Focus Magazine - Fall 2011 - 38

MEDICAL&DIAGNOSTICDEVICES

Investing in Sales Training 2.0
I By Janet Spirer and Richard Ruff

unning the sales force for a medical device company has never been for the faint of heart – and it isn’t getting easier. e medical device market is in the midst of a transformational shi . Hospitals are being pushed to provide higher quality at a lower cost per patient, yet deliver solid nancial results. Reimbursements are declining, metrics are changing, competition is expanding, physician alignment is growing and the demand for services is increasing. Salespeople need to be able to sell successfully in this new environment.

done because that approach does not target the problem. e problem is applying existing skills to a new buying environment, not developing new skills. From a training perspective, that is a huge difference that requires a qualitatively different type of sales training program. Let’s call that next generation of programs Sales Training 2.0.

list of strategic initiatives illustrates the potential of sales simulations. • Sell a bundled solution – implement a go-to-market strategy where the company could leverage its full complement of devices as a bundled solution. • Introduce a new device – migrate all hospitals to the new device, but when not possible retain the current device. • Maintain market share – protect the business from a low-priced vendor trying to leverage a hospital’s cost cutting initiative. • Ensure a consistent selling message – leverage a common sales language to position a broader value proposition. • Capture money le on the table – increase selling supplies used with the devices.

Sales Training 2.0
One Sales Training 2.0 solution receiving substantial attention and achieving signi cant results is the classroom sales simulation. e power of sales simulations comes from two sources. First, they focus on “doing” – 85 percent of classroom time is spent providing salespeople practice opportunities and feedback. Second, simulations help the sales force action the strategic initiatives adopted by their device companies to cope with the complex buying environment. Sales teams work through a simulated account with realistic scenarios that replicate the strategic sales issues they are – and will be – addressing every day. To win in today’s market, medical device companies are indeed implementing a variety of strategic initiatives to create a competitive advantage; and they are designing sales simulations to help their sales teams learn how to successfully implement them. is short

What Role Does Sales Training Play?
To help salespeople sell in this new environment, most medical device companies don’t have to create a skilled sales force – that has been accomplished. While variability exists, most mid-to large-size medical device companies have put in place a substantial sales training curriculum. Many have programs that address all the sales essentials. is is Sales Training 1.0 – developing core selling skills – and today it’s light years ahead of where it was 15 years ago. Today’s sales challenges are su ciently signi cant that a sales team is unlikely, on its own, to adjust and adapt to the new market realities. Training needs to help. Yet launching another Sales Training 1.0 program is unlikely to get the job

Summary
Signi cant changes are occurring in the medical device market. To succeed, companies must help their sales force transition to selling in this new reality. Investing in Sales Training 2.0 is one strategy for meeting this goal. I

Janet Spirer, Ph.D. and Richard Ruff, Ph.D. are the founders of Sales Momentum© and Sales Horizons™. Email Richard at dick@saleshorizons.com. Email Janet at janet@saleshorizons.com.

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Focus Magazine - Fall 2011

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