Despite More Sophisticated Compensation Methods, Are Medtech Companies Set Up for Success?

Posted by Varun Chodha on October 28, 2019

Life sciences companies have come a long way since the days when they relied on sales reps building relationships with healthcare providers. As the industry moves from an individual, relationship-heavy selling model to a value-based model, today’s sales reps must engage non-clinical stakeholders within hospitals and IDNs in addition to doctors and medical staff. It’s no longer just about discussing the latest features and charging a premium. Now, companies are being challenged to provide better outcomes at lower costs. On top of all this, achieving growth is harder than ever in an increasingly saturated market.


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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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IDN-Centric Selling Models: The Impact on Sales Compensation

Posted by Chad Albrecht on August 25, 2017

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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Spurring Growth Through Incentives

Posted by Tobi Laczkowski on August 27, 2015

Historically, the medtech world has been dominated by those who advance the science and technology embedded in the therapies. But there is another important differentiator: the strength of the sales force. Successful companies have discovered that the sales force can be as much or more of a factor in the success of a product than the product itself. Furthermore, the structure of the incentives provided to the sales force can be an important component of attracting, motivating and retaining the right talent.


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