In the current medical device market environment, with increasing competition, soaring brand promotion costs, terminal marketing costs, and the impact of manufacturers strengthening internal compliance management, more than 90% of medical device companies have transferred their marketing work to distributors, with manufacturers providing brand support.

　　Manufacturers are devoting more energy to product R&D, brand planning, and market promotion, resulting in a reasonable division of labor in the marketing process.

　　A prerequisite for market development is conducting market research, especially understanding the situation of competitors.

　　Without market research and understanding of competitors, it's like a blind man touching an elephant; we won't even know the reasons for losing orders. Secondly, we need to analyze our advantages, disadvantages, opportunities, and threats in developing the local market, identify problems, and develop solutions. To address these issues, we must conduct market planning, create marketing strategy maps, determine market operation strategies, establish market operation plans, and implement PDCA cycles.

　　Medical device marketing hinges on three key aspects: establishing model hospitals or demonstration hospitals, maintaining existing clients, and identifying potential buyers.

　　Demonstration Hospitals:

　　Given the challenges faced by domestic medical device companies in terms of brand, capital, and technology, targeting tertiary hospitals is difficult. Focusing on primary and private hospitals is a viable alternative. Maintain relationships with developed hospitals and invite potential hospitals for demonstrations.

　　Existing Clients (Developed Hospitals):

　　First, invest in relationships and pay attention to clients' interests.

　　Second, help existing clients solve problems, enhancing brand reputation and loyalty.

　　Third, achieve repeat sales and cross-selling to improve work efficiency.

　　Identifying Potential Buyers:

　　Process: Information Gathering -- Role Clarification -- Product Recommendation -- Quotation -- Sales Aids Presentation -- Report Submission -- Public Relations -- Bidding -- Service

　　Information Gathering:

　　First, integrate distributor resources and selectively visit clients.

　　Second, follow up with potential clients contacted at academic events.

　　Third, visit department heads introduced by existing clients.

　　Role Clarification:

　　First, contact the department head to understand the hospital department's basic situation, interpersonal relationships, and background. Determine if the department head is authoritative and strong-willed, and whether there are conflicts between the department head and deputy head. If so, work with the deputy head as well; otherwise, lack of unity within the department may hinder future order placement.

　　Securing orders requires collaboration with both the department head and deputy head. Similarly, identify the ultimate decision-maker between the hospital director and deputy director. Each hospital's situation is unique; specific hospital details can be obtained from relevant personnel and distributors.

　　Having an inside contact is even better. This person must understand the hospital's organizational structure, internal roles and responsibilities, and the entire procurement process. They should be able to provide crucial information, such as identifying decision-makers and understanding their family situation, personality, and hobbies.

　　Understand the pricing and relationships of competitors during critical moments. During the order process, maintain frequent communication with the inside contact, guiding them on how to assist and advising on the next steps.

　　Communication with clients is a process of transitioning from unfamiliarity to familiarity, from familiarity to trust, and finally to a shared value consensus.

　　Product Recommendation:

　　Recommend different products to different hospitals and tailor the approach and content to different communication partners.

　　Generally, discuss model hospital cases with department heads, highlighting unique technological advantages and clinical value. Equipment managers are concerned with price and after-sales service, while hospital directors focus on economic and social benefits.

　　Quotation:

　　Recommend different configurations for different hospitals and regions: luxury configurations for tertiary hospitals, standard configurations for secondary hospitals, and simplified configurations for primary hospitals.

　　Sales Aids Presentation:

　　Verbal communication alone is insufficient; sales aids are necessary to reinforce the message, such as award notices, authoritative expert papers, and proposals.

　　Report Submission:

　　For potential hospitals, arrange timely visits to model hospitals. In addition to the department head and equipment manager, it's best to invite the hospital director to the demonstration, increasing the likelihood of securing an order. Submit a report after the demonstration.

　　Public Relations:

　　Effective public relations require prior information gathering on decision-makers and key personnel through informants and distributors. Adapt strategies based on individuals and circumstances.

　　Once initial trust is established, inviting clients to dinner is the first step in public relations. As relationships develop, cater to their preferences. Everyone has weaknesses. The ability to integrate into the industry circle is also crucial for medical device sales personnel.

　　Bidding:

　　With effective public relations with the hospital and relevant personnel, bidding becomes a formality. However, vigilance is still necessary; neglecting competitors or overlooking minor details can jeopardize previous efforts.

　　Service:

　　Excellent service includes standardized training, regular follow-ups, timely responses, and continuous improvement.

　　Medical equipment sales involve many different roles, each playing a unique part. Building a broad united front is essential; if you can't make them friends, at least don't make them enemies.