White Paper

COVID-19 and the “New Normal”

for the MedTech Commercial Model
TODD SCHAEFER, VP of Sales, IQVIA MedTech
LIZ MURRAY, Senior Director of Contract Sales and Medical Solutions, IQVIA MedTech
ANN MAYER, Senior Principal, IQVIA MedTech
MELISSA FISCHER, RN, MSN, CNOR, IQVIA Nurse Educator – Clinical Specialist, IQVIA MedTech
BRAD HILDRETH, Senior Director, Business Development, IQVIA
Introduction
COVID-19 is changing the commercial landscape for the MedTech industry.
Wide-ranging disruptions are already taking shape, from those affecting
interaction models to new regulatory guidance and more aggressive production
capacities and timelines. Some of these changes are likely to be long-lasting.

This landscape comes with challenges as well as
opportunities. The challenges include reduced access
to hospitals and physicians, decreased sales figures,
supply issues, and limitations on clinical trials
and commercial engagement activities.
MedTech companies have responded with greater
use of remote engagement approaches, the rapid
development of diagnostics, nontraditional partnerships,
and increased manufacturing capacity for assays,
ventilators, and personal protective equipment.
Companies were already fighting hard for a market
presence before COVID-19, as well as dealing with hospital
pricing concerns and pressure to be more customer-
centric — these same challenges will likely persist moving
forward. However, now more than ever, it is critical
to prepare by evaluating all available resources
and not being hesitant to change and innovate.
Potential steps that MedTech firms should
consider during the pandemic include:

• Implementing monthly or quarterly commission

The MedTech industry response guarantees for a period of time to avoid turnover.

• Determining which products are critical

With these changes and the uncertain environment,
for patient treatment and ensuring adequate
the MedTech industry has recognized the need
supplies of those products.
to change the traditional commercial model.

• Using remote inventory controls to ensure

accurate levels while reducing unnecessary
in-person visits.

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Companies also are seeing success with remote
sales rep meetings. Researchers are projecting
that 72.3% of planned surgeries worldwide will
be canceled through the peak period of COVID-19
disruptions.1 This amounts to more than 28
million elective surgeries that could be canceled
worldwide because of the pandemic.2 As a result,
sales reps have transitioned to interacting with their
customers remotely and while overall rep-physician
interactions have declined because of limited access
to facilities, in the US, remote rep interactions have
increased by close to 400%, compared with
pre-COVID levels.3

Moving forward, reps should continue to use these

remote approaches. One of the consequences
of COVID-19 may be that this approach becomes
part of regular representative activities.

Ensuring success
post-COVID-19
While healthcare provider satisfaction with
remote interactions has improved significantly,
it is still lower than with in-person interactions.
Since the onset of COVID-19, US physicians who
are somewhat or very satisfied with their remote
rep interactions have increased to 34% from 26%,
which may be a result of sales reps transitioning
from email to richer communication channels
such as video and teleconferencing. 3

Since the onset of COVID-19, US physicians who are somewhat or very

satisfied with their remote rep interactions have increased to 34% from 26%,
which may be a result of sales reps transitioning from email to richer
communication channels such as video and teleconferencing.3

3 | COVID-19 and the “New Normal” for the MedTech Commercial Model
Thanks to increasing satisfaction, there is likely
to be continued demand for remote presentations
to deliver continuing education even after the pandemic,
especially for smaller or more rural accounts. Remote
meetings are expected to remain popular for off-hours
troubleshooting and to meet with sales reps
as elective surgeries resume.

To ensure long-term
commercial success in the
post-COVID-19 environment,
MedTech companies should:

• Plan for fewer on-site sales meetings

to support infection prevention.

• Increase focus toward economic buyers.

• Plan for field corrective action teams to address

potential issues with new products that were
developed in response to COVID-19.

• Supplement commercial teams with local

and flexible (per-diem), clinical education,
case coverage, and product installation
resources to minimize potential air travel
for full-time employees.

• Revise incentive plans from annual quotas to

quarterly quotas due to rapid demand fluctuations.

• Focus on ambulatory surgery centers

and office-based labs since many procedures
will likely move to these settings.

• Increase focus on home care to support

a potential shift from nursing home care facilities.

• Develop a stronger online presence as home care

purchases will be made by family caregivers, with
social media playing a role in purchasing decisions.

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Be mindful of HCP priorities
When healthcare providers begin to resume in-person
meetings with commercial teams, MedTech companies
should keep several considerations in mind. Companies
should consider the more restrictive post-COVID-19
environment. For example, they should anticipate
that HCPs will have a prioritization list with product
categories varying from critical, hybrid and noncritical,
which will affect how commercial teams will be able
to access certain HCPs.
The days of showing up unannounced and it being
a positive experience are probably over, and this could
potentially cause more harm and risk to your business.
No matter how strong a company’s previous relationship was
with an HCP, manufacturers should make no assumptions
about the frequency with which its field teams will be able to
access the facility. This may be a difficult message for some
tenured salespeople, noting that if a company’s salesperson
does not follow protocols, it could result in the company
being suspended or banned from a facility.
5 | COVID-19 and the “New Normal” for the MedTech Commercial Model
Besides these changes, there also may be
additional opportunities, such as hospitalwide
contracts, for large companies whose portfolios
include many product categories. We see hospital
customers potentially favoring these one-stop shops
for convenience, costs and to minimize the amount
of foot traffic that many medical device companies
have in their hospitals.
However companies respond, their next moves will
be critical to maintaining their market standing and
for setting the stage for success after the pandemic.
COVID-19 has done a lot to disrupt industries,
but one thing is certain: Some companies will
pivot quickly and reap unique benefits.
In this environment, it is more important than
ever for the MedTech industry to embrace remote
engagement approaches and new technologies,
make the most of their interactions with healthcare
providers, as well as demonstrate their value quickly
and efficiently to current and future clients. If you’re
looking for a strategic partner to support you in
designing or executing on your commercial plan,
reach out to IQVIA MedTech by visiting iqviamedtech.com.
References
1. COVID-19 disruption will lead to 28 million surgeries cancelled worldwide. University of Birmingham.
May 15, 2020. https://www.birmingham.ac.uk/news/latest/2020/05/covid-disruption-28-million-surgeries-
cancelled.aspx

2. Nepogodiev, D., Bhangu, A., CovidSurg Collaborative. Elective surgery cancellations due to the COVID ‐19
pandemic: global predictive modelling to inform surgical recovery plans. BJS Society. May 12, 2020. https://
bjssjournals.onlinelibrary.wiley.com/doi/abs/10.1002/bjs.11746

3. BrandImpact. Baseline is the weekly average of the 8 weeks ending 3/6/20 of stable detail,
patient visit and treatment volumes.

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