Hospital Selling

Emran Malik
Knowing the Hospital
(Type of Hospital & Specialty)

 Government (Teaching / Non-

Teaching)

Semi Government
 Private
 Corporate
In Private Hospitals

 Is the chemist independent or

belongs to the owner
 What is the policy of the hospital?

Do they indent the medicines or
patients purchase themselves?

Do they use branded medicines or
use cheaper alternatives?
 Do they substitute the products with
cheaper ones
 Corporate, panel, NGO, charitable,
leading Drs & specialties
 HOSPITAL WORKING
 Hospital Selling is the method

To profile customers

To formulate strategies and tactics

To build the influence

Hospital Selling in NOT

a one day activity
Know them
 Blockers
 Influencers

Decision makers
 Lobbying

No body is useless in Hospital

working


Needs careful plan & mapping
 Specific activity & action plan

Best time & place to visit
 Evening clinic of all concerned
Administration of
Hospital
 Identify all key personnel in
administration
 Understand how they operate
 Identify key decision makers
 Identify their current status in
decision making process
 Understand process of purchase of
products
 Define key customers potential

Understand & communicate what
should be done
Administration of
Hospital
 MS, Director, CEO, CMO, SMO
 RMO General, DCMO, DMS, M.O
purchase
 Store in charge, pharmacist,
pharmacy director, purchase
director, procurement manager
Mode of Purchase
 Tender / non-tender / centralize
 Quotation consideration

Formulary committee
 Monthly / quarterly / annually / SOS

L.P process
 Budget fix or flexible
Store follow-up
 Bulk store / LP store / pharmacy
 Own product inventory

Competitor product availability /
inventory
 Formulary list & inclusion &
extension
 Rates & consideration

Demand from wards
 Order processing
Hospital Set-Up
 No. of Wards per specialty and
capacity
 No. of ICUs and capacity : Medical ,
Surgical ICU, CCUs, Nursery etc
 No. of OTs : and respective OT days

No. of Minor OTs & Emergency OTs
Hospital Set-Up
 OPD & Emergency days of every
ward
 No. of patients per day in OPDs
 No. of Admission in hospital per day
 No. & Type of Surgeries performed
in the hospital
 Number of nursing / paramedic staff
WARD WORKING
 Select the ward for your product
 Collect all relevant info. of ward
o No. of beds
o OPD days
o Emergency days,
o Ave. No. of admission per OPD
o OT days (If Surgical Wards)
o Key persons of ward ( Prof. .
Assoc. , Asst. ,
o SR , RMO, PGs)
WARD WORKING
 Identify most influential person &
built good relations with them
 Identify the admn. RMO/ RMO
responsible for discharge card
 Identify the most trusted RMO
(who can influence Prof.’s
decision making)
 Any Local purchase at ward level /
In-charge ?
WARD WORKING
 RMO responsible for OPDs /
Emergency
 Identify the most influential
paramedic staff ,try to identify the
possible help they can provide us.
 Give respect to the security staff
and gate keepers
 Penetrate in the ward in such a way
that every person is acquainted with
you
 With good relationship at all levels
reflecting in terms of increased
business
OT WORKING
 Select the Ward to run OT project
 Identify OT days

Identify RMO who prepare OT list,
visit him .
 Identify the surgeon and assistants
 Identify the permanent RMO of OT
 Identify the Anesthetist
 Develop relationship with OT
Technicians
OT WORKING
One day before Surgery :
 Visit concerned ward RMO : Analyze

OT list and type of surgeries : Select

cases for our product :Take strong
commitment from RMO (Provide
starter samples)

Visit the RMO (who will be assisting
the Surgeon) and brief him about
the Product and cases where
indicated and take strong
commitment
 Visit the Surgeon and brief him

about the Product and cases where

indicated and take strong
OT WORKING
On the Surgery day :
 Visit the doctor in the morning

outside OT. Remind him !!

 After the surgeries, confirm the

cases from the ward

Surgical / Medical ICU
WORKING
 Collect all the info. Related to ICU :
o No. of beds

o No. of Ventilators

o ICU In charge

o Key Admin RMO

 Medicines provided or bought by the

patients
 Average duration of patient’s stay

Develop good contacts with the
paramedics
 Identify most frequently used
products and why?
Lab Working

Identify most important person in
Microbiology Lab
 Identify the Reporting system
o C/S reported with Generic or Trade Name ?

Does the Microbiologist has any
influence on the consultant?

Whether Statistical Data of Sensitivity
Pattern maintained?
 The most Common Nosocomial
Pathogen isolated?
 Do they have Sensitivity Disc for our
product?
 Do they report our product on C/S?
 Is any pathogen showing resistance to
ER / Casualty Working
 Good relations with casualty doctors
 Knowing the turn over in casualty
department

Segmenting our product for certain
indications
 Assuring our product is being
preferred in these cases
 Visiting the casualty in all shifts
OPD Working
 Knowing the OPD days of every
ward
 Key doctors in OPDs

Good relations with these doctors
and strong commitment for a
certain number of prescriptions /
OPD
 Spending time with the OPD doctors
in OPD to ensure prescription of our
product
Chemist Survey Around
the Hospital
 Knowing the OPD days of every
ward
 Key doctors in OPDs

Good relations with these doctors
and strong commitment for a
certain number of prescriptions /
OPD
 Spending time with the OPD doctors
in OPD to ensure prescription of our
product
Chemist Survey Around
the Hospital
 Total number of chemists around
the hospital
 Leading chemists around the
hospital
 Total potential of hospital
 Our share in the potential of
hospital
 Total monthly purchase from the
company
Chemist Survey Around
the Hospital
 Is total consumption matching with
the purchase?
 Which chemist is associated with
local purchase?
 Is any chemist attached to a specific
ward?

Is any chemist substituting our
product with cheaper copy product?

Identification of prescription from
wards
Expert Adviser
 Excel in knowledge
o Product knowledge
o Competition / market knowledge
o Material knowledge
 Selling skills
 PR building

Man of commitment
 Tenacity

Resilience
 Use your brain
SUMMARY
 Knowing the hospital in depth
 Having good relations with key
customers

Knowing the true potential of every
top customer
 Knowing all the activities
competitors are doing in the
hospital/wards

Is there any pact of any key
doctor/ward with any company
 Strong follow-up is the key to
success (with sense of urgency)
 Will differentiate RPL people from