Selling In A Dynamic Hospital Environment - CMR Institute
Selling in a Dynamic Hospital Environment March 17, 2017
New Resource Available: Selling in a Hospital Environment The eModule highlights important topics to successfully sell in a hospital environment such as: Factors influencing hospital selling Typical hospital structure Steps to maximize your selling success
Speaker Profile: Jeffrey Farber, MD, MBA, FACP, CPE CEO, Mount Sinai Care Senior Vice President, Chief Medical Officer for Population Health, Mount Sinai Health System Expert on accountable care and new payment models Selling in a Dynamic Hospital Environment
Speaker Profile: L. David Harlow, III, PharmD Assistant Vice President for Professional Services and Chief Pharmacy Officer, Martin Health System Former Regional Director of Pharmacy Operations at Carilion Clinic Experience in retail pharmacy ownership, home infusion, and pharmacy benefit management Selling in a Dynamic Hospital Environment
Speaker Profile: Michelle O’Connor, MEd, CMR President and CEO, CMR Institute 23 years of leadership in delivering innovative learning solutions Board member, Life Sciences Trainers and Educators Network (LTEN) Selling in a Dynamic Hospital Environment
Moderator Profile: Laura Ramos Hegwer 23 years writing about healthcare Writes for Healthcare Financial Management, Healthcare Executive, Healthcare Cost Containment, Journal of AHIMA, and other industry publications Former magazine editor covering sales and training in the life science industry Selling in a Dynamic Hospital Environment
Question for the audience: Why are you attending this webinar today? A. I am new to hospital sales. B. I am experienced in hospital sales but wanted a refresher. C. I am responsible for training hospital sales teams. D. I am not in hospital sales or training—just interested. Selling in a Dynamic Hospital Environment
How are hospitals changing their staffing, leadership, and departmental infrastructure to improve care and efficiency, and become more innovative? Organizational Changes More employed physicians More centralized decisionmaking Addition of population health management (PHM) staff Development of innovation offices, venture capital funds Selling in a Dynamic Hospital Environment
What are the sales implications? Sales Implications MDs incentivized to use pathways Fewer decision-makers Need to position products for OP care Opportunity to partner on innovation Selling in a Dynamic Hospital Environment
What are the training implications? Training Implications Need resources on improving access Training on selling evidencebased medicine Need to develop team’s business acumen Training for selling “above the doc” Selling in a Dynamic Hospital Environment
Question for the audience: How do most hospitals control their pharmacy costs? A. Using cost-accounting strategies B. Designating preferred products on their formulary C. Using pathways in the electronic health record (EHR) D. Engaging in value-based contracting E. All of the above Selling in a Dynamic Hospital Environment
What tools/strategies are hospitals using to influence physician prescribing habits and manage pharmacy costs? Preferred Products on Formularies CostAccounting EHR-based Pathways Pharmacy Costs Value-Based Contracts Selling in a Dynamic Hospital Environment
Will any of these tools and strategies likely extend to affiliated physicians in outpatient settings? Hospitals/ IDNs Employed Physician Groups NextGen ACOs Selling in a Dynamic Hospital Environment Other Care Models (APMs, etc.)
What can sales professional do to optimize their success in a hospital selling environment? Be Competent Stay Focused on Value Profile the Hospital Connect with the Right People Selling in a Dynamic Hospital Environment
Question for the audience: What topic is your company focused on most when training your hospital sales team? A. Business acumen B. Market knowledge C. Selling skills D. All are equally important Selling in a Dynamic Hospital Environment
What can trainers do to optimize their team’s success in a hospital selling environment? A High-Value Hospital Sales Professional Has Local Market Knowledge Conveys ROI Positions for Triple Aim/PHM Finds Mutual Goals Holds Own in the C-Suite Possesses Business Acumen Selling in a Dynamic Hospital Environment
QUESTIONS? Selling in a Dynamic Hospital Environment
Thank you for attending the webinar Selling in a Dynamic Hospital Environment For more information, please contact CMR: 844.790.3021 solutions@CMRinstitute.org CMRinstitute.org
What are the training implications? Selling in a Dynamic Hospital Environment Need resources on improving access Training on selling evidence-based medicine Need to develop team's business acumen Training for selling "above the doc" Training Implications
Grant Cardone Training SELLING-selling is for me-selling impacts everyone-determines survivability-you have to be able to convince others of your opinion-selling is used everyday by everyone-selling is a way of life -you need to know how to negotiate in life-getting other people to like you is selling-you want to get to other people to please you
The Selling Process Relationship selling is a multi-stage process. Unfortunately, most treatments of relationship selling focus on the duration, rather than the creation. Instead of paring relationship selling as a polar opposite to traditional selling, it should be a transformation of the traditional selling process.
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covering three key areas of selling skills. It also provides an assessment of a salesperson's selling style against three well-established behavioral concepts in the sales literature--adaptive selling, relationship selling and customer-oriented selling (Figure 1). Figure 1. SCQ concept model of sales process CUSTOMER-ORIENTED SELLING
personal selling is the only organisational function that still espouses contact (direct or indirect) with customers, where concluding that sale is the desired outcome. Personal selling Personal selling. 1 1 .6 .1 Personal selling and the customer. personal selling and , , , the .
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Dec 06, 2018 · Dynamic Strategy, Dynamic Structure A Systematic Approach to Business Architecture “Dynamic Strategy, . Michael Porter dynamic capabilities vs. static capabilities David Teece “Dynamic Strategy, Dynamic Structure .
RM0008 Contents Doc ID 13902 Rev 9 3/995 4.3.1 Slowing down system clocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
