Ohio Anita Makhija

Jamie GorsuchInterventional Account SpecialistCLP Program

Chesapeake LCT


Prepared for: Jennifer CristWomen’s Healthcare SpecialistOctober 1, 2009

Central Atlantic – Ohio

For: Anita Makhija


Jamie Gorsuch – Core Values

• Unyielding Integrity…commitment to transparency, doing what’s “right”, and building a credible reputation through owning my results

• Strategic Focus…understanding a customer’s business strategy and matching it with what GE’s portfolio can provide

• Customer Focus…passionate about fighting for the customer…and delivering a complete and unique solution

• Team Player…experience working in teams lends me instant adaptability in the field

• Creativity…respect standardized processes but continue to search for innovative ways to solve problems and tackle customer needs

• Adaptability…comfortable being “the new kid”, learning on the go, and fitting in to new surroundings


Key Accomplishments – Phase III – Ohio

Funnel: $15,600,000

Goal: To make sure all my customers at a minimum involved GE in the sales process

Actively managed deals within all modalities for accounts: X-Ray, Invasive, CVIT

Broke into Adena Health System – First GE Interventional purchase installing CardioLab IT 6.8

Managing Ohio Territory in the absence of full time IAS – picked up midstream to continue advancement of GE portfolio

Developed a strong knowledge of the GE Healthcare culture and processes

- Sales Processes & Tools – , SWB, EOM, Miller Heiman-Sales Resources – Specialist Team, DOS, FSAM, HSAM, PjM, Collaborative Partners

And Marketing

Jamie Gorsuch – Summary of Qualifications


Key Accomplishments – Phase II – Waukesha, Wisconsin Product knowledge - Completed classes for all modalities Negotiation, presentation and sales skills training Participated in sales cycle role plays Created CLP Alumni Association Interventional NPS Lead – worked to improve overall customer satisfaction with DI, Applications and Buc Established NPS dashboard to unify XR and Invasive metrics

Key Accomplishments – Phase I – Kentucky Shadowed sales reps, installation specialists, product specialist, field engineers, applications specialists, RSM, DOS, HSAM, FSAM Observed procedures for all modalities in a clinical settings Began developing knowledge of GEHC product offerings

Jamie Gorsuch – Summary of Qualifications


Strategic Plan – Territory PreworkAdministrative

1. Organize & Establish Home Office

2. Obtain Zone Contact List, Org Charts, Meeting Schedules (AMT, BMC, etc.)

3. Meet with DOS and distribute contact information to Field Engineers

4. Update and manage SWB for greater accuracy and visibility

Territory Briefing – Equipment Opportunities & Service Issues

1. Analyze accounts and backlog Account Prioritization, Segmentation, Territory Maps Roadmap for in-process deals – Sales Manager, Specialist team, SWB Installed Base Review – Specialist Team, DOS, FEs

2. Identify any “HOT” customer issues – installations, service problems

Team Building

1. Send e-mail & voicemail introductions to “One GE” team

2. Develop a plan to meet the entire team and become fully integrated

3. Arrange monthly update meetings with FEs and DOS

Understanding the Team and the Territory


My Current Portfolio and Management Strategy

1. Divide Accounts into different segments of Prioritization based on size, number of opportunities, and openness

2. Prioritize and Schedule accordingly to maximize return value

3. Monitor meeting agendas and future actions to remain

customer focused and on task

50% Of Time

30% Of Time

20% Of Time

A Acounts B Accounts C Accounts

St Ritas Good Sam Blanchard ValleyAdena Mercy - Fairfield Berger HospitalCincinnati Childrens Mercy - Andreson CMHChrist Hospital Baptist East DeaconessVA Cincinnati U of L Jewish CincinnatiSpringfield Regional

Meetings Objectives Of Meeting Outcome Of Meeting Next Steps Key LearningMonday:Home Office DayTuesday:

Springfield MercyDiscuss ACC Upgrade quote and intro.

Quote is in hand, urgency of implementation is understood for July 1st go live

Customer follow-up for Admin reporting errors, invoice issue and service contract verification

Customer has some small issues that are mounting, taking those problems off their plate will help you build credibility

St Rita's Verification of ACC reportingnot using the MacLab for reporting. Found out there is a Q4 XR opportunity

Get a quote completed and look to setup site visit based on their request

They are part of Hospital system. Good resource to find out details pertaining to sister facilities

Blanchard Valley ComboLab Upgrade

Discussed 6.8 changes to Invasive products. Need to send updated quotes for both ComboLab and CardioLab

Get a meeting with Jill Jacobs (Dir Cath), she was out and need to present and discuss quote options with her and PACS Admin

Customer's want info typically via email. Take these opportunities to setup another meeting and deliver in person so you can pitch the product.


Portfolio Adaptability and Flexibility

Taking responsibility for Full Territory…

1. Modify Account List and Priorities

2. Change time allowances per account and engage all specialists in all deal stages

70% Of Time

20% Of Time

10% Of Time

Overall Goal: Close $500K in Business by December 18th

A Acounts B Accounts C Accounts

OSU Good Sam Blanchard ValleyAdena Mercy - Fairfield Berger HospitalST Ritas Mercy - Andreson CMHChrist Hospital Doctors DeaconessSpringfield Regional Grant Medical Jewish CincinnatiMary Rutan Bethesda North RiversideMount Carmel Mt AiryNationwide Childrens UVMCChrist Hospital VA CincinnatiUniversity Hospital Cincinnati Nationwide ChildrensCincinnati Childrens The Toledo Hospital


Strategic Plan – 30 DaysTeam Communication

1. Matt Chiminski – Meeting to discuss goals and objectives and develop a growth plan. Review past performance of territory

2. Specialist Team – Review expectations and strategies for each account

3. Transition Plan – Organize and communicate introductory meetings for all accounts

4. Bi-weekly call to the field engineer team and DOS – communicating my schedule

5. Relationship building with service team, work together to gain account insight

6. Determine FE coverage for each account

Relationship Development and Account Maintenance

1. Meet All of My Accounts Deliver introductory letter and business card Understand past relationship and set expectations Learn about the customers organization – decision-making process,

organization chart, installed base, strategic goals

2. Provide a timely resolution to “HOT” customer issues – Call and visit ASAP

3. Effectively manage my backlog – Attend installations and applications whenever possible

4. Identify and prioritize short-term open opportunities

5. Meet with HFS to begin to understand level of C-Suite relationships with GE

Adapt to the Team and Demonstrate Teamwork


Strategic Plan – 60 DaysTeam Communication

1. Review progress with Matt Chiminski and Specialist Team – Discuss developmental needs

2. Maintain mentor relationship with Andrea Oser

3. Keep in contact with external mentors (Richard Merkel)

4. Continue regular communication touch points with service team – weekly call

Territory Development

1. Qualify accounts for potential upgrades or other opportunities

2. Identify Existing and Expiring Service Contracts and GE HFS Leases

3. Show value at accounts not currently in the sales cycle through education and GE Value Adds

4. Develop “Blue Sheets” for top five deals to identify buyer types and red flags

5. Continue developing new relationships each time visiting an account

6. Understand the competitive landscape affecting accounts – local news, websites, etc.

7. Join local organizations and do thorough local market research – ACHE, etc.

Account Maintenance

1. Prioritize accounts - Identify A, B, or C – schedule follow-up meetings

2. Establish and record frequency of visits – schedule customer touch points

3. Continue to follow up on any previous issues to ensure resolution

4. Move deals to close

Leading the Account and the Process


Strategic Plan – 90 Days

Delivering Results

Team Communication

1. Gain Feedback – Matt Chiminski – Identify strengths and developmental needs – create an

action plan for improvement Specialist Team - Funnel Management, Strategic mindset, territory

growth opportunities

2. Contribute to the team through a “Champion” role – i.e. Training Champion3. Utilize all GE team members – Amersham, U/S, Monitoring, RAM, FE

Territory Development

1. Focus on growth areas – Organic growth by leveraging an aging installed base, Independent Hospitals, IDN’s, Govt and University

2. Penetrate competitive accounts – provide value beyond GE Equipment (Market at a glance, HFS solutions, etc.) and differentiate myself as a sales rep

3. Continuous Learning – understand competitive offerings and develop strategies to win

Account Maintenance

1. Re-evaluate account management priorities and strategies

2. Actively discuss the total value of GE with customers – equipment, service, and finance

3. Develop 5-year plan with key accounts


Jamie Gorsuch – Value Adds

Builds Strong Relationships – Internally and with Customers

Passion for Continuous Learning

Business Oriented – Understanding the impact on the bottom line – internally and externally

Strategic Mindset – Creating a path to win

Communicate Effectively – keep everyone involved

Results Driven – Loves to win

Team Player and Team Builder!


Process-Oriented – Organization Tools

Account Management Form


Process-Oriented – Organization ToolsStrategic Selling Tool – Identifying

“Red Flags”

Ohio Anita Makhija

Documents

Transcript of Ohio Anita Makhija