Non-Clinical Customers Are People Too
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Transcript of Non-Clinical Customers Are People Too
Barriers to Aspirations
Treating Non-Clinical Customers as a faceless morass
Lack of engagement from customers
Lack of trust
See Non-Clinical Customers as Individuals
Who are they?
What are their needs?
How might one be different from another?
How? Segmentation!
Break non-clinical customers into sub-groups with
• similar needs &
• similar behaviours
Simple Segment Characteristics …
Senior & tactical
Rebate focus
Senior & strategic
Total value focus
Junior & tactical
Discount focus
Junior & strategic
Trades for value
The Benefits of This Approach
• Stop generic offerings
• Match individual needs to offering
• Highlight customers problems
• Use content marketing to ATTRACT segments
Buyer Personas
• Idealised representatives of segments
• Basis for content marketing programme:
• Describe their problems
• Offer solutions
• Show your role in solution
Persona Elements 1 – WHO?
Background – Job, Career, Family
Demographics – Sex, Age, Income, Location
Identifiers – Demeanour, Communication preferences
Persona Elements II – WHAT?
Goals
Challenges
What can we do to help
• Achieve goals• Overcome challenges
“Real Quotes
• About Goals & Challenges
Common Objections
• Why wouldn’t they buy your offering
Persona Elements III – WHY?
Who is Terry the Trader?
• Will trade one cost for another
• Buys premium products providing
unique/efficient outcomes while
driving discounts on commodities to
cover premiums
• Tech savvy & inquisitive
• Junior & ambitious
• Strong grasp of role
• Broadly strategic in approach.
What are Terry’s Goals & Challenges?G
oals •Deliver efficiency targets
• Impact hospitals strategic
priorities.
What can we do to help?
• Communicate operational efficiencies
• Explicitly match offering to hospitals
strategic priorities
• Educate on new ideas in procurement.
• Provide support material to aid in
driving change.
Ch
allen
ges • Identify satisfyingly strategic
savings - easy options
already gone
•Drive changes despite
narrow area of responsibility
Why does Terry do what he does?
“I will pay more for
products that release
funding elsewhere in the
system, or support my
hospitals strategic goals …
and I will negotiate hard
on commodities to pay for
that up-front investment.”
“I need to pass through several
management stage gates before I can
drive a change through. This process
requires a lot of effort and evidence”
“I am happiest when I can take a
broader view of procurement
and how it impacts the system,
but I must balance my books as
well. That is how I am measured”
Why wouldn’t he buy now? Objections
There are no
efficiencies inherent
in your offering
Not enough evidence
to support your claim
of efficiencies
Too expensive based on your
products performance, I can
get cheaper elsewhere.
Satisfied with the incumbent,
the area you are focusing on
is not a strategic priority
right now
Your terms are too
restrictive.
Already carrying
multiple suppliers
in this category
How to describe your solution to Terry
• Link it to his hospitals strategic priorities & show it directly addressing those.
• Value that linkage – commit to a benefit.
• Demonstrate the evidence & tools to help him install this change.
• Show this change is in line with medical & strategic procurement thinking.
What next?
Now you know:
• Who Terry is
• What he needs help with
• How you can help him
Next:
• Build a content marketing plan matching Terry’s needs
• Develop promotional campaigns to attract him
• Nurture him through subsequent interactions
• Leverage marketing automation to qualify him
Conclusion
Non-clinical customers are online right-now,
searching for solutions to their problems.
Are they finding your content, or a competitors? Who do you think they will build trust with?
Treating them as humans increases the chance
to connect about more than price.