DAY TWO | WEDNESDAY, JULY 24

8:00 REGISTRATION & WELCOME COFFEE

8:20 CHAIRPERSON’S OPENING REMARKS

8:30 STREAMLINING VENDOR CREDENTIALING PROCESSES TO INCREASE MEDICAL DEVICE REP PRODUCTIVITY
Medical device reps need to comply with healthcare credentialing requirements in order to ensure quick access to products and services utilized in patient care. Among other responsibilities, vendor credentialing can be a time consuming, complex, administrative task, with opportunity to prevent critical client-vendor interaction if completed incorrectly. With various credentialing requirements being used across the healthcare industry, streamlining internal credentialing processes to enable sales reps and impact overall sales force effectiveness is an important task for medical device sales organizations.

Rhett Suhre, Director, Health Care Credentialing, Corporate Development, ABBOTT

 

9:15 ENHANCING THE IMPACT OF SALES METRICS AND ANALYSES FOR IMPROVED INSIGHTS
The sales role is innately based in the world of numbers from contracting pricing, customer prospects, and performance quotas; however, the challenge many enablement executives face are organizations running the right metrics for internal analysis. Sales staffing, training schedules and resource allocation are just a few of the decisions that leadership makes based from insights garnered on internal metrics. In order to ensure sales reps are not only meeting company expectations, but that teams are also receiving necessary support, it is critical for enablement and optimization stakeholders to review what data provides the most impactful metrics and insights to ensure operational determinations are based on appropriate analyses.

  • Aligning data points from multiple departments
  • Defining what internal metrics to measure
    • Territory data
    • Revenue data
    • Performance quotas
  • Translating base analytics into measureable solutions

Saulo Viana, Director of Sales Operations, WRIGHT MEDICAL

 

10:00 COFFEE AND NETWORKING BREAK

 

10:30 STRATEGIES FOR STREAMLINED PROCESS DEPLOYMENT METHODS IN SALES ENABLEMENT & OPERATIONS

  • Benchmarking needs for updated processes in commercial teams
  • Securing leadership support for proposed process updates
  • Outlining involvement of non-commercial team executives
  • Ensuring new processes comply with necessary regulations
  • Strategies for launching new procedures to sales teams

Steve Paul, Vice President of Sales & Commercial Operations, BREG

 

11:15 SMALL GROUP DISCUSSIONS: INCORPORATING EXTENSIVE INTERNAL CHANGE MANAGEMENT PROCESSES
As organizations explore the opportunity to launch formal sales enablement teams, many executives will need to make a variety of changes regarding team responsibilities, operational processes, and team hierarchy, making the need for comprehensive change management methods critical. In order to engage in meaningful, in-depth conversations regarding the complexities of ensuring seamless sales operations while employing needed changes throughout the team, attendees will break into small groups to engage in peer-to-peer discussions. Facilitated by a discussion leader, participants will share recent experiences in change management in sales enablement operations with a focus on best practices and lessons learned from navigating previous internal changes.

GROUP DISCUSSION POINTS INCLUDE:

  • Identification of needed changes in current processes
  • Developing timeline for change implementation
  • Communicating change strategies to teams
  • Maintaining consistency throughout change
  • Enforcement methods of required changes

FACILITATORS:
Martin Osborn, MEDTRONIC

Mike Armstrong, BTG INTERNATIONAL

Chris Pangman, ORTHOFIX

 

12:00 LUNCHEON FOR ALL SPEAKERS, SPONSORS & ATTENDEES

 

1:00 FORECASTING THE EVOLUTION OF FIELD SALES TRAINING PROGRAMS TO SUPPORT ENABLEMENT GOALS
According to a study by CSO Insights, coaching is one of the most effective sales enablement tools and has the opportunity to increase win rates by approximately 27.6%. Field trainers have long been a critical aspect to the success of medical device sales departments, working closely with teams to ensure sales reps have a thorough understanding of tools and resources available. Under a sales enablement model, the field training role will evolve into a much more involved long-term coaching role focused on the continued advancement of sales teams.

  • Humanizing the enablement role through trainers
  • Transitioning from training to sales coaching
  • Strategies to ensure knowledge of sales tools

Shane Graham, Director, Practitioner Relations & Marketing, CANANDA DIAGNOSTIC CENTRES

 

1:45 EMPLOYING OPTIMIZATION STRATEGIES TO INCREASE SALES FORCE RETENTION
The investment, both monetarily and time-wise within the training of a sales force is significant as the profitability of a device hinges on the performance success of reps. One of the largest indicators that an organization’s current enablement strategies are not functioning properly as an optimization tool is when turnover rates are continually high. A critical priority of sales enablement is to ensure low turnover rates, which begins with a comprehensive onboarding process through to the employment of continuous development plans that can be implemented throughout a reps tenure with the organization.

  • Evaluation methods of current retention trends
  • Benefits of defined and consistent onboarding
    • Improved early quota attainment
    • Voluntary turnover rate reduction
  • Parameters to determine need for process changes

Kelly Clem, Senior Director, US Sales Effectiveness, BD

 

2:30 GROUP DISCUSSION: CRM BEST PRACTICES FOR SALES FORCE EFFECTIVENESS

  • Challenges faced when CRM is owned outside of commercial department
  • Communicating tools needed within CRM for sales force efficiency
  • Effective CRM training strategies for medical device sales organizations

FACILITATOR: Jessica Evans, Sales Enablement Manager, BD

 

3:00 COFFEE AND NETWORKING BREAK

 

3:30 – 5:00 TECHNOLOGY MODULE: ENABLING COMMERCIAL TEAMS THROUGH IMPROVED ACCESS TO TECHNOLOGICAL RESOURCES
From simple cloud-based storage to more advanced CRM databases, technology is a driving influence in the success of sales teams and the correlation between supplying reps with the necessary tools can be seen in a product’s overall profitability. Sales enablement executives are continually assessing technological tools and platforms that assist in driving productivity and driving increased engagement with customers, but optimization teams must ensure that the right tools are also being utilized. Through case study driven examples, presenters will showcase strategies surrounding employing needs assessments to ensure the deployment of necessary technology platforms, while also highlighting streamlined approaches for rolling out new resources throughout the commercial organization.

3:30 PART ONE: CONDUCTING NEEDS ASSESSMENTS TO DETERMINE GAPS IN AVAILABLE TECHNOLOGY

  • Recognizing when current resources require updating
  • Garnering data to determine gaps in technological supports
    • Internal surveys
    • Direct sales rep feedback
    • Opinions from field enablers
  • Transitioning assessment data into actionable insights
  • Determining what resources best fit areas of need

Alan Cawley, Director, Sales Excellence, MEDELA

 

4:15 PART TWO: NAVIGATING LAUNCHES ON NEW TECHNOLOGIES IN COMMERCIAL DEPARTMENTS

  • Aligning internal needs with technology platform vendors
  • Critical considerations for implementing new tech resources
    • Execution timeline
    • Cross-departmental collaboration
    • Team training for new resources
  • Building a value story supporting the integration of new technology

Jason Gwilliam, Sales Enablement & Execution Leader, BTG

 

5:00 END OF CONFERENCE

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