Siemens’ “Leading The Way” ProgramCustomer-Focused Lead Qualification

Debbie Pryer Pamela Markey

Program Manager Senior Director Marketing

Siemens MECLABS

Session Speaker

2

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.

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.

ENERGY INFRASTRUCTURE

INDUSTRY HEALTHCARE

INDUSTRY

ENERGY INFRASTRUCTURE

HEALTHCARE

Wernervon 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 nameDevice Regulation (Classification) Name, CFR number, device class, product codeCommon/usual name & trade/proprietary name & model numberIndications for Use StatementTruthful and Accurate StatementProposed labelingAdherence to voluntary standard and standard formFinancial Certification or Disclosure Statement or bothIdentification of marketed device(s) to which equivalence is claimedCompliance with section 514 Special ControlsProposed labels, labeling, including any promotional materialPhotographs, engineering drawingsSubstantially equivalent statement & comparison with predicateStatement of similarities and/or differences with predicate deviceData for changes for modified devices510(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, OR510(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 websiteClass III 510(k) must include: *Content and Format (21 CFR § 807.94)Certification & literature search has been conducted, andSummary of adverse S & E data with citation to the literaturePerformance Data (bench, animal, and/or clinical)Sterilization, Software & Hardware Information, if anyAddress information requested in specific guidance documentsClinical Data in 510(k)Approximately 10% of all 510(k)sImportant difference with the predicate device, e.g., new indication for use or new technologyMust 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 useA 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

510(k)

Lead Qualification

CUSTOMER

We begin…

CUSTOMER

SERVICE

We begin…

CUSTOMER

SERVICE

SALES

Ideally…

SALES

2005 2006 2007

Service engineers recognizing customers requiring upgrades and replacements could not effectively hand off the lead to sales.

SERVICECUSTOMER1,200 400

An external website was created for engineers to submit a lead, and it would be assigned to a sales person.

SALESSERVICECUSTOMER

2009

1,200 400

Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100 24 HOURS

SALES

Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100 24 HOURS

SALES

3,000+ Leads

Thanks to the initial success of the program, thousands of company employees were given access..

SALES

2010

400

Thanks to the initial success of the program, thousands of company employees were given access..

2010

$100 24 HOURS

SALES400

Thanks to the initial success of the program, thousands of company employees were given access..

SALES

2010

12,000+ Leads

65%LEADS REJECTED

2010

To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

5SUBMIT AT LEAST

2APPROVED

2010

To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

30IF I SUBMIT

2APPROVED

2010

To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

40I’LL SUBMIT

2APPROVED

SO TO BE SAFE

2010

2010

THE WILD WEST

The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback.

SALESSERVICECUSTOMER

2010

1,200 400

The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback.

SALES

2010

400

LEGALFINANCECOMPLIANCE

SALES

SERVICE

Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

Change Management

Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

Change Management

Service + Sales Integration

Audit and Discovery

SALESSERVICECUSTOMER1,200 400

Audit and Discovery

SALESSERVICECUSTOMER1,200 400

Not Connected to Service Work Flows

External Website Outside Oversight

No Closed Loop

Audit and Discovery

SALESSERVICECUSTOMER1,200 400

Not Connected to Service Work Flows

External Website Outside Oversight

No Closed Loop

Remove External Website

Tie to ERP/SAPBuild into Service Work Processes

CUSTOMER

SERVICE

SALES

The Goal

Audit and Discovery

SALESSERVICECUSTOMER1,200 400

Not Connected to Service Work Flows

External Website Outside Oversight

No Closed Loop

Remove External Website

Tie to ERP/SAPBuild into Service Work Processes

Optimizing InternalInfrastructure

Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

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

2

3

Audit and Discovery

Program and Process Development

Change Management

Redirecting Behavior

An external website was created for engineers to submit a lead, and it would be assigned to a sales person.

SALESSERVICECUSTOMER

2009

1,200 400

Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100 24 HOURS

SALES

TODAYCUSTOMER

SERVICE

SALES

$?? Upon Close

eNewsletters

Surveys

Direct Mail

Email sends

Post-launch communications plan

• Training Modules

• Training Sessions

• Cheat Sheets

• Newsletters

• Email Blasts

• Direct Mail

• Survey (Post Launch)

• Internal Presentation

• Infographic

• Q&A Webinars

• LTW Wizard (Help Tool)

• Tip of the Month

• Video

Training modules

Training sessions

Cheat Sheets

Survey

Direct Mail

Internal Presentation

LTW Wizard (Help Tool)

Tip of the Month

Video

Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

Change Management

Results

2009 2010 2011 2012 2013

Results: Leads Submitted

Results: Revenue Per Lead

2009 2010 2011 2012 2013

Results: Leads to Net New Opportunities

46%+ 8% increase

39%

2010 2013

LTW Scorecard: Measuring Success

In the Old LTW, 64% of leads were rejected.In the New LTW, 28% of leads have been rejected.

65%

25%

Quality is Up: Fewer Leads Rejected

Rejection Rate

Eliminate the Black Hole Effect

Sales Action

In old lead tool, it was impossible to tell how

long it took sales to action, But we knew the

average “AGE” of our leads was ~300 days.

Delivering Value: Success Stories

Equipment Sales

xxx Leads = $xx million in Bookings

Service Sales

xxx Leads = $xx million in Bookings

West

IM$ million

xx Booked

Leads

CP$ million xx

Booked Leads

Midwest

IM$ million

X Booked Leads

CP$ million

X Booked Leads

Southeast

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

Central

IM$ million

xx Booked

Leads

CP$ million

x Booked LeadsNortheast

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

West

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

Midwest

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

Southeast

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

Central

IM$ million

xx Booked

Leads

CP$ million

x Booked LeadsNortheast

IM$ million

xx Booked

Leads

CP$ million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

$x million

xx Booked

Leads

CUSTOMER

SERVICE

SALES

Beyond Financials

SALESSERVICE

SALESSERVICE CUSTOMER

Debbie’s Key Success Factors

Debbie’s Key Success Factors

1. Build it around the customers’ needs

2. Get all the silos on board

3. Create a formal program policy

4. Create a Steering Committee

5. Build it around existing workflows

Debbie’s Key Success Factors

6. Determine how you will communicate

7. Create mandatory training

8. Figure out prequalification, scoring

9. Create ‘Help Tools’

10. Create reporting and KPIs

Review: Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

Change Management

Review: Debbie’s Approach

1

2

3

Audit and Discovery

Program and Process Development

Change Management

It Doesn’t Stop There!

Debbie’s Next Steps

1. Improving communication – beyond email!

2. Fine-tuning processes and reporting

3. Expanding to select groups

4. Increasing rewards

5. Implementing a ‘Target Lead’ program

6. Launching lead nurturing

Thank You

Debbie Pryer

Program Manager

Siemens

deborah.pryer@siemens.com

Pamela Markey

Senior Director Marketing

MECLABS

pamela.markey@meclabs.com

Siemens’ Leading The Way ProgramCustomer-Focused Lead Qualification

Debbie Pryer Pamela Markey

Program Manager Senior Director Marketing

Siemens MECLABS