Almost every medtech company has some form of a strategic account management (SAM) program and no one is happy with it. OK, perhaps that’s an oversimplification, but I can count on one hand the number of people I’ve met who thought they had a well-functioning and profitable program to strategically cover key accounts.
Read MoreTopics: strategic account management (SAM), KAM, medical products and services, medtech, Strategy, key account management, value proposition, key account selling, value strategy, strategic thinking
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: sales compensation, sales comp, KAM, incentive practices research, IPR, key account management, sales comp plan, IDNs, reinvent go-to-market strategy, KAM compensation, IDN-centric
You can’t fit a square peg into a round hole. The popular saying has been around for millennia. Chinese literature from 221 B.C. speaks of “square tenon and round mortise”: square peg, round hole.
Read MoreTopics: sales, marketing, commercial operations, sales comp, KAM, medtech, Transition Plan, sales plan design, Russell Schubert, sales comp administration, medtech tipping point, KAM compensation
In a recent meeting with a group of marketing executives at a hospital equipment company, my colleagues and I learned of the executives’ plan to launch a series of clinical education programs as an add-on service to help drive product utilization and, ultimately, boost repeat orders. Like many other medtech companies, they were looking to go “beyond the device,” offering related value-adds in an attempt to differentiate themselves to IDNs’ that are most sensitive to the Centers for Medicare and Medicaid Services’ payment reforms, rather than simply trying to compete on price.
Topics: KAM, medtech, Pete Masloski, m&a, Yuta Ito, IDNs, flip the model, customer-centric
Everyone seems to be talking about key account management. It’s simple, really: We know that we can’t get away with the old model of clinical promotion in today’s world. This gives rise to the need to create a team of key account managers. Hence, the unstoppable “KAM Train.” Time to get on board.
Read MoreTopics: KAM, medical devices, medtech, Brian Chapman, key account management, transformation
Almost every medtech company has some form of a strategic account management (SAM) program and no one is happy with it. OK, perhaps that’s an oversimplification, but I can count on one hand the number of people I’ve met who thought they had a well-functioning and profitable program to strategically cover key accounts.
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.
You can’t fit a square peg into a round hole. The popular saying has been around for millennia. Chinese literature from 221 B.C. speaks of “square tenon and round mortise”: square peg, round hole.
In a recent meeting with a group of marketing executives at a hospital equipment company, my colleagues and I learned of the executives’ plan to launch a series of clinical education programs as an add-on service to help drive product utilization and, ultimately, boost repeat orders. Like many other medtech companies, they were looking to go “beyond the device,” offering related value-adds in an attempt to differentiate themselves to IDNs’ that are most sensitive to the Centers for Medicare and Medicaid Services’ payment reforms, rather than simply trying to compete on price.
Everyone seems to be talking about key account management. It’s simple, really: We know that we can’t get away with the old model of clinical promotion in today’s world. This gives rise to the need to create a team of key account managers. Hence, the unstoppable “KAM Train.” Time to get on board.
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