Asclepius Consulting (1)

8/11/2019 Asclepius Consulting (1)

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ASCLEPIUS CONSULTING:THE SALES FORCE DILEMMA

Group 3

Sriram D.S D017

Sujatha G D018

Tarun Gupta D027

Kumar K D034

Hemanth S D049

S.K.Arjun E030


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INDIAN HEALTH INFORMATION SYSTEMS MARKET SEGMENTATIONType of Hospital No. of Beds Naming Convention

Single Speciality 30 100 SS-30

100 300 SS-100

>300 SS-300

Multi Speciality 30 100 MS-30

100 300 MS-100

>300 MS-300

Nursing Homes 30 100 NH-30

100 300 NH-100

>300 NH-300

Charity Hospitals 30 100 CH-30

100 300 CH-100

>300 CH-300

Corporate Chains 30 100 CC-30

100 300 CC-100

>300 CC-300

Day Care Centers 30 100 DC-30

100

300 DC-100>300 DC-300


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MARKET SEGMENTATION AND TARGET MARKETS FOR ASCLEPIUS

SS-30

SS-100SS-300

MS-30MS-100 MS-300

NH-30NH-100

C

CH-100 C

CC-3CC

DC-30DC-100

DC


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Customer Segment SegmentCharacteristics Customer Offering Sales Pro

Day care centres (30 to 100)Price sensitive and hesitant to

change

Basic administration, Billing,

Pharmacy, OPD and IPD .Module wise pricing

Fewer peopl

Difficultyma

Charity Hospitals ( 30 to 100and 100+)

Budget Tight, good processframework, enterprise levelselling, complex decision

making units

Basic administration, Billing,Pharmacy, OPD and IPD .

Module wise pricing. For 100+beds hospitals, all modules are

attractive

Centralizedrequired. Bo

might napproa

manageme

Single and Multi Specialtyhospitals (100+, 300+)

Enterprise level selling,complex decision making units

Specialized modules such as

Dietary Management,Scheduling modules etc.,

More techn

required. Saw

Corporate Chain of hospitals(300+)

Holistic approach to productimplementation, complex

decision making units All modules would be attractive

Constant salbe required

need t

Single specialty hospitals(100+)

Demand of just one specificmodule and hence depth ofknowledge about product is

required

One specialized module suchas Radiology Informationsystem would be required

More technrequired.

sales

FACTORS FOR SALES STRATEGY


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DECISION MAKING UNIT IN HOSPITALS

Element Brief DMU in Hosp

InitiatorPlayers who recognize a need to be satisfied,

initiate a request to purchase

User, Lower level staff, Doc

department

GatekeeperControl the flow of information both ways. Also

control accessSecretary, Procurement/Sales

staf

Buyer Responsible for evaluating criteria and negotiation Purchase department, Consulta

Decision Makers/ Deciders Final decision maker, concerned with ROI MD/CEO, Senior Management, Comm

User Vital role in post-purchase evaluative phase Administrative staff, specialtpharmacy/lab sta

InfluencerPersuasive role to deciders. Specialists, trade

relationsConsultants, Doctors, Refe

associates, Other hospita


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RELEVANCE OF DMU IN SALES STRATEGY Explain the benefits rather than the features Helps in influencing the Initiator and Inf luencerRecognition of need

Features like customized modules and license-based pricing helps iGatekeeper, Buyer and decision makerDeveloping product specification

Influencers play an important role and hence sales strategy recommendationsSearch for information/supplier

Focus should be on Decision makers as senior management and consultaproduct/service on factors like robustness, scalability, ROI, tech specs etcEvaluation of alternatives

Focus on Influencers and Decision Makers as shortlisting depends oncriteria like price, terms of contract offered, service providedSelect product/supplier

Focus on Buyers as they have the final word on negotiationDecision to buy

Focus on best-in-class delivery and schedulesFulfilment of contract

Adapt to customer feedback and provide post-purchase supportPost-purchase evaluation

DECISI

ON

M AKING

PROCES

S


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PURCHASING BEHAVIOUR OF VARIOUS SEGMENT

Value in following modules:Basic administrationBillingPharmacyOut-patient department (OPD)

In-patient department (IPD)Price sensitiveResistance to changeModule-wise pricing works best

Value all modulesEase of useRobustness and scalabilityNeed support in overall improvement

Hence, consulting and serimportantROI and credibility of vendorrole

30 100 beds 100 300, > 300 be


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VARIOUS GO-TO MARKET ALTERNATIVES

Pros

In House Sales Executive Resellers

Direct contact with customers Higher conversion rate Concentrated effort Higher deal size Low commission Better product knowledge

Easy Reach into new geographic Better local knowledge Have prior contacts as they have

working in this field.

Cons

More Expensive More Complex to handle Employees under payrole

No direct client contact Very low conversion rate Lower deal size High commission Motivation Sells products of other companie


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WHICH IS BETTER?


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HOW MANY SALES PERSONS/RESELLERSARE NEEDED?

Asclepius Consulting (1)

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