
• FDA Regulated
• Will not be sent overnight NO EXCEPTIONS
• 2 Boxes Single/Duo-after training
• Sell Boxes
• No more then 3 single sales to any account
• Stock Transfer for each device
• After 4 completed transfers eligible for
another box
Section VI:
Sales Support/Customer Service
1/4/2017 71
72. In-Field Stock Transfer
• Completed any time you change ownership of
product( sample, demo, sale, another manager)
• FDA Regulated
• Generates Revenue
• Ensures your supply is replenished
• Can list multiple devices on one form if same
end user
Section VI:
Sales Support/Customer Service
1/4/2017 72
73. In-Field Stock Transfer
In Field Stock Transfer Form
Section VI:
Sales Support/Customer Service
1/4/2017 73
74. Order Process-Show Me the Money
Jerry McGuire "Show Me the Money"
Section VI:
Sales Support/Customer Service
1/4/2017 74
75. Order Process-Show Me the Money
• Customer Created in SalesForce.com
• New Customer Sheet-2 week’s prior to expected order. Information entered into Priority.
(Shipping and billing software)
• Pricing Quote
– Line Item Descriptor
– Ivivi Set up
– Shipping Terms- predetermined as ground or overnight recorded in SalesForce.com
• Hard Copy PO or Credit Card Require to Process-no phoned in orders
– orders@sofpulse.com
– Fax 415-276-1985
• PO cross referenced with Priority/SalesForce
– No Discrepancy-orders ship
– Discrepancy
» Customer service to call /e-mail purchasing to rectify
» Account Manger Contacted
» Director of Sales Contacted
• Confirmation e-mail letter sent to customer
• Account manager to receive shipment notification
• Opportunity is closed in Salesforce.com and set up for commissions
• No direct patient shipment or return
Section VI:
Sales Support/Customer Service
1/4/2017 75
76. Returns & Shelf Life
• Returns
– ALL SALES ARE FINAL AND NOT SUBJECT TO
RETURN, EXCHANGE OR SET-OFF
• Non Sterile/ Shelf life is related to battery
Section VI:
Sales Support/Customer Service
1/4/2017 76
80. Types of Selling
• Conceptual
• Clinically
• Relationship
• Scrub Sink
• Price
• Features Benefits
—Build the story
—Lowest First
—Against Competitor
—Show me the data
—He/She is your buddy so why not
—Goal is to be in surgery
Section VII:
Sales Process
1/4/2017 80
81. Selling / Targeting
Alec Baldwin Shows How to
Get it Done
Section VII:
Sales Process
1/4/2017 81
82. 82
Targeting
Building your Territory Target List
Your target list is critical to your success and you should
continually add to the funnel. The following highlights
information that will help you expand your prospecting
pipeline. Additionally, be sure to add new targets to your
reports as a way to build and effectively manage your
pipeline.
You’ll work with SofPulse management to track the Ten
Target Principle (3+2+5 as noted below).
Ten Target Principle
• Three (3) Accounts Ready to Close: You will be expected
to commit to close three new accounts per quarter,
after 60 days on board
• Two (2) Accounts in Cue: You should have an additional
two accounts that are in cue and are in the final phases
of the approval process.
• Five (5) Accounts in Development: You should also have
five additional accounts that are being developed and
cultivated to help ensure you have three solid accounts
that will close next quarter.
Ten Target
Principle
3
Accounts
Ready to
Close
2
Accounts
in Cue
5
Accounts
in
Developme
nt
Section VII:
Sales Process
1/4/2017
83. Targeting
• Customers you already do
business with
• Research Key Websites
Breastrecon.com
Diepsisters.com (Patient
advocacy - list by state)
Diepflap.com ( Individual
docs)
ASPS.com (American
Society of Plastic Surgeons
Society)
Medical School Websites
US Cancer Centers
Breast Fellowship Programs
Hospital websites
Competitive/ Other
company websites
• Research Additional Key
Information on the Internet
• Google search
“reconstructive breast
surgery, cosmetic breast
surgery ” and city in which
you are prospecting to find
local physicians
• Follow the Fellows
– Assess where fellows are
moving between
territories
– Build concentric circles
to determine additional
friendly customers
where your existing
physicians are trained
NOTE: While you are on these websites, determine who is speaking
at the national and local meetings
Section VII:
Sales Process
1/4/2017 83
84. Targeting
Managing Your Time
Identify physicians who go to multiple hospitals.
Once you sell SoftPulse into one, it’s easier to sell it into the other hospitals where they practice.
Identify influential physicians who perform the most cases.
Identify physicians who have fewer barriers to entry: Former customers, existing relationships, physicians
who practice where you live.
Google the area before you go to your appointment to identify other prospecting opportunities you can
do while you’re there.
Remember, your time and travel budget is valuable so don’t jump on a plane unless you know they are a
good target.
Be Sure to Follow the Hospital’s Protocol
• If Your Physician Tells you to “Just bring it in”
– You should be credentialed in the top 10 hospitals you are targeting. NOTE: Do not wait to get
physician's approval for a case before you secure your credentialing. This should be done as soon as
possible in case you have the opportunity to attend a case last minute.
– You’ll still need to follow the hospital’s new product policy.
– Protocols may vary depending on whether it’s a small hospital, private, teaching, etc.
– When you arrive at the hospital, you must log in and you MUST log out otherwise,
you may risk losing your access rights to the hospital. (This is important – some
hospitals will score companies and you are responsible for keeping this score high.)
Section VII:
Sales Process
1/4/2017 84
85. Targeting
Credentialing Process
• Most hospitals require you to have the medical and training credentials to obtain
access to the facility. Requirements differ by hospital and may change at any time
without notice. In addition you may need to register with one or more credentialing
systems used by your hospital customers such as RepTrax, Status Blue, Vendor Clear or
Vendormate.
• Some hospitals and health systems use their own internal credentialing system for
vendors. We will provide you a letter stating you are trained on the technology.
Section VII:
Sales Process
1/4/2017 85
86. Targeting
Qualifying Questions by Subject Using the SofPulse Surgeon Form
• The SofPulse Surgeon Form provides you with an effective way to log and track information
about your targeted physicians. Keep in mind that a lot of this information should be filled in
prior to meeting with them. Bring this document to your meetings so you have a place to
take notes. The key to a good presentation is to integrate their quotes back into your pitch.
By writing this information down, it will be easier for you to formulate the structure of your
pitch.
• Additionally, there is a comprehensive list of key contacts within the hospital where your
physician practices. (note page 2) You will want to complete this information as soon as
possible. DO NOT WAIT until your physician asks to use the SofPulse before going to the
hospital to get credentialed and/or introduce yourself. If you have not already gotten
credentialed or made contact, you may risk the ability to bring the SoftPulse™ in for the
physician which could delay or potentially lose a sale.
• NOTE: The SofPulse Surgeon Form is located at the back of your training manual. An
electronic copy can be found on the secure section of the website.
Section VII:
Sales Process
1/4/2017 86
87. Targeting
• Hospitals vs. Office-which one and why
• Selling on label
• Other specialties
Section VII:
Sales Process
1/4/2017 87
88. Probing Questions
I. What are your thoughts on improved Surgical
recovery? What would you like to change?
Section VII:
Sales Process
1/4/2017 88
89. Probing Questions
II. How do you currently treat your patients
post surgery to help with recovery? From
a pain stand point? How long have you
been doing this? What was your goal in
starting this process?
We need to bring a surgeon down the path of pain to have the
conversation surrounding narcotic complications.
It accelerates the body’s own natural healing cascade by
reducing inflammation and moving the body on to
the next phases of healing
Section VII:
Sales Process
1/4/2017 89
90. Probing Questions
III. What is your standard protocol for post
procedure medication? How often does this
change? Have you looked at other alternatives?
Section VII:
Sales Process
1/4/2017 90
91. Probing Questions
IV. What has been your exposure or experience
with pain pumps? Seroma, infection, pt call
back, catheter problems
Section VII:
Sales Process
1/4/2017 91
92. Probing Questions
V. Do you use PCA pumps? Ever have problems
weaning patients off?
Section VII:
Sales Process
1/4/2017 92
93. Probing Questions
VI. Are you familiar with calmodulin and injury
response?
Section VII:
Sales Process
1/4/2017 93
95. Value Analysis- What is it?
• A framework in which members of the
hospital community may gain access to new
products and equipment, and by which
currently utilized products and equipment
may be reviewed.
Section VII:
Sales Process
1/4/2017 95
96. Value Analysis- What is it?
• A multidisciplinary committee that reviews
the impact of product or technology adoption.
• A representative from the department
interested in the product goes before the
committee to justify the need.
Section VII:
Sales Process
1/4/2017 96
97. Value Analysis- Objectives
• Assess emerging technologies
• Determine financial impact
• Contain costs
• Determine clinical relevance
• Standardize products
• Comply with group purchasing contracts
• Enhance quality of patient care
• Make our job harder?
Section VII:
Sales Process
1/4/2017 97
98. Value Analysis- Alternate Names
• Value Analysis Committee
• Product Standards and Evaluation Committee
• New Product Committee
• Technology Assessment Committee
• Hospital Product Committee
• ROI Committee
• Medical Products Committee
Section VII:
Sales Process
1/4/2017 98
99. Value Analysis- Members
• Medical Director
• Surgical Service
• Clinical Services
• Purchasing
• Finance
• Nursing
• Infection Control
• Performance improvement
• Education
• Not You
Section VII:
Sales Process
1/4/2017 99
100. Value Analysis- Process
• Requestor submits request for new product prior to
committee meeting
—Provides information on current practice, possible
affects on patient outcomes/satisfaction
• Vendor provides supporting documentation, as requested,
may include:
—Product specifications
—Pricing
—FDA status
—Research articles
Section VII:
Sales Process
1/4/2017 100
101. Value Analysis- Manage the Process
• Select a strong SofPulse product champion
Section VII:
Sales Process
1/4/2017 101
– Chief of plastic surgery department
– Vocal busy surgeon
– Mover & shaker
– Not a resident
– Not a pushover
• Don’t assume the doctor knows the
process
102. Value Analysis- Manage the Process
• Avoid surprises
• Factor the time into your sales forecast
Section VII:
Sales Process
1/4/2017 102
103. Value Analysis- Manage the Process
• Find out from plastics coordinator/materials:
– What is the process to get a new product into the
hospital?
– Who is in charge of the [Value Analysis] process?
– Contact information for person in charge.
– Information needed from vendors.
– How long does it take to go through the process?
– When does the committee meet?
Section VII:
Sales Process
1/4/2017 103
104. Value Analysis- Actions
• Approve
• Reject
• Trial with evaluation period
Section VII:
Sales Process
1/4/2017 104
105. Value Analysis- University Example
• Value Analysis process Q&A
• Description of Value Analysis Program Process
• Value Analysis Request for Product Review
Form
• Summary of Value Analysis Committee
outcome
Section VII:
Sales Process
1/4/2017 105
112. Value Analysis- Stanford Coaching
Stanford MD Questions for VAC
Section VII:
Sales Process
1/4/2017 112
113. Value Analysis- STANFORD COACHING
Stanford MD Questions for VAC
Section VII:
Sales Process
1/4/2017 113
114. Closing
• Is there a difference?
– Try SofPulse
Section VII:
Sales Process
1/4/2017 114
– Sponsored Case
– Free Case
– Evaluate SofPulse
– Use SofPulse
115. Closing
• Always ask for the order – Keep your eye on the final objective!
First, it’s important to remember your goal is to gain commitment and support from your physician to use
SofPulse. (You do not need to cover everything on the first call.) Additionally, you’ll want to get your
physician's commitment to tell the hospital he/she wants to use SofPulse . This may be a multi-step process
which is fine however, it is critical that you always ask for the order first, versus asking for a scrub PO or
sponsored case. Focus on your end objective at all times.
• What you need to know about Scrub POs, Sponsored Cases and No Charge POs for
SofPulse:
– Scrub PO: A scrub PO will establish you as a VENDOR with in the hospital. This is critical as it will give
you a vendor ID and an internal product code that will allow you to establish par levels. A scrub PO
will also allow you to confirm terms and conditions for shipments. Strategically speaking, you’re
positioning yourself for the final sale. Additionally, scrub POs are important as you are paid. Any
revenue is better than no revenue.
– Sponsored Cases: Only ask for a sponsored case after you’ve tried for a scrub PO. Be cautious about
using the words “evaluation” or “trial” as these words say free to a hospital. Free means there is no
value in product or in your time. Instead, close to “sponsor” a case which means that
you, as the Account Manager, will cover the costs associated with the procedure. This builds
greater value.
– No Charge PO: Getting a no charge PO for the Sponsored case is VERY important as it puts ownership
on the hospital. While there is no revenue you have still established yourself as a VENDOR.
Section VII:
Sales Process
115
116. Closing
• Who will you need to talk with to get the order, scrub PO or Sponsored cases?
― Plastics Coordinator
― OR Supervisor/Director
― Business Manager
― Others as identified by your hospital and/or physician
• What’s the best way for you and your physician to approach these key contacts?
There are ideally three ways to approach these contacts. In order to help ensure your success, prioritize
them in this manner:
1. Ask your physician to walk with you to see them in person.
2. Ask your physician to send an email and copy you in (This way you have a permanent record.
If you go to see them and they say they have not received the email, be sure to bring a print out so
you can show it to them.)
3. Ask your physician to call them, while you are in the surgeon office. Then go directly t the OR.
Section VII:
Sales Process
1/4/2017 116
117. Sponsored Cases
• How many cases?
• What are they looking for?
—Should be involved with first five cases and timed
follow up after post-op recovery visit.
Section VII:
Sales Process
1/4/2017 117
118. Close
118
If you do not get the order
then, close for the following:
Goal 1: Scrub PO
Goal 2: Sponsored case with no charge PO for shipping
Sale is WonSale is Lost
BUILD
Installation
Shipment
In-Service
Preference Card
You Close for an Order
Box of Each
Close for Order
(Do not close for the scrub PO or
sponsored case first! Focus on the end goal.)
After Case(s) – Close for Box of Each
You and your physician need to revisit the Plastics Coordinator,
OR Supervisor/Director, and/or Business Manager
1. Go in person
2. Email 3. Call
Review Committee
Review Reasons With Director
It’s critical to understand why an order is
lost to help avoid it from happening in the
future.
You and your physician visit the Plastics Coordinator, OR
Supervisor/Director, and/or Business Manager
1. Go in person
2. Email
3. Call
Closing Process
Section VII:
Sales Process
1/4/2017
119. Closing
Gaining Commitment
The following pitch gives you some ideas on how to close your physician to invest in SofPulse following either
sponsored cases or cases where you’ve secured a scrub PO. There are two key steps you’ll want to take your
physician through to successfully close the sale.
Step 1: Reconfirm the benefits of SofPulse with your physician and gain agreement.
Doctor, you have now successfully performed (note # of cases they have performed) SofPulse cases. When we
started, you mentioned your primary goals were to validate the value of the SofPulse to your practice . You
have seen firsthand, that with SofPulse your patients recovered faster and nursing care time was reduced. Are
you satisfied that your patients have benefited from SofPulse like those reported in the clinical data. SofPulse
has delivered the clinical benefits to your patients as expected? Great. How have you found these benefits to
be compelling?
Step 2: Direct your physician to action! Get them to go back to the Plastics Coordinator,
OR Supervisor/Direct and/or Business Director and ask for SofPulse to be brought in
permanently.
That’s great. Now that you have realized the many benefits of SofPulse , the next step to get SofPulse in your
hands on a permanent basis is to go back to your plastics coordinator, OR Supervisor/Director
and/or business manager. If you could walk over with me to see them right now, it would
help expedite the process to ensure we get the SofPulse in as quickly as possible so you can
continue using it on your cases. (Again, going in person is your top priority, email is next and then a phone call.)
Section VII:
Sales Process
1/4/2017 119
120. Build
• Managing Your Time After the Sale
– In order to have time to sell more SofPulse you’ll want to have time available to do this. Therefore,
once you secure your initial order you’ll want to make sure you set up an account that is self-
sustaining. You’ll always want to provide support, but if you don’t take the following precautions
both you and the account may not be satisfied with the outcomes.
• Service/Support
— The service and support provided by SofPulse comes from you as the account manager and also from
the company. You will want to ensure your cell phone number is posted every place a patient may go
so the staff can easily find it. Nurses on the floor should want and expect SofPulse
• Preference Card
– Since SofPulse is placed after surgery it is important to make sure it is listed. Often times when
setting for a case staff is focused on the surgery and not post-op care. The last thing we need is for
the case to be over and everyone looking for SofPulse. Chances are the surgeon will just say forget
it.
• Develop a Super-User:
— You’ll want to identify and develop a Super-User within the hospital that is the expert. This
Super-User will provide clinical support so they do not need to call you every time
there is a question.
Section VII:
Sales Process
1/4/2017 120
121. Objections
“Is this covered by insurance?”
Just like all your other products, “ no”,
In the hospital it is no different then the
suture, pain pump or staples you use.
Section VII:
Sales Process
1/4/2017 121
122. Objections
“My patients do not have pain ”
Most refer to is as mild discomfort. I have
often wondered if there is no pain why are
patients taking Valium or Percocet.
Dr., our focus is not on masking pain rather
accelerated surgical recovery.
Section VII:
Sales Process
1/4/2017 122
123. Objections
“It costs too much money”
• As compared to what?
• Based on our conversation what would
you be willing to pay?
• How much would you charge the patient?
• So if I got permission to have your office
purchase for $$ would you order today?
Section VII:
Sales Process
1/4/2017 123
125. Objections
“Enrollment in trial was low”
All of our data has reached statistical
significance. The trials where designed to
reach that level. The study from NY
Presbyterian hospital was published in PRS.
Clearly we both agree that is the premiere
journal in plastic surgery.
Section VII:
Sales Process
1/4/2017 125
126. Objections
“Takes too long to apply”
SofPulse is non invasive and can be placed on
top of dressings, undergarments or even
close.
Section VII:
Sales Process
1/4/2017 126
127. Objections
“Is this PEMF?”
PEMF is the predicate technology, we are
targeting the specific binding of calcium.
Section VII:
Sales Process
1/4/2017 127
128. Objections
“I am happy using pain pumps?”
Great glad you are seeing value in masking
pain. We are talking about therapeutically
accelerating surgical recovery that results in
pain reduction.
Section VII:
Sales Process
1/4/2017 128
129. Objections
“My patients do no have complications”
We are not trying to solve specific
complications rather accelerate the body’s
response to surgical injury.
Section VII:
Sales Process
1/4/2017 129
130. Objections
“Who else uses this?”
Locally no one. We are just bringing
the product to market. I thought you
might be interested in differentiating
your practice. Most agree that
increased patient satisfaction results
in more referrals. Dr. Gabriel in
Vancouver, Washington treats about
30 patients a month with SofPulse.
Section VII:
Sales Process
1/4/2017 130
131. Objections
“I have the old machine”
How are you administering the therapy?
Have you considered the benefit a
single patient use device could bring?
Section VII:
Sales Process
1/4/2017 131
132. Objections
“I’m not sure how patients would dispose
of device, is there a battery?”
The same as any other
battery operated device.
Section VII:
Sales Process
1/4/2017 132
133. Objections
“My patient will not wear it”
Compliance is the case with some
patience in general. Since this is
elective and they have paid for the
therapy we think they will act different.
Most patients feel the difference when
they stop therapy. Studies show
efficacy after one treatment.
Section VII:
Sales Process
1/4/2017 133
134. Objections
“This not a sterile implantable and can be
placed out of the OR, so not my budget ”
If not placed in the OR reducing treatment time,
thus efficacy of our technology.
Is it easier to get approved out of OR?
Section VII:
Sales Process
1/4/2017 134