The Traits of a Successful Hospital Salesperson
 One of the biggest challenges faced by sales managers is hiring salespeople that will be successful developing high level relationships and driving customer share in an acute care setting. When trying to find a great clinical rep that will also thrive in an environment with multiple call points from OR to C-suite, there are dozens of personality traits that come into play. At Technology Access Partners, we have had the opportunity to assess and train thousands of medical device salespeople. Our work has enabled us to identify specific traits that tend to make some salespeople more successful selling to hospitals than others. In order to categorize and describe these traits we use the acronym (CAFE) to identify the four most critical ones necessary to be successful, regardless of whether they sell capital equipment, high cost implantables, diagnostic imaging or any other type of medical product. [C]AFE - Coach Ability Gone are the days where being a great medical device rep was based solely on the strength of the salesperson's relationship with the physician or hospital clinical personnel. Today, there are many environmental changes affecting medical device sales teams; economic, regulatory and operational.
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Join us for this important discussion on Thursday, January 24, 2013, from 1:00 PM - 2:00 PM EST Click here to registerThe new Accountable Care laws are shifting the healthcare marketplace from a volume-driven market to a value-driven one. As a result, hospitals are demanding more from device companies than simply innovative and reliable products. Hospitals now expect companies to help them better manage patient care, improve clinical and financial performance and function as a true business partner. During this complimentary, 60-minute webinar we will discuss: - The changing healthcare paradigm: from volume to value.
- Establishing a sales management process that is strategic, measurable and accountable.
- Developing a comprehensive suite of hospital economic resources.
- Establishing a core economic language and understanding within your sales team.
- Implementing a process for mapping and evaluating hospital accounts and key hospital stakeholders.
- Developing stakeholder-specific strategies and tactics.
- Optimally engaging salespeople and their clinical relationships in the partnership process.
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Accountable Care Driving Hospital CFO Involvement in Operational Decisions
Hospital CFOs do not generally involve themselves in most operational decisions. They tend to leave such responsibilities to the stakeholders that are better suited to deal with those decisions, such as Department Administrators, the COO and the Medical Director.
The new operational demands and financial penalties associated with the Affordable Care Act is forcing the financial stakeholders to take a more active role in operations.
To read more about some of these changes in stakeholder responsibilities click here.
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