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Originally Published MD&DI March 2009


Hospital Needs Integration

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The Nonclinical Customer Is Always Right

Complete the questionnaire below.

Average the scores for steps one and two and then average the scores of the three capabilities in step three.

In Table II, use the average score from steps one and two to plot the organization's location on the Y axis, and the average score from step three to plot the organization's location on the X axis.

The final position within the four quadrants of the matrix, combined with the questionnaire results, provides suggested steps for improving an organization's responsiveness to it's hospital customer's needs.

Hospital Needs Integration Questionnaire:

STEP 1: STRATEGIC COMMITTMENT
  Strongly
Disagree 		Strongly Agree
Your Choice
 
1
2
3
4
5
Resources are allocated to hospital intelligence and marketing.
Hospital-focused resources are tightly aligned with the Product Development, Marketing, and Sales functions.
Hospital resources are integrated within the product development life cycle and commercialization processes across the business.
Step 1 Average:
STEP 2: CUSTOMER KNOWLEDGE
  Strongly
Disagree 		Strongly Agree
Your Choice
 
1
2
3
4
5
Market research gathers meaningful insight into hospital needs and purchasing behaviors from studies conducted with customers.
A broad set of sales and marketing staff have knowledge of hospital needs, trends, processes, and economics.
Infrastructure and mechanisms exist to systematically collect hospital learnings from the market and integrate them into product development and commercialization processes.
Step 2 Average:
STEP 3: CAPABILITY DEVELOPMENT
  Strongly
Disagree 		Strongly Agree
Your Choice
 
1
2
3
4
5
PRODUCT DEVELOPMENT
Hospital needs evaluations are effectively integrated into the R&D and product development processes.
Evidence-generation processes target both clinical and economic claims development.
Product portfolio and positioning strategies incorporate understanding of hospital economics and adoption risk.
PRODUCT MARKETING
Hospital needs and product information requirements are incorporated into marketing materials and field force training.
Education and support services are developed and delivered to non-clinical hospital customers.
Product positioning, pricing, and contracting strategies incorporate understanding of hospital economics and adoption risk.
SALES FORCE
Account planning processes systematically evaluate and develop plans for non-clinical hospital customers as well as physicians.
Sales reps and management staff are trained on tools and tactics most applicable to different types of hospital stakeholders, needs, and purchasing processes.
Sales reps proactively include non-clinical customers in product launches and ongoing sales activities.
Step 3 Average:



Y-Axis Value:
X-Axis Value:

After charting your results, find your position on the chart and see in which quadrant or quadrants your answers placed you. For suggested steps for improving your organization's responsiveness to hospital customer's needs based on your ansers, see the list related to your quadrant(s) below.

Solely Focused on the Physician

  • Assess business risk, research the customer, and gain org alignment for hospital customer,

Hospital Knowledge Without Action

  • Integrate hospital customer focus and knowledge into the organization

Hospital Capabilities Without Support

  • Use company examples of how meeting hospital customer needs has resulted in wins, creating a case for strategic commitment

Hospital Needs Leader

  • Improve and measure company's ability to meet hospital customer needs and analyze financial impact
Copyright ©2009 Medical Device & Diagnostic Industry