Surgical Device Sales

EXPERT

Comprehensive Guide to landing a Surgical Device Sales Job and tools for generating Millions of Dollars during your career.

Fast Track Expert, LLC1

Section Page1 Introduction 32 93 274 Surgical Sales Career Progression 635 30/60/90 Plan for your Interview 726 Interview Preparation 787 Apply for the Top 100 Surgical Device Jobs 97

Section Page1 Mind-Set of a Surgical Sales Millionaire 1092 Summarize your Company's Website 1183 30/60/90 Day Preparation 1244 Key Skill-Sets 1385 Field Sales Preparation & Targeting 1486 Marketing Card Sales Process 1707 Most Powerful Sales Concept 1938 Steps of Surgeon Engagement & Acquisition 2109 Key Decision Maker Engagement 221

10 Product Approval - Value Analysis 24111 Conducting a Trial 25212 Capital Sales Process 26513 Getting Paid / Think like a Surgical Device Buyer 280

Professional BehaviorSurgical Sales Resumes

Table of Contents

Millionaire’s Surgical Device Sales Tools

Landing a Million Dollar Surgical Device Sales Job

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Surgical Device Sales Millionaire helped me generate $7,000,000 during my 3rd year in surgical sales.

Do NOT read this book…Unless

• You would like to become a millionaire• You would enjoy traveling the world• You would like owning several homes in beautiful

areas throughout the world• You enjoy owning a truck, car and a motorcycle (or

two)!• You would like to improve the world of healthcare• You would like to work with the most advanced

technologies in the world• You would like to work on the cutting edge• You would like to save lives• You would like to work with the smartest people on

earth• You would like to LOVE YOUR JOB! Does

anything else really matter?

There have been more millionaires created from Medical Device Sales that any

other sales job in the world. Medical device sales can also be very fun and

exciting. I’ve had the great fortunate to watch brain tumors being removed,

hearing restored with a laser beam, robots removing cancer from the inside of a

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patients stomach, fertility restored by the magical touch of a gifted surgeon with an

optical scalpel.

Medical and Surgical sales is also an honorable profession. You get the

opportunity to improve patient’s lives. You will see incredible surgeons using

gifted hands to save a patient’s life. You will see the miracle of medical science on

a daily basis. The greatest part of it all is that you become a critical piece in

helping surgeons and medical professionals do their jobs. You get the opportunity

to stand next to a surgeon and coach him on the best technique for removing a

spine tumor. You get to coach a surgeon through the technical process of attaching

electricity to a patient’s chest to keep their heart pumping. You get the opportunity

to coach a surgeon through fixing a broken leg or arm. If you can think of a more

rewarding sales job I’d love to hear about it.

Surgeon’s need us.

It always amazes me when a surgeon says he doesn’t meet reps, he is not

interested in new technology or doesn’t need our help. The honest truth is that

there is not a single item in the Hospital that is not sold by a Medical sales rep. Let

me repeat that…THERE IS NOT A SINGLE ITEM IN A HOSPITAL THAT

WAS NOT SOLD BY A SALES REP. Surgeons don’t make products in their

garage. Medical don’t magically appear in the OR for the surgeon to use. Products

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are not dropped off by a mysterious device angel. Each and every product used in

the hospital is created by a company and sold by a sale’s professional. The sales

person is not just important to a hospital, they are vital. Without sales professionals

and medical device reps healthcare would not exist. Without sales reps: Hospitals

would not be built, ambulances would not exist, people would have no reason to be

doctors, nursing would not be a profession, and surgery would not be an option.

Let me help you understand why sales reps are critical to EVERYTHING in

healthcare. Hopefully this helps you understand why sales reps are so important to

healthcare. This is what we sale:

• The land that the Hospital is built on. Sold by a rep.

• The parking lot, grass, trees and flowers that surround the hospital. Sold by a

rep

• The wood, steel beams, insulation, roofing, and everything it takes to build

the hospital. Sold by a rep.

• The carpet, tile, paint, bathrooms, toilets, showers, lights, hand dryers, sinks,

pluming. You get the point…If you can see it in a hospital, it was sold by a

sales professional. I’m not finished, let’s talk about what is used.

• The operating rooms, the lights, the beds, the cabinets, the monitors, the

doors, the sinks…Reps

• The gloves, the hats, the scrubs, the glasses, the drapes, the body coverings,

the masks, the cleaning supplies…All sold by Reps.

• Every single item that touches the surgeon or the patient was sold by a sales

professional.

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• It is estimated that there are over 100 Million products sold in order for

healthcare to thrive

Money is extremely important to healthcare Like it or not, everybody is motivated by money. This is good. Money

motivates people to get creative. Money motivates smart people to become

surgeons. If money didn’t matter we would have average products, mediocre

doctors, dirty hospitals, and a lot of sick people. If private companies didn’t make

money they would stop creating new medical tools. If there was not competition to

make money in healthcare companies would not be constantly improving their

products. If the government took over healthcare and sales reps no longer mattered

people would get sick, poor and hopeless. Money, competition and sales reps are

extremely important. Please don’t forget this when your job gets hard, a surgeon

yells at you or you have a bad day. Sales reps make the world go round. People

involved in selling in healthcare are some of the most important people on earth.

I’m writing this book because I love what I do, I think medical sales reps are

extremely important and I know there is a better way to make money. I’ve spent

the last 10 years creating the very best sales tools available for making millions of

dollars in medical device sales. I’m going to share with you simple tools that will

get you in the game and keep you making millions of dollars year after year. This

book is a culmination of tools that were created and compiled during my surgical

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sales career. My goal was to make these sections short and sweet. No stories, fluff

or BS, just specific actions and tools to help you sell more products and make more

money

Happy Selling,

Fast Track Expert, LLC

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The set of traits in the first section of this book will be the foundation that you build your million dollar surgical device career around.

Disclaimer: NONE of the ideas and tools in this book will be worth a DAMN unless you carry yourself with the upmost class and professionalism. The first section in this book is on Professional Behavior. Please read this next section carefully.

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Professional Behavior

Surgical Sales Expert

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I could not create a Medical Sales book without giving credit to a man that changed my professional medical sales career. Mace Horoff has been a huge influence in my professional career. I recommend that you read his book (Mastering Medical Sales, Healthcare Business Books). I wanted to share some information by the best selling author and consultant Mace Horoff. www.MedicalSalesTraining.com. Mace believes that Successful Medical Sales Professionals live by standards of Professional Behavior. These are the same standards I have lived by to become a Medical Sales Millionaire.

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Standards of Professional Behavior

• Integrity• Empathy• Self-Motivation• Appearance• Self-Confidence• Communication• Time Management

• Diplomacy• Team Player• Respect• Patient Advocate• Provider Advocate• Delivery of Service• Works with Honor

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Integrity Integrity means being morally sound. It means

you can be trusted and are of sound character. People with integrity are honest. Your customers can trust you with confidential information about their patients and their practice

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Empathy

Empathy is your ability to have compassion for the patient and the patient’s family. Having empathy also means that you understand the healthcare provider’s role in caring for patients and their family.

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Self-motivation

Self-motivation is your ability to initiate learning about your products and service and continue to do so on a continuous basis and to stay current with the trends in your industry. It is also your ability to get out of bed every morning with a clearly defined purpose that drives you to do whatever needs to be done to effectively serve your customers and their patients. Self-motivation will empower you to honor the commitments that you have made to your customers without the need for someone to remind you.

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Appearance and personal hygiene

You need to look that way a professional performing your job is expected to look. This includes, but is not limited to, maintaining appropriate clothing, a conservative hairstyle, and minimal, tasteful jewelry. You will also do well to avoid or cover tattoos and piercings. Your grooming will be seen as a reflection of your commitment to professionalism.

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Self-confidence It is critically important that you convey a strong degree

of self-confidence; otherwise, your customers just won’t have trust in you or what you are selling. Remember that they are making decisions that directly affect their patients. Would you gamble with your patient’s life by working with a salesperson who doesn’t appear to be very confident? No one wants to be treated by a doctor who lacks confidence in his or her clinical abilities. Similarly, you will find that healthcare professionals seek to do business with medical professionals that project confidence in their products or services and in themselves.

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Communications

Professionals know how to speak clearly, write clearly and legibly, and effectively communicate their thoughts in a way that is easily understood. An important part of good communication is to be an active listener. The information that your customers provide you is what allow you to help them treat their patients with your products and services. You must be clear that you understand in a way that confirms it. Your customers also must be very clear at all times about what you are telling them.

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Time Management

Your job as a medical sales representative is essentially the same as running a small business, and your success will be determined to a large extent by your ability to effectively and efficiently manage your time. This is often overlooked by medical salespeople who leave their schedule to happenstance and the influence of others. You must arrive on time for any appointments with your customers or if circumstances prevent that, let them know immediately.

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Diplomacy

Professionals know how to employ tact to gain a strategic advantage. Often, the first words that come into your mind when you are in a tense situation are not the best to use. Diplomacy is really the ability to think before speaking and knowing how to say something that will not offend or conflict with the other party’s sensibilities.

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Team Player

The medical sales professional must often function as part of a team, whether ist is the team of medical professionals providing patietn care or your own sales and support team. Some salespeople believe they can perform better as a “lone wolf” than as a team player, but lone wolves almost never do as well as those who take advantage of all of the resources and talent available. There are times when you must depend upon other are depending upon you. You must both act and be perceived as a team player to maximize your success.

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Respect

A medical sales professional is always polite to others, including his competitors; even to customers that are not always easy to work with. Speak only with respect about all you customers or say nothing at all. When you “badmouth” on customer to another, that customer may then wonder what you say about him or her to others. It is important not to use derogatory or demeaning language about anyone, ever. A word of advice is to never say anything about someone that you would not say if they were in the same room.

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Patient Advocate

The medical sales professional will always place the needs and the well-being of the patient above all else. This can be painful when the short-term potential to lose a sale in a consequence of doing the right thing. However, the price for not doing the right thing will be longer lasting. Remember that the patient comes first, no matter what.

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Physician and healthcare provider advocate

The medical sales millionaire will always act in a manner that demonstrates he or she has an understanding for and supports the needs and goals of the healthcare provider. That means that you won’t sell a product or perform a service if there is a chance in could damage the physicians or healthcare provider’s professional reputation. This means placing your customer’s needs ahead of your own, but never ahead of the patient’s.

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Careful delivery of service

The medical sales professional masters tand maintains all the skills necessary to perform his or her job at the highest possible level. This includes thorough checks of all instruments, equipment and products and following policies, procedures and protocols consistent with best industry practices. With the patient as the ultimate beneficiary of your product or service, recognize the need to do everything to help the healthcare provider produce the optimal outcome.

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Honor the medical sales Profession

The medical sales professional will always act and behave in a way that brings credit to his or her profession. This means that you will never behave in a way that may cause customers to distrust you or other members of the medical sales profession. Always be realistic in terms of your capabilities and the limitations of your product or service.

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Resume Creation

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Surgical Sales Expert

The Surgical Device Sales Search is a Sales Process

The Product = You

The Buyer = The Employer

Purchase = Pay a Salary for Work

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The ProductBenefits

Difference

Potential Buyer

Elevator Speech

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The Job Search is a Sales Process

The Product = You

The Buyer = The Employer

Purchase = Pay a Salary for Work

Marketing Brochure = Resume

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Personal Information

•Address – full address

•Phone Numbers – easiest one to reach you

•Email Address – permanent / personal

•Open to relocation

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Resume Objective

“What is this product used for?”

• What job do you want?

• What size/type of companydo you want to work for?

Keep it short, sweet, and focused!

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Sample Resume Objectives“I seek a management position that utilizes my

expertise in Selling Disposible and Capital Equipment.

“Wishing to secure a medical sales position within a growing healthcare organization."

"Develop and execute creative and powerful business and marketing initiatives that align company sales goals and exceed customer expectations in order to increase company profits and achieve personal productivity goals. Conduct all business around the principles of integrity, excellence, empowerment, and growth.”

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Resume Objectives• Tailor your objective to the job• Personal branding statement?

– Objectives can help you transition– Objectives are great places for keywords– Objectives are “cover letter insurance”

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Employment HistoryWork Experience

Professional Experience

EmploymentWork History

•Bullet points not paragraphs•Reverse chronological order is the way to go

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Employment History Reverse Chronological Order

Dates of EmploymentEmployer Name Job TitleWork Duties/Job Description

– Accomplishment– Accomplishment

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Employment HistoryUse action words for your resume:

Managed Recruited Sold

Controlled

Coordinated Facilitated

Created37

“• Was actively involved in 3 competitive acquisitions that generated an additional $500,000 dollars in revenue• Developed working relationships with upwards of 400+medical professionals.

• Named salesman of the western region for 4 consecutivemonths (averaged 45 units sold).• Averaged 30 units sold per month for 12 months(Generating $432,000 in revenue).• Expanded the Utah territory from 0 to 80 referring clinicswithin my first 10 months• Delivered over 100 in-services on our products andconducted 8 educational seminars for Doctors, Physical Therapists, Chiropractors, Family Practitioners, and Orthopedic Surgeons that referred and used my Electo-stim machines.

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Employment HistoryBullet Points

• Can you make money for thecompany?

• Can you save money for thecompany?

• Can you save time for the company?

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Quantify Your Accomplishments

Any way you contributed to revenue, growth, or profit for the company.

Revenue Rankings Direct Reports Production Accuracy

Budget Projects Schedule Turnover Rate Procedures

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Quantify Your Accomplishments

•Help make them relative to some other piece

• Special merit increase or promotion

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Employment History Issues

• Same employer?– Laid off?– Job hopping?

• List reason laid-off• Laid-off with lots of others?

• Add explanations if needed

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How Far Back Should You Go?

• Recent College Grad:– Include college/high school employment

• 5- year Workforce Veteran:– Only post-college– Exception—significant college job

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Education• Most recent degree first

• Type of degree

• Major and date

• GPA – only if recent graduate, only above 3.0

• Professional Development Courses

• Certificate Programs

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Keywords• Resume Search Optimization (RSO)• Skills and accomplishments that matter• Buzzwords, terminology and jargon• Surgery-specific terminology• Read job openings• Search words• Data-base search

• By company• Product names• By customer

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KeywordsLooking for a new job in the same field?

Search job postings

Corporate websites

Recruiters

Transitioning to a brand new career area?

Creative thinking

Transferable skills

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Professional Accomplishments

• Publications• Research• Presentations• Lectures• Courses• Seminars• Relevant Dates• Hobbies?

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References

“References available upon request”is unnecessary.

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Resume Length

Out of college less than 5 years: 1 page resume

In the workforce 5-20 years: 1-2 pages

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The Look of Your Resume

•Must be easy to read•Bullet points are your friend•White space, too•No “creative” colors, fonts, designs•Focus on the message, not the deliverysystem

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Resume Examples

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Surgical Sales Expert

SUMMARY OF QUALIFICATIONS • Territory management of surgical biologic tissue implants for the use in bariatric, general / colorectal, vascular,

neurological, urogynecological, plastic and reconstructive procedures. Work directly with surgeons in the OR evaluating and implementing my products on a day to day basis.

• In charge of selling and evaluating surgical disposables in the OR, ICU’s, Cath Lab and Plastic Surgery Centers.Dealing directly with Materials Management, Purchasing and each department of the hospital including; OR Directors, plastic and cosmetic surgeons, general, cardiovascular surgeons, ENT, ER, Radiology, Anesthesia, ICU’s and staff.

• Worked closely with administration and hospital staff implementing a discharge and follow up plan to satisfy theneeds of patients in and out of the hospital.

• With extensive contacts working in the medical field, I have excelled in professional sales and have been recognizedas an exceptional performer in the New Orleans and Dallas Market.

EXPERIENCE

Synovis Surgical Innovations, Dallas, TX 8/2010 - Present Territory Sales Manager/ Surgical Implant Division Representative of biologic tissue implants for the use in laparoscopic and open surgery procedures for staple line reinforcement, hernia repair, breast reconstruction, colorectal and vascular cases.

• Recognized 2011 Quota Busters Award• Overall territory percent to plan for product sales 171%• Total territory percent to plan in overall sales 122%• Year over year product growth 68% with total territory sales growth of 33%• Miller Heiman 2011 strategic selling training program

DeRoyal Industries, Dallas, TX 8/2006 – 8/2010 Area Manager Acute Care Division/ Surgical Sales Representative of Surgical Products and Wound Care for the Acute Care Division, selling operating room and medical device products, disposables and Advanced Wound Care, to hospitals and surgery centers for Central, Dallas, North and East Texas.

• Ranked # 1 out of 78 area managers in growth, maintenance and overall sales 2009• Ranked # 1 President’s Club Winner 2009• Total territory Percent to Plan over 125 percent 2009• Promoted Field Trainer 2010• Ranked # 9 overall 2007-2008

LINCARE Home Respiratory, Dallas, TX & New Orleans, LA 3/2005 – 8/2006 Medical Sales Representative Representative for Home Respiratory Products, Unit Dose Medications, Oxygen Home Therapy, Nebulizers, and CPAP/BPAP equipment. Referral Sources Include Pulmonologists, Cardiologists, Family Practice, ENT, and Internal Medicine.

• 2005- Ranked 2nd in State of Louisiana out of 20 state wide representatives.• Ranked 45th out of 800 sales representatives nationally.• In 2005 Grew New Orleans territory 2nd quarter 30% and 3rd quarter 35%, Dallas Territory 4th quarter 110%.• Completed 14 day LINCARE QP3 Sales Training Course with 96 Average.

DANCEL Litigation, New Orleans, LA/ Biloxi, MS 2/2003 – 3/2005 Trial Consultant/ Sales Representative Marketing paperless trial services to potential and existing clients, working closely with attorneys, legal staff and trial technicians in and out of the courtroom, for case trial purposes.

• 2004-2005 succeeded in over twenty trial case wins in the state of Louisiana and Mississippi.• In charge of case organization and sales for the New Orleans and South Ms Territory.

HONORS and ACTIVITIES Dean’s List and Student Broadcaster’s Association: Hattiesburg, MS. Volunteer Share-A-Smile Children’s Foundation, Marketing Board for IDEA Work’s INC., and Las Colinas Polo Club: Dallas, TX.

EDUCATION

B.A., Radio, Television, and Film with emphasis in Broadcast Journalism, USM, Hattiesburg, MS 2003

Name / Address / Email / LinkedIn Hyperlink

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Professional Experience

Aug – 11 to Present Medtronic Sales Representative

Responsible for selling Neuromodulation implant (Interstim) to Urologist, Colo-Rectal, GI, General, Gynecologist in the OR and Surgery Centers, adopting and implementing Interstim technology for utilization and growth. Provide clinical / consultative selling skill during procedure to Surgeon and staff.

• Exceeded Quota, 2011 (118%)• Ranked 30 out of 145 reps 2011

Sept - 05 to Aug - 11 Conceptus Senior Sales Representative / Sales Trainer

Responsible for selling Surgical Implant (Essure), Uterine Ablation technology procedure (Thermachoice), Capital Equipment to OB/Gyn, Urologist, Gynecology in OR, Surgery Center and Physician Office.

• Exceeded Quota, 2005, 2006, 2007, 2008, 2009, 2010, 2011 • Presidents Council, 2007, 2008, 2009, 2010 • # 10 of 120 reps, 2010 • # 8 of 88 reps, 2009 • # 6 of 80 reps, 2008 • Trained reps while exceeding quota 2007 – 2011

Nov - 03 to Sept - 05 Johnson & Johnson Ethicon Sales Representative

Responsible for selling new Biotech Surgical Sealant (Crosseal), Capital Equipment and Disposables to Vascular – CV – ENT – Thoracic –General Surgeons in the OR – Surgery Center. Also responsible for Capital Equipment contracts, managing GPO’s and IDN’s.

• Exceeded Quota, 2003, 2004, 2005• Presidents Club, 2004• Promoted to Sales Trainer, 2004• # 1 of 75 reps, 2004

Aug - 00 to Nov - 03 Smith & Nephew Sales Representative

Responsible for selling new Tissue engineering technology (DERMAGRAFT) to Burn – Plastic – Vascular – Orthopedic Surgeons in the OR and Surgery Center.

• Exceeded Quota, 2000, 2001, 2002• Living Vision Award Winner, 2001, Rookie of the Year 2001• # 14 of 82 reps, 2000• # 5 of 82 reps, 2001• # 7 of 82 reps, 2002

Name / Address / Email / LinkedIn Hyperlink

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Dec - 99 to Aug - 00 Johnson & Johnson Ethicon – Mitek Division Sales Representative Responsible for selling Orthopedic Implants, Capital Equipment Knee, Shoulder, Hand and Foot sets to Orthopedic Surgeons in the OR, Surgery Center. Manage Distributor reps.

• Exceeded Quota, 1999• # 16 of 100 reps, 1999

Mar - 94 to Dec - 99 Regent Medical Sales Representative Responsible for selling Surgical Gloves to Surgeons in OR – Surgery Center, managing GPO contracts and Distributor reps.

• Exceeded Quota, 1996, 1997, 1998, 1999• Crown Club Award Winner, 1997, 1998, 1999• Promoted to Sales Trainer, 1997• # 9 of 73 reps, 1999• # 15 of 73 reps, 1998

Mar – 92 to Mar - 94 Smith & Nephew Sales Representative Responsible for selling Surgical Gloves to Surgeons in OR, Surgery Centers. Managed Distributor chains and reps.

• Exceeded Quota, 1993, 1994• Presidents Club, 1994• # 1 of 65 reps, 1994

Sept – 90 to Mar – 92 Intertech Resources Inc. Sales Representative Responsible for selling Anesthesia Products, Disposables and Capital Equipment to OR and Surgery Centers, managing Distributor chains and reps.

• Exceeded Quota, 1991• # 19 of 92 reps, 1991

Education BBA, Minor in Management, Tarleton State University, May 1990

Professional Development / Memberships

• Licensed Emergency Medical Technician (EMT), 1996

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PROFESSIONAL EXPERIENCE:

Paragon Anesthesia – Dallas, TX Apr ‘10 – Present Sales Manager

• Responsible for successfully planning and achieving sales goals set forth by management.• Provided support and direction for a 4 person sales team in growing office based anesthesia in the OBGYN arena.• Spearheaded management’s focus of franchising our business model to other markets.• Sales growth has increased from 400 cases to 600 cases per month.• Currently have 4 franchised “Paragon” markets in Texas and Utah exceeding 300 cases per month.• Work directly with OBGYN’s in promoting office based surgery throughout the DFW area.• Directly responsible for sales growth exceeding 1,000,000 per month.

Hologic/Cytyc Inc – Marlborough, MA Dec ‘06 – Feb ‘10 Novasure - Territory Manager/GYN Surgical Division (Oct ’07 – Feb ’10)

• Sold Novasure endometrial ablation device to OBGYN’s in the OR and office setting.• Exceeded quota for 5 consecutive quarters and was recognized company wide for 122% to plan in Q2 2008.• Presidents Club award winner in 2008 finishing 11th out of 132 reps.• Consistently finished in the top 15% in the quarterly surgical sales ranking report.• #1 company wide for in-office sales growth, a key initiative for the company.• #1 in sales growth for Adiana tubal sterilization in 2009.• Used clinical studies to inform and obtain buy-in from doctors to use Novasure over competitive devices.• Provided hands-on training and proctored doctors during procedures.

Neuroscience Sales Specialist-Southern Region (Dec ‘06 – Oct ’07)

• Responsible for selling the Gliasite Radiation Therapy System (RTS), a brachytherapy for brain tumor patients.• Main call points are neurosurgery and radiation oncology.• Present for all craniotomies to assist the neurosurgeon with implanting the balloon/catheter into the tumor bed.• Consistently use clinical data and phase I-III studies to inform and educate the neurosurgeons and radiation oncologists

on the benefits of Gliasite for their brain tumor patients and obtain their buy in for implanting and treating.• Trained the radiation oncologist on injecting and removing the liquid radiation which is loaded into a subcutaneous

catheter port that fills the balloon to kill remaining brain tumor cells.• Major accounts include MD Anderson, Presbyterian Hospital of Dallas, Methodist Dallas, Memorial Hermann.• Transitioned in to the Novasure role due to the Gliasite division being shut down.

Datascope Corporation – Mahwah, NJ Aug ’06 – Dec ‘06 Territory Manager Interventional Division - North Texas

• Responsible for selling vascular sealing devices, chronic dialysis catheters, mechanical thrombectomy devices andmanual assist pressure dressings.

• Call points include hospital Cardiac Catheterization Labs, Radiology, Cardiologist and Interventional Cardiologist,Interventional Radiologist and Nephrologists in the hospital setting.

• Closed 3 new accts within the first 2 months with our OnSite vascular closure device and Prolumen thrombectomydevice.

• Successfully navigated a competitive market and regained product placement in top accounts that had switched tocompetition.

• Through October sales was 167% to plan.• Ranked #1 in my training class of 7 recruits.• Datascope announced withdrawal from vascular sealing market October 19th and subsequently closed the division down.

Name / Address / Email / LinkedIn Hyperlink

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DeRoyal Industries – Powell, TN Aug ’04 – Aug ‘06 Patient Care Area Manager-North Texas

• Sold orthopedic products including spine bracing to neurosurgeons, orthopedic surgeons, hospitals and clinics.• Responsible for developing relationships within the hospital which include material management, OR, ICU, ER,

and all nursing staff personnel.• “Rookie of the Year” candidate 2005.• Ranked 5th overall out of 68 reps in our “Spinal Bracing” in a hospital setting contest during 2004-2005.• Inherited a territory that was down 16% with an overall loss of $215,000 in business for 2004 and turned it around

to show a positive growth of 4% in 2005.• Ranked #1 in “spine” growth and 113% of quota for 2006.• Received a 5% increase in salary following 6 and 12 month review based on 100 percent success in 12 different categories.• Promoted to field trainer January 2006.

Maxxim Medical - Clearwater, FL Jul ‘01 – Mar ‘04 Medical Account Manager-North Texas

• Successfully sold custom/standard procedure trays, protective apparel, surgical/exam gloves and bio-safety products.• Generated $200,000 in new surgical/exam business from Jun ’02 – May’03.• Responsible for growing the Baylor Healthcare System exam glove usage to $1.8 million/year.• Maintained existing sales and established new sales of various products in an operating room environment.• Consistently placed in the top 10 in the quarterly “Sales Driver” glove contest, which rewards obtaining surgical

and exam glove evaluations and converted business.• Recognized as substantial contributor to the #1 Region in the U.S. with a 17% increase in sales ’03.• Managed large system opportunities and established key relationships with distribution partners and large IHN’s.• Trained new sales representatives on making presentations, product knowledge, and closing new business.

Accu-Pak Inc.- Carrollton, TX Mar '98 – Jul ’01 West Coast Sales Representative

• Capital Equipment Sales Representative in industrial packaging market.• Successfully sold PLC based packaging equipment to small, medium and large businesses.• Increased customer base by 20% in first year while maintaining existing base.• Achieved 115% of quota in first year.• Increased Westcoast territory from 10 to 15 states due to excellent sales penetration in initial territory.• Major accounts include Frito Lay Inc, General Mills, Mission Foods, and Hershey’s.

Ogilvy & Mather Advertising Agency - Los Angeles, CA Jan ‘96 - Jan '98 Media Planner, Assistant Account Executive Accounts: PacifiCare Health Systems, GTE Wireless, FHP Healthcare, American Express

• Assisted in the development, presentation, and selling of a marketing program that resulted in a $10 million multi-targetedmedia campaign consisting of television, radio, and outdoor in nine FHP regions.

• Contributed to the development, execution, and sell-through of the PacifiCare FY97 regional advertisingcampaign.

• Actively participated in the presentation and obtaining client approval of the GTE Wireless RelaunchCampaign in San Diego.

• Researched and analyzed competitive media and marketing data to determine current branding efforts,forecasting future trends, and identifying future sales opportunities.

EDUCATION: Tarleton State University

Bachelor of Business Administration - December 1995 Major: Marketing Cum GPA: 3.2 Collegiate Athlete – Football Scholarship

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Sales Experience

• LSI Solutions January 2012 - Present

Surgical Sales Consultanto Responsible for selling complete product portfolio of laparoscopic devices including

Ti- Knot, Cor-Knot, and the RD-180 Suturing device into the operating roomo Call points include Cardiothoracic, Bariatric, General Surgeons, and OBGYNso Launched Core Knot in Dallas/Fort Worth and placed product within Methodist, Baylor, UT Southwestern St. Paul,

Heart Hospital, Presbyterian, THR, and HCA facilities within 6 months.o Achieved over 100% to quota for every month of employmento Highest grossing territory in Nation with over 150% growth over base sales to dateo Ranked #2 out of 15 direct representatives

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• MI Surgical Devices April 2010 – December 2011

Medical Sales Representativeo Responsible for selling products into the OR and Endoscopy Suites that include disposables and capital equipment.o Physician call points of: Colorectal surgeons, Bariatric surgeons, General surgeons, and Gastroenterologisto Responsible for getting products pulled through P&T committees in the largest hospitals within the Baylor

Healthcare System.o Trained and provided In-Service for OR staff on protocol for procedure and protocol for physician’s surgical

schedulers in patient selection and procedure scheduling.o Responsible for selling ARM, Urodynamics, and Gastric Manometry equipment into hospitals and physician offices.o Sold first Solar GI ARM system in the US into Baylor Dallaso Increased utilization of Secca procedure from 1 Colorectal Surgeon to 6 Colorectal Surgeons within 6 months.

Product Lines: Secca, Stretta, Solar GI, Solar GI ARM, Uroflowmeter, Ohmega/pH Impedance

• Eisai Pharmaceuticals November 2004 - March 2010

Medical Sales Specialists-Neurology Specialty (Promotion)o Responsible for calling on Neurologist, Geriatric Psychiatrists, High Volume PCP, and Gastroenterologist

in the Dallas/Fort Worth area.o Responsible for developing pharmacy target accounts within Scott and White hospitals and clinics to increase

utilization by gastroenterology, PCP, and Internal Medicine offices.o Developed Thought Leaders for Aricept that spoke with colleagues, long term care pharmacies, and nursing homeso New to Brand Aricept Contest Winner for Dallas Districto Pinnacle Award Winner for 2008 and 2009.

Name / Address / Email / LinkedIn Hyperlink

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Medical Sales Specialist-Primary Care o Responsible for calling on Neurologists, Geriatric Psychiatrists, Nursing Home Physicians and Practitioners, Family

Practice and Internal Medicine physicians in the North Austin territory. o Developed key relationships with Long-Term care pharmacies and Nursing home facilities.o Responsible for developing top 2 opinion leaders within Texas as Aricept Championso Coordinated speaker, educational, and Medicare D programs for physicians and mid-level providerso Promoted to Medical Sales Specialist in June 07.o Ranked top 12% of Nation for 2005 as 48 out of 398o Ranked top 10% of Nation for 2006 as 38 out of 398o Number 2-chart climber in the Nation from ranking of 296 to 38 for 2006.o District HHC Award Winner 2006o Pinnacle Award Winner for 2005 and 2007.

• Ferndale Laboratories January 2004 – November 2004

Pharmaceutical Sales Representativeo Responsible for calling on Dermatologist, Pediatricians, and Gastroenterologists covering central Texas and

surrounding areas including Abilene/San Angelo, Austin/San Marcos/Waco, Tyler/Longview/Lufkino Responsible for sales knowledge, anatomy/physiology, and tools encompassing dermatology and gastroenterology

productso Ranked 27 out of 60 representatives nationwide for 2004.o Increased market share 35% for large geographic territory.

• Round Rock Imaging – Medical Imaging Facility November 2002 - January 2004

Outside Sales and Marketing Representativeo Sole representative of sales and marketing for a start-up medical imaging facilityo Established relationships with physicians and their staffs, targeted physicians included neurologists, orthopedic

surgeons, ENT’s, as well as general surgery and practiceo Developed marketing materials and a website for imaging facilityo Increased procedures of CT and MRI from 8/month to 128/month during a 9-month period. (+1600%)

• Mike’s Hard Lemonade March 2002-November 2002

Outside Sales Representativeo In charge of sales for North Texas territory.o Responsible for placement of product and displays in off-premise accounts.o Built territory from cold-calling accounts and working with local distributors.o Developed relationships with chain accounts that incorporated placement of product into multiple stores.o Solely responsible for product placement within territory.

Education

Texas A&M University, College Station Bachelor of Science, Nutritional Science and Didactics • Graduated December 2001

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MEDICAL DEVICE SALES/KEY ACCOUNT MANAGEMENT

Extensive experience in the Medical Device sector, Operating Room, Surgical Suite, and Cardiac Cath Lab. Skill set includes, business to business, account management, C-Suite Negotiation, project management, business model development, contract negotiation, senior leadership, and public speaking. Recognized for my strong ability to cultivate relationships, provide solutions, forge alliances, and communicate at all levels.

PROFESSIONAL EXPERIENCE

MAQUET CARDIOVASCULAR-Dallas, Texas 6/2008-Present Cardiovascular Territory Manager Responsible for directing and organizing territory sales strategy, account management, and technical support for Maquet’s line of Cardiothoracic and Vascular Surgery product portfolio consisting of Endoscopic Vessel Harvesting (EVH), Off-Pump CABG (OPCAB), Open Surgical Grafts, Proximal Anastamosis Devices and Cardiopulmonary (Cardiac Perfusion) devices. Successfully managed territory consisting of Dallas Metro Area and East Texas. Responsible for driving 5 million dollars in sales while growing business and exceeding sales plan/quota in the process. Accomplishments: - 2011 Maquet Cardiovascular Territory Manager of the Year (#1 rank out of 53) - 2011 #1 Power Ranking for Sales Performance Evaluation - 2011 Maquet Presidents Club award winner (top 10% of sales force) - 2011 Maquet CVTM Total Plan Achievement Award - 2011 Maquet CVTM Growth Achievement Award with over $1.3M in revenue growth - 120% to plan for 2011

-109% Endoscopic Vessel Harvesting -106% Beating Heart -102% Heartstring -111% Cardiopulmonary -550% Capital Equipment

- $591K in Capital Equipment sales for 2011 - Total plan achievement for 2010 - Successful launch and implementation of MECC Miniature Perfusion platform - Establishment of only North American MECC training site - Implementation of community/rural outreach for disease state awareness and surgical indications - Secured 1800 annual hearts for 3 years through a Baylor Healthcare system-wide contract - Conversion of largest ECMO site in Dallas to Maquet platform - 104% to Plan for 2009 - 10% sales growth for 2009 in a mature and saturated market - 25% growth in ASP for primary product - $400K in Capital Equipment sales in 2009 - Competitive Account conversions - Successful launch of Cardiopulmonary line in North Texas - Implementation and Management of Clinical Trial process - Strong defense against low cost competitors - Productive working relationships with local distributors and P.A. groups - Introduction of new technology and premium tier device upgrades - Cardiothoracic Surgery Fellow development and training

Name / Address / Email / LinkedIn Hyperlink

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NOVARTIS PHARMACEUTICALS CORP. – Dallas, Texas 2004 – 2008 Associate Director, Group Practice Management Responsible for the development and implementation of value added tools and services to Cardiology groups in Texas, the Gulf States and Midwest. Target clients consist of physician shareholders, medical directors, and CEO’s of large Cardiology groups in Texas, Oklahoma, Arkansas, Louisiana, Tennessee, Missouri and Kansas. Through my efforts and business solutions detailed below, I ranked #2 overall in sales against my peers, and have grown territory sales volume for my primary products, Diovan, Lotrel, Exforge, and Tekturna by more than 10%. In addition, I lead my peers in launch volume for our new products Exforge and Tekturna. Accomplishments: •Business to Business: implemented referral development plan for Memphis Cardiology Associates, resulting in increase ofover 200% in peripheral intervention case load •Project Management: Developed and implemented disease state brochures, educational CD-ROMs, nurse-led patientinservices, and streaming web videos for Cardiology groups as a patient education resource. •Value Added Tools: Created video based Project Excel staff communication training system for large Cardiology practicesin the midwest and Texas to improve patient satisfaction.

GUIDANT SALES CORPORATION – Dallas, Texas 2002 – 2004 Cardiovascular Rhythm Management Sales Representative Responsible for sales, implantation, and technical support for our line of implantable pacemakers and defibrillators within Cardiology community and hospital purchasing administrators in North Texas territory. Increased sales revenue by over 50% in a territory historically dominated by other vendors. Acquired business from customers who have never used Guidant. Dramatic increase in size of total market through medical community and public awareness campaigns and screenings. Assisted in the development of new cardiologists, enabling them to provide heart rhythm therapy. Built loyalty within physician community by acting as a business consultant to increase referral patterns to their practice. (2003 – 2004)

Cardiovascular Rhythm Management Clinical Representative Responsible for supporting the sales representatives by executing the clinical tasks involving patient care (O.R. implant assistance, emergency patient management, follow-up clinics). Designated mentor for new hire training. Served as clinical studies coordinator for Dallas Region. Given sales assignments for low market share accounts. (2002 – 2003)

NOVARTIS PHARMACEUTICALS CORP. – Dallas, Texas 1998 - 2002 Cardiovascular / Metabolic Sales Consultant Responsible for the promotion of cardiovascular and diabetes management products to Cardiologists, Nephrologists, and Endocrinologists in the Dallas area. Ranked in the top 10% of field for launch of new diabetes drug in 2001. Trained 12 physicians to become speakers for our product line and coordinated over 120 peer to peer lecture programs across the country for those speakers. (2000 – 2002)

Sales Associate Responsible for the promotion of cardiovascular and anti-microbial therapies to primary care physicians in Northeast Texas. (1998 – 2000)

EDUCATION

Bachelor of Science – Biology Abilene Christian University – Abilene, Texas – May 1997

(33 hours Biology, 17 hours Chemistry, 9 hours Pharmacology)

AFFILIATIONS

USA Triathlon North Texas Masters Swimming

USA Track and Field USA Cycling

Dallas Running Club

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OBJECTIVE Seeking immediate full-time employment as a Medical Device Sales Representative

EDUCATION MASTERS OF BUSINESS ADMINISTRATION GRADUATED DECEMBER OF 2010

HARDIN-SIMMONS UNIVERSITY ABILENE, TEXAS Major: Business Administration Cumulative GPA of 3.5

BACHELOR OF BUSINESS ADMINISTRATION GRADUATED-MAY OF 2009 HARDIN-SIMMONS UNIVERSITY ABILENE, TEXAS

Major: Business Management Cumulative GPA of 3.56 Jennings Business Scholarship recipient

EMPLOYMENTSALES REPRESENTATIVE JUNE 2010-PRESENT

BG Medical BG Medical is a rapidly growing medical device company that markets hernia mesh to general surgeons.

The company has tripled its revenue since launching in 2008. Opened new territory as 1099 Rep in Dallas/West Texas selling an off-contract, new technology Documented, consistent, top 10-20% sales performance out of an average of 50 Sales Reps Recognized at October 2011 National Sales Meeting as a member of 250,000 Sales Club Attained over 300,000 in new business since June 2010 employment date

BUSINESS GENERATOR AUGUST 2009-MAY 2010 Farmers Insurance

Farmers insurance, one of the nation’s largest insurance companies, offers commercial and personalinsurance to its clients. The company sales its insurance through independent agents who market FarmersInsurance to the general public and businesses.

Closed multiple deals for personal and commercial insurance agents Marketed agencies through banks, car dealerships, and realtors Received experience with cross selling of current client base

SALES INTERNSHIP MAY 2009-AUGUST 2009 University Directories

University Directories is the nation’s largest publisher of college campus telephone directories. UD hirescollege interns across the country to sell its advertisement. Since the company’s start-up in 1974 it hasbecome the leading campus media and marketing company in the United States.

Sold $26,300 in advertisement via business to business sales Ranked top 10 out 40 in the region Ranked top 20 out 100 in division

BUSINESS MANAGEMENT INTERNSHIP SUMMER, 2008 Walgreens

Walgreens is the largest drug store chain in the United States. The internship program trains interns howto completely manage a multi-million dollar retail store.

Worked with two interns to create a marketing plan for Walgreens prescription savings club Introduced to daily managerial task that included every aspect of retail management Analyzed organizational weaknesses that varied from personnel to finances and worked with

management to develop ways to implement change

CAMPUS TOUR GUIDE/TELE-COUNSELOR FALL 2007-MAY 2009 Hardin-Simmons University Enrollment Services

Hardin-Simmons University is a small Baptist school consisting of 2400 students located in Abilene,Texas. HSU prides itself on offering the best campus experience possible for prospective students.

Learned basic office skills including proper phone and email etiquette Improved communication skills by giving tours and calling prospective students Received experience in team planning and group work to prepare for campus preview days

Name / Address / Email / LinkedIn Hyperlink

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Levels of PromotionBefore going into your interview make sure that you are fully aware of the job description your interviewing for. You'll use the items on the jjob description to help prepare for your interview and to create your 30/60/90 plan.

These are common job descriptions as you rise through the ranks of a surgical device Company. Most business to business sales reps come into a surgical device company as an associate and earn their way up the ladder.

Sales Associate Territory ManagerField Sales Trainer

Regional Sales ManagerDistrict Sales Manager

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Sales AssociatePrimary Job Responsibility:

This is a GREAT opportunity for someone looking to break into surgical device sales. • Assist with managing a geographic region in terms of organization, administration,

expense maintenance, profitability, customer service, trade shows and customer support.• Maintain accurate account records• Execute marketing strategies• Assist with coverage of accounts within territory geographic areas• Identify, establish, and maintain productive relationships with key decision makers• Maintain existing business and assist with development of new business opportunities• Represent OmniGuide Medical Technologies at industry conferences •Respond to

customer requests and resolve complaints• Educate customers to ensure that products are understood and used effectively• Maintain high standards of personal presentation and promote a professional personal and

company image• Contribute to the development of a strong team effort• Communicate market intelligence/competitor activity promptly• Ensure a professional standard of written and verbal communication• Develop and maintain comprehensive clinical and technical product knowledge• Recognize and understand competitive products, features, strengths in relation to the

company’s products• Actively participate in skills development programs• Ability to teach and educate medical personnel, peers, and technical support personnel• Computer proficiency• Entrepreneurial attitude• Handles uncertainty and adversity• Highly ethical• Prioritizes the team over self• Competitive• High energy• Travel 50 – 75%

Knowledge and Skill Requirements:

Education:

• Applicant must be able to: lift heavy machinery into and out of his/her car, stand on his/her feetfor up to 10 hours in an Operating Room, Be able to watch graphic surgeries, Learn complexmedical technology and discuss with surgeons, Applicant must have a reliable car to transport

Job Description

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Education and Training Requirements;

Bachelor’s Degree required with a technical/medical degree preferred.

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Primary Job Responsibility: • Execution Orientation

• Execute plans to achieve company goals and objectives• Achieve sales targets• Maintain accurate account records• Execute marketing strategies• Ensure effective coverage of accounts within territory geographic areas• Control expenses

• Influence and Selling Skills• Identify, establish and maintain productive relationships with key decision makers• Plan and implement effective sales/product presentations• Maintain and expand existing business and develop new business opportunities• Representative at industry conferences• Develop and implement strategies to counter competitors

• Customer Service·Respond to customer requests and resolve complaints

• ·Educate customers to ensure that products are understood and used effectively ·Maintain high standards of personal presentation and promote a professionalpersonal and company image

• Communication and Company Support• Contribute to the development of a strong team effort• Train and mentor junior sales reps• Demonstrate the capability to lead, hire and develop a sales team• Actively participate and lead company initiatives such as product launches, key

customer programs and strategic planning sessions• Communicate market intelligence/competitor activity promptly• Ensure a professional standard of written and verbal communication

• Self Development and Product Knowledge• Develop and maintain comprehensive clinical and technical product knowledge• Recognize and understand competitive products, features, strengths in relation to

the company’s products• Actively participate in skills development programs

Territory MangerJob Description

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Knowledge and Skill Requirements:

• 4 plus years surgical sales experience in a hospital environment• Demonstrated success in previous sales role; indicating a high level of sales

performance

• Ability to teach and educate medical personnel, peers and technical support personnel

• Computer proficiency

• Ability to travel 50% of the time

Education and Training Requirements;

• Bachelor’s Degree required with a technical degree preferred

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Prerequisites: 1. Minimum 1 year tenure as Territory Manager2. Must continue to meet expectations and perform duties of Territory Manager while occupying field

sales trainer position. (see Territory Manager job description)

Primary Responsibilities (include, but are not limited to):

1. Host sales employees in home territory for the purpose of conducting training activities.2. Bring trainees to sales meetings and surgical procedures at customer locations, to allow trainees

observation of sales activities and product usage.3. Review clinical and technical training material as outlined in the trainer’s ‘field ride summary report’,

and complete summary report after each training visit.4. Evaluate trainees abilities and performance, and provide feedback to trainees and sales managers to

aid with personnel development.5. May be asked to travel outside of territory to administer or participate in training activities.6. Serve as a positive influence and a role model for the sales organization.7. Take on other leadership responsibilities within the organization, which may include: interacting

with business partners, participating in interviewing and hiring processes, participating in marketingprojects, participating in new product development projects.

Knowledge, Skills & Requirements:

1. Must demonstrate on-going superior performance to peers in a Territory Manager role.2. Conduct oneself in a positive and professional manner, and act as a positive influence on the sales

team culture.3. Excellent organizational and communication skills.4. Excellent Strategic thinking and decision making ability.5. Demonstrated leadership ability.6. Willingness to contribute to and work towards company wide improvement in performance.7. Participate in meetings and consult with management on organizational strengths, weaknesses,

opportunities, or threats.

Field Sales TrainerJob Description

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Primary Responsibilities (include, but are not limited to):

1. Achieve company objectives and sales revenue targets by managing a geographic region in terms ofsales representative management, organization, administration, expense maintenance, profitability,customer service, trade show representation and customer support.

2. Execution Orientation:2.1. Execute plans to achieve company goals and objectives.2.2. Achieve sales targets for region.2.3. Execute marketing strategies.2.4. Ensure effective coverage of accounts in the region.

3. Influence and Selling Skills:3.1. Identify, establish and maintain productive relationships with key decision makers.3.2. Plan and implement effective sales/product presentations.3.3. Maintain and expand existing business and develop new business opportunities.

4. Personnel Management:4.1. Responsible for hiring, training and developing sales representatives with the region.4.2. Ensure sales representatives within the region achieve sales targets, control expenses and

proactively manage customers and accounts. 5. Communication and Company Support:

5.1. Contribute to the development of a strong team effort.5.2. Train and mentor sales representatives.5.3. Actively participate and lead company initiatives, including:

5.3.1. Product Launches 5.3.2. Key Customer Programs 5.3.3. Strategic Planning Sessions

6. Self Development and Product Knowledge:6.1. Maintain high standard of personal presentation and promote a professional company image.6.2. Develop and maintain comprehensive clinical and technical product knowledge.6.3. Recognize and understand competitive products, features and strengths in relation to yourcompany, Inc. products.

Knowledge, Skills & Requirements:

1. Must have 5+ years surgical sales/sales management experience in a hospital environment.2. Must be able to demonstrate success in prior sales roles, including a high level of sales performance.

Regional Sales ManagerJob Description

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Primary Responsibilities (include, but are not limited to):

1. The primarily responsibilities of the Director, National Sales is to achieve overall companyobjectives, including revenue, management of sales team and profitability targets. Incumbent willdrive improvements in sales force productivity and efficiency in the following areas:1.1. Execution Orientation:

1.1.1. Establish and execute plans to achieve company goals and objectives. 1.1.2. Achieve revenue targets for domestic sales. 1.1.3. Execute marketing strategies. 1.1.4. Ensure effective coverage of accounts.

1.2. Culture and Standards: 1.2.1. Ensure the highest standards of accountability respect and honesty are adhered to and

continually administered. 1.3. Influence and Selling Skills:

1.3.1. Train and develop team selling skills. 1.3.2. Plan and implement effective sales/product presentations. 1.3.3. Maintain and expand existing business and develop new business opportunities. 1.3.4. Development and implement strategies to counter competitors.

1.4. Personnel Management and Development: 1.4.1. Responsible for hiring, training and management of regional sales managers. 1.4.2. Develop management systems for coaching and developing sales reps. 1.4.3. Work with regional managers to hire and build a team of top sales professionals. 1.4.4. Develop and maintain sales training and efficiency systems. 1.4.5. Develop systems for accomplished team members to attain career development goals.

1.5. Communication and Company Support: 1.5.1. Contribute to the development of a strong team effort. 1.5.2. Train and mentor sales personnel. 1.5.3. Demonstrate the capability to lead, hire and develop a sales team. 1.5.4. Actively participate and lead company initiatives such as product launches, key customer

programs and strategic planning sessions. 1.5.5. Promptly communicating market intelligence/competitor activity. 1.5.6. Ensuring a professional standard of written and oral communication.

1.6. Self Development and Product Knowledge: 1.6.1. Maintain high standards of personal presentation and promote a professional personal

company image. 1.6.2. Develop and maintain comprehensive clinical and technical product knowledge. 1.6.3. Recognize and understand competitive products, features, strengths in relation to the

company’s  products.

Director of Sales

Job Description

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1.6.4. Actively participate in skills development programs.

Knowledge, Skills & Requirements:

1. Bachelor’s  degree  required.2. Must have 7+ years sales/sales management experience in a hospital environment.3. Must demonstrate success in previous sales roles; indicating a high level of sales and sales

management performance.4. Must be able to teach and educate medical personnel, peers and technical support personnel.5. Must be computer proficient.6. 50% travel required.

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Prepare a 30/60/90 Plan and

Bring it to your Interview

A surgical device sales hiring manager will want to see that you spent time thinking about how you will spend your first 90 days on the job. Always bring a plan to your first interview. An example of a good plan is on the next few pages.

72

9900 DDAAYY AACCTTIIOONN PPLLAANN CCRREEAATTEEDD BBYY,,

NNAAMMEE // NNUUMMBBEERR // EEMMAAIILL

PPRROODDUUCCTT SSAALLEESS TTRRAAIINNIINNGG

• Participate in on-site and in the field training with a Specialist.• Begin establishing rapport with (i.e. Marketing, Technical support,

Customer Service, etc.) as well as other sales representativesthroughout the country

• Touch base with territory, understand what is bleeding and make ita priority to correct and/or speed up

• Prepare to hit the ground running.• Understand key products, hot products, consistently high

performing products• Act as a sponge, take everything in- ask questions

PPLLAANN OOFF AACCTTIIOONN

30 Day Review

• Understand Compensation program to understand what companyand territory needs

• Discuss any outstanding / urgent issues that need to be addressed• Discuss sales leads or inquiries

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• Review any pertinent territory and account history• Discuss sales objectives and expectations• Discuss revenue Goals/Quota for 2009/2010

Analyze Territory Sales Reports and Forecast • Identify data to identify positive or negative trends• Tweak Sales Strategy based on findings in Territory Forecast• Identify current supportive users in territory• Identify key targets for growth

Orientation/Training • Field training with Your manager and other Territory Managers

where appropriate• Acknowledge and understand job responsibilities and priorities• Acknowledge and understand administrative workflow and

paperwork requirements• Acknowledge and understand reporting responsibilities• Spend a full day in each specialty observing procedures

Marketing and Funnel Development • Identify and introduce myself to current customer base• Identify and target “low hanging fruit” – accounts that are in the

middle to late stages of the sales process• Send out an introductory letter to CEO/CFO, Director or Head

RN of focused departments to all hospitals in territory• Move open opportunities through the sales cycle with assistance

from fellow sales representatives• Meet with Your manager to establish market strategy and revenue

goals for the current quarter.

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60 Day Continue Sales Strategy

• Maintain initiative of first 30 days• Update Territory Management Tools (Laptop/Phone/Tablet, etc)• Pursue new business opportunities with a high “sense of urgency”• Focus on Revenue• Educational resources

Update with Your manager - • Evaluate Sales Strategy/Adjust where necessary• Discuss progress• Continue self study and review for recent articles and company

provided information

Relationship Building • Internal Support staff• Field travel with fellow territory sales representatives to exchange

best practices and brain storm difficult accounts.

90 Day • Maintain initiative and continue sales strategy of first 60 days.• Review territory revenue performance against quota for the last 60

days with Your manager. • Review, assess and discuss territory management – How full is the

pipeline?

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Prospecting PresentingQualifying Sales activity levelsMarketing Strategies

• Review initial sales forecast – Your manager Forecasted vs. closed in revenue – Was the forecasted

revenue amount closed? Forecast vs. closed by account – Did the revenue come

from the forecasted accounts?

Bottom Line: What will it take to- Maximize and close the opportunities in the

territoryDevelop a foundation for short and long term

successMaximize income and revenue potential for

OmniGuide and myself Establish a legacy in this territory and the company

as one of the top producing territories year afteryear.

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77

Interview Preparation

78

Surgical Sales Expert

Surgical Device Sales Interview

The surgical device sales job interview is a key step on the road to your future and is the most important part of the entire process. Remember when you said, “Just get me in front of the manager and I will make it happen?” The time to shine is now and this is your opportunity. The initial interview gives you a chance to display your intelligence, talent and enthusiasm. How you handle yourself in this interview can make or break your chances of getting the surgical device job you want.

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Research the Organization Before the Interview

Research the Employer’s • History• Products and Services• Business Methods• Philosophy and corporate culture• Location (s)• Standing in the Industry• Organizational Structure

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Organize Your Thoughts

Plan answers to possible questions. Write down your answers to the questions on the next couple of pages. Afterwards, go over your answers with a parent, teacher, or other respected adult. Later, give the questions to a friend and practice being interviewed. The more you practice the interview skills, the better you’ll do in real situations.

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Questions You Might Face

• What are your short and long-term career goals?• Why do you want this sales position?• What are you doing to achieve your goals?• What are your strengths and areas of

improvement?• How would you describe yourself?• Why did you choose sales as a career?• Why should I hire you?• What does success mean to you?• How can you contribute to this organization?

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• What achievements have given you the mostsatisfaction? Why?

• Do you work well under pressure?• Please give me an example?• Do you work well with others?• Please give me an example?

More Questions You Might Face

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Important Questions to Ask

• What would my responsibilities and duties be?• How would my performance be evaluated and

how often?• How I am supervised?• What opportunities for advancement exist?• Is there a sales training program?• Whom would I be working with?• How much travel is required?

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Thought Provoking Questions to Ask • What are you looking for in a successful candidate?• What are the top three sales objectives you would like to see accomplished and in

what time period?• What is the most difficult challenge a person will face in this position?• What is the company doing to remain ahead of your competitors?• What is your time schedule for filling this position?• Is the position vacant now? If so, why and for how long?• What are the most immediate needs in this position over the next few months?• What expectations do you have for this position long term?• Can this position lead to other career opportunities? If so, what type of positions?• What is the next step in the hiring process?• Can you see any reason why I would not be asked to go to the next stage of the

process?

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Critical Items to Remember

• Dress Appropriately• Be on time – 10 to 15min Early• Maintain eye contact• Show your Enthusiasm• Be Positive• Be honest• Express Yourself• Take Notes• Have Something to Offer

86

Dress Appropriately

Always dress appropriately and conservatively, keeping in mind the potential employer. Don’t wear trendy clothing, flashy jewelry, or strong perfume or cologne. Remember—you never get a second chance to make a first impression and first impressions are lasting.

87

Show your Enthusiasm

Enthusiasm and a sense of humor can help create a good impression. Relate your interests to the organization in which you are interviewing. Always be on guard—inappropriate humor does not play well in interviews.

88

Express Yourself

Speak clearly. Use complete sentences-avoid one-word answers. Don’t use slang, and don’t ramble. Always be aware of body language. Your tone of voice, posture, etc., all give clues about your feelings and Attitudes. Face the interviewer in a relaxed open manner.

89

Be Positive

Be positive about yourself, your organization, former employers, etc. DO NOT bad mouth your former employers. NEVER talk bad about a company you worked for or employees within that company. The way I see it…If you talk bad about others you are likely to talk bad about me and our organization.

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Be Honest

This is important for both you and your potential employers. Do not overstate your former compensation, responsibilities, education or titles. One little white lie will cost you your job. Be honest about your college grades, your compensation, your driving record, your criminal record (if you have one). Employers will find out…so BE HONEST.

91

Have Something to Offer

Discuss ways you can contribute to the organization. Let the interviewer know how you can meet a need or solve a problem. Every organization needs human resources. In surgical device sales people are your most important resource. Find out the biggest issue your hiring manager is trying to solve and find a solution. It doesn’t have to be a perfect solution, but at least you took the time to bring value to the hiring manager.

92

Be a Good Listener

Listen carefully and answer questions completely. Don’t be afraid to admit you don’t know something. Pay close attention to what is being said. You will need to use these pieces of insight when you are asked to answer questions during the interview. Good questions are much more valuable than long answers.

93

Get a Business Card

DO NOT LEAVE WITHOUT A BUSINESS CARD. You will want send a follow up letter, e-mail and voice mail. Correct spelling is essential to success. Follow up the interview with a thank-you note, letter or e-mail right away. In your correspondence, restate your interest in the job, summarize key points of the interview and add further information to help your case. Keep the letter short and address it to your interviewer.

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After the Interview

Ask when you can expect a decision and if you should call. Make sure the employer knows how to reach you. If you haven’t heard after the set time, phone or write to ask if the job has been filled.

Analyze your performance in the interview. Ask yourself if you did all you could do to emphasize your strengths.

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Top 100 Surgical DeviceCompanies

*Click on the company name to accessThe company's Website.

*Click on Careers to apply for Jobs

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Surgical Sales Expert

1 3M Co. 7 Allergan Inc.

2 Abbott Laboratories 8 AMS Holdings Inc

3 Agfa-Gevaert NV 9 Amplifon SpA

4 Alcon Inc. 10 Analogic Corp.

5 Alere Inc. 11 Ansell Ltd.

6 Align Technology Inc. 12 ArthroCare Corp.

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Million Dollar Surgical Device Jobs

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13 B. Braun Melsungen AG 19 bioMérieux SA

14 Barco NV 20 Biomet Inc.

15 Baxter International Inc. 21 Boston Scientific Corp.

16 Bayer AG 22 C. R. Bard Inc.

17 Beckman Coulter Inc. 23 Cantel Medical Corp.

18 Becton, Dickinson and Co. 24 Cardinal Health Inc.

Million Dollar Surgical Device Jobs

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25 Carestream Health Inc. 31 Danaher Corp.

26 Carl Zeiss Meditec AG 32 Dentsply International

27 Cochlear Ltd. 33 Drägerwerk AG & Co.

28 Coloplast A/S 34 Edwards Lifesciences

29 Conmed Corp. 35 Elekta AB

30 Covidien Plc. 36 Fresenius Medical Care

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Million Dollar Surgical Device Jobs

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37 Fukuda Denshi Co. Ltd. 43 Haemonetics Corp.

38 General Electric Co. 44 Hill-Rom Holdings Inc

39 Gen-Probe Inc. 45 Hitachi Medical Corp.

40 Getinge AB 46 Hologic Inc.

41 GN Store Nord A/S 47 Horiba Ltd.

42 Greatbatch Inc. 48 Hospira Inc.

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Million Dollar Surgical Device Jobs

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49 ICU Medical Inc. 55 Kimberly-Clark Corp.

50 Immucor Inc. 56 Kinetic Concepts Inc.

51 Integra LifeSciences 57 Konica Minolta

52 Intuitive Surgical Inc. 58 Koninklijke Philips

53 Invacare Corp. 59 Masimo Corp.

54 Johnson & Johnson 60 Medical Action

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Million Dollar Surgical Device Jobs

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61 Medtronic Inc. 67 Nobel Biocare Holding

62 Merit Medical Systems 68 NuVasive Inc.

63 Mindray Medical 69 Olympus Corp.

64 Nihon Kohden Corp. 70 Omron Corp.

65 Nikkiso Co. Ltd. 71 Orthofix International NV

66 Nipro Corp. 72 Paul Hartmann AG

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Million Dollar Surgical Device Jobs

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73 ResMed Inc. 79 SonoSite Inc.

74 Roche Diagnostics 80 Sonova Holding AG

75 Siemens AG 81 Sorin SpA

76 Sirona Dental Systems 82 St. Jude Medical Inc

77 Smith & Nephew Plc 83 Steris Corp.

78 Smiths Group Plc. 84 Straumann Holding AG

CAREERSCAREERS

CAREERSCAREERS

CAREERSCAREERS

CAREERS CAREERS

CAREERS CAREERS

CAREERS CAREERS

Million Dollar Surgical Device Jobs

104

85 Stryker Corp. 91 The Cooper Companies

86 Symmetry Medical Inc. 92 Thoratec Corp.

87 Synthes Inc. 93 Topcon Corp.

88 Sysmex Corp. 94 Toshiba Corp.

89 Teleflex Inc. 95 Varian Medical Systems

90 Terumo Corp. 96 Volcano Corp.

CAREERSCAREERS

CAREERSCAREERS

CAREERSCAREERS

CAREERS CAREERS

CAREERS CAREERS

CAREERSCAREERS

Million Dollar Surgical Device Jobs

105

97 William Demant Holding 99 Zimmer Holdings Inc.

98 Wright Medical Group 100 Zoll Medical Corp.

CAREERS CAREERS

CAREERS CAREERS

Million Dollar Surgical Device Jobs

106

You Got the Job!

Now it's time to kick some ass!

127The next section of this book will cover best practices for creating a million dollar Territory. These tools are field tested and were instrumental in creating a $40 Million Dollar company in 3 years.

Now that you have been hired it is critical to create a detailed plan to get off to a fast start.

107

108

The Mindset of a Surgical Sales Expert

On Day #1 you will want to clarify your values and competencies. These are the best I've found. As a surgical sales millionaire it's vital to think of the success of your company first. When you read these competencies think of yourself and of your company. Integrate these ideas into your thinking and you'll be well on your way to success in your current role and success throughout your career.

Company Culture

Core Competencies

109

Pursue Market Insight Create Innovative Strategies Leverage Capabilities Champion People’s Growth Inspire Commitment Drive for Results

Company Culture

Core Competencies

110

Core Competencies and Culture

Pursue Market Insight1. Shape the Market of Minimally invasive laser microsurgery

a. GYN,'ENT,'Neuro,'Robotics'b. Grow'a'companywide'culture'of'market'focus'and'adaptability.'It'is'vital'that'

we'can'quickly'adapt'and'improve'our'processes'as'we'develop'and'sale'an'evolving'technology.'

c. Uniquely'position'OmniGuide'to'deliver'quality'products'and'a'brand'promise'that'we'have'the'best'products'and'the'best'customer'service.'

d. 'Cultivate'loyal'users'that'will'find'enough'value'in'our'tool'to'personally'increase'our'brand'by'sharing'with'others'in'their'surgical'specialty.''

e. Continue'to'generate'an'environment'of'coEcreation'with'surgeons,'patients'and'hospital'partners.'

2. Identify'and'purse'emerging'market'opportunities'a. Build'our'products'and'services'by'integrating'the'voice'of'our'customers.'b. Recognize'that'we'have'many'key'drivers'of'market'development.''Surgeon'

engagement'is'only'one'piece'of'the'value'we'deliver'to'our'many'customers.'c. Create'transparency'around'our'product'and'service'portfolio.'Honesty'and'

predictable'expectations'around'the'stages'of'our'products’'development'is'key'to'building'loyal'customers'that'respect'our'company.'

d. Express'true'confidence'and'passion'for'new'market'insights'and'opportunities.''

3. Fully'understand'our'market'to'enhance'our'competitive'advantage.'a. Communicate'to'the'company'your'creativity'and'market'insight'that'could'

potentially'help'us'in'our'ability'to'compete.''b. As'we'continue'to'implement'product/service'innovations'always'keep'the'

customer'in'mind.''c. Understand'that'there'is'an'open'forum'for'anybody'to'share'insights'about'

the'current'and'developing'market'opportunities.''d. Capture'the'expertise'of'our'entire'company'to'detect'valueEcreating'

opportunities'for'our'customers.'''

4. Know'our'market'well'and'commit'to'delight'customers'a. Respond'quickly'and'flexibly'to'shifting'market'conditions'and'related'

customer'needs.'''b. Understand'that'change'is'inevitable'and'be'ready'to'adjust'our'deliverables'

to'improve'the'customer’s'experience.'

111

c. Prepare'to'ask'intelligent'questions'that'foster'an'environment'for'surgeons'to'share'innovative'ways'to'enhance'their'experience'with'our'products.''

5. As'we'push'forward,'we'need'to'make'sure'we'continue'to'deliver'service'to'the'first'customers'that'championed'our'technology'

a. Act'with'the'endEuser'and'current'customers'in'mind'during'our'daily'work.'b. Request'and'act'on'our'customer’s'feedback'to'improve'satisfaction.'c. Never'forget'our'market'basics:'Customer'Delight,'Product'Quality,'

Competitive'Advantage,'Supplier'relationships.'d. Be'bold'and'creative'in'seeking'to'improve'customer'satisfaction.''

Create Innovative StrategiesDDevelop and embed simple, effective strategies that make us winners in the market. Encourage innovation and disciplined risk-taking, while balancing short-term and long-term priorities.

1. Translate'companyEwide'insights'into'visionary'company'strategies.'a. Think'out'of'the'box'and'redefine'the'“Rules'of'the'Game.”''b. Make'sure'we'keep'all'lines'of'communication'open'as'Inspiration'can'come'

from'anywhere.'One'great'idea'can'help'shape'the'future'of'laser'surgery.'c. Balance'global'vs.'local'opportunities'to'realize'longEterm'success.'d. With'an'emerging'technology'it'will'be'critical'to'create'an'environment'that'

fosters'calculated'riskEtaking.'

2. Develop'broad'business'strategies'a. Quickly'seize'opportunities'to'communicate'where'innovative'approaches'

may'be'taken.'b. Through'market'trials,'establish'risk'mitigation'strategies.''c. Translate'our'company’s'strategies'into'clear,'actionable'strategies'for'the'

organization.'

3. Contribute'to'creative'strategies'that'go'beyond'our'current'expertise.'a. Understand'the'future'market'trends'that'will'shape'our'business'agenda.'b. Stimulate'an'environment'that'quickly'manages'the'consequences'of'

calculated'risks'that'need'to'be'taken'with'the'novel'and'innovative'technologies'we'are'sharing'with'marketplace.'

c. Add'value'to'a'broad'planning'process'that'contributes'to'differentiating'company'strategies.'''

4. Define'an'immediate'plan'within'a'larger'strategy'

112

a. Translate'our'business'strategy'into'clear'action'plans'with'all'of'our'team'members.''

b. Shape'products,'services'and'processes'that'improve'Healthcare'at'the'Speed'of'Light.'

c. Prioritize'business'opportunities'based'on'market'trends'and'business'objectives'

d. Take'initiative'with'our'team'to'move'new'business'opportunities'forward.'e. Negate'the'apprehension'of'team'members'proposing'new,'unconventional'

approaches.''

5. Understand'and'work'within'strategic'context'a. Assume'responsibility'for'your'own'contribution,'even'when'we'are'in'

unfamiliar'territory.'b. Focus'on'our'customer’s'experience'and'seek'innovative'ways'to'enhance'it.''c. Demonstrate'imagination'and'experiment'with'innovative'solutions.'

Leverage CapabilitiesWork across internal and external boundaries to maximize value for OmniGuide through optimizing simple solutions.

1. Grow'our'business'through'innovative'partnerships'a. Recognize'opportunities'for'collaboration'with'external'parties'and'share'

this'with'the'team.'b. Simplify'your'process'by'implementing'new'operational'models.'c. Seek'out'unconventional'partnerships'for'innovative'business'approaches.'

2. Build'partnerships'across'boundaries'a. Identify'winners'in'the'market'and'build'longEterm'strategic'relationships.'b. Manage'partnering'relationships'across'the'full'value'chain.'c. Integrate'resources'to'improve'crossEboundary'collaboration.'d. Partner'with'others'to'simplify'processes'and'structures.'

3. Facilitate'collaboration'across'boundaries'a. Help'others'build'their'network,'connecting'people'to'others'across'

boundaries.'b. Recognize'sources'of'crossEboundary'conflict'and'complexity'and'act'to'

quickly'resolve'them.'c. Influence'and'mobilize'yourself'to'facilitate'new'and'creative'partnerships.'

'4. Build'networks'across'boundaries'

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a. Build'an'effective'network'with'people'from'other'surgical'companies'to'create'synergies'that'benefit'all'parties'involved.''

b. Identify'opportunities'for'collaboration'with'others'and'act'on'them.'c. Build'strong'and'diverse'teams,'leveraging'individual'qualities'and'

experience.''

5. Demonstrate'teamwork,'engaging'with'others.''a. Help'others'and'ask'for'support'to'deliver'value.'b. Seek'to'understand,'acknowledge'and'build'on'others’'ideas.'c. Actively'strengthen'existing'relationships,'and'seek'opportunities'to'build'

new'ones.'d. Consistently'be'open'and'respectful'in'all'communications.'

Champion People’s Growth Commit personally to the performance and development of yourself, while considering the needs of Your company. Acknowledge and act on our own learning needs.

1. Champion'a'talent'management'culture'throughout'the'organization.'a. Hold'business'leaders'accountable'for'talent'management.'b. Stimulate'your'own'performance'management'culture.'c. Act'as'a'role'model'for'onEgoing'development'of'ourselves'and'others.''d. Invest'time'to'interact'and'work'together'with'talent.'

2. Build'organizational'capability''a. Put'time'and'effort'into'building'people’s'capabilities'for'the'future'of'our'

company.''b. Quickly'facilitate'sharing'of'best'practices'across'boundaries.'c. Mentor'talent'from'inside'and'outside'our'organization'd. Promote'crossEdepartment'training'and'growth.'

3. Build'team'capability''a. Build'strong'and'diverse'teams,'leveraging'individual'capabilities'and'

experiences.''b. Help'teams'to'analyze'and'learn'from'mistakes.'c. Leverage'job'assignments'for'development'of'our'people.'d. Personally'invest'in'the'identification'of'coaching'new'and'experienced'

talent.'

4. Personally'invest'in'the'development'of'others'

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a. Help'others'find'solutions'for'themselves'by'listening,'questioning'and'exploring'options'together.'

b. Create'opportunities'for'our'team'to'learn'and'grow,'on'the'job'and'otherwise.'

c. Provide'constructive,'candid'and'timely'feedback'to'all'members'of'our'team.'d. Help'our'people'explore'their'ambition'and'clearly'define'career'

development'need.'''

5. Take'the'initiative'to'improve'yourself'and'your'expertise'a. Define'your'personal'growth'and'career'objectives'and'discuss'them'with'

your'managers'and'mentors.''b. Acknowledge'and'act'on'your'own'strengths'and'developmental'needs.''c. Actively'seek'feedback'to'improve'your'own'performance,'being'open'to'new'

ways'of'doing'things.'d. Be'courageous'to'take'on'new'challenges'or'learn'new'skills.'

''

Inspire'Commitment''Create'a'winning'mindset'by'mobilizing'people'around'our'strategy'and'building'an'understanding'of'its'relevance.'Develop'an'inclusive'and'highEenergy'environment.'Earn'trust'by'acting'as'a'role'model'for'our'team'and'our'customers.''

1. Instill'a'winning'mindset'and'exhibit'enthusiasm''a. Act'as'a'role'model'and'earn'trust'by'setting'an'example.'b. Lead'people'through'change'and'keep'them'engaged'at'all'times.'c. Commit'daily'to'Generate'enthusiasm'for'our'vision,'brand'and'strategy.'

'2. Build'group'momentum'for'change.'

a. Communicate'our'business'strategy'in'a'clear'and'compelling'way.'b. Build'high'levels'of'trust'through'effective'teamEwork.'c. Facilitate'a'climate'in'which'different'people'feel'truly'included.''

'3. Enable'people'to'see'the'bigger'picture'and'contribute'

a. Focus'on'aligning'your'productivity'goals'with'the'organization’s'strategy'b. Foster'an'environment'for'active'involvement'and'contribution'of'ideas.''c. Address'differences'in'working'style'to'improve'inclusion'and'teamwork.'

'4. Engage'others,'building'their'personal'commitment'

a. Establish'two'way'dialogue,'communicate'clearly'and'actively'listen'to'others.''

115

b. Do'what'you'say'you'will'do'while'doing'the'right'things'for'the'company.'c. Be'honest'and'open,'“Tell'it'how'it'is.”'d. Be'accessible'and'uncomplicated'to'deal'with.'

''

Drive'for'results''Take'personal'accountability'to'deliver'results.''Continuously'drive'for'operational'excellence'and'perfection'in'everything'we'do.'Instill'a'sense'of'urgency.'

1. Instill'a'results'oriented'mindset'a. Drive'to'help'our'company'become'the'industry'benchmark'in'all'verticals.'b. Set'a'standard'for'yourself'that'others'look'to'measure'their'success.''c. Act'rigorously'to'eliminate'nonEvalue'added'complexities.''

'2. Redesign'business'practices'to'achieve'breakEthrough'results'

a. Share'innovative'approaches'that'lead'to'breakEthrough'results.'b. Infuse'a'personal'sense'of'urgency.'c. Improve'your'knowledge'to'accelerate'your'decisionEmaking'process'and'

execution.''

3. Improve'business'practices'for'higher'performance'levels'a. Balance'shortEterm'operational'results'with'longEterm'brand'value.'b. Achieve'operational'excellence'by'simplifying'processes.'c. Recognize'strong'performance'and'improve'underEperformance.'''

'4. Deliver'results'through'others'

a. Define'clear'roles,'responsibilities'and'objectives'in'order'to'put'review'structures'in'place.'

b. Empower'you,'and'your'people'to'hold'yourselves'accountable'for'results.'c. Create'challenging'but'achievable'goals.'d. Intervene'promptly'and'effectively'when'results'may'not'be'achieved.'

'5. Deliver'on'Goals.'

a. Demonstrate'OmniGuide’s'spirit'in'our'way'of'working.'b. Do'what'you'promised'to'do,'on'time'and'despite'obstacles,'setEbacks'or'

uncertainty.'c. Work'to'mutually'agreed'on'commitments'with'clear'and'measurable'

standards.''d. Challenge'“The'way'it'has'always'been'done!”'

116

117

Summarize Your Website

Your company's website is the Face of your Company

When a hospital buyer or a surgeon wants to learn about your company they go to your company's website. Go through each page of your company's website and summarize the selling points in each section. In the next five pages you will see how I summarized a successful laser sales company's website. I created 56 sales points out of the website.

118

Surgical Sales Expert

Your Company Highlights

1. Your Company's novel technology, the BeamPath fiber system, enables for the first time FLEXIBLE delivery of CO2 laser energy to the human body, even in deep holes and previously tough-to-get-to regions.

2. BeamPath puts the optical laser scalpel at the FINGERTIPS of the surgeon, thisprecision tool empowers surgeons to achieve higher level of surgical efficacy andpatient comfort

3. Your Company's BeamPath fiber combines the capability of PRECISE DISSECTION, ABLATION, and MICROVASCULAR COAGULATION all in a SINGLE TOOL.

4. Ability to ACCESS previously INACCESSIBLE regions.5. Flexible NO-TOUCH precision microsurgical tool that works beautifully around

CRITICAL STRUCTURES.6. The Your Company BeamPath flexible fibers can be used either with a

HAND PIECE, and held JUST LIKE A PENCIL, or through a rigid orflexible ENDOSCOPE, to facilitate access to difficult to reach anatomy.

7. The narrow profile and compact design of hand pieces enable EASY ACCESS toINTRICATE ANATOMY.

8. The Hollow core of the fiber delivers a CONSTANT FLOW of inert gas in theform of medical grade helium or nitrogen that CLEARS the surgical field ofBLOOD and DEBRIS, this improves COAGULATION and may minimize tissueheating.

Benefits to Surgeons1. COMBINED benefits of PRECISE CUTTING, ABLATION and MINIMAL

THERMAL DAMAGE to untargeted tissue.2. Your Company has revolutionized the archaic applications that rigid “line of

sight” delivery. We have completely CHANGED the paradigm of what a CO2 Laser was capable of .

3. Your Company has EMPOWERED surgeons to precisely dissect, and cut tissue, coagulate microvasculature, and debulk masses they PREVIOUSLY COULD NOT ACCESS.

4. Water, the PRIMARY component of most biological tissue, ABSORBS CO2energy readily. This ensures MINIMAL THERMAL SPREAD and makes CO2laser energy very USEFUL for applications near CRITICAL ANATOMICALSTRUCTURES.

5. The CO2 laser’s absorption in water is almost 400 TIMES GREATER than thatof the Argon laser.

6. With 60-70% of tissue being water, high absorption of CO2 laser energy in waterimplies HIGH ABSORPTION IN TISSUE.

7. High absorption translates into a superficial effect, as CO2 laser energy is limitedin its spread within tissue.

8. The CO2 laser has a SUPERFICIAL ACTION limited to the upper layers oftissue when compared with other energy sources, and MINIMAL DAMAGE toADJOINING TISSUE VOLUME.

119

9. Laser energy SEALS SMALL BLOOD VESSELS as it cuts through the tissuerendering it an ENHANCED SCALPEL that combines precise cutting, ablationand microvascular coagulation while incurring minimal collateral thermaldamage.

10. The BeamPath fiber SOLVES THE PROBLEM of flexibly guiding CO2 laser byutilizing an INNOVATIVE PHOTONIC BAND GAP MIRROR lining around ahollow core.

11. CO2 Line-of-sight laser systems are CUMBERSOME, often LARGE and coupledto UNWIELDY articulating arms up to TWO METERS IN LENGTH.

12. CUSTOM designed handpieces ENSURE ACCESS to difficult to reachANATOMICAL REGIONS that COULD NOT be previously treated using a lineof sight CO2 laser.

13. The BeamPaths fiber’s STREAMLINED design allows for HIGH VISIBILITYof TARGET TISSUE.

Neurosurgery and Spine

14. The BeamPath NEURO system places CONTROL in the hands on Neurosurgeonsby providing a NO-TOUCH, PRECISION microsurgical tool in the form of aCO2 laser scalpel.

15. The NEURO’S intuitive DESIGN and MANEUVERABILITY allow the surgeonto direct CO2 laser energy as a PRECISION TOOL to DEEP HOLES and aroundCRITICAL STRUCTURES such as BLOOD VESSELS, specific NERVESTRUCTURES, and BRAINSTEM.

16. The NEURO gives the surgeon SUPERIOR VISUALIZATION due to the tool’sSMALL PROFILE DESIGN.

17. It’s NO-TOUCH virtue leads to REDUCED TISSUE MANIPULATION and mayLESSEN POST-OPERATIVE EDEMA and ENSUING COMPLICATIONS.

18. The NEURO’S PIN-POINT accuracy enables SEPARATION of ADHERENTTUMORS from CRITICAL STRUCTURES.

19. Cutting allows for RAPID and SAFE removal of TUMORS and TUMORremnants.

20. The NEURO can also be used as a debulking devise to SHRINK tumor mass, in aCONTROLLED, layer by layer, fashion.

21. Microvascular coagulation ENABLES the surgeon to DISSECT APPROPRIATEtumors within a clean field.

22. The NEURO fiber may be used to VAPORIZE the tumor in an attempt to furtherELIMINATE remaining CANCEROUS CELLS from underlying CENTRALNERVOUS SYSTEM STRUCTURES.

23. CUSTOM neurosurgical HANDPIECES may be used in “OPEN” intracranial and spinal oncology as well as in transnasal endoscopic / microscopic procedures.

OtologyOTO-S is the best product for CO2 Laser Assisted Stapes Surgery (CLASS)

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OTO-M is the best tool for delicate procedures of the middle ear. The OTO-M is usedmainly for CO2 Laser Enabled Ablation and Resection (CLEAR)

24. BeamPath OTO is a FLEXIBLE CO2 laser system that enables SAFE andPRECISE otologic surgery.

25. Unlike line of sight CO2 laser, the BeamPath OTO’s INTUITIVE hand-helddesign EMPOWERS the surgeon to FREELY DIRECT CO2 laser energy at ANYANGLE and NAVIGATE around CRITICAL MIDDLE EAR ANATOMY

26. CO2 line of sight laser energy is typically used for stapes surgery; however withthis technology is makes is VERY DIFFICULT to perform chronic ear surgerycomplicated by cholesteatoma, scar tissue, and adhesions.

27. The BeamPath OTO’s fiber’s STREAMLINED geometry enables SUPERIORVISUALIZATION in the confined space of the middle ear.

28. The OTO’s COMBINED benefits of precision, hand-held CONTROL, andHEMOSTASIS of microvasculature, is a SUPERIOR TOOL for Stapes surgery.

29. The fiber is used to PRECISELY resect the stapes tendon and crus and toSAFELY form a rosette in the footplate.

30. The EXCELLENT absorption of CO2 laser energy in the perilymph and the hand-held maneuverability of the fiber may help to MINIMIZE the risk of DAMAGEto underlying middle and inner ear structures.

31. The COMBINED cutting, ablation, and micro-coagulation of the OTO-M toolallows for EFFICIENT yet DELICATE, layer-by-layer REMOVAL of diseasedtissue which is often encountered during chronic ear procedures.

32. The OTO fiber can be used for diseased tissue REMOVAL during: revisionprocedures (stapedectomy, mastiodectomy), tympano-mastoidectomy, tumorresection, and ossicular chain reconstruction.

33. The BeamPath OTO-M fiber’s hand-held control and micro-coagulation allowCO2 laser energy to be used and NEVER BEFORE for: Cholesteatoma removal,Adhesion ablation, Scar tissue dissection, Debulking and coagulation of vasculartumors.

Head and Neck

34. The BeamPath ENT system places CONTROL in the hands of Head and Necksurgeons by providing a FLEXIBLE NO-TOUCH, highly PRECISE CO2 laserscalpel.

35. The BeamPath ENT intuitive design and maneuverability allow Head and Necksurgeons to wield the fiber in their hands and direct CO2 laser energy toPRECISELY resect tumors in the ORAL, PHARYNGEAL AND LARYNGEALCAVITIES.

36. The BeamPath ENT fiber can be used as a cutting tool, allowing for RAPID andPRECISE removal of tumors and tumor remnants, ablation, shrink tumor massesin a CONTROLLED, layer-by-layer fashion and to VAPORIZE the tumor bed inan attempt to further ELIMINATE remaining cancerous cells from underlyingstructures.

121

37. The hollow core of the ENT fiber delivers a COOLING flow of inert gas thatCLEARS the surgical field of BLOOD and DEBRIS, allowing surgeons to resecttumors and simultaneously achieve microvascular coagulation.

38. The BeamPath ENT’s flexibility enables surgeons to DIRECTLY ACCESSpreviously TOUGH-TO-REACH regions such as the retromolar trigone.

39. Compared to cautery and line-of-sight CO2 systems, the BeamPath ENT causesmuch less thermal damage to surrounding tissue leading to CLEANERMARGINS for HISTOLOGICAL ANALYSIS.

40. In laryngeal cancer, the fiber enables surgeons to access and resect tumorsWITHOUT performing an open laryngectomy or other RADICAL procedures.

Laryngology and Airway

41. The BeamPath ENT system enables PRECISE hand-held cutting and no-touchablation of tissue on DIFFICULT TO REACH anatomy.

42. Unlike the Line-of-sight CO2 laser approach for laryngology and airwaydisorders, the INTUITIVE hand-held design and maneuverability allows thesurgeon to DIRECT CO2 laser energy BEHIND and AROUND target tissue

43. The intuitive design of the ENT is particularly USEFUL in removing sessilepolyps, lesions, or tumors which are NOT positioned PERPENDICULAR to asurgeon’s line of sight.

44. The BeamPath ENT system enables RADICAL CUTS with good coagulation andMINIMAL thermal spread thus ADVANCING the treatment of tracheal stenosis,a procedure for which surgical options are limited.

45. Flexible fiber delivery of CO2 laser energy allows certain procedures, such aspapilloma removal, to be PERFORMED in the OFFICE or CLINIC rather than inthe operating room

Gynecology

46. The BeamPath GYN flexible fiber system enables hand-held delivery of CO2laser energy for cutting and no-touch ablation of tissue on DIFFICULT TOREACH anatomy.

47. Unlike the line-of-sight CO2 laser approach for transvaginal disorders, theBeamPath GYN’s intuitive design and maneuverability allows the surgeon toprecisely direct CO2 laser energy behind and around target tissue. This isparticularly USEFUL in the treatment of cervical dysplasia and condyloma.

48. The VERSATILITY of DIVERGENT laser beam permits surgeons to deliverCO2 laser energy, highly focused for cutting or defocused for “PAINTING-LIKE” ablation.

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123

The Medical Sales

30/60/90 Day Preparation

This section will help you get off to a fast start in your new surgical device sales role. Read each section and determine how you can integrate these suggestions into your new Job

124

30/60/90 DayGoals

125

30-DAY GOALS

Complete all company training

Learn as much as possible about corporate policies, and company culture through reading company manuals and website.

Gain as much technical knowledge as much as possible about equipment and techniques through reading the company manuals and website.

Learn database systems used by company

Complete all paperwork and administrative items.

Supplement any technical knowledge

Identify key functions I’ll be responsible for.

Identify key equipment I’ll be using and responsible for.

126

Meet with supervisor to establish primary task responsibilities.

Identify possible pitfalls in task completion.

Establish relationships with lab techs and assistants (co-workers).

Learn as much as possible about company culture by meetingwith co-workers.

Identify outside departments I will be interacting with.

Meet with key contacts in coordinating departments.

Establish network within company.

Identify possibilities for a mentor in the lab. Attend all critical meetings and complete those items that are

required.

Meet with supervisor for feedback.

30-DAY GOALS Continued

127

60-DAY GOALS Continue any necessary company training.

Deepen technical understanding of equipment you sale.

Continue self-study of science and/or technology in widerfield that affects my job.

Continue to perform tasks in a timely manner.

Learn from peers who are successful in this role.

If possible, ask to job-shadow a top performer in this role forone day.

Build relationships among co-workers.

Review task performance in first 30 days and evaluate howto improve.

Monitor problem areas with an eye toward makingimprovements.

Organize daily schedule for optimum efficiency.

If possible, streamline procedures for better efficiency.

Identify possibilities for mentors in management.

Meet with supervisor for feedback.

Set goals for next 30 days.

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90-DAY GOALS

Continue self-education to continually improve.

Look critically at my performance and how it can be better.

Continue to offer guidance to new employees.

Continue to offer my skill sets to co-workers if needed.

Work efficiently and effectively to ensure optimum timemanagement.

Evaluate how I can better contribute to efficient salesprocesses.

Evaluate procedures involving outside departments to improveefficiency.

Create checklists for routine tasks.

Compare performance with peers to see where I can improve.

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Actively participate in team meetings—offer suggestions, and/or help.

Offer to take on any special projects.

Study Best Practices within industry with an eyetoward implementing them as an individual or as ateam.

Evaluate progress toward meeting challenges established inprevious month.

Meet with mentor within management to discuss areas forimprovement and growth.

Review first 90 days with supervisor for performanceevaluation.

90-DAY GOALS Continued

130

30/60/90 DayBusiness Plan

131

FIRST 30 DAYS

Education

o Product/ Services – Basics

Attend company training

Learn from peers/team

Continue home study of products and services

o Orientation

Meet management, team members, support departments

Learn company culture Learn company policies and procedures

Study budget, inventory, supplies

Meet vendors and/or customers Organization

Organize office

Set up communication/data network Phones – set up voicemail Computer accounts – set up email account Business cards – have them printed

Have all appropriate HR paperwork turned in

132

Research Do a SWOT Analysis (Strengths,

Weaknesses, Opportunities,Threats) to inform strategicplanning

Identify company’s biggestcompetitors and compare/contrastyour company with them to identifyareas for improvement oropportunities for growth

Conduct informational meetings with department heads

Identify top organizational issues

Research possible solutions

Identify key levers for success

Goals and Objectives

Find a mentor who is successful in this roleand can pass on suggestions

Meet with supervisor to establishexpectations and review requirements

Develop appropriate action plans based ontraining and review of organization

Establish monthly and quarterly goals

FIRST 30 DAYS Continued

133

FIRST 60 DAYS Build Relationships

o Build rapport with company Review department satisfaction and address issues

Continue to dialog with team members for continualimprovements in relationships and productivity

Visit other departments to determine tasks/relationships

Develop a network within the organization

Take note of shipment, production, product issues

Follow through on commitments

Establish myself as a resource and consultant

o Meet primary customer base

o Attend and participate in committee meetings and functions• Offer input and support Be a good team member

Review Budget

o Identify inventory and supply issues Establish procedures for addressing issues Follow through on commitments Establish myself as a resource and consultant

o Examine daily operational cost-controlso Begin evaluating cost-efficiency of vendors / suppliers

• Identify areas to upgrade or improve

o Begin research on long-term goals

134

Research

o Use data to identify most efficient procedureso Use data to identify least efficient procedureso Streamline procedures for better efficiencyo Begin to implement organizational solutions

• Reviewo Continue to turn in paperwork / reports in a timely mannero Discuss observations and/or plans with mentoro Evaluate progress and performance with supervisoro Evaluate and refine strategieso Consider feedback from manager and team to refine goalso Work with supervisor to develop plan for priorities

Education

o Continue any necessary company training

o Continue to study to improve product knowledge

o Continue study of operations, rules and procedures

o Study Best Practices within the industry

o Read books on business management

o Join trade associations and attend meetings

FIRST 60 DAYS Continued

135

FIRST 90 DAYS Grow and Maintain Relationships

o Continue working with current customer base

o Continue dialog with other departments within the organization

Develop ongoing smooth working relationship

Identify areas for improvement:Computer Skills / Software Training Time ManagementCommunication SkillsCohesive Unit Building

Implement training

Evaluate progress

Implement Procedures to Address Company Issueso Based on previous evaluations of procedures, develop strategies for

improvement

o Set clear expectations

Provide complete and up-to-date informationFollow through on appointments and commitmentsEstablish myself as a resource and consultant

o Obtain feedback on new procedures

o Offer solutions

oKeep commitments

Increase Productivity

Evaluate group or team using a SWOT Analysis

(Strengths, Weaknesses, Opportunities, Threats)

136

o Evaluate progress toward quarterly goal

o Compare your department’s or group’s performance with others at thesame level

Evaluate performance Identify new procedures or plans to improve performance Implement new ideas

o Create checklists for routine duties

o Work efficiently and effectively to ensure optimum time managementFine-tune schedule

o Take any opportunities for additional training or education

o Brainstorm with team/manager for ways to encourage creativity andteamwork

o Compare day-to-day activities with Best Practices within industry

o Meet with mentor to discuss observations and progress

o Meet with manager for feedback on performance

o Establish short- term priorities

o Establish long-term goals

FIRST 90 DAYS Continued

137

Key Skill-SetsCheck Yourself

138

Surgical Sales Expert

Becoming a surgical Sales Expert will require you to become excellent in seven specific categories. These are areas that you will need to master. Also, these are areas where your manager will judge your performance. If you master these areas you are guaranteed to have success, and success leads to promotion; promotion leads to more money! Mastering these skills will put you well on your way to surgical Sales..success.

. 139

Surgical Sales Expert

Sections

• Planning• Organization• Relationship Building• Sale Skills• Hospital Process• Customer Acquisition• Territory Management and Account Building

140

Planning

• Weekly plan is clear, On time, and focused onSelling Activities

• Have daily/weekly plan printed out and easlyaccessible

• Prospect and Qualify High Volume Accounts andDoctors

• Time Management: Maximize time in theHospital or Office building for selling activities

• Plan allows for minimal “Dashboard time”traveling between Accounts.

141

Organization

• Have Appropriate Equipment & Materials forcases and Sales Calls

• Have Marketing Materials & Videos organizedand easily accessible

• Take notes and record information gathered inthe field

• Keep detailed account records and customercontact info

142

Relationship Building

• Accounts see you as a resource, and appreciate yoursupport

• Surgeons see you as a consultant – continue selling andpromoting clinical value with current users

• Establish/maintain productive relationships with entireaccount (Coordinators, biomed, purchasing, surgeonsin all specialties)

• Promote clinical value with staff as will as surgeons• Establish relationships that enable access to surgery

schedules

143

Sales Skills • Get past gate keepers to have productive sales

conversations• Have Basic clinical, technical, and anatomy knowledge,

including knowledge of competitive products and theirstrengths/weaknesses

• Use of probing questions to understand customer needs• Listens well to understand customer needs & Objections• Discusses benefits to surgeon and patient, not just features.• Closes for business at end of sales call• Responds to objections by discussing value relative to

drawbacks, or by providing evidence to correctmisconceptions

144

Hospital Process

• Identifies and works with right decisionmakers

• Understands and succeeds with approvalprocess for new products

• Understands and succeeds with capitalequipment purchase process

• Understands and succeeds with process fortraining Surgeons

145

Customer Acquisition

• Are new users trained prior to first case?• Communicates benefits to customers: “What

is in it for surgeons/doctors patients by usingyour product.

• Before case, asks surgeon: What benefits doyou think our product will provide to today’sprocedure compared to your standard tool(s)?After case: In what way was your product thanyour standard tool?

146

Territory Management and Account Building

• Are you working in the right accounts (high volumeopportunities, and consistent focus to grow thoseaccounts)?

• Qualifies Accounts for Capital purchase vs. equipmentpurchase

• Appropriate use of demo equipment to move accounttowards a purchase

• Plans capital equipment sales 6-12 months in advance• Succeed in getting equipment and disposables stocked

in Hospital• Convert multiple surgeons in high volume accounts

147

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This software gives you access to every MD that has used Your product all the way back to the inception of the software implementation

� This tells you your large accounts� Which surgeons are doing the most cases and what types ofcases they are doing �Are there opportunities to get a narrowly focused surgeon toincrease their usage?

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5HVHDUFK� DOO� RI� WKH� Websites of all of the Hospitals in your target accounts and territory. These are the Hospital accounts where I would start.

1. All Surgeons in Accounts that Own a Laser2. All Surgeons in Accounts that Rent a Laser3. All Surgeons in Accounts that Lease a Laser4. All Accounts where we are approved through a

rental partner5. All accounts where a Neurosurgeon or Head

and Neck Cancer Surgeon has block time.These surgeons bring a significant amount ofrevenue into hospitals and it is easier to getapproved through one of these types ofsurgeons 165

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FIRST_NAME LAST_NAME COMPANY1 ADDRESS1 CITY STATE ZIP SPECIALTY PHONE

1 Fadi Abu-Shahin Florida Gynecologic Oncology 8931 Colonial Ctr Dr Ste 400 Fort Myers FL 33905 Gynecologic Oncologist 2393346626

2 James Orr Florida Gynecologic Oncology 8931 Colonial Ctr Dr Ste 400 Fort Myers FL 33905 Gynecologic Oncologist 2393346626

3 Edward Grendys Florida Gynecologic Oncology 8931 Colonial Ctr Dr Ste 400 Fort Myers FL 33905 Gynecologic Oncologist 2393346626

4 Robert Barden Florida Gynecologic Oncology 8931 Colonial Ctr Dr Ste 400 Fort Myers FL 33905 Gynecologist 2393346626

5 Richard Bloy Women's Contemporary Health Ctr 6150 Diamond Ctr Ct Bldg 400 Fort Myers FL 33912 Gynecologist 2395619191

6 Cecile Saint Paul Cecile Saint Paul MD PA 1412 Ryl Pm Sq Blvd Ste 102 Fort Myers FL 33919 Gynecologist 2393682490 166

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By Creating specific categories in your GPS you can literally parachute anywhere in your territory and be able to find all of the targets within a 10 mile radius. This can be done for all of the MD’s your call on.

I go to favorites in my GPS and press: GYN/REI – Tampa

All the REI surgeons close to my geographic area will be presented on my GPS screen. I also have the phone number saved in my GPS so I can call the office before wasting time calling on a surgeon that is not in clinic.

168

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A Sales Contact and a Sales Opportunity are the Same thing. Below are some examples of sales opportunities. Anybody that can help push the sales process forward.

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6XUJLFDO Sales Expert�

Value Analysis Committee�

Product Approval�

241

Value Analysis Committee�In order to get your products/equipment approved and paid for at a Hospital you will, most likely, need to get approved through a value analysis committee. This section will help you navigate your way through this process. �

242

� FIND YOUR COACH! This may be the mostimportant thing you can do to help yourself

� Get surgeon/staff endorsements� Collect documents� Package information & submit

Key Steps�

243

� Anyone (surgeon, RN, scrub tech, coordinator,administrator, biomed, LSO, materials manager, etc) thatcan provide you with information on the value analysiscommittee process. If they are not on the committee, try tofind someone you know on the committee

� Key questions to ask your coach (but not limited to):� Who is on the committee?� When/how often does the committee meet?� Can surgeons attend in support of your product?� Can reps attend committee meetings?� What kind of information is the committee looking for?� What is their decision making timeline/process? Will a

decision be made during 1st meeting, 2nd meeting? Etc.

Coaches�

244

� Case evaluation forms (appendix) - have surgeons fill out evaluationsfor every case and keep copies to give to committee

� Letter of recommendation/signed petition� Surgeon letters� Staff letters – does OG make set up easier, save time, safer, etc.

� And one of the best things you can do....

GET�A�SURGEON�TO�ATTEND�THE MEETING!!!

*if possible find one who brings big dollarsto the hospital or a departmental

chair/inf luential surgeon

Endorsements�

245

� Key information:� You company’s Evidence Based Medicine� Companies Product and Equipment Sales Sheet� What Service does your company provide� Public Relations Opportunities� Information on Staff Training� FDA clearance letters/latex letter� List procedures your product can be used for� Proprietary letter� Number of cases performed with your product throughout the

World. How many cases has your company done and in whathospitals.

.H\�'RFXPHQWV�

246

� Copies of all surgeon evaluations� Surgeon letters of recommendation/signed petitions

� ANY training/education/labs you have supported –demonstrates our shared interest in education

� Have they been renting and we want purchase?Include dollars spent vs. potential dollars saved

� List of US and local hospitals/teaching institutionsusing Your product.

.H\�'RFXPHQWV�FRQW����

247

� Put it in a clean, professional package� Put into a binder/presentation folder with labeled tabs� Take it to Kinko’s and have it bound with printed tabs� Use whatever method you want but make it look

professional and that you prepared for this meeting� Make a binder for each committee member� Have your coach/committee member take binders to

meeting.

:KDW�GR�\RX�GR�ZLWK�WKH�,QIR"

248

� It may be the same committee but 2 different hearings, oneto approve your product for use/trial and another to approvepurchase. If you can, get a different surgeon to attend eachmeeting

� Same prep process applies for both new product committee� For surgeons who support your product but don’t want to

step up tothe plate� Show them which of their peers also want to use your product� Let them know that you will be helping them by presenting

committee with a packet of information

1HZ�3URGXFW�&RPPLWWHHYV

9DOXH�$QDO\VLV�&RPPLWWH

249

� Set expectations so both sides are clear BEFORE trialStarts� How long does trial last?� Who is involved in trial? One surgeon or several� How many cases does each surgeon get to trial

equipment? (particularly important for trials with costrestrictions)

� Will your eval form be sufficient or do they have theirown?

� What are their expectations of cost?

Trials�

250

251

Conducting an Effective Capital�(TXLSPHQW

Evaluation�7ULDO

6XUJLFDO�6DOHV�Expert

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AGENDA � 4XDOLI\LQJ�DQ�DFFRXQW�IRU�&DSLWDO�HYDOXDWLRQ

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253

Qualifying an Account for laser evaluation

� Does the hospital purchase equipment or have a rentalpreference or exclusive rental contract in place?

� Does the hospital have the case volume and Key SurgeonInfluencers to justify a capital equipment purchase?- &RQVLVWHQW��KLJK�OHYHO�FDVH�YROXPH��VXUJHRQV�ZLWK�VWURQJ�SHUVRQDOLWLHV�DQGXQGHUVWDQGLQJ�WKH�FDSLWDO�VDOHV�SURFHVV�SURGXFHV�ODVHU�VDOHV

� Discover the history of surgeon support & types of cases done- 'R�\RXU�KRPHZRUN��IROORZ�XS�ZLWK�WKH�VXUJHRQV�ZKR�KDYH�XVHG�LQ�WKH�SDVW�±XQFRYHU��LVVXHV�

� Implement your strategy��5HDOLVWLF�WLPHIUDPH�IRU�&DSLWDO�(TXLSPHQW�VDOH��6HW�PHDVXUDEOH�JRDOV�IRU�HDFK�VXUJHRQ��DFFXUDWHO\�GHWHUPLQH�WKH�LQWHUHVW�OHYHO�

� Once qualified, communicate your�intentions, set a date!- 6WUHVV�WKH�DGYDQWDJHV�RI�WKH�WULDO�WR�WKH�GRFWRUV��25�0DQDJHPHQW�DQG�3XUFKDVLQJ

254

Must Do’s prior to the commencement of the trial

� Discover who all OR management and purchasing Key DecisionMakers are and are in agreement on conducting a trial��&RPPLWWHH�PHPEHUV��WHDP�OHDG�LQYROYHPHQW��KLHUDUFK\�RI�SXUFKDVLQJ�FKDLQ��)LQG�\RXU�SXUFKDVLQJ�FRDFK��SHUVRQ�ZKR�FDQ�JXLGH�\RX�WKURXJK�HQWLUH�SURFHVV�

� Focus effort on doctors who will drive the purchase (KeySurgeon Influencers)- +HDG�DQG�1HFN�VXUJHRQV��1HXURVXUJHRQV��KLJK�YROXPH�2UWKRSHGLF�6XUJHRQV

� Determine what specific information is needed by decisionmakers to make a purchase decision��6HHN�WKHLU�LQSXW�IRU�SDUDPHWHUV�RI�D�VXFFHVVIXO�WULDO

��)XOO\�XQGHUVWDQG�WKH�KRVSLWDO¶V�FDSLWDO�VDOHV�SURFHVV

� Identify a way to get surgeon feedback from the doctors to thekey decision makers��(YDOXDWLRQ�IRUP�PLQLPXP�DPRXQW�RI�FRPPXQLFDWLRQ��VHH�QH[W�SDJH���)DFLOLWDWH�WKH�FRPPXQLFDWLRQ�EHWZHHQ�VXUJHRQV�GHFLVLRQ�PDNHUV��ELJJHVW�UHDVRQZK\�FDSLWDO�HTXLSPHQW�VDOHV�GR�QRW�KDSSHQ�

255

Example of an Product Evaluation Form

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�� +RZ�GRHV�WKH�SURGXFW�FRPSDUH�ZLWK�WKH�SURGXFW�FXUUHQWO\�LQ�XVH"������6XSHULRU�����,QIHULRU�� �1R�'LIIHUHQFH�� 'RHV�WKLV�SURGXFW�KDYH�IHDWXUHV�WKDW�\RX� �/LNH����'LVOLNH��� 7KLV�SURGXFW�RIIHUV�DGGLWLRQDO�FOLQLFDO�EHQHILWV�WR�FXUUHQW�WUHDWPHQW�PHWKRGV �<HV� �1R��� 7KLV�SURGXFW�PD\�EH�XVHG�LQ�FRQMXQFWLRQ�ZLWK�FXUUHQW�WRROV�IRU�PRUH�FRPSOHWH�WUHDWPHQW �<HV�� �1R��� 7KLV�SURGXFW�H[SDQGV�HQGRVFRSLF�RU�PLQLPDOO\�LQYDVLYH�WHFKQLTXHV �<HV�� �1R��� 7KLV�SURGXFW�DOORZV�IRU�VXSHULRU�SDWLHQW�RXWFRPHV �<HV�� �1R��� :RXOG�\RX�UHFRPPHQG�WKLV�SURGXFW�EH�SXUFKDVHG�DV�D�UHSODFHPHQW�IRU�FXUUHQW�SURGXFW ��<HV� �1R�

&RPPHQWV�

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256

Must Do’s prior to the commencement of the trial

� Determine the payment terms for Capital and disposable products��3URSRVH�KLJKHU�VWDQGDUG�SULFLQJ�IRU�VFUXE�32¶V�IRU�QHJRWLDWLRQ�SXUSRVHV���2QO\�DIWHU�WKH\�IURZQ�RQ�UHQWDO�IHHV�DQG�KLJKHU�GLVSRVLEOH�SULFLQJ�RIIHU�D�SODFHPHQW�DW�QR�FKDUJH�DQG�D�GLVFRXQW�RQ�EXON�GLVSRVLEOH�RUGHUV���6SLQQLQJ�WKH�IUHH�WULDO�VFHQDULR���0DNH�VXUH�WKH�SXUFKDVH�RSWLRQV�GXULQJ��$)7(5�WKH�WULDO�DUH�FOHDUO\�ODLG�RXW��DJUHHG�XSRQ�EHIRUH�WKH�WULDO�VWDUWV�

� Determine the length of the trial (30-60-90 days)��0XWXDOO\�DJUHHG�XSRQ�DJUHHPHQW�IURP�GHFLVLRQ�PDNHUV�WKH\�:,//�PDNH�D�GHFLVLRQ���'HFLGHG�SD\PHQW�WHUPV�IRU�&DSLWDO�DQG�'LVSRVDEOH�SURGXFWV�ZLOO�EH�GHWHUPLQLQJ�IDFWRU���,I�D�SDLG�WULDO��PD[LPL]H�GLVSRVDEOH�SXUFKDVHV���6WDUW�ZLWK�VKRUWHU�WULDO�ZLWK�SRVVLELOLW\�IRU�H[WHQVLRQ�LI�FHUWDLQ�FULWHULD�DUH�QRW�PHW���0LQLPXP�H[SRVXUH��FDVHV�GRQH��ORQJHU�WULDO�

The proper setup and communication before the trial begins is the most important component for success

257

Suggestions For Success During the Trial

Thorough Communication between Key Decision Makers and Doctors is the Key

� Provide periodic communication updating progress��/LVW�RI�GRFWRUV�WKDW�KDYH�XVHG�ZLWK�IHHGEDFN��5HPLQGHU�RI�ZKHQ�WKH�WULDO�HQGV��KHOSV�PRYH�DORQJ�FDSLWDO�VDOHV�SURFHVV

� Use the trial as a PR opportunity with doctors and staff��0DNH�IO\HUV��VHQG�FUHDWLYH�HPDLOV�JHQHUDWLQJ�H[FLWHPHQW��8VH�WKH�WULDO�DV�D�UHDVRQ�WR�EXLOG�UHODWLRQVKLSV�ZLWK�VXUJHRQ�VXSSRUW�VWDII

� Maximize exposure��7LPH�LV�RQ�\RXU�VLGH��XVH�WKLV�DV�OHYHUDJH��*LYHQ�RQH�RSSRUWXQLW\�WR�HYDOXDWH��PDNH�WKH�PRVW�RI�LW

� Continue communication and providing feedback periodicallyuntil the trial concludes��3URYLGH�RSWLRQV�IRU�FDVH�VXSSRUW�DIWHU�WKH�WULDO�FRQFOXGHV�WR�DOO�.H\�'HFLVLRQ�0DNHUVNHHSLQJ�LQ�PLQG�WKH\�DUH�DOO�DZDUH�WKDW�PXWXDOO\�DJUHHG�XSRQ�JRDOV�ZHUH�VHW

258

How to Effectively Conclude the Trial

� Offer options after the trial that will help move along the capitalsales process��3XUFKDVH�WKH�HTXLSPHQW�RXWULJKW�DW�$JUHHG�WR�SULFLQJ��5HQW�WKH�ODVHU�RQ�SHU�FDVH�EDVLV��0RQWKO\�UHQWDO�IHH

� Increase sales activity with Key Surgeon Influencers and KeyDecision Makers��6HQG�.H\�'HFLVLRQ�0DNHUV�D�FRQFOXVLYH�HPDLO�GRFXPHQWLQJ�WKH�UHVXOWV�RI�WKH�WULDO�VHH�QH[W�SDJH���7KH�GRFWRUV�NQRZ�WULDO�KDV�HQGHG��OHW�WKHP�DSSO\�WKH�SUHVVXUH�RQ�.H\�'HFLVLRQ0DNHUV��7KH�FRQWLQXHG�FDVH�YROXPH�ZLWK�UHQWDO�IHHV�DQG�GRFWRU�LQIOXHQFH�ZLOO�SXVK�WKHSXUFKDVH�DORQJ

� Follow the paper trail and signature road map to avoid a stall inthe capital equipment process��+DV�WKH�SXUFKDVH�UHTXLVLWLRQ�EHHQ�JHQHUDWHG"��:KR¶V�GHVN�GRHV�WKH�SXUFKDVH�UHTXLVLWLRQ�ODQG�RQ�QH[W"

259

Example of Documenting a Trial � 'DWH���������� 6XUJHRQ���'U��&KKHWUL� &DVH���3DUWLDO�/DU\QJHFWRP\� &RPPHQWV���“For Partial Laryngectomy surgery, OmniGuide is superior”� 'DWH����������� 6XUJHRQ���'U��6KDSLUR� &DVH���6XEJORWWLF�6WHQRVLV� &RPPHQWV���She provided very positive answers to evaluation form questions, but no comment was written. See form.� 'DWH����������� 6XUJHRQ���'U��&KKHWUL� &DVH��6XEJORWWLF�6WHQRVLV� &RPPHQWV���“I was able to use it where the line of sight laser could not be used.”� 'DWH���������� 6XUJHRQ���'U��6HUFDU]� &DVH���3DUWLDO�*ORVVHFWRP\� &RPPHQWV���“Outstanding tool. Precise laser with excellent hand pieces”� 'DWH����������� 6XUJHRQ���'U��&KKHWUL� &DVH���7UDFKHDO�6WHQRVLV�(Because of patient complications a Flexible bronchoscope was used in trans-nasal approach!)� &RPPHQWV���“was able to thread fiber through bronchoscope for laser stenosis of trachea”� 'DWH���������� 6XUJHRQ��'U��+RZDUG� &DVH���6XSUDJORWWLF�/DU\QJHFWRP\� &RPPHQWV���“Not a replacement for line of sight but offers additional functionality that is useful for some cases. I plan to use this in my

practice”� 'DWH����������� 6XUJHRQ���'U��%HUNH� &DVH���6XSUDJORWWLF�/DU\QJHFWRP\� &RPPHQWV�� “Today’s tumor was too large for this technique”. Dr. Berke circled positive answers on Eval form regarding expansion of

endoscopic or minimally invasive techniques and that he likes this product.

260

Examples of Trials � History of Account

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� Goals and Specifics of the Trial�����'D\�)UHH�HTXLSPHQW��GLVSRVLEOHV��,QYROYH�WKH�3HGV�(17�GRFWRUV�DQG�JDLQ�WKHLU�LQIOXHQFH���&DUHIXOO\�FKRRVH�RXU�KLJKHVW�YDOXH�SURFHGXUHV�ZLWK�LQIOXHQWLDO�GRFWRUV�JLYHQ�WKH�VKRUW�WLPH�IUDPH�

� Communication��8VHG�OHWWHUV�IURP�WKUHH�GLIIHUHQW�.H\�6XUJHRQ�,QIOXHQFHUV�WR�JHW�WKH�WULDO�DSSURYHG��&RPPXQLFDWHG�ZLWK�0DWHULDOV�DQG�(17�6WDII�DGPLQ�WR�ZRUN�RXW�WKH�VSHFLILFV�RI�WKH�WULDO

� Outcome of Trial����FDVHV�SHUIRUPHG�IODZOHVVO\�ZLWK�WKH�.H\�6XUJHRQ�,QIOXHQFHUV����3HGV�DQG���+HDG�DQG�1HFN���)HHOV�LW�ZDV�D�VXFFHVV��FXUUHQWO\�WULDOLQJ�FRPSOHWLQJ�WHFKQRORJ\

� Key Take-aways�����'D\�WULDO�PDGH�VHQVH�JLYHQ�WKH�IUHH�QDWXUH�RI�WKH�HYDOXDWLRQ��RQO\�KLJK�YDOXH�FDVHV�GRQH���8VHG�VXSSRUW�IURP�.H\�6XUJHRQ�,QIOXHQFHUV�WR�VWDUW�WKH�WULDO��IRFXVHG�RQ�WKHP�GXULQJ�WKH�WULDO���7RRN�DGYDQWDJH�RI�FRPSHWLWRUV�ZHDNQHVV�WR�ZHLJK�WKH�RXWFRPH�RI�WULDO�LQ�\RXU�IDYRU

261

Examples of Trials � History of Account

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� Goals and Specifics of the Trial- 'HWDLOV�RI�HYDOXDWLRQ�HVWDEOLVKHG�DQG�VHQW�WR�.H\�'HFLVLRQ�0DNHUV�EHIRUH�WULDO��VHH�QH[W�SDJH�- ���'D\�7ULDO��HTXLSPHQW�SODFHG�DQG�PLQLPXP�RI����FDVHV�SHUIRUPHG�ZLWK�GLVSRVLEOHVSXUFKDVHG�DW�EHJLQQLQJ�RI�WULDO- &OHDUO\�FRPPXQLFDWHG�RSWLRQV�SUHVHQWHG�WR�.H\�'HFLVLRQ�0DNHUV�DW�WKH�FRQFOXVLRQ�RI�WKH�WULDOLQFOXGLQJ�DQWLFLSDWHG�GHOLYHU\�RI�HTXLSPHQW�32

� Communication��(QWLUH�+1�GHSDUWPHQW��DOO�SXUFKDVLQJ�FRQWDFWV�DQG�WHDP�OHDGV�NHSW�LQ�FORVH�FRQWDFW�FRQFHUQLQJDOO�GHYHORSPHQWV�RI�WKH�WULDO��$OO�FDVHV�WR�GDWH�DUH�ORJJHG�ZLWK�VXUJHRQ�UHSRUWLQJ�D�VXPPDU\�RI�H[SHULHQFHV�DIWHU����FDVHV��5HVLGHQWV�WUHDWHG�DV�DWWHQGLQJV�DQG�XVHG�DV�D�VRXUFH�RI�LQIRUPDWLRQ�IRU�XSFRPLQJ�FDVHV

� Outcome of Trial��7ULDO�HQGV�$SULO��������FDVHV�GRQH�WR�GDWH�ZLWK�SRVLWLYH�IHHGEDFN�DQG�HDUO\�VLJQV�FDSLWDO�VDOH

� Key Take-aways��.H\�6XUJHRQ�,QIOXHQFHU�XVHG�DV�YRLFH�WR�SXVK�WULDO���VXUJHRQ�KDV�SHUVRQDOLW\��SRZHU���3DUDPHWHUV�RI�7ULDO�FOHDUO\�FRPPXQLFDWHG�WR�DOO�NH\�GHFLVLRQ�PDNHUV��VXUJHRQV�EHIRUH�WKH�WULDO��$OO�FDVH�UHVXOWV�RQ�UHFRUG�WR�EH�XVHG�LQ�VXPPDU\�DIWHU�WULDO�WR�VWUHQJWKHQ�SRVVLELOLW\�RI�FDSLWDOVDOH

262

Example of Trial Proposal 'DWH

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263

264

Capital Sales Process

6XUJLFDO�6DOHV�Expert

265

Qualifying Capital Sales Opportunity

1) Hospital Buys your equipment Only (15%) ‘We would neverpay rental fees!!’

2) Hospital Rents Only (15%) ‘You could give us a free laser – butour nurses still aren’t going to touch it!!’

3) Hospital both Owns and Rents (70%)

For #3 – Important to understand how they decide when to own vs. rent, and consider the +/- to engaging initially with your rental company

In any event, must keep TRYING to convert to ownership � Rental only accounts are more vulnerable to competitors� Rental only accounts don’t utilize as often

± $GPLQLVWUDWLRQ�PD\�OLPLW�XVDJH�GXH�WR�KLJK�FRVW��GLVSRVDEOH���UHQWDO�IHH�

266

%XLOGLQJ�D�&DSLWDO�3LSHOLQH1) Identify Qualified Capital Opportunities (previous slide)2) Prioritize based on current business and surgeon support

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3) Surgeon Champions Communicate DIRECTLY with DecisionMaker(s)± ,Q�SHUVRQ± 3KRQH± (�PDLO± :ULWWHQ�/HWWHU

4) First Step in Purchase Process: OR management states ‘Wewould like to buy your HTXLSPHQW, please provide me with a

quote’

YOU NOW HAVE (48,30(17 IN YOUR PIPELINE!!!! 267

A Capital in the Pipeline . HOORAY!!!

Question: If you do nothing more at this point, what are the chances of this Capital PO coming through?

Answer: < 10%

Question #2: If I continue to work the process, how long will it take until I see a Capital PO?

Answer: typically 6-12 months

Important to understand customer’s purchase process, so that you can participate in and influence that process

268

Gathering Info About the Purchase Process

� There are many different departments that may be involved inthe approval process for capital equipment in your hospitals

� 7KHUH�PD\�EH�GLIIHUHQW�QDPHV�IRU�WKHVH�GHSDUWPHQWV�LQ�HDFKKRVSLWDO��LW�can get confusing

� The path for the approval process also differs in each account� *HQHUDOO\�WKH�DSSURYDO�LV�TXLFNHU�LQ�VPDOOHU�RU�FRPPXQLW\�KRVSLWDOVDQG�FDQ�EH�PRUH�FRQYROXWHG���OHQJWK\�LQ�/DUJH��8QLYHUVLW\��RU7HDFKLQJ�KRVSLWDOV

� There may be many different titles of the people involved in theprocess.

� Bottomline: The more you know about the path the approvalprocess takes, and the more people you gain support from, theeasier it will be to grab that PO that you want!

269

Possible Departments Involved in Approval

� Purchasing� Clinical Procurement� Supply Chain� Strategic Sourcing� Clinical Engineering� BioMedical Engineering� Central Sterile

Processing� Surgery� Logistics

� Administration� PeriOperative

Department � Surgical Services� Value Analysis� Materials Management� Inventory Control� Finance� Executive Offices

270

Possible Titles of People Involved in Approval � OR Director� Director of Surgical Services (DSS)� Purchasing Agent� Materials Manager, VP Materials Management� Strategic Sourcing Manager� Sourcing Analyst/Agent� Laser Safety Officer (RN, BioMed, MD, Radiation Safety)� Director of BioMed (Service Plans!)� Value Analysis Committee Members (admin, surgeons, RNs)� Nurse Coordinators/Team Leaders� VP, PeriOperative Services (OR, PACU, etc)� Chief of Surgery, Medical Director, CMO� Department Chairmen� CFO� OR Finance / Business Manager

271

Possible Community Hospital Scenario

Surgeon�

Coordinator�

Materials Manager�

OR Director�

Finance/CFO�

Purchasing�

272

Possible Large/University Hospital Scenario

7HDP�/HDGH

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273

New (Qualified) Account = Evaluation

Ideal Evaluation Parameters: � Disposible paid for, list price (scrub or stocked)� Capital provided free of charge (out of trunk), or low per case

rental fee charged.� Set timeframe on evaluation: 60 days

± <RX�FDQ�DOZD\V�H[WHQG�LW��\RX�FDQ�1(9(5�VKRUWHQ�LW�� Set expectations for what happens at end of Evaluation:

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VXUJHRQ�VXSSRUW

274

Keys to Evaluation Success

1) Gather information about the purchase process BEFORE andDURING evaluation. (Don’t wait until it’s over)

2) Know who your Champions are (need some clout!!) Engagemultiple surgeons, multiple departments if possible.

3) Ensure that communication is getting directly from MDs toDecision Maker(s)

275

Closing the Deal

� Trial CasesÆ Coach the surgeon! Build on the positives.� Convince EVERYONE in room how easy / how safe / how great� Obtain Evaluation forms after EVERY case. Record Comments.� Per case charge after trial $2000-$2500� Communicate that per case rentals through your company NOT

AN OPTION� Drive volume/Build interest from many surgeons� Communicate each positive case outcome with decision makers

� We know that if a equipment is on site full time, we can drive ahigher case volume than if it needs to be requested (exploratorylaps).

� Have surgeons express concerns about needing to haveequipment fulltime (emergencies –peds airway, etc) or lastminute needs. (ForTec /per case not an option for the surgeon)

276

Closing the Deal 1. Surgeon Evaluation Forms-make copies2. Formal Letter/Petition/Signed Rxs from multiple surgeons/

departments 3. Undeniable buy-in from surgeons, chairmen, fellows, residents,

Team Leaders, Coordinators, LSO 4. Create a business case-economical / logistical to purchase laser

vs rent 6. VDOXH�$QDO\VLV�&RPPLWWHH Paperwork��VHH�QH[W�VHFWLRQ�7. Check with all parties to ensure all “t’s” crossed and “I’s” dotted8. Utilize all resources/contacts and ask a lot of questions9. Maintain frequent contact by obtaining phone, email, mobile,

office location, etc information. 10. Ask each one to help you and sell them!11. Be the nice guy/gal! New equipment, special deal, special,comfort 12. Stand your ground!

277

<RXU�FRPSDQ\�VKRXOG�KDYH�WKH�IROORZLQJ�7RROV ,I�WKH\�GRQW���+HOS�WKHP�FUHDWH�WKHVH�WRROV��

Marketing Tools � Evidence Based Medicine� Company Sales Sheet� Total Training Sheet� Projected Cost Savings� Product Features Video� Pricing Info

Service � Service product offerings sheet

(includes out of contract repaircosts)

Other Tools: � Surgeon Support Letters� Product Evaluation Form

� Upgrade discount: capitaldiscount for hospitals thathave purchased laser beforeSpecified Date

� Operating Lease Comes fromoperating budget. Not capitalbudget

� Lease to Own± Important to understand

difference between operatinglease and lease to own278

279

Getting Paid

Obtaining the Purchase Order

(PO) 280

...^ƵƌŐŝĐĂů Sales Expert The final section in my book is around the

subject of getting paid. You get paid when you receive the Purchase Order. This is refered to as the PO and nobody gets paid until the PO is received. This is the most important and final part of the sales process. No matter how great your sales call is to the surgeon and to the operating room, if you don’t receive the PO nobody gets paid. This section is about getting PAID!

281

Overview of Obtaining a PO To sell successfully to healthcare providers marketing and sales professionals have to

be well versed in the buying processes that healthcare providers use. Medical Device Marketing is quite different from any other marketing. Typically, hospitals have a review process to qualitatively and quantitatively evaluate their medical technology needs. The review's scope depends on the cost of the technology, and may involve many departments (see capital sales process). For expensive equipment, the review most likely will be elaborate. For less expensive and disposable items, the review may simply assess the department's current needs, and the proposed purchase's operational and financial impacts. In either case, a market survey and literature search take place to some extent, and this is supplemented with extensive data collection and analysis when needed. This is why white papers and case studies published by medical device manufacturers are very useful during the review process - the decision-makers look for every bit of information they can find. Hence, white papers and case studies can significantly influence the decision-making process.

282

Issuing a PO is determined by:

1. Strategic planning2. Assessment3. Acquisition4. Utilization5. Purchase and/or AwardedContract

283

Strategic Planning

The process starts with strategic planning. In this top-level phase, the relevant stakeholders (e.g., Directors, Professors, Managers, Doctors, Engineers, Purchasing, etc.) review key issues, success factors and resource allocation, and assign responsibilities for sustained improvement in technological performance. They identify the services their facility provides, and the technologies that would complement their existing services. The typical questions to answer are: Where are we? Where do we want to be? How are we going to get there?

284

Assessment

Because medical technology greatly impacts the cost and structure of healthcare delivery, hospitals include technology assessment in their planning process, which typically includes cost-benefit and cost-effectiveness analyses.

285

Assessment Continued Cost-benefit analysis calculates the costs of applying the technology and

compares them to the benefits resulting from its application. It provides criteria upon which to base decisions of whether to adopt or reject a proposed device. The device is adopted if its benefits exceed its costs. However, one limitation of this analysis is that it expresses all benefits, including therapeutic effects, in monetary terms. Hence, hospitals also conduct cost-effectiveness analyses to quantify therapeutic effects in terms of reduced patient hospital stays, and compare these to the costs of the technology's implementation. Although at first glance the chosen technology may seem to have limited impact on other facility operations, stakeholders also examine the likely effect of the new equipment on existing services.

Other aspects of cost-effectiveness analysis include assessment of long-term replacement strategies and identification of emerging technologies. Since medical devices have finite longevity, hospitals have replacement plans to minimize the effects of unforeseen capital replacement. By identifying emerging technologies that fit into the projected plans of the hospital's service area, the hospital tries to avoid investing in nearly obsolete technologies.

286

Utilization Purchase of a new technology is justified only when an increase in

equipment's cost-effectiveness is clearly demonstrated. The typical questions asked during the analysis are:

* Will the new medical device increase the volume of the service?* Will it raise the costs of the service?* Will the device generate additional revenues and, if so, howmuch? * What is the new device's expected lifespan?* What is the device's reliability and the costs associated with itsrepair and maintenance? * How reliable and reputable is the manufacturer?* What impact will the new device have on routine operating costs?* What will the disposal cost be?* How easy is the device to operate?

287

Final Purchase Considerations Once the technology has been assessed and the decision to purchase has

been made, the next phase in the process is technology acquisition, which typically includes the following steps:

* Preparation of general and functional specifications* Clinical, technical and cost evaluations* Review of proposals and evaluations, and making a final decision on adevice manufacturer * Contract negotiation for the device's acquisition* Preparation and issuance of a purchase order* Contract award

A contract award is the green light for the medical device company to deliver and install the product.

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