Customer-Focused Lead Qualification Siemens’ “Leading T he Way” Program Debbie Pryer Pamela Markey Program Manager Senior Director Marketing Siemens MECLABS
Session Speaker Debbie Pryer Program Manager, Siemens Responsible for a lead generation/management program with more than 1,500 end users from both sales and service. This includes driving net new sales opportunities, compliance, lead scoring, prequalification, training, communications, reporting and IT management. With Siemens since 1999, focusing her career on the service side of the business, with emphasis on product management, marketing, service sales and IT solutions. Debbie has a B.S. and M.B.A. in Business Management and is definitely a Type A personality with having completed more than 600 skydives, and is learning to scuba dive . 2
Siemens is a $79 billion global company with more than 370,000 employees worldwide . The Siemens Healthcare Customer Services group focuses on providing an extensive selection of imaging and laboratory diagnostic services to help customers optimize performance while managing costs.
HEALTHCARE INDUSTRY ENERGY INFRASTRUCTURE
HEALTHCARE INDUSTRY ENERGY INFRASTRUCTURE
Werner von Siemens
1847
1856
1879
1896
1905
2013
2013
Information Requested in 510(k) (21 CFR § 807.87) Submitter’s name, address, phone & fax, contact person, rep/consultant name Device Regulation (Classification) Name, CFR number, device class, product code Common/usual name & trade/proprietary name & model number Indications for Use Statement Truthful and Accurate Statement Proposed labeling Adherence to voluntary standard and standard form Financial Certification or Disclosure Statement or both Identification of marketed device(s) to which equivalence is claimed Compliance with section 514 Special Controls 510(k) Proposed labels, labeling, including any promotional material Photographs, engineering drawings Substantially equivalent statement & comparison with predicate Statement of similarities and/or differences with predicate device Data for changes for modified devices 510(k) MUST include either: 510(k) Statement (21 CFR 807.93) 510(k) Holder provides copy of 510(k) deleting trade secret & commercial confidential information to anyone within 30 days, OR 510(k) Summary (21 CFR 807.92) FDA provides 510(k) summary, as provided by 510(k) Holder, to any requester and is available on our website Class III 510(k) must include: *Content and Format (21 CFR § 807.94) Certification & literature search has been conducted, and Summary of adverse S & E data with citation to the literature Performance Data (bench, animal, and/or clinical) Sterilization, Software & Hardware Information, if any Address information requested in specific guidance documents Clinical Data in 510(k) Approximately 10% of all 510(k)s Important difference with the predicate device, e.g., new indication for use or new technology Must be collected under Investigational Device Exemption Regulations (21 CFR Part 812) A 510(k) Must Contain: Proposed labeling sufficient to describe the device’s indications for use A description of how the device is similar to or different from other devices of comparable type (predicate device) Any other information the Center needs to determine whether the device is SE
Lead Qualification
We begin… CUSTOMER
We begin… CUSTOMER SERVICE
Ideally… CUSTOMER SALES SERVICE
2005 2006 2007 Service engineers recognizing customers requiring upgrades and replacements could not effectively hand off the lead to sales. CUSTOMER SALES SERVICE 400 1,200
2009 An external website was created for engineers to submit a lead, and it would be assigned to a sales person. CUSTOMER SALES SERVICE 400 1,200
2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. $100 SALES SERVICE 24 HOURS 400 1,200
2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. 3,000+ Leads $100 SALES SERVICE 24 HOURS 400 1,200
2010 Thanks to the initial success of the program, thousands of company employees were given access.. SALES 400
2010 Thanks to the initial success of the program, thousands of company employees were given access.. $100 SALES 24 HOURS 400
2010 Thanks to the initial success of the program, thousands of company employees were given access.. 12,000+ Leads SALES
2010 65% LEADS REJECTED
2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus SUBMIT AT LEAST APPROVED 5 2
2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus IF I SUBMIT APPROVED 30 2
2010 To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus SO TO BE SAFE I’LL SUBMIT APPROVED 40 2
2010 THE WILD WEST
2010 The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback. CUSTOMER SALES SERVICE 400 1,200
2010 The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback. LEGAL FINANCE SALES COMPLIANCE 400
SERVICE SALES
Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
Service + Sales Integration
Audit and Discovery CUSTOMER SALES SERVICE 400 1,200
Audit and Discovery Not Connected to No Closed Loop Service Work Flows CUSTOMER SALES SERVICE 400 1,200 External Website Outside Oversight
Audit and Discovery Build into Service Not Connected to No Closed Loop Work Processes Service Work Flows Tie to ERP/SAP CUSTOMER SALES SERVICE 400 1,200 Remove External External Website Website Outside Oversight
The Goal CUSTOMER SALES SERVICE
Audit and Discovery Build into Service Not Connected to No Closed Loop Work Processes Service Work Flows Tie to ERP/SAP Optimizing Internal Infrastructure CUSTOMER SALES SERVICE 400 1,200 Remove External External Website Website Outside Oversight
Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
Aligning Complex Systems
Program and Process Development Biggest Challenges: • Tie the program into existing process – getting all the technical systems to work together. • Getting buy-in from management and teams • Securing resources and translating business requirements into specifications
Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
Redirecting Behavior
2009 An external website was created for engineers to submit a lead, and it would be assigned to a sales person. CUSTOMER SALES SERVICE 400 1,200
2009 Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours. $100 SALES SERVICE 24 HOURS 400 1,200
TODAY CUSTOMER $?? Upon Close SALES SERVICE
eNewsletters
Surveys
Direct Mail
Email sends
Post-launch communications plan • Training Modules • Internal Presentation • Training Sessions • Infographic • Cheat Sheets • Q&A Webinars • Newsletters • LTW Wizard (Help Tool) • Email Blasts • Tip of the Month • Direct Mail • Video • Survey (Post Launch)
Training modules
Training sessions
Cheat Sheets
Survey
Direct Mail
Internal Presentation
LTW Wizard (Help Tool)
Tip of the Month
Video
Debbie’s Approach 1 Audit and Discovery 2 Program and Process Development 3 Change Management
Results
Results: Leads Submitted 2009 2010 2011 2012 2013
Results: Revenue Per Lead 2009 2010 2011 2012 2013
Results: Leads to Net New Opportunities + 8% increase 46% 39% 2010 2013
LTW Scorecard: Measuring Success Quality is Up: Eliminate the Fewer Leads Rejected Black Hole Effect Rejection Rate Sales Action 65% 25% In old lead tool, it was impossible to tell how In the Old LTW, 64% of leads were rejected. long it took sales to action, But we knew the In the New LTW, 28% of leads have been rejected. average “AGE” of our leads was ~300 days.
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