SG&A Pressure: The Impact on Sales Compensation

Posted by Chad Albrecht on September 22, 2017

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.


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Is Your Sales Force Deployment Consistently Aligned With Your Priorities?

Posted by Maria Kliatchko on March 9, 2017


How you allocate and align one of your most costly and precious resources—the sales force—can make or break your company’s success. Continuous alignment is a process by which a company continues to optimize coverage of key accounts by keeping its sales force assigned to the right customers. It helps ensure that those with the most potential get the best and most experienced reps to service them despite personnel attrition, customer preferences and changes in the marketplace. Yet some medtech companies today have limited alignment capabilities and expertise. Most alignments are done at a geographical level, with all accounts in a territory going to the same rep or team of reps. Many update their sales force alignments only once a quarter, and some use rudimentary tools like Excel or a very basic, inflexible, hard-to-support homegrown system.


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Sales Force Targeting: On Beyond Bed Counts and ‘Blunt Instruments’

Posted by Tobi Laczkowski on January 15, 2016

In previous posts, we’ve touched on the topic of segmentation and we’ve discussed some different levels of segmentation, such as account-level versus personnel-level. Of course, you can drill down even further. Some medtech companies primarily focus on quantitative account metrics, such as bed count, patient volume and procedure mix. Others look to dimensions such as integrated delivery network and group purchasing organization affiliations, academic credentials, etc.


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Benchmarks Can Be Dangerous!

Posted by Marshall Solem on June 16, 2015

In conversations with clients, I receive frequent requests for benchmarks on various aspects of running a commercial organization. Examples include:


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A Sales Force Is Not the Only Answer

Posted by Roz Lawson on June 2, 2015

As we come into business planning season for many companies, I’ve had a few conversations recently about building up direct sales forces. If you want to grow your sales, you need more “feet on the street,” yes? And the best way to ensure success is to make them your own employees, right? Not always.


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