Selling high-tech products in the UK medical devices sector can sometimes appear an uphill struggle. William D. Allan, Managing Director of Diomed Ltd, assesses the challenges faced by new medical technologies and how they can be overcome.

Most new products provide the ‘lifeblood’ for growing companies in all industries. Look at the incredible speed of development shown by consumer electronics. No sooner has Nintendo or Apple launched a new platform technology than another seems to come along close behind.

In the medical technology industry, the product lifecycles are longer but the focus on innovation will continue. Uptake of new technologies has been a discussion point within the NHS for some time. The territory manager introducing a product innovation to the clinical community faces more challenges now than at any time in the past.

Slow on the uptake

“The late and slow uptake of innovative technologies by the NHS has long been a weakness of our healthcare system, and was highlighted in the first influential Wanless Report,” commented John Wilkinson, Director General of the ABHI, at the end of 2007.

The Government appears supportive of the need for innovation in healthcare technology. The Health Industries Task Force and, more recently, the Ministerial Medical Technology Strategy Group/Health Innovation Council have recognised the scope for innovation in the medtech industry – which has been selected as one of six new technology areas central to the UK’s future prosperity in a report published recently by the Council for Science and Technology (the Government’s top advisory group on science and technology).

The UK medical devices market is the fourth largest in Europe (valued at around £7.2bn), behind Germany, France and Italy. According to the ABHI, healthcare markets are growing at 7–12% per year, and the estimated world market by 2015 is £240bn. Investment in research and development in the UK medtech sector is around 5.1% of sales, and reached around £257m in 2004–5. Employment within the UK medtech industry is estimated to have reached 55,000.

We have a clinical community that appears strongly interested in new technology, and a Government that is apparently supportive. Why then is the market so slow to embrace innovations that are more than incremental?

The answer probably lies in changing accountabilities within the NHS. Financial administration has shifted the balance of power to Business Managers and Finance Directors, while clinical governance and the introduction of HRGs, NICE guidance and the need for long-term outcome-based evidence have generated considerable resistance to short-term uptake of innovation.

Introducing new technologies

How does this affect the sales people who bring these technology innovations to life? Product innovations remain critical to business health, but they require careful pre-launch and introduction planning at corporate and territory level.

The selling strategy will need to change if you are selling a product that is:
• new for your company
• new for your entire industry, product category or region
• a new extension of an existing product line
• a new enhancement of an existing product
• a new combination of existing products and/or services
• a bespoke product created for a single target customer.

Each of these requires a different tactical approach. Much also depends on territory dynamics, but behind each successful new product introduction lie several common elements that are fundamentals of the sales process:

1. Training and product knowledge. Get comfortable with the technology and the challenges you are likely to encounter from your customers. Get some feedback from your colleagues and manager. Make sure your demonstrations are flawless and your command of the marketing materials equally strong. Clearly summarise for yourself the benefits of the new technology on three platforms:
• Clinical outcome – how does it perform compared to its predecessor and current benchmark technologies/products?
• User benefits – what are the benefits to the clinician in terms of utility, convenience and timesaving?
• Economic benefit – what level of savings or increased productivity is possible using the new technology? Be clear about how to justify your price premium in quantifiable terms.

2. Targeting. Who will you call on first? Do you identify the early adopters in your territory, or your key customers? There are no absolute answers, but a clear road map or call plan is vital.

3. Product introduction and demonstration. As the saying goes, you never get a second chance to make a good first impression. Careful preparation of your product introduction and demonstration is absolutely vital. Ensuring a positive first experience for the target clinician remains the goal.

Effective sales people increasingly have to be educators who can knit together the complex network of influencers and decision makers in the modern NHS environment. The launch and successful uptake of new medical technologies remains a critical part of this role.

Adding value

With high-tech equipment of high unit cost, such as capital surgical products, it is vital that the sales person is physically there to coach the customer through the product demonstration and the procedures of use:
• Be patient. Read your customer and the signs. Troubleshoot the other influencers in the decision-making process and bring them together. Bring in outside reference points, such as the key surgeon in the next territory who has just committed to the product.
• Be tenacious. Keep a rigorous follow-up programme in place after the sale. Learn from the feedback at all steps of the introduction, evaluation and trial process. Set reasonable but stretching expectations for uptake.
• Communicate. Use your network of colleagues, managers and customers both to publicise success and to understand objections in more depth. In particular, feedback to the marketing team the need for changes to promotional messages in the light of your own experience.

Take the high road

Effective sales people increasingly have to be educators who can knit together the complex network of influencers and decision makers in the modern NHS environment. The launch and successful uptake of new medical technologies remains a critical part of this role.

The successful uptake of new product technologies in surgical, diagnostic and medical practice will continue to determine not only commercial success in the UK, but also clinically effective outcomes for British patients.

William D. Allan is Managing Director of Diomed Ltd, a specialist supplier of vein care technologies that has pioneered the use of diode laser surgery in the UK. For more information, visit www.diomeduk.com.

 

 

 

distance no object

It’s amazing how far you can travel with a prestigious management qualification; aspire centre for leadership & management helps you bridge the gap by distance learning

The sector you work in includes organisations that hold world-leading positions for research and development and who are tasked with defending this advantage. As a result, Europe’s healthcare Industries are amongst the most competitive and dynamic, knowledge-based bodies in the world.

Developing the competitive edge

If you are responsible for developing others, you know that to establish and maintain the leading edge in your field, you need to attract, develop and retain the right management and leadership talent for your organisation. The environment you work in is fiercely competitive; the right kinds of development opportunities are priceless if what is learned can be readily applied at work. Today’s world class managers are people who can meet the demands of change and help their organisation meet its goals.

Pragmatic and credible management development

The way to achieve growth in managerial ability, skills and competence is through pragmatic, credible, focused and recognised people development. We all know that effective learning increases everyone’s capacity to contribute to the success of the organisation. However, putting a framework in place for management development and gaining commitment from people to attend management workshops poses a real challenge, especially if you and your key people are remotely based or their whereabouts cannot be predicted with certainty from one week to the next.

Distance learning is not a panacea; you have to be self disciplined, time conscious, committed and serious about learning and passionate about achieving your true management potential.

The prognosis, however, is good; aspire centre for leadership & management recognises that for distance learning to work, you need flexibility and convenience when embarking on a management development programme and benefit enormously from high quality and reassuring support from a dedicated tutor.

A unique distance opportunity

With this in mind, aspire has developed a unique, practical route for you to achieve the prestigious institute for leadership & management level 5 diploma in management. The benefits are well worth the effort:
• flexible start date – you choose the best time for induction
• best quality online and distance learning resources sent directly to you
• personal tutor support throughout your studies
• recognition for your managerial strengths
• free first year membership of the institute of leadership & management (ilm)
• prestigious, internationally recognised, degree level qualification

Do I need to attend an induction?

No, you can have a telephone induction if that’s more convenient. However, if it’s practical for you, it would be good to meet face to face with your support tutor and fellow delegates on the programme. Therefore we offer induction days at selected times throughout the year for those who wish to meet up and take advantage of networking opportunities.

How does the distance learning method work for this qualification?

The qualification comprises 7 modules. Each module comes with workbooks and additional reading. We also provide online resources you can access from anywhere using the internet. In addition, you demonstrate the knowledge and skills you have gained by producing innovation and improvement reports that are also assessed.

You work through the programme at a pace that suits and you simply agree a return date with your tutor for each of your assignments. Your support tutor maintains contact with you throughout the programme and provides comprehensive feedback for your work.

How long will it take me to complete the diploma in management?

Typically, learners take 18 months to complete all 7 modules, including submission of assignments.

How can I be sure the work I submit meets the criteria set by the ilm?

Your support tutor will provide advice and guidance as needed to assist you in preparing your module assignments and in finalising your management reports for submission and marking. Any feedback will provide useful suggestions from your tutor as to how you can make the necessary adjustments to your assignment in order for it to better fulfill the criteria for assessment.

are you passionate about achieving your true management potential? Consider this unique, practical route to achieving the prestigious institute for leadership & management level 5 diploma in management

Who is the qualification aimed at?

The ilm level 5 diploma in management is an internationally recognised, middle management qualification. It is designed for those people who are likely to be practising or aspiring middle managers who seek recognition for their knowledge and skills or who wish to build managerial ability. We recommend a discussion with a tutor before you enrol.

What management subjects will I study?

The seven modules are designed to broaden your skills in areas such as effective leadership, managing information, managing improvement, critical thinking, finance, leading innovation and change.

Whether for yourself, your team or organisation, contact aspire today to find out how distance is no object on the journey to management success!

 

 

business a legitimate part of the healthcare industry? Roger Green, President of the British Association of Plastic, Reconstructive and Aesthetic Surgeons (BAPRAS), talks to On Target about this rapidly evolving, but sometimes controversial, area of medical technology. In your view, can all of the plastic, reconstructive and aesthetic surgery services that are available be termed ‘healthcare’? Healthcare embraces the attainment of a sound physical or mental state, the condition of wholeness and wellbeing. Plastic surgery covers a wide spectrum of surgical procedures aiding recovery from trauma or illness, such as in treatment following cancer or burn and when rectifying cleft palate deformities and other birth defects. Cosmetic surgery, by changing perceived imperfections in appearance, can have a profound impact on an individual’s self-esteem. So all can be included in the term ‘healthcare’. In terms of NHS provision, how would you describe the framework of procurement and commissioning around plastic, reconstructive and aesthetic surgery? How can the private sector best contribute to NHS provision in this area? NHS provision of plastic surgery varies throughout the country, with different rulings about what is included in ‘procedures of lesser clinical priority’. (A classic example of postcode lottery!) Some Health Authorities will allow procedures that are aimed at treating physical conditions, such as breast reduction to combat the back pain associated with large breasts, but others restrict treatment purely to patients with cancer or with conditions resulting from injury. There is urgent need for a national decision as to what the NHS will provide. With regard to help from the private sector in the provision of care to the NHS, there will inevitably be limitations in the type of procedures that can be carried out. Skin cancers, for example, might initially be excised in a private hospital, but require multidisciplinary team planning for decisions on the appropriate treatment option. Specialised radiological equipment may be needed for lymph node sampling to ascertain the spread of disease. If large numbers of cases are taken away from NHS contracts, NHS plastic surgery units may be disadvantaged in terms of financing. There is virtually no cosmetic surgery carried out within the NHS, so the private sector has a role in contributing to the acquisition of skills by younger surgeons. At present, BAPRAS is working in conjunction with the Royal College of Surgeons to improve the training in aesthetic plastic surgery, which will help to develop and maintain surgical skills in this area. Is there a common regulatory framework for all aspects of plastic, reconstructive and aesthetic surgery? What is the role of self-regulation within this sector? Regulation of doctors is the duty of the General Medical Council, whose Specialist Register lists all fully-trained surgeons and their specialities. Inclusion on that list requires formal training and accreditation by the Royal Colleges of Surgeons, policed by their Specialist Advisory Boards. In addition, all private plastic surgery units are monitored by the independent inspectorate, the Healthcare Commission. Although plastic surgery is very strictly regulated, with trainees having to complete a formal programme of training to be on the specialist register, there is no cosmetic surgery specialist register and this means that specialists from different disciplines are able to carry out cosmetic procedures. BAPRAS is currently involved in the committee that advises the Chief Medical Officer about how cosmetic surgery practice in the independent sector should be regulated. The present discussions on self-regulation stem from a recent ruling by Lord Hunt with regard to the provision of nonsurgical interventions in cosmetic practice, such as injectables and fillers. Does BAPRAS have concerns regarding the way plastic, reconstructive and aesthetic surgery companies sometimes promote themselves, and how they may be perceived by the public? BAPRAS does not condone advanced ‘discounts’, or inappropriate inducements to a potentially vulnerable patient group. BAPRAS is adamantly opposed to any cosmetic surgery in minors below the age of 18, unless for the correction of a congenital deformity. No form of surgery is without risk of complication. The decision to proceed should only be made after a consultation with the consultant surgeon who is to carry out the procedure, and who is able to assess the appropriateness of such surgery and can carefully explain the procedure and its potential drawbacks. It is only in this way that the patient, after an appropriate time for reflection, can make an enlightened decision whether to proceed with the planned operation. While advertising for surgical procedures may not always reflect this, surgeons have a responsibility to ensure that any patient with whom they consult understands the risks as well as the benefits associated with the procedure they are considering. How do you see the plastic, reconstructive and aesthetic surgery industry evolving in clinical and commercial terms? What are the challenges facing it, and how can they best be overcome? There is an ever-increasing demand for surgery to alter or improve perceived imperfections. As a result, the companies that provide such surgery are increasingly in competition to achieve financial success, and this could potentially affect business integrity. The ease with which inappropriately trained surgeons are able to set up practice in business and to mislead the public brings those practising legitimately into disrepute. This needs to be countered by making the public aware of the pitfalls they might encounter when considering surgery – and more importantly, by the development and implementation of a robust method of enforcing the regulations. In all cases, the best interests of the patient must be put ahead of commercial and political expediency.

 

 

Naidex 2008

The UK’s largest event for homecare, disability and rehabilitation took place over three days (29 April–1 May) at the NEC, Birmingham. The increasing size of the event and the rising number of visitors reflect the growing importance of assistive technologies in UK healthcare. Over 330 companies exhibited innovative products and services to aid the wellbeing, mobility, independence and social integration of disabled people.

Now’s the time

The event kicked off with the Naidex & BHTA Dealer Conference, a vigorous discussion on the theme ‘Transforming Community Equipment Services – Reality or Not?’ The Government’s TCES programme was subjected to tough critical assessment by members of the British Healthcare Trades Association (BHTA), while DH spokesman Rob Knox tried to dodge the more difficult questions. Look out for an On Target interview on this theme with BHTA Director General Ray Hodgkinson in the near future.

The main issue in the discussion was the transfer of assistive technology from provision by NHS organisations to retail provision subject to NHS prescription and regulation. This reflects the widening of the UK healthcare model from primary and secondary care to healthcare at home and in the community, with public and private sector health providers working in partnership, or in the same framework, or at least in the same world.

Whatever uncertainties there may be about the NHS as health provider and commissioner, one thing was abundantly clear at Naidex 2008: the demand for assistive technologies is both increasing and diversifying. The drivers include the ageing population, the looming obesity crisis, rising public expectation of choice and quality, and the power of new technologies to transform our lives. As Ray Hodgkinson said, “Now is the time to change.”

On the move

The Naidex 2008 exhibition featured a huge variety of advanced assistive technologies – from carbon fibre walking sticks and motorised wheelchairs to computer- controlled stairlifts, communication aids, telecare solutions and inclusive designs for the homes of the future. The exhibitors were competing not only to provide the best products, but to offer the best solutions to care providers and the best customer service to consumers.

The Future Lifestyles Home feature, supported by EMAP, is a technology demonstrator designed by a team of occupational therapists (OTs) to showcase features of an ‘aspirational’ home suitable for disabled people. The products featured in the house – including adjustable height table, environmental control unit, drinking aids, riser-recliner, wheelchair scales, voice recognition software, nonslip flooring, bath lift, tracking hoist system and flood alert system – were on loan from 23 different Naidex exhibitors.

An increasingly prominent aspect of Naidex is the KideQuip Zone, featuring a wide range of equipment and services for disabled children. The national mobility charity Whizz-Kidz held a series of wheelchair skills training sessions that generated considerable excitement among the participants and spectators!

The number of disabled children investigating the KideQuip Zone reflected a major aspect of Naidex as a whole: the companies were displaying their products and services not only to OTs and other health professionals, but also to potential users among the general public.

Opening the doors

The Government’s changing strategy for the provision of assistive technologies is only one aspect of the wider shift of healthcare provision from specialised care facilities to the community. K. Hancock, an assistive technology consultant and regular Naidex visitor, summed up the event’s importance:
“Naidex has opened up to the public and brought the products out, so they can see what the professionals are talking about. It provides a one-stop shop for people to view and have input on what equipment they receive from health professionals.”

 

 

UK medtech companies receive Queen’s Awards SEVEN UK MEDTECH COMPANIES are among the winners of the UK’s most prestigious annual prize for business success: the Queen’s Award for Enterprise. This year, the Queen announced 139 business awards: 85 for outstanding achievements in International Trade, 42 for Innovation and 12 for Sustainable Development. The benefits of winning a Queen’s Award include publicity, recognition and employee pride. In a recent survey of 2007 business winners, 80% of respondents believed their Queen’s Award had added commercial value to their firms. Each winning company receives an engraved crystal bowl and is entitled to use the coveted Queen’s Award Emblem on packaging and marketing materials for five years. Prime Minister Gordon Brown said: “Queen’s Award winning companies are standard-bearers for the very best of British business. These firms embody the spirit of enterprise and innovation that is so vital to the future of Britain’s economy.” Medtech winners of Innovation Awards: • 4fx Healthcare Ltd (Mansfield) for developing a patented nasal aspirator for safely removing congestion from babies’ noses. • Activa Healthcare Ltd (Burton-upon- Trent) for developing a wound dressing that reduces pain from epidermal damage, a stocking for patients suffering from chronic lymphatic diseases, and a leg ulcer treatment kit. • Owen Mumford Ltd (Woodstock) for developing Unistik 3, a single-use capillary blood sampling instrument that incorporates a patented pain reduction technology, used by healthcare professionals and diabetes patients. • TrichoTech Ltd (Cardiff) for developing and commercialising a technique to analyse hair samples for evidence of drug abuse. Medtech winners of International Trade Awards: • Owen Mumford Ltd (Woodstock) manufactures medical devices for drug delivery, blood sampling and other purposes. Over six years its export earnings have increased by 156%. • Quest Personal Care Global Limited (Manchester) imports, distributes and cross-trades in non-liquid personal care products (e.g. wipes and plasters). Over three years its export earnings have more than quadrupled. • Vascutek Ltd (Inchinnan) manufactures and markets sterile implantable vascular grafts, stent grafts and heart valves. In the last three years its export earnings have grown by more than £11m. • Xiros plc (Leeds) designs and manufactures implantable devices for use in orthopaedic and sports medicine. Over the past six years it has increased its export sales to more than £3 million per annum. Another International Trade Award winner was MSI Recruitment Ltd (London), which supplies permanent and contract staff to medical and technical industries. Its export income has grown by 186% over three years.

Siemens Medical appoints technology PR specialists SIEMENS MEDICAL SOLUTIONS has awarded its trade PR remit in the UK to technology PR specialists Media Safari. Their knowledge of the diagnostic imaging marketplace and enthusiastic team were cited as selection factors. The campaign will involve raising the profile of Siemens’ range of medical imaging devices, including MRI, CT, mammography, ultrasound and surgical imaging applications. Chris Wright, Marketing Communications Manager at Siemens Medical Solutions, said: “Media Safari presented a strong and knowledgeable team during the pitch process. They came out clear winners, showing that they could meet the challenge of our media demands and support our customer and business communication needs in the future. Their enthusiasm, experience and understanding of the health marketplace are complemented by a drive for results – a first-class communications partner.” Siemens Medical Solutions is one of the world’s largest healthcare product suppliers. Media Safari is a marketing communications and PR consultancy working with technology companies in the UK and Europe.

CHASE makes two catches MEDICAL AND HEALTHCARE RECRUITMENT COMPANY CHASE has added two experienced specialists to its team. Steve Waller joins CHASE as part of the company’s ongoing CSO expansion programme. Steve has spent over ten years in pharmaceutical sales and marketing resourcing, and in his last appointment was Business Director for another industry consultancy. He brings extensive industry knowledge on his return to frontline resourcing. Andreas Knight also joins CHASE’s expanding consultancy team. Andreas has worked for over seven years in pharmaceutical resourcing.

Olympus UK opens Vision House DIAGNOSTIC AND HEALTHCARE solutions provider Olympus UK has opened its new UK corporate headquarters at Vision House in Watford. The VIP opening event at Vision House included the launch of Olympus’ new clinical chemistry analyser, the AU680, which was viewed in a new onsite demonstration suite. Following a meal at the Grove Golf Resort Hotel, guests met at Vision House for a series of presentations and an exclusive tour of the new demonstration facilities. David Ricketts, Laboratory Manager at North Middlesex Hospital, discussed the benefits of the AU680 analyser. The tour of Vision House covered a range of Olympus UK healthcare product groups: patient safety, voice, endoscopy and microscopy. The demonstration facilities gave the guests an overview of how the company’s platforms are integrated. Underpinning this range of products is the Olympus Managed Services Contract, which allows complete vendor choice. Robin Modak of Genmed ME, Olympus UK’s financial partners, said: “The Olympus Managed Service Contracts are developed totally with the customer in mind. This is your contract, to meet your needs to deliver the best technical and financial solution.” Leanne Annereau, Olympus UK’s Marketing Manager – Scientific, summed up the event: “We were delighted to open our doors to so many customers, not only to launch the new facilities but to demonstrate our continued commitment as their lead pathology and healthcare solutions partner to deliver innovative technical solutions and comprehensive business support services.”

Kirkham Young supports local community HEALTHCARE AND SCIENTIFIC SALES RECRUITMENT company Kirkham Young is sponsoring two community organisations in the Sussex region. Making a donation to the hospice charity Demelza James and sponsoring a rugby club’s junior match kit have enabled the Hailsham-based company to make a difference to the local community. This sponsorship follows Kirkham Young’s support of Oxfam’s GiftAid initiative at Christmas, and reflects its commitment to social responsibility. “We wanted to be able to turn all our hard work into something beneficial for the wider community,” said Director Tina Young. “These organisations offer two fantastic services to the local area – Demelza James providing a hospice at home service for over 150 children in the South East with life-threatening and life-limiting illness, and Heathfield Hurricanes Rugby Union Club giving the chance for over 350 children to play quality minis rugby. We are delighted to be able to offer our support throughout 2008.”

Remtec strengthens its medical expertise REMTEC SEARCH AND SELECTION, the Cambridge-based international medical technology recruitment company, has added a medical science specialist to its recruiting team. Claire Button has a degree in Medical Biochemistry and a Ph.D. in Immunopharmacology. Claire then left science to bring up her family, working as a charity fundraiser and later joining a Venture Partners group. Ian Sandison, Commercial Director for Remtec, commented: “Claire’s scientific background and expertise will quicken our growth within the areas of life sciences and biotechnology, complementing our already strong name in the medical technology market.” Remtec Search and Selection celebrates its tenth year in 2008.