When did you first notice a
marketing team’s effort making
a real difference in the success of
your team? How did it happen?
What were the results?
MARK FOSTER: At Smith &
Nephew we had a marketing team
that did a nice job with analytics
and identifying opportunities. Our
product manager went above the
call of duty to do analytics to push
to the field to identify opportuni-
ties in their territory. As you know,
sales reps gravitate towards easier
products to sell, the low-hanging
fruit. Through analytics, the mar-
keting team identified our actual
territory gaps. They really handed
to each sales rep on a platter a
place to go, and they followed it up
with talk tracks, brochures, what
to say. Doing the work from both
a targeting perspective and arm-
ing them with tools of what to say
when they got there.
RYAN HARTMAN: Prior to the
launch of SpyGlass TM DS System, a
single-use, single operator digital
cholangioscope, we transitioned
to an evidence-based, value-based
economic marketing model. In the
past we would launch innovative
products that we would put into
the marketplace, see how things
went, and then support it with
value propositions, sales collateral
and clinicals after launch. With
this launch we were able to hit the
mark right away, at the time of
launch, meeting sales force ex-
pectations in providing evidence-
based pricing, value propositions,
collateral and value briefs. There
was a laundry list of things we
provided to sales to substantiate
the economics of our product. This
was one of the most recognizably
successful launches we have had.
TONY ZEZZO: A recent example
focused on our HIV point of care
test. The CDC (Centers for Disease
Control) communicated guidelines
to use the most sensitive test available. To be able to communicate
this information and position our
product effectively in alignment
with these guidelines, we had to
translate technical information
into messaging that our field force
could easily communicate, and
that a customer could understand.
The marketing team effectively did
this. And in this instance it helped
us protect our customer base and
in some cases gain new clients.
What do you feel are the most
important activities a marketing team should focus on to help
ROB D’uRSO: In my opinion,
marketing’s role is to define what
success looks like, determine how
it will be measured, develop the
road map, and provide tools and
direction for sales to achieve it.
In this light, the most important
activities a marketing team can do:
• Early on, develop a full understanding of a market to ensure that
In Healthcare Sales & Marketing, we often look
at the prism of these two disciplines to determine how they can better coordinate, collaborate, strategize and execute. Marketing needs
to know more about sales. Sales needs to know
more about marketing. And both groups need
to know more about customers and the ever-changing landscape.
Recently we held a panel to examine how sales and marketing could better understand and work with each other. In this issue’s exercise, we look
more closely at the responsibilities and actions marketing can take in
bolstering the role and success of sales.
What can marketing professionals do to really move the needle and be a
true business partner? What contributions and actions create an environment of mutual respect? How can marketing communicate the research,
rigor and reasons behind how decisions are made, so sales professionals
can maximize the strategies, tools, programs and tactics that are created
to ensure their success?
Today HS&M talks to four leaders who have seen the territory from both
sides, and offers here their insights and best practices on optimizing the
collaboration between sales and marketing.