Sales are most effective when your message reflects your customers’ needs. In the brief time available to hear the value of your offer, it is critical that the customer ‘gets it’. When you learn to understand what your audience truly values, you can improve effective communication and shift your marketing and sales strategies to align with their values.
Turn the odds in your favor.
The key to selling on value, not price, is to…
…FIRST, understand what your customers REALLY value: Voice-of-Customer research provides insights on how your customers think:
• What do they think of your brand?
• What do they think of your sales team?
• How do they perceive your products?
SECOND, your brand, message, and products must align with your customers’ needs. TMTG research can gauge how well your sales force understands your customers:
• Do sales reps underestimate your competitors?
• Is your sales message appealing to your customers?
• Is your product portfolio as strong as you think it is?
Contact us:
www.themarketechgroup.com
The MarkeTech Group
www.themarketechgroup.com
USA
The MarkeTech Group, LLC
502 Mace Blvd, Suite 15
Davis, CA 95618
Tele: (+1) 530-792-8400
Fax: (+1) 530-792-8447
France
The MarkeTech Group, SARL
3, Rue Emile Péhant
44 000 Nantes
Tele: +33 (0)2 72 01 00 80
Fax: +33 (0)2 40 48 29 40
4. What if MEDICAL TECHNOLOGY Sales
Representatives could improve their
success by communicating the RIGHT
message to the RIGHT customer at
the RIGHT time?
4
5. What if MEDICAL TECHNOLOGY Sales
Representatives could improve their
success by communicating the RIGHT
message to the RIGHT customer at
the RIGHT time?
Well, they can…
5
6. …but, before they can think
like a customer, they need
to understand how the
customer thinks.
6
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.
7
8. You need to align your
message with what your
customers value
Let’s take a look to see
what this means…
8
9. Solution: Compare what Sales Reps believe
Customers think is important vs.
what your Customers actually value
Extremely Important
Not at all Important
(Sales Rep)
This is how your Sales Reps
perceive what Customers
think is important and how
satisfied they are
Feature 1
Extremely Satisfied
Service
(Sales Rep)
Not at all Satisfied
9
10. Solution: Compare what Sales Reps believe
Customers think is important vs.
what your Customers actually value
Extremely Important
Not at all Important
(Sales Rep)
This is how your Sales Reps
perceive what Customers
think is important and how
satisfied they are
Feature 1
(Sales Rep)
Feature 1
(Customer)
This is how your
Customers actually
perceive what is
important and how
satisfied they are
(Customer)
Not at all Satisfied
Service
Extremely Satisfied
Service
10
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
Survey your customers
and potential customers
Analyze the differences in
“Perceived” importance
Survey your sales force
Align your sales and communication strategy
with what’s most important to your customers
11
12. An Example: Uncover the most important
product features
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
⃝
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.
Test up to
20
different
features or
variables!
12
13. Another Example: Determine the ideal
frequency to visit Customers
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
⃝
Sales Reps may learn that Customers want to see
their Sales Rep more often than expected (or less often!).
13
14. A Survey Example: Uncover what
Characteristics customers seek in Sales Reps
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
⃝
Optimize your Sales Force by understanding
what Customers value in a Sales Rep.
Test up to
20
different
variables!
14
15. The results reveal how Sales Reps and
Customer perceptions differ
Customer Segment 2
Customer Segment 1
Importance of visiting
Customers 1x/week
Sales Rep
Customer Segment 1
Importance of
Feature 1
Sales Rep
Customer Segment 2
Customer Segment 1
Sales Rep
1
Least
important
Customer Segment 2
10
Most
important
Importance of
Sales Rep
Responsiveness
15
16. Case Study
CHALLENGES:
1.
CLIENT BACKGROUND:
Dominant market leader in networked hospital
equipment was looking to launch a new product
to replace an existing product
70+%
Market Share
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
16
17. Majority of customers prefer a formal discount
analysis…
Sales
…and, Sales Reps
underestimate the
importance of a
Cost of Ownership
analysis
17
18. Economic buyers may strongly prefer a lease
for this type of product…
…and, Sales
Reps may not
know HOW
VALUABLE your
lease programs
are!
Utilities
100
0
Capital Purchase
Lease
Payment model
Economic Buyer
Clinical Buyer
Sales
18
19. Customers are responding favorably to
Competitor 2…
…but, your
Sales Reps
underestimate
competitors
relative to your
customers
Utilities
200
100
0
Client
Competitor 1
Competitor 2
Brand
Economic Buyer
Clinical Buyer
Sales
19
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...
20
21. MEASURING the VOICE-OF-CUSTOMER in HEALTHCARE
MARKET
OPPORTUNITY
ASSESSMENT
NEW
PRODUCT
ROADMAP
PRICING
OPTIMIZATION
SALES & MARKETING
COMMUNICATION
GO-TO
MARKET
EXECUTION
METHODOLOGIES
Qualitative
Quantitative
MARKETS SERVED
21
MEDICAL IMAGING
MEDICAL DEVICES AND DIAGNOSTICS
HEALTHCARE IT
PHARMACEUTICAL INDUSTRIES
TECH TRANSFER
22. http://www.themarketechgroup.com/
USA
502 Mace Blvd, Suite 15
Davis, CA 95618
PH: + 1 530-792-8400
FX: + 1 530-792-8447
Europe / France
3 rue Emile Péhant
44000 Nantes
PH: +33 (0)2 72 01 00 80
FX: +33 (0)2 40 48 29 40
Hinweis der Redaktion
Start Recording Thank you everyone for joining us today for The MarkeTech Group's webinar on how to optimize your sales force effectiveness.
I am Robert Enzerink, a partner and senior consultant with the MarkeTech Group, specialists in medical technology marketing research and strategy consulting.
The MarkeTech Group provides these webinars to share experiences we’ve learned in the hope that some of the marketing research techniques we share can be useful for you to develop your business. In this case, we’ll share one approach to improving your sales force effectiveness. A few of you have submitted questions to The MarkeTech Group prior to today's webinar, and we have incorporated these into the discussion, where possible. Also, as you have questions during the webinar, we encourage you to text questions into the GoToWebinar question box and we will address as many of your questions as we can during today's discussion. With respect for everyone's time, let's get started:
The challenge is to eliminate biases to understandthe objective perspective of the customer.
…and the tools/methodology to help your sales reps ‘get into the heads’ of your customers.
So, how is this done?
Most marketing research programs include steps 1,2 and 5. Most often, if done right, this can provide insights into the customer: - Segmentation, value propositions, purchasing decision factors, pricing, etc.However, skipping steps 3 & 4 (Not surveying your sales force’s understanding of your customers) may miss gaps in understand between your customers and your company’s alignment with your customers.-CLICK-Who represents you to your customers? Your sales force.Who is the ‘face of your company? Your sales force.Who choosing which products to present? What features/benefits to lead with? Your sales force.Does your sales force really know your customers?-CLICK-By skipping steps 3 and 4, key opportunities may be missed: - to better align internal training and messaging. - to define an R&D roadmap that will really excite customers - to better target key stakeholders … with THEIR value proposition - to identify where competitors are gaining traction…or you are compromising your good reputationSo, let’s go through an example…
Provide the same survey to your sales reps and your customers:Ask sales reps to role-play a customer on the identical survey (preferred), orProvide a reworded survey with the same questions (must be very careful to retain the exact meanings of survey tasks)One methodology: Maximum Differential Scaling Technique (Max-Diff)(Max Diff forces respondents to make choices between options, while still delivering rankings showing the relative importance of the items being rated.Estimation of the utility function is performed using multinomial discrete choice analysis, in particular multinomial logit. Several algorithms could be used in this estimation process; the Hierarchical Bayes model is beneficial because it allows for borrowing across the data.)Marketing research of this nature can improve objectivity of decision-making (from KOL focus and Sales Rep bias)This can help drive R&D and product portfolio strategy
Although each customer is unique and sales reps will be in-tune, this knowledge is useful for new reps, new accounts, and for sales training guidelines.We have encountered many examples of key stakeholders that actually would like to see sales reps more often… and, they have told us what they value in their sale reps….
Useful for sales training and operational support:Is it product knowledge, competitive updates, technical support, initial training or ongoing training (remote or at customer site?) that is most important to your customers?This line of questioning could identify where there are opportunities to take a competitive edge
Maybe Feature #1 needs more attention.Sales reps should err on the side of more visits to Customer Segment #2…and may be able to spend a bit more time cultivating new accounts than reacting to existing ones.Now, a real-world example
Client: Industry first-mover and leader with dominant market share (70+%)Has been experiencing market share and sales erosion: Competitive entriesSales slowingPrices droppingSales force efficiency ($/rep) decreasingUpcoming Executive Strategy-setting meeting
In this case, for this product line, the economic decision-makers were more influential in a ‘buy’ decision than the clinical/operational d-m’s.-Review slide data-Findings that the marketing research highlighted: Sales Reps do not know the economic decision-making processSales Reps underestimate the importance of a financial analysis that includes overall cost-of-ownershipImpact: Sales reps were not as well-prepared when closing the deal as they could beSales material did not highlight the TCO benefits of Client System
-Review Slide data-Findings that the marketing research highlighted: Sales Reps do not know the value of the available lease optionsImpact: Sales reps were not highlighting lease options; rather, were focusing on purchase price and discounts, leaving money on the table.In this case, attractive lease plans could be very profitable for Client; alternative leasing packages were developed and highlighted in sales training and MarkComm
Findings that the marketing research highlighted: Identified complacency where sales reps underestimate competitors relative to the customers.(Relative) newcomer, Competitor2, was improving their brand/reputationIdentified that C2 is a stronger threat than C1.(In subsequent research, it was determined that C2 was also highlighting lease programs and sales reps were perceived as less arrogant)Impact: Client tailored it’s positioning and competitive materials to target a competitive threat from one specific competitor that was more highly regarded than expected.Client was able to use this finding to re-focuses the sales pitch to proactively address the newly-identified threat posed by C2.
Marketing research providing objective comparative analysis of customer and sales force perceptions is an outstanding method to avoid internal biases- KOLs, your product championsSales reps, with unconscious internal biases from pitching and selling your product Refer to slide bullets:Improve Sales training – Focus training /retraining on what your customers truly valueFocus sales and messaging on strengths – provide sales reps with the tools that provide value to your customersR&D efforts can be guided to provide the products with which your sales force will be more successfulCan identify weaknesses and competitive threats, promoting proactive selling
-Questions?-Well, that wraps up our overview of one approach to identifying opportunities to improve sales force effectiveness. On behalf of The MarkeTech Group, we would like to thank everyone for your time. If you have further questions about a particular section or if you have a question about designing a study, we are more than happy to help you with that. We’re here to answer your questions. It’s what TMTG does, so contact us. After the webinar, please take a moment to complete the survey. Remember, The MarkeTech Group is a medical technology marketing research firm, so we really do appreciate and thrive on your feedback. Good day, everyone!