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This is the second post in a two-part series on marketing excellence in the medtech industry.
In my last post, I described an all-too-common scenario for many medtech companies: A lack of the marketing excellence needed to leverage the market, competitor and customer insights that drive business decisions. In this installment, I’ll describe how establishing a holistic and structured marketing approach helped one company on its journey toward global marketing excellence.
Read MoreTopics: medtech, marketing, Launch Strategies, launch planning, global strategy, sales, value, reinvent go-to-market strategy, marketing excellence, medical devices, medical products and services, wound care
Ten years ago, having a sales force effectiveness center of excellence was unique in the medtech industry but is now a cornerstone of every high-performing organization. Now, marketing excellence is the next great differentiator for medtech commercial operations.
Read MoreTopics: medtech, medical devices, sales, marketing, value, features, benefits, value proposition, sales excellence, marketing excellence, reinvent go-to-market strategy
In the first post in this series, we looked at how the creation of integrated delivery networks is guiding medtech companies to restructure their sales compensation plans. ZS’s annual medtech survey, released Sept. 1, revealed the impact of another upstream change to the go-to-market model: how pressure to reduce SG&A spending is beginning to affect medtech companies’ sales compensation plans.
Read MoreTopics: medtech, sales comp, Incentive compensation, sales comp program, IPR, reinvent go-to-market strategy, Incentive plan design, SG&A, Sales Force, budget pressure
ZS conducts an annual survey of medtech companies to understand how their sales incentive plans are changing. This year’s version, which we conducted in the summer of 2017 and will be released in late August, begins to show how upstream changes to the go-to-market models—such as the impact of integrated delivery networks—are beginning to affect sales compensation plans downstream.
Read MoreTopics: IPR, incentive practices research, IDNs, IDN-centric, sales comp, sales compensation, sales comp plan, reinvent go-to-market strategy, KAM, KAM compensation, key account management
This is the second post in a two-part series on marketing excellence in the medtech industry.
In my last post, I described an all-too-common scenario for many medtech companies: A lack of the marketing excellence needed to leverage the market, competitor and customer insights that drive business decisions. In this installment, I’ll describe how establishing a holistic and structured marketing approach helped one company on its journey toward global marketing excellence.
Ten years ago, having a sales force effectiveness center of excellence was unique in the medtech industry but is now a cornerstone of every high-performing organization. Now, marketing excellence is the next great differentiator for medtech commercial operations.
In the first post in this series, we looked at how the creation of integrated delivery networks is guiding medtech companies to restructure their sales compensation plans. ZS’s annual medtech survey, released Sept. 1, revealed the impact of another upstream change to the go-to-market model: how pressure to reduce SG&A spending is beginning to affect medtech companies’ sales compensation plans.
ZS conducts an annual survey of medtech companies to understand how their sales incentive plans are changing. This year’s version, which we conducted in the summer of 2017 and will be released in late August, begins to show how upstream changes to the go-to-market models—such as the impact of integrated delivery networks—are beginning to affect sales compensation plans downstream.
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