ÀÖÓ㣨Leyu£©ÌåÓý¹ÙÍø

Evolve from “sales ops� to Customer Operations

• Shift from reactive to proactive, internal to external, narrow to broad empowered commercial operations function across sales, marketing, and service driven by a mission to deliver leading customer experience (CX)
• Move from small comp and tools teams to full-fledged commercial operations teams that coordinateÌýCX, deliver insights & analytics, lead M&A integrations across the front office, and manage the marketing and sales tech stack

Create omni-channel differentiated experiences for patients and providersÌý

• Conduct patient journey assessments to understand and document new ways of working and pain/gain points that deliver differentiated CX
• Use customer journeys to create shared front office processes and vision that lets your organization move away from siloed marketing, service, and sales experiences, that focus individuals to where they can make the biggest difference
• Take advantage of data, digital tools, and CX metrics to create seamless and measurable employer, provider, and patient experiences

Shake up customer segmentation and go-to customer modelsÌý

• Refresh customer segmentation models based on new data, market trends (e.g., customer consolidation) and new ways of working post-COVIDÌý
• Challenge “standardâ€� sales processes based on customer and segment research, and upgrade job designs and hand-offs to align to hybrid, tool-enabled selling
• Rethink distributor and partner relationships and programs to ensure you’re getting the biggest bang for the buck from these relationships (and so are they)
• Empower “inside salesâ€� models by ensuring they are properly equipped with customer data, modern digital tools, solid talent strategy and career pathing, install base data and account insightsÌý

Create a career program that wins the war for talent

• Launch a strategy to retain top performers through pay, progression, and culture, while maintaining the large and highly valuable group of moderate performers
• Challenge existing talent and develop new talent with intentional recruiting, orchestrated onboarding, transparent and relevant competency models, and varied and clear career path

Ìý

Revamp incentives to grow the full suite � profitably

• Balance profitability, new product sales, and growing the overall provider and procedure pool at the same time by relooking at incentive structures, such as pay and commission metrics
• Evolve incentives so that when sales teams pick and choose how they deliver against their objectives, their actions are aligned with sales strategy and do not harm other front office functional objectives

Make digital and virtual selling table stakes

• Accelerate sales technology adoption and investment that increase seller effectiveness (e.g., automation, just-in-time enablement, rich customer data) and provider experience (e.g., training, videos, practice insights)
• Increase connections of the sales team with marketing and lead gen via digital marketing, nurture campaigns, and AI-driven sales and marketing activity guidanceÌý