In healthcare, make sure you meet the stakeholder most likely to kill your deal

Publisher preview

You've heard the multi-threading advice a hundred times: find the economic buyer, thread a handful of stakeholders around them, and never let a deal rest on one person. When selling to healthcare providers, it goes a step farther. Not only do you need to multi-thread, but you need to ensure that one key decision-maker is included in every deal: the clinical leader. I've spent years selling in the pharma and medical device diagnostics industries, and now I sell revenue technology to healthcare organizations. Selling to healthcare provider organizations differs from other B2B sales for a few reasons. Compliance is one; a longer-than-typical sales cycle is another. But the one difference that can make or break a deal is ensuring you bring the clinical leader in. By this, I mean the chief medical officer, the lead physician, or the provider who actually runs the practice. They need to be bought in from the very first conversation, or you're building on sand. Enterprise healthcare provider deals now commonly involve six to 10 decision-makers spanning clinical, financial, IT, and operational functions, and they play out over 12- to 24-month cycles. That's a wide field, and it's getting wider. Roughly 82 percent of physicians are now employed by a hospital, health system, or corporate entity rather than an independent practice. When providers work for a centralized organization, buying authority moves upward.

A saved ApplyDjinn digest is not available for this story yet.

This preview is supplied by the publisher. The complete publication remains at its original source.