1. Building Lasting Relationships Objectives: 1.Learn a simple but effective relationship selling model for complex selling environments. 2.Understand the key points of contacts and strategy for approaching each. 3.Gain insights into the necessary knowledge for building lasting relationships with IDNs and Health Systems

2. IDNs Biggest Complaints About Suppliers 5. They don’t understand the IDNs organization 4. They don’t understand the IDNs cost structures 3. Too Many reps per IDN 2. The Reps are not empowered 1. They focus on Features and Benefits versus business issue discussions *Taken From Stratcenter.com

3. The Common Factor 5. They don’t understand the IDNs organization 4. They don’t understand the IDNs cost structures “If you have seen one IDN, you have seen one IDN”

4. Selling effectiveness: then and now Potential Customers Then Now Sales Representative Corporate Executive National/Corp. Acct. Mgr. Clinical/technical Specialist Sales Representative Telephone Sales Telemarketing Catalog Sales Distributor reps Manufacturers Reps 3. Too Many reps per IDN

5. Local Account Mgmt Strategic (IDN/MHS) Account Mgmt Corporate (GPO) Account Mgmt System VP MM Portfolio Manager Hospital MM Department Heads Clinical Staff Administration of facilities Resource Committee (e.g. clinical, financial, contractual, value analysis) GPO/IDN Acct Managers Sales Force Designate Single Point of Contact to Head of System Prime Vendor - Distribution

6. 2. The Reps are not empowered IDN Account Manager: Bottom Up: 1.Assign contact responsibility at each level aligning relationships (e.g. clinical to clinical, economic buyer) 2.Get to know decision-maker at each level and understand their buying needs 3.Incorporate these needs to provide a custom solution to the system

7. IDN Account Manager: Top Down: 1.Harmony with GPO relationship (?) 2.Working on system objectives when proposing solutions (cost, environmental, safety, infection control) 3.Make proposition simple, building as you go for implementation 4.Act as Primary interface for your Company 5.Being an advocate and know when to say when (fine line between persistent and pain) 6.Follow Up!

8. Internal Communication Have to be able to deliver – start by looking internally: Negotiating cost, margins, profitability Delivery (manufacturing capabilities) Marketing (materials) Value Adds (FTE, education, in-service schedules, installation) Single Product vs multi product/multi line delivery

9. Case Study St Joseph Health System, Orange and Vernacare Jim McManus, VP of Finance GPO - MedAssets

10. 1. They focus on Features and Benefits versus business issue discussions “Any good Material Manager will pick up the phone to listen to an opportunity” - Greg Lauder, VP Capital, Banner Health “There has to be a value proposition that improves Cost, Quality or Service process” - Steve Pitzer, Director Of Supply Chain Management, Christus Health “Don’t feel the need to sell something all of the time, spend some time listening and understanding our needs and come back prepared with a concept of interest” - Mike Rosenblatt, VP of Materials Management, SSM Healthcare

11. Vendor Strategic Resource Business Resource Problem Solver Sales Activities SolutionsProcessExecutives ProductEventOperations *Taken from Impax Sales Process

12. “ Everything you need to know about lasting relationships, you learned in Kindergarten: Use common courtesy, basic skills and play nice in the sandbox” - Mike Rosenblatt, VP of Materials Management, SSM Healthcare