What are the most effective ways to persuade hospital decision-makers to invest in new medical technology?

Introducing medical tech to hospitals demands precision. Here are key steps: 1. Identify Needs: Address healthcare gaps, demonstrating your tech's benefits. 2. Build Value: Use solid clinical data and peer-reviewed publications to showcase efficacy. 3. Craft Narrative: Tell real-world stories illustrating your tech's positive impact. 4. Cultivate Champions: Partner with local thought leaders to boost credibility. 5. Engage Early: Initiate tailored conversations aligning with decision-makers' priorities. 6. Customize Training: Develop collaboration-based training for seamless integration. Strategically address needs, present data and build partnerships to position your tech as an essential long-term solution for healthcare advancement.

Understand what is on the national agenda and how local plans aim to address this. Quantify the local challenge. In the UK there are often backlogs in disease diagnosis, which leads to patients becoming sicker whilst on investigational waiting lists, resulting in unnecessary, costly admissions. Sometimes it takes a patient to progress to admission before they can get a diagnosis. Being able to streamline a pathway by the inclusion of a newer, quicker and more efficient technology acquisition can often lead to cheaper outcomes for the healthcare locality and better health for the patient. Model the cost outcomes for the status quo versus technology acquisition. Early diagnosis and management is key.

Understanding your customers needs, goals and pain points is essential. As sales people and experts in the industry, providing value is the best way to build trust and develop lasting relationships resulting in better sales outcomes.

Fear Of Missing Out A pitch that If you don't upgrade others hospital will and they will have competitive edge.. First launch advantage

I agree it’s very important to fully understand what are they trying to achieve and only position products that fit this direction or will enhance what they are trying to achieve.

It is the magic way. Building trust and rapport will only come by doing all other aspects; addressing the customers objectives and needs and understanding their needs will build trust. Also share your competitive edge and value through science and facts will build trust. Close follow up definitely will build trust and rapport.

En mi experiencia, cumplir con nuestra palabra en todo aspecto de las relaciones, es la puerta de entrada a toda relación de negocio.

Building trust and rapport is the first entry point to work in collaboration. By the first time we introduce our service we have to make sure that we are sharing genuine and reality that exists and we can really deliver.

Generar confianza y una buena relación con los cargos claves es el pilar para poder ingresar un producto a una institución . La confianza se gana con trabajo, perseverancia , respeto y seriedad , lo que genera credibilidad en mi y como consecuencia en la compa?ía que represento. Por ende se facilita el acceso a las autoridades para presentar un producto nuevo a la institución . Finalmente, siempre hay que cumplir los compromisos con los clientes. No fallar en nada , la credibilidad está en juego.

Este siempre ha sido mi punto fuerte! He fomentado siempre la escucha activa, para conocer en profundidad sus necesidades y sus inquietudes, convirtiéndome en su Partner.

Create a competitive marketing mix with your product and the service you will provide in comparison to your rivalry! Determine the pain points, and actual needs of your customer along with their sensitive points like are they price sensitive , service sensitive or budget sensitive find out the very specific path you get into.

Competitive edge is one area when decision makers will take due note of you provided you can differentiate yourself effectively through products, services, add-ons and how does it translate into benefit for your hospital and importantly valued patients.

También muy importante aportar ventajas competitivas. Aportando ventajas y beneficios únicos para poder satisfacer sus necesidades.

Demostrar que efectivamente nuestro producto es una opción “mejor”, hace que el decisor pueda vender internamente nuestros conceptos. Esto nos acerca a la recta final de la venta.

As per my understanding we should clear all objections from hospitals which will give them clear idea that how this product will support them in their growth .

Objection handling is critical and one has to go slow, decode one objection at a time and fully satisfy with all supports - visuals and testimonials before moving to the next one. Importantly Hospitals look for continuous and long lasting service or relationship. So you need to be as far sighted as possible and not myopic in your approach.

Entender las objeciones visibles es bueno, descubrir las objeciones ocultas, es el detonador para explotar las ventajas técnicas y económicas de nuestro producto.

It is a human psyche that we act when we sense the urgency and value and not without it. So hospitals are no different as they are manned by humans with similar psyches and might be a level-up as they are working for non self-serving Interests. But a caveat is need cannot be created, it exists, we only can uncover it. So to bring them on board you need to uncover and build on the urgency / burning need and satisfy it with a potential solution.

When attempting to persuade hospital decision-makers to invest in new medical technology, it is important to consider their specific needs, concerns, and priorities. Here are some effective strategies to persuade hospital decision-makers: 1. Provide Comprehensive Data 2. Emphasize Return on Investment 3. Address Safety and Regulatory Concerns 4. Involve Key Stakeholders 5. Offer Demonstrations and Trials 6. Develop a Business Case 7. Highlight Competitive Advantage 8. Use Peer-to-Peer Influence 9. Leverage Success Stories 10. Follow Up and Persistence Remember, building relationships, understanding their perspectives, and presenting a compelling argument with supporting data are key to persuade hospital decision-makers.

El valor que se ofrecerá, está basado en los acuerdos que mostró el decisor sobre las ventajas de nuestro producto. La urgencia es secundaria en este momento. Debemos mostrar valor a largo plazo.

It all starts with the question “what is the problem we are solving for” and then relentlessly testing what’s being created with HCPs et al for relevance and desirability.

One thing I've found most successful when introducing technology is being very clear on what are the pain points that the technology aims to solve for. In this scenario it woild need to be, ideally, from both a hospital, patient AND provider perspective. Once you understand where your solution helps to move pain points to gain points you then have a compelling value proposition.

Also highlight how the hospital will have advantage over their competitors by investing in the technology. The long term impact of the investment should also be mentioned

Who invests in Newer medical technology, it helps in creating bigger brand image in the market for them. Today, patients research and collect information before approaching any health care center to get the best of the services and one should be available to be approached. It can be possible only when you stand out with brand promotion and take help of Newer medical technology availability, its features and benefits. The market is very volatile and for constant growth ?? always adapt what is new and how you take advantage of it.

1 l'écoute 2 les besoins 3 la confiance 4 développer les avantages produits 5 répondre aux attentes 6 proposer des services complémentaires pour conforter 7 prévoir le rendez-vous suivant

La distinción entre necesidad, urgencia y economía es vital, puede que tu producto no reúna las tres características, tal vez ni siquiera la mas básica y en áreas de la salud se prioriza urgencia y economía sobre necesidad. Lo que me ha funcionado para poder forzar un poco la adquisición de productos con tecnología de punta, es el impacto que la adquisición tiene en diversas áreas de interés para el cliente empezando por el monetario, tener un amplioc conocimiento sobre la normatividad aplicable y como esta le es eficiente en términos de calidad y que lo hara despreocuparse por al menos 5 a?os, las ventajas operativas a nivel organización y siempre compartirle como la implementación con otros clientes ha sido exitosa.

Being a health industry personnel. I strongly recommend FOC demonstrations as per Hospital needs. Go with their interests and financial status to cope up the desired targets.