Measuring Sales Force Effectiveness in the MedTech Industry

Introduction: Defining Sales Force Effectiveness in MedTech

** Sales Force Effectiveness (SFE)** refers to how efficiently and productively a sales organization achieves its objectives and drives revenue growth platforce.com. In the medical technology (medtech) sector, SFE is a strategic imperative – it’s not just about having a sales force, but about optimizing its performance to succeed in a complex, competitive healthcare market nilecrm.com. An effective medtech sales force connects cutting-edge products with the needs of healthcare providers, ultimately improving patient care and company performance.

Why is SFE so important in medtech? Medtech companies face margin pressures, high R&D costs, and intense competition, making sales productivity critical for sustainable growth mckinsey.com mckinsey.com. Research shows that investing in SFE can yield significant payoffs: industry analyses by ZS found companies can improve performance by 4–8% within one year through targeted SFE initiatives zs.com. In revenue terms, even a single-digit boost can translate to substantial ROI – for a $1.5B firm, an 8% sales lift means tens of millions in new revenue zs.com. In short, measuring and enhancing SFE directly impacts top-line growth and profitability, and companies that neglect it are “leaving money on the table” zs.com.

Beyond immediate sales figures, a strong focus on SFE drives better customer relationships, efficient operations, and strategic agility. By refining sales strategies, aligning commercial teams, and improving execution, SFE becomes a catalyst for sustainable competitive advantage nilecrm.com. The sections below provide a comprehensive look at how medtech firms can measure SFE, the unique challenges in this sector, key metrics and methods, the role of technology, best practices in sales force design and training, real-world benchmarks, regional differences, and actionable recommendations for improvement.

Challenges in Measuring Sales Force Effectiveness in MedTech

Measuring SFE in the medtech industry is complicated by several domain-specific challenges:

• Long and Complex Sales Cycles: Medtech products (from surgical devices to capital equipment) often have lengthy sales cycles due to clinical evaluations, capital budgeting, and committee approvals. It’s not uncommon for sales cycles to stretch well beyond a year linkedin.com davidbagga.com. A LinkedIn commentary wryly noted that in healthcare tech, a “long sales cycle” can mean 16 months or more linkedin.com. Such extended timelines make it difficult to tie sales outcomes to specific rep activities, and they delay feedback on effectiveness. Carryover sales (revenues from prior efforts or contracts) further muddy the waters – in medtech, often **over 50% of a given year’s sales may result from groundwork laid in previous years mddionline.com*. This carryover effect means current sales performance isn’t solely driven by current rep actions, complicating performance attribution mddionline.com.

• Complex Buying Groups and Stakeholders: Unlike consumer sales or simpler B2B scenarios, medtech selling involves multiple stakeholders and decision-makers. Buying decisions frequently include surgeons or physicians (focused on clinical outcomes), hospital administrators (focused on cost and efficiency), procurement committees or group purchasing organizations, and even patients or IT staff for certain products ful.io ful.io. Each stakeholder has distinct priorities – for example, clinicians prioritize patient outcomes, administrators prioritize cost-effectiveness, and procurement officers demand evidence of long-term value ful.io. This multi-layered decision process means a sales rep’s effectiveness isn’t just about a single persuasive pitch; it’s about orchestrating consensus among diverse players. Measuring performance must account for how well a rep navigates this complex “buying center,” which is harder to quantify than a single-point sale.

• Strict Regulatory and Compliance Environment: Medtech sales reps operate under stringent regulatory constraints. Products often require regulatory approval (FDA, CE Mark, etc.), and promotional activities are governed by laws and industry codes (e.g. limits on off-label promotion, anti-kickback statutes, AdvaMed or MedTech Europe ethical codes). These regulations can slow the sales process and restrict traditional sales tactics. For instance, extensive compliance requirements mean reps must provide detailed evidence and cannot rely on hype ful.io. Measuring SFE must therefore go beyond raw sales numbers to ensure quality and regulatory compliance of interactions – a rep who closes deals by overstepping compliance is a risk, not a success. The need for thorough documentation, training on regulations, and ethical conduct is high, and any SFE assessment must incorporate these qualitative factors (e.g. adherence to protocol, accuracy of info conveyed).

• Market Consolidation and Sophisticated Buyers: Especially in the U.S., healthcare provider consolidation is reshaping sales dynamics. Large integrated health systems and hospital networks dominate procurement, wielding significant negotiating power bcg.com bcg.com. Purchasing decisions have shifted from individual hospitals or physicians to centralized value-analysis committees and system-wide procurement teams mddionline.com. These sophisticated buyers demand value demonstrations, bulk pricing, and consistency. Traditional “relationship sales” by a lone rep to one physician is often insufficient now. Medtech companies that once had reps calling on many small local accounts now find a handful of big accounts driving a large share of revenue – for example, one BCG study noted a company had 250 reps (across business units) calling on a single large health system’s 100+ facilities, with little coordination bcg.com. Misalignment in such cases can hurt effectiveness – if reps aren’t coordinated, the customer may perceive the company as disjointed. Measuring effectiveness therefore must consider account coordination and strategic account management (not just individual rep quotas), especially for these key accounts.

• Evolving Customer Expectations: Buyers today expect more than product features – they demand value-based outcomes and solutions. Medtech customers increasingly make decisions based on economic value, outcomes data, and total cost of care rather than brand loyalty or rep charm bcg.com bcg.com. Sales forces must adapt by selling on value (often requiring health-economic evidence and ROI cases) rather than purely clinical features. This evolution can make traditional performance metrics (like call volume) less meaningful unless they are paired with metrics on call quality and value delivered.

• Competitive and Market Pressures: The medtech field is highly competitive and often saturated with similar products ful.io. Differentiating products requires skilled selling and sometimes innovative pricing (e.g. pay-per-use or leasing for high-priced equipment). Reps must be better trained and armed with data to stand out. Additionally, many markets are seeing price pressures and reimbursement challenges – e.g., insurers and government payers scrutinize device costs, impacting how reps must sell (often needing to navigate reimbursement discussions). All these factors introduce more variables to consider when measuring effectiveness (for instance, a rep in a territory with a reimbursement roadblock may appear “ineffective” in raw sales, but that context must be understood).

In summary, medtech sales leaders face a measurement challenge: The true effectiveness of their sales force lies not just in how much they sell, but how they sell in a complex environment. Long sales cycles with carryover effects, multi-stakeholder deals, compliance demands, and shifting buyer behaviors mean that SFE metrics must be nuanced and carefully interpreted. The next sections discuss the key metrics (KPIs) that capture these nuances and how to measure both the quantitative and qualitative aspects of sales performance in medtech.

Key Performance Indicators (KPIs) and Metrics for MedTech Sales Effectiveness

Measuring SFE requires a blend of output metrics (sales results) and process metrics (activities and efficiency). Below are key performance indicators and metrics – both quantitative and qualitative – commonly used to gauge sales force effectiveness in the medtech sector:

• Revenue and Sales Outcomes: The most direct metrics include total sales revenue and percentage of quota attained per sales representative. A critical KPI is Revenue per Rep, i.e. how much revenue each salesperson generates on average definitivehc.com. This gives a productivity gauge and allows benchmarking across territories or against industry averages. New Sales or New Account Revenue is also tracked – how much of the revenue is coming from newly acquired customers versus existing ones. Medtech companies often push for new customer acquisition, so tracking the number of new accounts opened (and revenue from them) is vital smartwinnr.com smartwinnr.com. Another outcome KPI is Market Share or Share of Wallet at key accounts – for example, if a hospital system buys devices from multiple vendors, what share of their spending goes to your company’s products. High share-of-wallet indicates effective penetration of that account. (Indeed, large health systems now analyze their spend by vendor and expect sales teams to know this too bcg.com.) Gross Profit or margin per rep/product line can also be a KPI, ensuring sales growth is profitable smartwinnr.com.

• Sales Growth and Pipeline Metrics: Year-over-year sales growth by territory or product line is used to gauge momentum. Additionally, pipeline conversion metrics are important: one key KPI is Close Rate (conversion rate) – the percentage of leads or opportunities that convert to wins definitivehc.com. In medtech, where a handful of deals can make a quarter, close rate on qualified opportunities (or on proposals/tenders) is an insightful effectiveness measure. Time-to-Close (Sales Cycle Length) is another: measuring the average duration from initial lead to deal closure definitivehc.com. A shorter cycle or a trending reduction can indicate improved efficiency (especially important given inherently long medtech cycles). Bid/Won Ratio or Tender Win Rate (wins vs. bids submitted) is used in markets where formal RFPs or tenders are common (e.g., many EU hospital procurements).

• Activity and Coverage Metrics: These metrics assess how well the sales force is covering the market:

• Territory Coverage: Are reps reaching the key accounts and stakeholders in their territory? This can be quantified as the percentage of target customers contacted or visited in a period. For instance, tracking what fraction of surgeons or hospitals on the target list had at least one meaningful interaction in the last quarter. If a territory has 50 priority accounts and the rep engaged 45, that’s a 90% coverage – a strong figure. Frequency of calls is also monitored; e.g., number of calls/visits per HCP per quarter. Medtech sales often emphasize reaching influential practitioners – presentations to HCPs (healthcare professionals) and educational workshops are an activity metric as well smartwinnr.com smartwinnr.com. For example, a KPI might be “number of product presentations or demos given to clinical teams” each quarter. A SmartWinnr industry report suggests setting targets for each rep team to give a certain number of group presentations or workshops to HCPs, as these drive product understanding and interest smartwinnr.com smartwinnr.com.

• Call Volume and Visit Rate: The number of sales calls, meetings, or surgeon visits made by a rep in a given time. A metric like Meetings per Week per rep is commonly tracked (e.g. aiming for 5 quality meetings per week) smartwinnr.com. However, quantity alone is not the goal; it must be balanced with quality (discussed below). Follow-up rate – ensuring that scheduled follow-ups with prospects happen on time – is another indicator of diligence smartwinnr.com smartwinnr.com. For instance, a rep might be expected to complete 100% of promised follow-ups within the timeframe, reflecting reliability in customer eyes smartwinnr.com.

• Territory Potential Utilization: Metrics like sales vs. territory potential or territory penetration measure effectiveness of coverage. If a territory has an estimated potential of $5M and the rep generated $4M, that’s 80% penetration. This helps identify underperforming areas or upside opportunities. Tied to this is High-Value Target Coverage – tracking if the top potential accounts (e.g. top 10 by volume) are receiving sufficient attention.

• Efficiency and Productivity Metrics: These KPIs evaluate how efficiently the sales force operates:

• Sales Cycle Time: As noted, shorter sales cycles can indicate higher efficiency. Monitoring median or average sales cycle length and aiming to reduce it (where possible) is key definitivehc.com.

• Customer Acquisition Cost (CAC): Total sales and marketing cost divided by number of new customers acquired. In medtech, CAC can be high due to lengthy courting of accounts. Improving SFE should reduce CAC over time by streamlining processes definitivehc.com.

• Calls-to-Close or Demos-to-Close Ratio: How many customer interactions or product demos are needed on average to close a sale. If SFE initiatives (like better targeting or training) are working, this ratio should improve (fewer touches per win).

• Quote-to-Close Ratio: For capital equipment especially, the ratio of formal quotes or proposals issued to deals won. A low ratio might signal too many low-probability quotes being generated (inefficient targeting), while an improving ratio suggests better qualification and effectiveness.

• Relationship and Quality Metrics: These are more qualitative but can be quantified via surveys or scoring systems:

• Call Quality and Engagement: It’s not just how many calls, but how good they are. Call quality can be measured through manager ride-alongs and evaluations, or via customer feedback surveys. Some firms use a scoring template for sales calls (covering whether the rep identified needs, handled objections, delivered the value proposition, etc.). High call-quality scores often correlate with higher close rates. In modern practice, customer engagement scores are used – for example, surveying clinicians after product demos or trials on the rep’s effectiveness and the value of the interaction. Customer Satisfaction (CSAT) or Net Promoter Score (NPS) at the account level can reflect the cumulative effectiveness of the rep’s relationship. If your key hospital accounts rate their experience with your company’s sales and service as excellent, that’s a strong indicator of sales force effectiveness in building trust and meeting needs.

• Share of Wallet / Account Penetration: As mentioned, measuring what percentage of a customer’s spending in a category goes to your product. If a hospital uses your orthopedic implants for 70% of their procedures (and competitor devices 30%), and that rises to 80% after focused efforts, the sales force has effectively grown share-of-wallet. This metric captures deepening of customer relationship and competitive wins within accounts – a qualitative sign of being the vendor of choice.

• Retention and Growth of Existing Accounts: Customer retention rate (and revenue retention) year-over-year is key in medtech, since many products involve recurring sales (consumables, service contracts, reorders). A high retention rate, coupled with upsell/cross-sell rates (selling additional product lines into the same account), shows that reps are not only landing accounts but expanding them. For example, a rep might be measured on how many accounts that bought product A also adopt product B (cross-sell success).

• Service Quality & Compliance: In medtech, sales reps often provide ongoing support (e.g. in-servicing staff, assisting in procedures). Service coverage can be a metric – e.g., for field clinical specialists or service engineers, how many sites did they support per day smartwinnr.com smartwinnr.com. On the compliance side, metrics like 100% completion of required training modules, or zero instances of regulatory non-compliance in interactions, might be tracked as part of SFE to ensure quality and integrity.

• Team Capability and Development Metrics: These metrics straddle the line between performance and enablement:

• Product Knowledge and Training Scores: Reps’ knowledge is crucial in medtech due to product complexity. Some companies administer periodic product knowledge tests or certifications. A Knowledge Quotient KPI can measure a rep’s mastery of product info, clinical data, and competitor insights smartwinnr.com smartwinnr.com. Regular short quizzes (even gamified) are one approach to keep knowledge sharp smartwinnr.com. High scores here indicate the rep can credibly engage HCPs.

• Sales Skills and Behaviors: Through coaching programs or role-play assessments, companies may evaluate sales conversation skills – e.g., how well a rep can articulate a value story or handle objections smartwinnr.com smartwinnr.com. This might be measured qualitatively by managers or via recorded video assignments where reps are scored on their presentation and objection handling smartwinnr.com smartwinnr.com. Improvement in these scores over time is a positive SFE indicator.

• Engagement in Best Practices Sharing: A healthy, effective sales force shares successful approaches. Metrics like contributions to knowledge-sharing (number of best practices or case studies contributed by a rep) or peer recognition (e.g. “Best clinical case share of the month” as suggested by SmartWinnr smartwinnr.com smartwinnr.com) can signal a culture of continuous improvement. While indirect, these foster collective effectiveness by raising the bar for all.

It’s important to note that no single metric tells the whole story. Medtech firms typically use a balanced scorecard of KPIs to measure SFE, combining volume metrics (revenue, growth) with quality metrics (customer satisfaction, call quality) and efficiency metrics (cycle time, cost per sale). For instance, a medtech commercial dashboard might show each rep’s YTD sales vs quota, number of new accounts, average deal size, sales cycle days, and a customer feedback score. By looking at this suite, sales leaders can identify strengths and weaknesses – e.g., a rep might have high call volume but low close rate, indicating a need for skill coaching, whereas another has fewer calls but very high revenue (maybe an opportunity to share that rep’s best practices).

In summary, key KPIs for medtech SFE include: revenue per rep, quota attainment, new accounts/revenue, sales cycle length, close/conversion rate, share of wallet, call rate and coverage, follow-up adherence, customer satisfaction scores, and rep capability metrics – among others. The next section discusses how both quantitative data and qualitative assessment methods come together to measure these dimensions comprehensively.

Quantitative and Qualitative Methods of Measurement

Measuring sales force effectiveness in medtech requires both quantitative analysis (hard numbers from sales data and CRM systems) and qualitative assessment (insights from observations, feedback, and experience). Blending these methods provides a 360° view of performance.

Quantitative Methods: These involve leveraging data and analytics to track the KPIs described:

• CRM and Analytics Tracking: Modern CRM systems (like Salesforce, Veeva, etc.) are central to quantitative SFE measurement. They capture activities (calls made, emails sent, meetings scheduled), pipeline stages, and outcomes. Sales dashboards can automatically compute metrics such as average sales cycle, conversion rates, and coverage. For example, by analyzing CRM data you can identify that Rep A’s average deal cycle is 6 months vs. a team average of 9 months – a data point indicating higher efficiency. Similarly, linking CRM to financial data allows real-time tracking of revenue per rep and per account. Analytics platforms and BI tools can further crunch this data to spot trends or flag underperformance. Definitive Healthcare emphasizes the use of “healthcare commercial intelligence” – combining internal CRM data with external data (like claims volumes, market demographics) to sharpen targeting definitivehc.com definitivehc.com. This data-driven targeting ensures quantitative focus on the right opportunities, thereby improving efficiency metrics.

• Key Metric Monitoring: Quantitative measurement often boils down to monitoring a set of key metrics regularly. Sales operations teams produce weekly or monthly SFE reports showing each rep/region’s performance on metrics (often in heatmap or scorecard format). These might include: YTD sales vs target (%), number of calls, number of new leads generated, deals in pipeline, pipeline velocity, etc. By reviewing these, management can quantitatively identify where effectiveness is lagging. For instance, if one territory has significantly lower close rate (say 15% vs company average 25% definitivehc.com), that’s a red flag from the data prompting further investigation. Many medtech firms benchmark KPIs against industry standards or consulting benchmarks – e.g., knowing that top-performing teams have ~20% shorter sales cycles or X dollars revenue per rep – to gauge where they stand.

• Surveys and Scorecards: While surveys can capture qualitative input, structured surveys can yield quantifiable metrics. For example, a customer survey asking hospitals to rate their sales rep on various aspects (knowledge, responsiveness, value provided) on a 1-5 scale can be aggregated into a quantitative Customer Satisfaction Score. Similarly, a training assessment (like a quiz score or certification exam) gives a numeric indicator of rep knowledge proficiency. Companies may administer periodic sales force effectiveness surveys internally, asking reps about the support they have, the time they spend selling vs admin, etc., which can highlight quantitative issues (like “only 50% of rep time is customer-facing” – a number to improve via process changes).

• Benchmarking and Financial Analysis: Quantitative methods also include benchmarking against peers or historical data. For instance, BCG’s medtech commercial benchmarking study quantified that sales rep productivity (revenue per rep) in the U.S. is higher than in Europe, and Europe higher than Japan bcg.com. This kind of benchmarking (adjusted for product mix and price levels) helps a company gauge if its own rep productivity is on par or needs improvement. Financial analysis can quantify impact of improvements – e.g., calculating that if each rep increased close rate by 5 percentage points, it would add $X in revenue. Such analysis strengthens the case for investments in SFE programs.

Qualitative Methods: These are equally important, as not everything of value can be reduced to a number. Qualitative assessment gets at the how and why behind the metrics:

• Field Observations and Coaching Evaluations: First-line sales managers play a pivotal role here. By accompanying reps on sales calls (“ride-alongs”) or observing their virtual meetings, managers can qualitatively assess skills and behaviors: Did the rep ask insightful questions? How well did they handle objections? Was the product demo fluent? Managers often use standardized observation checklists to ensure consistency. They then provide coaching feedback, but also record ratings that feed into the rep’s performance evaluation. If, for example, a manager notes that a rep is weak in engaging economic buyers (e.g., hospital CFOs), that qualitative insight is crucial for targeted training – something that raw sales numbers might not reveal. “Observational coaching” is highlighted as a key manager responsibility in medtech, because it directly links to raising the entire team’s quality of execution mddionline.com mddionline.com.

• Customer Feedback and Interviews: Beyond surveys, deep qualitative insights come from talking to customers about their experience with the sales team. Medtech purchasing often involves ongoing relationships; thus, key accounts may be willing to share candid feedback in account reviews. For instance, a hospital procurement officer might note that “Rep X is very responsive and consultative, whereas Rep Y simply pushes products.” Such feedback, while anecdotal, is gold for understanding effectiveness. Some companies establish formal Key Account Reviews (quarterly/annual meetings with major clients) where performance is discussed – this can surface qualitative comments on sales service levels, technical support quality, etc. These narratives can then be correlated with the reps’ quantitative performance to provide context (e.g., a drop in sales in an account accompanied by customer feedback about lack of follow-up signals a clear area to fix).

• Training and Role-Play Assessments: As part of SFE initiatives, medtech firms often run workshops or simulations where reps demonstrate their approach to a mock sales scenario (for example, “present a new stent to a skeptical cardiologist and a value-analysis committee member”). Expert facilitators or managers evaluate these role-plays qualitatively. They look at confidence, clarity, use of data, handling of tough questions, etc. This method helps identify skill gaps in a safe environment. Qualitative notes from these sessions (e.g., “rep struggles to articulate economic value proposition”) guide personalized coaching and also serve as a baseline to measure improvement after training. Some companies have started leveraging video coaching tools – reps record a video of their pitch or objection handling, and managers provide feedback smartwinnr.com smartwinnr.com. The process is highly effective in improving conversational skills smartwinnr.com and provides a qualitative measure of a rep’s communication prowess.

• Internal Peer Reviews and Best Practice Sharing: An often overlooked qualitative measure is how well the sales team itself thinks it’s doing and sharing knowledge. Regular sales meetings where reps discuss wins and losses can shed light on qualitative factors impacting success (e.g., “Our competitor’s rep is very active in that account and we’re not countering effectively”). Senior sales leaders sometimes conduct win/loss debriefs – interviewing the account team after a big deal is won or lost, to capture lessons learned. The richness of reasons (“we lost because our demo failed to convince the OR nurses”) provides actionable qualitative insight that no CRM report would show. High-performing organizations cultivate an atmosphere where these insights are systematically collected and acted upon.

• Holistic Performance Reviews: When assessing an individual rep’s effectiveness, medtech companies combine the hard metrics with managerial judgment. Annual performance reviews typically have competency evaluations (like communication, product knowledge, strategic account planning) rated qualitatively by the manager. Comments such as “has become a trusted advisor to key surgeons in her territory” or “needs improvement in navigating hospital purchasing hierarchy” give texture to the numbers. They ensure that factors like relationship-building, ethical conduct, and teamwork – which might not directly show up in quarterly sales – are part of the effectiveness evaluation.

In practice, quantitative and qualitative methods should inform each other. For example, if the quantitative data show a rep’s sales are lagging, qualitative inquiry (manager observation or customer feedback) can uncover the reasons – perhaps the rep has terrific activity levels but is focusing on the wrong customer segment (a targeting issue), or they have knowledge gaps making their sales calls less effective. Conversely, qualitative observations might hint at potential strengths or problems which then can be tracked quantitatively. A manager might sense that a rep has strong relationships in a certain account – future sales figures from that account can validate (or contradict) that impression.

To illustrate, consider a medtech sales team that implemented a comprehensive SFE program: They started by defining clear metrics and benchmarks, then trained managers to coach reps regularly. One year later, they measured outcomes both ways. Quantitatively, they saw improvements (for instance, close rates rose and average deal value increased). Qualitatively, a follow-up survey of the sales team showed better confidence and more time spent with high-priority customers (as managers had freed reps from low-value admin work). Both types of measures confirmed the program’s success, providing a full picture mddionline.com (notably, research shows that strong front-line managers can increase team sales performance by 30% or more, independent of other factors mddionline.com – a testament to the power of qualitative coaching influence on quantitative results).

In summary, quantitative methods give the “what” – hard performance numbers – while qualitative methods give the “how/why” – the contextual understanding. A medtech sales leader should use an integrated approach: dashboards and data analysis to monitor KPIs, paired with field observations, customer feedback, and coaching dialogue to truly grasp and improve sales force effectiveness.

Role of CRM, Analytics, AI, and Digital Tools in Tracking & Enhancing SFE

Technology has become a game-changer for sales force effectiveness in medtech. Modern tools not only provide better tracking and measurement of sales activities, but also actively enhance the effectiveness of sales reps through insights and efficiency gains. Key aspects of the technology’s role include:

• Customer Relationship Management (CRM) Systems: Advanced CRM platforms (e.g. Salesforce Health Cloud, Microsoft Dynamics with medtech modules, Veeva for life sciences) are the backbone for tracking sales force activities. They serve as a centralized hub of real-time data on customers, interactions, and sales opportunities maionic.com maionic.com. In medtech, a CRM can integrate rich data such as hospital purchasing history, equipment install base, and even patient data when relevant (e.g., Salesforce Health Cloud’s “Patient 360” view provides a comprehensive view of patient interactions and needs, aiding reps in discussions) maionic.com. By logging calls, demos, quotes, and outcomes in CRM, sales leaders can easily monitor KPIs like call frequency, pipeline stages, and win rates. Analytics dashboards within CRM show trends and flag deviations (for example, if a rep’s activity level drops or if certain product sales are behind in a region). Moreover, CRM enforces process discipline – ensuring follow-ups are scheduled, opportunities are updated – which directly improves SFE by reducing things “falling through the cracks.”

• Analytics and Data Platforms: Beyond basic CRM reports, medtech companies are employing advanced analytics to boost sales effectiveness. This includes analyzing large datasets of healthcare utilization, claims, and market data to find the best targets. Definitive Healthcare suggests using medical claims data to identify high-volume providers who are ideal targets for relevant devices definitivehc.com. For example, a medtech firm selling orthopedic implants can analyze procedure volume data to pinpoint which surgeons or hospitals perform the most joint replacements – a strong predictor of potential demand definitivehc.com. Analytics can also segment accounts by potential value, enabling reps to focus on the most promising opportunities (80/20 rule). Additionally, predictive analytics can score leads or accounts for likelihood to buy, helping reps prioritize their efforts. By embedding these insights into dashboards, reps become more efficient and effective – spending time on high-impact activities (which improves metrics like conversion rate and time-to-close).

• Artificial Intelligence (AI) and Machine Learning: AI is increasingly leveraged to enhance sales force effectiveness. AI can comb through interaction data and outcomes to identify patterns of successful behavior. For instance, an AI tool might analyze thousands of call notes and find that when reps discuss a certain clinical study or show a specific economic model, the win rates increase – prompting the organization to train all reps on that approach. AI-driven recommendations can prompt reps with next best actions (“It’s been 60 days since Dr. Smith’s last demo – schedule a follow-up call”) and even craft personalized email content for prospects. Tools like conversational AI can also evaluate sales call recordings, providing feedback on talk-to-listen ratio, sentiment, and key topics discussed – essentially automating some of the qualitative call quality assessment. According to McKinsey, medtech leaders are upskilling their sales forces with “digital and AI-enabled capabilities” to drive better customer segmentation and tailored engagement mckinsey.com. This includes using AI to identify which product messages resonate most with certain customer segments, thus enabling reps to be more effective in each interaction.

• Digital Engagement Tools: The pandemic accelerated remote engagement, and medtech companies are now embracing a hybrid sales model combining field visits with remote touchpoints mckinsey.com mckinsey.com. Tools enabling virtual engagement – such as video conferencing for sales calls, webinar platforms for large physician education sessions, and digital content delivery (e-detailing) – have proven effective. Many physicians have adapted to remote interactions: a survey found that while in-person meetings are still valued, a significant proportion of doctors now prefer or accept virtual meetings and digital content mckinsey.com mckinsey.com. Sales force effectiveness can be enhanced by these tools as they lower the cost-to-serve and allow reps to cover more ground virtually without travel delays. For example, a rep can conduct a Zoom demo for a rural clinic that would have been impractical to visit frequently – thus increasing that territory’s coverage. CRM-integrated email tools allow reps to send personalized follow-ups at scale, track opens/clicks, and know when to follow up, making their outreach more effective. Omnichannel engagement (coordinating across email, video calls, social media, and in-person) is now a best practice in medtech, and digital tools help orchestrate this. Companies that successfully integrate remote sales channels report unlocking growth and reducing cost-to-serve mckinsey.com, which directly ties to improved SFE (more sales for less effort).

• Mobile and Productivity Apps: Medtech reps often spend a lot of time on the go – in hospitals, traveling between accounts, etc. Equipping them with mobile-first tools improves real-time effectiveness. A mobile sales dashboard on a tablet or smartphone gives reps instant access to product info, inventory levels, customer purchase history, and even support materials, wherever they are maionic.com maionic.com. This ensures reps can answer questions on the spot and personalize the discussion using data. Mobile CRM apps allow quick logging of call notes and scheduling of next steps immediately after a meeting, improving follow-up rates. There are also medtech-specific apps: for instance, a catheter company might have an app to calculate cost savings of their device in an ongoing case – reps can use this live with customers, making their sales pitch more impactful. Augmented Reality (AR) and Virtual Reality (VR) are emerging as powerful tools for product demos and training. AR/VR can create immersive 3D product demonstrations, allowing physicians to virtually explore a medical device’s features or simulate using it in a procedure maionic.com maionic.com. This is especially useful for complex capital equipment or in times when physical demos are hard. By leveraging AR/VR, reps can convey product value in a memorable, tangible way, thus increasing conversion. As noted by industry commentators, AR/VR helps HCPs better visualize medtech solutions and can raise overall sales force effectiveness through more engaging presentations maionic.com maionic.com.

• AI-Powered Coaching and Training: AI isn’t just for customer-facing work; it’s also helping behind the scenes to train and guide reps. Some companies use AI-based coaching platforms that listen to sales calls and then give the rep feedback or micro-courses to improve specific weaknesses (like an AI coach noticing the rep hesitated when asked about a competitor, and suggesting a training module on competitive positioning). Gamified learning systems (like the SmartWinnr platform) use quizzes and challenges to keep reps’ knowledge sharp, awarding points for completion and correctness smartwinnr.com smartwinnr.com. By making continuous learning fun and trackable, these platforms ensure reps stay up-to-date on product knowledge and skills – a direct boost to effectiveness in the field. Gamification can extend to healthy competition on key metrics as well, with leaderboards (e.g., highest new deals this quarter, fastest response time to leads) to motivate reps.

In practical terms, the role of tech can be exemplified by a medtech firm case: A global MedTech company implemented an AI-powered sales enablement platform (Maionic, for instance) to integrate CRM data, 3D product demos, and analytics. As a result, their sales team could access interactive 3D models of their devices on a tablet during sales calls, vastly improving customer understanding. They also used predictive analytics to identify which accounts were most likely to adopt new products. The outcome was a 5% increase in sales within a year, and reps reported spending more time with high-potential customers and less on administrative tasks maionic.com maionic.com. This aligns with industry observations that investing in tech-powered SFE initiatives can boost performance by several percentage points maionic.com.

To sum up, CRM and analytics tools provide the data backbone for measuring SFE, AI and digital tools provide smart insights and new engagement methods to improve SFE, and mobile/AR tools empower reps to be more effective in any setting. The medtech sales force of today is as much enabled by software as by sales training. Embracing these technologies leads to data-driven decision making, more personalized customer interactions, and a more efficient sales process – all of which enhance sales force effectiveness significantly.

Best Practices in Sales Force Design, Training, and Incentive Alignment

Achieving world-class sales force effectiveness in medtech isn’t just about tracking metrics – it requires thoughtfully designing the sales force structure, continuously training and developing talent, and aligning incentives and compensation with desired outcomes. Below are best practices in each of these areas:

Sales Force Design and Territory Management

1. Structure the Sales Team for the Market: The medtech industry serves a variety of customer types – large hospital systems, ambulatory surgery centers, small clinics, government accounts, distributors in some regions, etc. Leading companies align their sales roles with customer segments to maximize effectiveness. For example, many have separate Key Account Managers (KAM) for the largest integrated health systems or IDNs, given the complex, high-stakes nature of those accounts. A BCG study emphasizes that robust key account management is now “required for sales success” as hospital consolidation concentrates buying power bcg.com bcg.com. KAM teams coordinate across product lines and business units to present one face to a big customer bcg.com, ensuring the approach is strategic rather than piecemeal. Meanwhile, a different group of reps might focus on smaller community hospitals and clinics, with a more transactional approach. Additionally, as healthcare moves beyond hospitals, companies are adapting territory design to cover the growing ambulatory sector – which often means more, smaller accounts per rep and use of inside sales or hybrid reps to cost-effectively cover widely dispersed outpatient centers bain.com bain.com. In sum, one-size-fits-all territory models (designed for large hospitals) are giving way to flexible designs tailored to each segment’s needs bain.com bain.com.

2. Optimize Territory Alignment and Sizing: Regularly review territory boundaries and account assignments to ensure balanced opportunities. An effective practice is using data (market potential, workload, geography) to scientifically size and allocate territories. For instance, companies use geo-analytics to identify clusters of high-potential physicians or facilities and then assign reps so that each territory has comparable potential maionic.com maionic.com. Geographical restructuring, when done right, can significantly improve SFE by avoiding some reps being overburdened while others underutilized maionic.com maionic.com. Best-in-class organizations do territory planning annually, factoring in the latest market trends and aiming to minimize travel time (so reps can maximize selling time). They may designate specialist roles too – e.g. a clinical specialist rep to support cases and a separate sales rep to handle contracting – ensuring each role is focused and effective. However, they coordinate these roles at the account level (often under the KAM or regional manager) so the customer experience is seamless.

3. Embrace Hybrid Sales Models: Following best practices noted by McKinsey and Bain, medtech sales forces are integrating remote/inside sales channels with field teams mckinsey.com mckinsey.com. A remote sales team can handle lead generation, smaller accounts, or routine follow-ups, freeing field reps to focus on high-touch activities (e.g., supporting complex procedures or negotiating big contracts). Companies have implemented models such as: a) Inside Sales for Lead Qualification – where inside reps identify and nurture prospects, then pass hot leads to field reps mckinsey.com mckinsey.com; b) Overlay Sales – remote reps focusing on specific product lines across regions, supporting field reps with deep expertise; c) Customer Service to Sales Conversion – service teams identifying upgrade opportunities. These hybrid models, when tightly coordinated, provide true omnichannel engagement and can lower cost per interaction without sacrificing effectiveness mckinsey.com mckinsey.com. A key best practice is to ensure tight communication between remote and field reps – for example, using the same CRM and having joint account planning sessions – so that the customer gets a unified approach. Leading medtech firms treat remote sales not as “lesser” reps, but as integral team members who can often engage more frequently and flexibly than field reps mckinsey.com. This approach has improved customer satisfaction (customers appreciate more frequent touches and support) and driven incremental sales growth, as noted in McKinsey’s findings mckinsey.com mckinsey.com.

4. Data-Driven Segmentation and Targeting: An effective sales force design is underpinned by smart segmentation of customers. Utilizing data to segment by attributes like size, growth rate, and needs is crucial definitivehc.com definitivehc.com. For example, a medtech company might classify hospitals into tiers (Tier 1: large academic centers, Tier 2: community hospitals, etc.) and deploy different sales strategies to each. Top performers create Ideal Customer Profiles (ICP) – e.g., identifying which types of clinics are most likely to adopt a new diagnostic device – and focus sales efforts there definitivehc.com definitivehc.com. This ensures reps spend time on the accounts with highest propensity to buy, boosting overall effectiveness (reps not chasing too many dead ends). Periodic refresh of these analyses is a best practice, especially when launching new products or entering new markets.

Training and Continuous Development

5. Comprehensive and Ongoing Training: The complexity of medtech products and the evolving healthcare landscape make continuous training non-negotiable. Best-in-class companies treat training as a process, not an event. They provide robust onboarding programs for new reps (often including clinical immersions to deeply learn the product’s use), followed by ongoing education on new products, clinical data, competitor products, and industry changes. As one industry resource notes, SFE training should be “ongoing…constantly evaluated and updated to meet changing needs” platforce.com. This might involve regular online micro-courses, monthly knowledge tests, or annual recertification on critical knowledge.

Important training areas include:

• Product and Clinical Knowledge: Medtech reps gain credibility by truly understanding the science and usage of their products. Continuous updates on clinical trial results, new indications, and device improvements are provided so reps speak the language of physicians confidently. Some firms run cadaver labs or simulation labs for reps, especially in surgical device companies, to ensure they can effectively support cases.

• Value Selling and Economic Knowledge: With procurement focusing on economics, reps are trained in health economics, ROI calculations, and how to craft a business case for their product (e.g., showing how a device reduces length of hospital stay). Reps learn to use economic outcome data and speak to CFOs and value committees, not just clinicians bcg.com bcg.com. Value-based selling training might include case studies where reps practice positioning the product’s value proposition for different stakeholders (clinical vs financial).

• Sales Skills and Soft Skills: Traditional sales capabilities – communication, negotiation, objection handling, storytelling – are regularly honed. Given the consultative nature of medtech sales, advanced skills like account planning, stakeholder mapping, and managing long sales projects are also taught. Role-playing exercises (possibly recorded and reviewed) help reps refine their approach continuously smartwinnr.com smartwinnr.com.

• Regulatory and Ethical Compliance: Training on compliance (e.g., what you can/can’t say about off-label use, how to properly log interactions for transparency laws, anti-bribery rules for gifts/education events) is mandatory and frequent. A misstep here can ruin trust or result in legal penalties, so top companies instill a culture of “doing it right” as part of effectiveness. Sales people are often the front line for compliance, so they practice scenarios in training to handle ethically tricky situations (like politely declining an inappropriate request from a customer).

6. Coaching and First-Line Manager Excellence: A standout best practice in SFE is investing in the development of sales managers as coaches. First-line sales managers (FLMs) have a multiplier effect on SFE – research shows teams under top-performing managers significantly outperform others (sales 30% higher than average teams, and up to 80% higher vs teams under poor managers) mddionline.com mddionline.com. Companies have realized that training managers to be effective coaches, strategists, and leaders may yield more ROI than just training reps. For instance, managers are trained on how to conduct effective field coaching visits, how to give constructive feedback, and how to use data to identify coaching opportunities. They also learn to help reps with deal strategy (e.g., mapping out how to win a complex deal involving multiple decision-makers). As MDDI reported, “placing sales managers at the center of sales effectiveness” can dramatically improve sales performance mddionline.com mddionline.com. Some best practices include:

• Implementing formal coaching frameworks (e.g., each manager must do X coaching rides per month and document follow-ups).

• Training managers on talent development – how to identify skill gaps, how to inspire and motivate, and even how to manage underperformers (coach up or out).

• Encouraging a shift from “super-rep” mentality (where managers just swoop in to close deals themselves) to empowering reps through coaching and support mddionline.com mddionline.com. This is crucial in medtech where historically star reps got promoted to manager but struggled to delegate; structured programs can help them transition to winning through others rather than instead of others mddionline.com mddionline.com.

• Monitoring and rewarding managers not just on team sales, but on team development metrics (like improvement in rep performance, retention of talent, etc.).

7. Cross-Functional Collaboration and Knowledge Sharing: Training shouldn’t happen in a silo. Best practice companies encourage cross-pollination between sales, marketing, medical affairs, and service teams. For instance, marketing can train reps on new messaging, and conversely, reps can share field insights to inform marketing. Sales and clinical specialists exchange knowledge so each can do their part better. This “one team” approach is often facilitated by regular joint training sessions or communication platforms. As highlighted in a pharma context, SFE acts as a bridge connecting various departments – aligning marketing and sales messaging, coordinating with medical/compliance teams to ensure accurate info, and linking with supply chain to ensure product availability aligns with sales forecasts nilecrm.com nilecrm.com. Medtech companies that foster this coordination (e.g., through cross-functional workshops or integrated account planning that involves all stakeholders) find their sales force is more effective because everyone supporting sales is on the same page. Internally, companies set up forums for best practice sharing – for example, a monthly call or internal portal where reps post their success stories, tactics, or clinical paper insights. Recognizing and rewarding reps who contribute to team knowledge (like a “Best Practice of the Month” award) can incentivize this behavior smartwinnr.com smartwinnr.com. A culture of continuous learning and sharing amplifies individual training efforts into organizational capability.

Incentive Alignment and Performance Management

8. Incentive Compensation Aligned to Strategy: “What gets measured gets managed – and what gets incentivized gets done.” Aligning the sales compensation plan with the company’s strategic goals is a critical best practice for SFE. Traditionally, many medtech firms relied on straightforward commission-based plans paying a percentage on all sales mddionline.com. While simple, this can misalign efforts – for example, paying equally on easy reorders (carryover sales) and new business might discourage prospecting. Best practices in incentive design include:

• Balanced Scorecard Incentives: Incorporating multiple components beyond pure revenue. For instance, a plan might reward 50% on sales vs quota, 20% on new account acquisitions, 15% on a strategic product focus (if launching a new product or pushing a particular line), and 15% on qualitative/team goals (such as customer satisfaction scores or completion of training). This ensures reps give attention to important but sometimes neglected activities like opening new accounts or selling the full portfolio, not just milking existing relationships.

• Account Growth and Retention Metrics: Some companies explicitly incentivize year-over-year growth in each account or hitting share-of-wallet targets. This can avoid the situation where a rep coasts on a few large legacy accounts without expanding business. If, say, an account was $1M last year, the comp plan might pay a bonus tier for achieving $1.1M this year (growth incentive). Likewise, providing incentive for high account retention ensures reps support post-sale and keep the customer satisfied (preventing churn to competitors).

• Tailoring to Sales Cycle Realities: In medtech, big deals can straddle years. Compensation plans may include mechanisms like multi-year quota credit for big capital sales (so reps aren’t discouraged from pursuing a 18-month sale that might close next fiscal year). Another practice is milestone incentives – e.g., a bonus for getting a product approved in a hospital’s value-analysis committee, even if purchase comes later, to reward that significant step.

• Team and Cross-Functional Incentives: To promote collaboration, some plans allocate a portion of incentive to team performance. For example, key account managers, clinical specialists, and territory reps might share a portion of bonus tied to the overall account performance, encouraging them to work together rather than in silos. Also, in markets using distributors, field reps might have incentives for supporting distributor sales (like achieving sell-through targets or training a certain number of distributor reps).

A classic challenge in medtech comp is the “carryover” effect mentioned earlier – a large portion of sales might recur without proportional new effort mddionline.com. Forward-thinking companies adjust for this by either setting quotas that account for expected carryover or by emphasizing “net new sales” in incentives. For instance, if 70% of last year’s sales are expected to repeat, the rep’s quota may be structured such that their commission kicks in more generously on the incremental growth above that baseline. The goal is to avoid overpaying for autopilot sales while still rewarding the rep’s role in maintaining those relationships. As MDDI notes, purely commission plans can misalign rep motivation with company goals if not considering such factors mddionline.com mddionline.com. Thus, refining the comp structure to isolate the portion of sales driven by current efforts (vs. past momentum) is a best practice. In some medtech segments (like disposable supplies on long-term contract), companies even shift to more bonus/goal-oriented pay rather than straight commission, focusing reps on service quality and contract renewals as measures of effectiveness.

9. Non-Financial Rewards and Recognition: While money is important, the best sales forces also have strong recognition programs that tap into reps’ intrinsic motivation and competitive spirit. Top companies publicly celebrate successes – Presidents’ Club trips for top performers, awards for largest deal, recognition for those who embody company values (e.g., an award for exceptional customer service or for mentorship of others). These signals reinforce what the company values beyond just the numbers. If, for example, a rep goes above and beyond to ensure successful implementation at a hospital (which might not immediately yield extra sales, but cements a relationship), recognizing that behavior in front of peers encourages others to emulate it. Over time, this shapes a culture of excellence that supports sustained SFE. Peer recognition programs (like sharing “Rep of the Quarter” stories) also facilitate best-practice sharing – colleagues learn what that rep did to win an award.

10. Performance Management and Support: Lastly, aligning incentives goes hand in hand with effective performance management systems. Best practices include:

• Frequent Performance Dialogues: Don’t wait for year-end. High-performing organizations hold quarterly (if not monthly) business reviews where reps discuss their performance on key metrics with managers – identifying roadblocks and setting improvement actions. This keeps everyone accountable and supported in real time.

• Use of KPIs in Coaching: The metrics we measure should actively feed coaching conversations. For instance, if data shows a rep’s average deal size is half the team average, the manager will probe why – maybe the rep is only selling lower-end products or not selling bundles. Together they craft a plan (perhaps training on upselling or a joint call with a bigger account) to address it. The next review checks progress. This data-driven coaching ensures metrics aren’t just abstract numbers but are tools for improvement.

• Addressing Underperformance Constructively: A best practice is having clear processes for reps who lag behind – not to punish, but to uplift. For example, a formal Performance Improvement Plan (PIP) might be triggered if a rep misses quota multiple quarters, which includes extra training, shadowing top reps, and close manager monitoring. If improvement doesn’t occur, tough decisions are made. Keeping a high standard and not letting persistently ineffective performance linger is crucial for overall team effectiveness (and morale of top performers).

• Enabling Tools and Resources: Aligning incentives also means giving reps the tools to succeed for those incentives. If you incentivize reducing sales cycle time, for instance, ensure reps have proposals and contracts processes that are swift (maybe provide templated proposals or pricing tools). If you incentivize selling a new product line, equip the team with proper training and demo equipment for that product. Incentives without support frustrate reps; best practice is alignment between what you ask of reps and what you enable them to do.

In summary, best practices in SFE involve designing a sales organization structure that fits the customer landscape (with key account focus, hybrid models, and data-driven territory planning), continually building the team’s capabilities (through training and exceptional front-line management that coaches reps), and crafting incentive systems that motivate the right behaviors (new growth, value-selling, teamwork, and strategic priorities). Medtech leaders who implement these practices create a sales force that is agile, skilled, and motivated – positioned to win in today’s challenging market.

Case Studies and Benchmarks from Leading MedTech Firms

Examining how leading medtech companies have measured and improved their sales force effectiveness provides valuable insights. Below are a few illustrative case examples and industry benchmarks that highlight SFE in action:

Case Study 1: Global Orthopedic Devices Company – Transition to Value Selling and Manager-Led Coaching This company faced flattening sales despite a large sales team. Analysis revealed reps were highly trained on product features but struggled with the new reality of economic buyers and integrated delivery networks. The company embarked on an SFE transformation focusing on coaching and value-based selling. They invested in training first-line managers to coach reps on engaging multiple stakeholders and selling on value rather than just clinical features. According to a report in MDDI, the firm realized that “success relies on the sales organization’s capability to execute changes effectively” and that a “strong first-line management team is vital” mddionline.com mddionline.com. Managers were upskilled to guide reps in developing hospital-specific value propositions (e.g., cost-benefit analysis of using the company’s joint implant across the system). Over a year, the sales process shifted: reps began involving hospital administrators and financial stakeholders earlier, armed with new sales tools (like budget impact models). The outcome was striking – conversion rates on large deals improved and the average deal size grew. An internal study found that territories under managers who fully embraced the coaching program saw territory sales growth four times higher than those under managers who were slower to adapt (mirroring the 4x difference noted by the Sales Executive Council research for star vs. weak managers) mddionline.com mddionline.com. By the second year, overall top-line growth resumed, and the company attributed a significant part of it to the improved effectiveness of their re-trained sales force. This case underscores the power of managerial coaching and shifting selling models in line with market evolution.

Case Study 2: Mid-Sized Medtech Firm – Salesforce CRM and Analytics Implementation A mid-sized medtech firm selling diagnostic imaging equipment lacked a systematic way to track sales activities and often relied on reps’ individual approaches. This led to inconsistent performance – a few star reps carried the numbers while others underperformed with little insight as to why. The company invested in a modern CRM and engaged an analytics partner to develop a data-driven sales strategy. They consolidated customer data, installed dashboards for KPIs (calls, pipeline, win rates), and trained reps and managers on using these tools. Benchmarking data revealed their average revenue per rep was only 50% of what similarly sized competitors achieved – indicating a large upside if effectiveness could be lifted. With CRM data, they discovered that reps were spending only ~35% of time on customer-facing activities, with the rest on admin and travel. They responded by hiring two inside sales support staff to handle low-level tasks and scheduling. Within 6 months, customer-facing time increased, and revenue per rep started rising. Additionally, analytics identified high-opportunity accounts that had been undertapped – for example, certain outpatient centers doing high volumes of relevant procedures were not in any rep’s call plan. They reassigned territories slightly to cover these gaps. As a result, in one year the company saw a 7% increase in sales (in a flat market) and an ROI of over 300% on the SFE initiatives. This aligns with the ZS “Explorer” study findings that a combination of SFE drivers can yield performance boosts of 5–8% in one year zs.com. Management noted that beyond the revenue uptick, the culture changed: reps became more proactive in following the data (some friendly competition emerged on the KPI dashboard leaderboard), and underperforming reps had clear metrics to improve, leading to either improvement or managed exits.

Case Study 3: Large Diversified Medtech – Key Account Management (KAM) Introduction A large medtech company with a broad portfolio (imaging, disposables, implants) historically had each business unit’s reps approach the same hospital separately. With health system consolidation, this fragmented approach became inefficient and even detrimental – as BCG observed, some health systems were called on by 250+ reps across 5 divisions with few knowing the overall company strategy for that customer bcg.com. Recognizing this, the company established a Key Account Management program. They assigned an overarching KAM for each of the top 20 health systems (representing 40% of their revenue). These KAMs were senior salespeople empowered to coordinate all activities, supported by a cross-BU team. They developed unified account plans and streamlined communication so the customer saw “One Company”. Over 18 months, results included: more coherent pricing (they eliminated internal price discrepancies that had embarrassed the company in front of the customer bcg.com), identification of cross-selling opportunities (e.g., leveraging a strong relationship in cardiology to introduce a surgical product line, something that wouldn’t happen in silos), and improved customer satisfaction (measured via surveys where these health systems reported better experience dealing with the company). In terms of sales effectiveness, the company reported that across those strategic accounts, sales grew 2x faster than in the rest of the customer base over the next year, and profitability improved due to more negotiated system-wide deals. This was a validation of the KAM approach – supporting the BCG view that investing in top-quality KAM functions builds powerful advantage with consolidated customers bcg.com bcg.com. Notably, even reps not designated as KAMs benefited – seeing the success, the company rolled out some KAM best practices (like multi-stakeholder mapping and account planning templates) to all field reps, improving the discipline and strategic thinking at the territory level.

Benchmark: Regional Productivity Differences – An industry benchmark study by BCG revealed interesting regional differences: U.S. medtech sales reps have higher average productivity (revenue per rep) than European reps, who in turn outperform Japanese reps bcg.com. For example, if a U.S. rep generates $X, a European rep might generate 0.8X, and a Japan rep 0.6X (illustratively). This was partly attributed to structural factors – higher price levels in the U.S. and more consolidated buying allowing larger deals per rep bcg.com bcg.com. The implication for benchmarks is that companies should tailor their expectations and SFE strategies regionally. A U.S. team might focus on navigating big IDNs and maximizing price/value, whereas a European team might focus on improving coverage across fragmented systems or working effectively with distributor partners in certain countries. It also indicates that there’s opportunity in each region by learning from others: European teams could look to some U.S. practices (like better key account strategies or focusing on economic buyers) to boost productivity, while U.S. teams might learn from European counterparts on operating in cost-constrained environments. The differences also underscore that when benchmarking SFE, one should compare like-for-like (e.g., compare U.S. vs U.S. peers, given different market contexts).

Benchmark: Impact of Top vs Average Performers – Sales force effectiveness can vary widely even within a company. Industry data often show a Pareto distribution where the top 20% of reps bring in 50%+ of the sales. In medtech, it’s been noted that teams managed by top-quartile managers outperform average-managed teams by ~30% mddionline.com, and that reps under star managers have much higher growth trajectories. These numbers highlight a benchmark goal: narrow the gap between average and top performers through SFE initiatives. Many companies aim to “lift the middle”: if the mid-tier reps can adopt even some habits of the top tier, overall sales skyrocket. One benchmark outcome to strive for is reducing variability – e.g., if initially only 50% of reps hit quota, an effective SFE program might raise that to 70% of reps hitting quota, a sign that more of the team is performing optimally.

Case Example: Technology-Enabled SFE at a Medtech Firm (Maionic case) – One medtech firm cited by Maionic achieved significant gains by embracing technology in sales. By implementing a unified platform that provided 3D interactive product demos, virtual showrooms, and AI-driven content personalization, they enabled reps to engage customers in new ways maionic.com maionic.com. ZS research (referenced by Maionic) suggests medtech companies can enhance sales performance by 2% to 8% through such SFE initiatives maionic.com, and this company’s experience fit that range. After rolling out iPad-based 3D demos (so surgeons could “virtually hold” a device in augmented reality) and using data insights to tailor which marketing materials a doctor sees, their close rates improved. Even sales cycle time shortened for complex capital equipment because remote stakeholders (biomedical engineers, value committee members in different locations) could be looped in via virtual demo sessions quickly rather than scheduling multiple in-person visits. This case exemplifies how digital tools – once considered nice-to-have – have become core to SFE, allowing a sales force to punch above its weight.

Collectively, these case studies and benchmarks illustrate a few key themes: the importance of adapting to the customer’s buying process (e.g., via KAM or value selling), the critical role of sales management and coaching, the power of leveraging technology and data, and the need to align internal processes to external realities. They also show that tangible improvements (5-10%+ sales growth, higher win rates, etc.) are achievable when SFE best practices are executed well. Leading medtech firms treat SFE as an ongoing journey – continuously measuring, learning, and optimizing their sales organizations.

Regional Considerations: U.S. vs. EU and Other Markets

Sales force effectiveness strategies in medtech must account for regional differences, as healthcare systems and market dynamics vary significantly between, for example, the United States and Europe. Below are some regional considerations and how they impact measuring and improving SFE:

United States: The U.S. medtech market is characterized by a large number of private hospitals and health systems, a significant role of private payers, and aggressive consolidation of providers. Key factors:

• Integrated Delivery Networks (IDNs) and GPOs: As noted earlier, U.S. sales forces increasingly deal with big health systems and group purchasing organizations. Decision-making is often centralized, meaning the sales approach shifts from many individual hospital pitches to a few high-stakes corporate negotiations. SFE in the U.S. thus hinges on key account management and the ability to influence at the system C-suite level. Metrics like number of system-wide contracts signed or share of system spend are particularly relevant in measuring success. The BCG study pointed out that U.S. reps focusing on administrative decision makers (as opposed to just clinicians) achieve much higher revenues per rep bcg.com bcg.com. So, one could say a hallmark of SFE in the U.S. is effectively engaging the “economic buyer” – which might be measured by qualitative progress (e.g., relationships with CFOs) as well as closed deals.

• Higher Price Levels and Margin Focus: U.S. healthcare typically has higher prices for devices (compared to regulated prices or tender-driven prices in many other countries). While this can mean higher revenue per sale, it also attracts competition and demands clear value justification. Sales reps in the U.S. must be adept at justifying premium pricing and navigating value analyses. SFE programs put emphasis on training reps to use health economics data and defend pricing. The regional productivity benchmark shows U.S. rep productivity is highest bcg.com, which suggests U.S. teams can push through larger deals – but also that expectations on each rep are higher.

• Regulatory and Reimbursement Landscape: Getting new medtech products adopted in the U.S. often requires securing insurance reimbursement codes, convincing hospital value committees, and demonstrating outcomes (especially with value-based care trends). SFE in the U.S. involves coordinating closely with market access and reimbursement functions. A rep’s effectiveness might partly be measured by how well they can help navigate these channels (e.g., guiding a hospital through obtaining reimbursement for an innovative device). Regionally, U.S. sales forces might involve more clinical specialist support per rep (for complex devices in surgeries) which needs to be factored into effectiveness – sometimes the “sales team” is a rep + a clinical educator working in tandem.

• Competition and Innovation Pace: The U.S. sees rapid introduction of new medtech innovations. Sales forces here frequently launch new products and battle in cutting-edge segments. Thus, launch excellence is a dimension of SFE – metrics around how quickly reps achieve uptake of new products in their territory can be a focus in the U.S. Additionally, U.S. reps often have more leeway in deploying resources (like demo units, evaluation programs) to win business, and effective use of these programs can be part of measuring success.

Europe (EU): Europe is a diverse, multi-country market with more government involvement in healthcare. Key differences:

• Fragmented Market, Many Languages: Instead of one market, the EU is many smaller markets, each with its own language, culture, and healthcare system. Medtech companies often use distributors or local partners in smaller countries, while focusing direct sales on large markets (Germany, UK, France, Italy, Spain) rolandberger.com rolandberger.com. SFE measurement in Europe must account for this mix – you may need to measure the effectiveness of not just direct reps but distributor sales forces (e.g., via how well distributors are trained and performing). Best practices include providing extensive training and support to distributors to ensure they convey the value prop correctly (sometimes even embedding “partner managers” to coach distributor reps). For direct sales teams in big EU markets, language and regional segmentation might mean smaller territories geographically but with specific needs. For example, a German rep might cover one region but need to interface with decentralized hospital systems; effectiveness might be measured in how many hospital formularies they get the product onto or provincial tenders they win.

• Public Healthcare and Tendering: Many European countries have central or regional tendering processes and stricter pricing controls. A medtech sale in Europe might depend on winning a tender that covers a whole country’s public hospitals for a year. That means the sales force must be excellent at tender management – tracking tender calendars, writing compelling bids, and demonstrating value to procurement committees. SFE in Europe is often reflected in tender win rates and the ability to maintain share when tenders flip (since often contracts are rebid every few years). The long gaps between tenders mean relationship-building is still key (to shape specs), but once bidding, it’s a more structured competition than many U.S. deals. So European sales effectiveness might hinge on different skills – meticulous documentation, excellent pricing strategy, and post-sale service to ensure renewal.

• Reimbursement and Market Access: Historically, Europe had faster device approvals and adoption than the U.S., but the new EU Medical Device Regulation (MDR) has added complexity. Market access differences include needing to navigate each country’s reimbursement/listing separately. A medtech sales team in Europe might need to work closely with a market access manager to get the product approved for use or funded by the public system. Measuring SFE could involve tracking how quickly after CE approval a product gains reimbursement in key countries – a process partly driven by the local sales/market access effort. Delays here directly affect sales force output. Leading companies thus integrate market access milestones into their planning.

• Distributor vs Direct Performance: A Roland Berger study notes that for smaller or price-sensitive European markets, distributors are more common (especially for simpler products), whereas big markets and advanced products see direct sales rolandberger.com rolandberger.com. SFE regionally may be gauged by how effectively a company manages this channel mix. For instance, measuring the growth in distributor-handled markets vs. direct markets, and providing additional support where needed. If distributors underperform, a company might decide to go direct in that market (or vice versa). The agility in making those decisions is part of a successful medtech commercial strategy in Europe.

Other Regions (briefly):

• Japan – Very relationship-oriented market, often requiring distributors or local partners and long lead times. Sales rep productivity has been cited as lower than West bcg.com, partially due to market structure. SFE efforts in Japan often focus on training reps in consultative selling and navigating hierarchy (e.g., working through key opinion leaders). Patience and persistence are key; metrics might include number of reference sites established as those heavily influence others.

• Emerging Markets (China, India, LATAM) – These vary widely, but common themes are high growth potential yet price sensitivity and need for education. In many emerging markets, building clinical evidence and educating physicians about new technologies is a big part of a sales rep’s job (especially for sophisticated equipment). SFE here might be measured in how many training workshops the team conducts or how many key doctors become advocates after training. Also, many emerging markets rely on distributor networks; effective management of those networks (measured by distributor performance vs targets, and expansion into new cities) is crucial. Localization (adapting to local norms and perhaps using more junior sales profiles at lower cost) can improve cost-effectiveness.

Regional strategy differences directly feed into SFE metrics: For example, a metric like “sales rep productivity” needs to be contextualized – a $2M per year per rep might be great in Europe but expected in U.S. due to pricing differences. Therefore, companies set regional benchmarks for SFE metrics. Likewise, things like call mix (who the rep calls on) differ: in the U.S., a rep might spend 30% of time with economic buyers, whereas in some EU countries that concept is less developed and 90% with clinicians – measuring if the rep calls on the “new stakeholders” is relevant in U.S., but in markets where clinicians still hold sway, measuring deep clinical engagement might remain the focus.

To summarize, U.S. sales forces prioritize large-account management, value-based selling and deal-making in a high-price, competitive environment (with SFE measured by big wins and account penetration), whereas European sales forces often focus on navigating public systems, winning tenders, and managing a patchwork of markets with a mix of direct and indirect channels (with SFE measured by tender success, market coverage, and adaptation to local needs). Each region brings unique challenges, but the core principles of SFE – understanding the customer landscape, equipping the team with skills and data, and measuring what matters – apply universally, just tailored to local context.

Recommendations and Action Steps for Improving Sales Force Effectiveness

Improving sales force effectiveness in the medtech industry requires a comprehensive, multi-faceted approach. Based on the discussion above, here are key recommendations and actionable steps for medtech sales leaders and teams:

1. Establish Clear SFE Metrics and Benchmark Regularly: Start by defining the KPIs that matter most for your sales force, ensuring they align with your business goals. For example, if expanding market share in key accounts is a priority, include metrics like share-of-wallet or account growth rate. Make these metrics transparent to the team via dashboards. Monitor them frequently (monthly or quarterly) and benchmark against industry data or past performance to set improvement targets. As Definitive Healthcare advises, identify and track KPIs such as sales cycle length, close rate, revenue per rep, and customer retention to quantify success definitivehc.com. Use these metrics to celebrate wins and spot problem areas. For instance, if average time-to-close is creeping up, that flags a need to investigate causes (perhaps new approval hurdles).

2. Invest in Data and Analytics Capabilities: Leverage data to make your sales efforts smarter and more targeted. This means fully utilizing a CRM system (or upgrading if you lack one) and layering in analytics. Clean up data quality (ensure all reps diligently log activities, opportunities, outcomes – consider incentives or gamification to encourage this). Then, utilize analytics to identify high-potential customers and segments, as well as to optimize coverage. As a practical step, use healthcare data (e.g., claims or procedure volumes) to refine target lists – target the providers performing the most relevant procedures, as those are likely your best prospects definitivehc.com. Introduce lead scoring or propensity models to help reps prioritize their time. Additionally, analyze win/loss data: have the team record reasons when deals are lost (price, product fit, competitor relationship, etc.) – analyze these trends to address systemic issues (e.g., if “price” is often the reason, perhaps your value story needs strengthening or your pricing model re-examined). The key recommendation is to move toward a data-driven sales culture where decisions on territory focus, resource allocation, and strategy are informed by evidence, not just gut feel.

3. Enhance Training – Both Initial and Continuous: Build a world-class training program that addresses product knowledge, sales skills, and customer engagement strategies. Some action points:

• Conduct a skills gap assessment of your current team. Use surveys, manager evaluations, or even third-party assessments to pinpoint weaknesses (be it negotiating skills, clinical knowledge, etc.).

• Develop or update training curricula to fill those gaps. Engage internal experts (clinical specialists, marketing) or external trainers for specialized topics (like complex selling, or communication skills).

• Make training continuous: schedule regular refreshers and updates. For instance, quarterly product update sessions, bimonthly lunch-and-learns on competitor products, and annual sales bootcamps focusing on advanced skills. Leverage e-learning for flexibility.

• Implement role-playing and simulations in training. For example, simulate a value analysis committee presentation scenario for reps to practice the high-pressure pitches that are increasingly common. Use coaches to provide feedback.

• Train for the new realities: ensure reps can articulate both clinical and economic value. Consider creating a “value selling task force” that develops tools (ROI calculators, case studies) and trains reps on how to use them effectively.

• Don’t forget training on digital tools: If you introduce CRM analytics, AR demos, or remote selling platforms, invest time to train the team so they confidently incorporate these into their routine. A tool unused is value unrealized.

4. Strengthen Front-Line Sales Management: As highlighted, first-line managers have a huge impact on SFE. Therefore:

• Provide leadership and coaching training for all sales managers. Even a one-time intensive workshop on effective coaching techniques, followed by periodic manager meet-ups to share coaching best practices, can pay off. Emphasize moving from being a “super salesperson” to a coach and team leader mddionline.com.

• Set expectations and KPIs for managers that include team development. For example, measure how many joint calls they do, the improvement of their reps’ performance over time, and qualitative feedback from their team (via surveys about manager support).

• Encourage managers to implement formal coaching plans for each rep. For instance, each quarter, a manager and rep agree on one or two development goals (like improving demo skills or increasing calls to economic buyers) and then track progress. This ensures coaching is structured and goal-oriented.

• Ensure managers are involved in hiring and onboarding – getting the right people in and up to speed faster is a big part of long-term effectiveness. Provide them with tools (interview guides, mentorship programs) to do this well.

• Finally, hold managers accountable: use the performance differential data (like the research showing strong managers drive 20-30% better results mddionline.com) as a talking point to motivate improvement. Possibly tie a portion of manager incentives to their team’s collective performance and improvement, not just the absolute sales number.

5. Refine Sales Force Structure and Coverage Model: Reevaluate whether your current sales force design is optimal. Ask questions like: Are territories balanced in potential? Do we have the right number of reps per region/product line? Are there customer segments under-covered or over-covered? Specific actions:

• Conduct a territory alignment exercise using recent sales and market data. If you find some reps have way more accounts than they can effectively handle while others have capacity, redraw territories to even it out (and communicate changes carefully with customers to maintain coverage).

• Consider creating specialized roles if needed. For example, if your product portfolio has become very broad, you might introduce product specialist overlays to assist general territory reps. Or if accounts are consolidating, introduce KAM roles for the biggest clients. BCG advises building best-practice capabilities in areas like key account management, marketing, pricing, and service to complement traditional selling bcg.com bcg.com – examine your team composition in that light. If you lack a dedicated KAM for a top 10 hospital system, you likely should appoint one.

• Embrace hybrid/inside sales where it makes sense. If analysis shows that smaller accounts aren’t being visited often because reps prioritize bigger fish, hire or assign an inside rep team to manage those lower-tier accounts with phone/video and digital contact. Pilot this approach in one region or product line, measure the impact on coverage and cost-to-serve, and then scale it if effective. McKinsey’s insight that hybrid sales models can reduce cost-to-serve and unlock growth mckinsey.com mckinsey.com is a compelling reason to try.

• If using distributors internationally (or even domestically for certain segments), set up clear performance metrics and support plans for them. Treat distributor sales teams as an extension of your own – provide training and co-selling where possible, and measure their SFE (market share, growth, etc.). If a distributor underperforms, have a plan: either change the distributor, increase support, or enter directly if feasible.

6. Leverage Technology to Increase Efficiency and Insight: Accelerate your adoption of sales tech tools:

• Ensure full CRM utilization. If your team isn’t using the CRM religiously, address that – provide training, make usage a performance expectation, even simplify the interface or integrate mobile access to encourage real-time logging. CRM data is the lifeblood of measuring SFE.

• Introduce or expand use of AI tools for the sales team. Start with pilot projects like an AI-based email/contact recommendation system or an AI coaching tool that gives reps tips post-call. Show the team how this can save them time or help them sell more (people embrace tools when they clearly reduce pain or increase gain). For example, an AI scheduling assistant can take away the hassle of back-and-forth meeting scheduling, freeing reps for selling tasks.

• Use digital content and virtual engagement to your advantage. A recommendation is to build a library of digital assets – short demo videos, interactive brochures, outcome calculators – that reps can easily share during remote calls or send to customers. Make sure your website or virtual showroom is updated and can complement rep efforts (some customers may prefer exploring on their own before talking to sales). Encourage reps to invite customers to virtual demo sessions or webinars – this can multiply their reach (one rep to many customers in a webinar).

• Track the impact of these tools. For instance, if you roll out a 3D demo app, measure whether reps who use it have higher conversion rates. If yes, roll it out wider and encourage broader use. If not, seek feedback – maybe more training or content tweaks are needed.

7. Align Incentives with Desired Outcomes: Revisit your sales compensation plan through the lens of SFE. If you want reps to prioritize certain behaviors (e.g., new product sales, multi-stakeholder engagement, cross-selling), incorporate those into the incentive scheme. Practical steps:

• This year, consider carving out a portion of bonus for a strategic goal. For example, if launching a new device, 20% of bonus could be tied to achieving X units of that device sold or X number of reference accounts using it.

• Add a customer satisfaction or quality component if not already. Even a small weight (10%) on a customer feedback score can signal to reps that how they sell (not just how much) matters. Alternatively, use a modifier: e.g., a rep’s commission could be multiplied by 1.x if they achieved above-average customer rating, or reduced if below a threshold (this ensures it’s not just volume at any cost).

• Make sure to remove disincentives for the right behavior. If reps avoid teaming up or handing off accounts because of rigid commission splitting, fix that (create rules that encourage teaming – maybe a shared credit model). If long-term account development isn’t rewarded due to annual quota focus, find a way to acknowledge and reward groundwork (like paying part of commission on multi-year deal value).

• Consider holding a comp plan review meeting with a few salespeople or managers to get input on what behaviors the current plan drives and what it might discourage. Sometimes the field can highlight unintended consequences. Use that input to fine-tune the plan.

8. Focus on Customer-Centricity and Value Creation: Ultimately, sales force effectiveness is most evident in how customers perceive and benefit from their interactions with your team. Build initiatives that center on delivering value to customers:

• Implement a Voice of Customer program: systematically gather customer feedback about your sales team’s performance. Use surveys or third-party interviews. Take the feedback seriously and loop it back to the team. For example, if multiple customers say “we wish the rep would involve our finance team earlier,” incorporate that into training and individual coaching.

• Encourage reps to function as trusted advisors. This means arming them with relevant insights (market trends, clinical updates) that they can share with customers beyond just pushing a product. Some companies create thought-leadership content (like whitepapers or procedure benchmarks) and train reps to discuss these with physicians and admins, elevating the conversation. When the customer starts seeing your rep as a problem-solver and consultant, sales naturally follow. You can measure progress here by more qualitative means – e.g., track reference stories of how a rep’s consultative approach solved a customer problem (and share those stories internally as inspiration).

• Enhance post-sale follow-through: set expectations that reps (along with support teams) ensure successful implementation and ongoing support. A sale isn’t fully effective if the product isn’t used to its full potential. So measure things like utilization of equipment sold (if possible) or customer retention, as earlier discussed. Recognize reps who achieve high adoption levels in their accounts (perhaps via a “customer success” award) to reinforce the importance of going beyond the sale.

9. Regional Tailoring of Strategy: Implement region-specific SFE improvements. In the U.S., focus on KAM, training reps to navigate IDNs, and equipping them with health economic arguments (since consolidation and value-based care are key drivers) bcg.com mddionline.com. In Europe, focus on tender management skills, supporting distributors, and ensuring reps can handle multi-country complexity. Essentially, use the regional considerations discussed to tailor the above recommendations appropriately (one size does not fit all globally).

10. Create a Culture of Continuous Improvement and Accountability: Perhaps the most important recommendation is cultural. Make sales force effectiveness a constant pursuit, not a one-time project. Ways to do this:

• Regularly review progress on SFE initiatives at leadership meetings – keep it on the agenda. Share SFE metrics trends with the entire sales organization, so everyone sees the collective progress or where improvement is still needed.

• Encourage experimenting and learning. For example, pilot a new sales approach or tool in one area, measure results, and if positive, roll out more broadly (and if not, learn why and adjust). Let reps know it’s okay to try new methods (like using social media for networking with physicians, or hosting virtual roundtables) as long as they aim to better reach and serve customers.

• Celebrate improvements: When a rep turns around performance or a region significantly cuts sales cycle time or a rookie rep wins a big account by following the training playbook, broadcast those wins. It reinforces that these SFE efforts tangibly work and motivates others.

• Conversely, address persistent issues head-on. If despite efforts a particular metric isn’t improving (say, conversion rate remains low), form a task force to diagnose and tackle it – perhaps involving marketing, sales ops, and top reps to brainstorm solutions (maybe the issue is lead quality or demo effectiveness). This problem-solving mindset shows the team that leadership is serious about removing obstacles to their success.

In implementing these recommendations, medtech leaders should ensure they have buy-in from the sales team by communicating the why – improving sales force effectiveness is a win-win: it helps the company grow and helps reps be more successful (and usually earn more and have more satisfied customers). Change can be hard in an entrenched sales culture, but framing SFE initiatives as support rather than surveillance helps. For example, when rolling out new KPIs or tools, emphasize how it’ll help reps close more deals and spend less time on drudgery, rather than implying they weren’t working effectively before.

Finally, measure and adjust the initiatives themselves. Set goals like “increase revenue per rep by 10% in 12 months” or “reduce average sales cycle by 20 days”, and track progress. If an initiative isn’t moving the needle, be ready to iterate.

By following these steps – establishing clear metrics, leveraging data and technology, continuously training and coaching the team, aligning incentives properly, and focusing on customer-value – medtech companies can significantly enhance their sales force effectiveness. In a sector where the sales force is on the front lines of bringing life-saving technologies to patients, these improvements not only drive commercial success but also help fulfill the broader mission of advancing healthcare outcomes.

Sources:

• BCG (2013), Fixing the Medtech Commercial Model – highlights the need for new sales models and best-practice capabilities bcg.com bcg.com.

• McKinsey (2022), The future of medtech sales is hybrid – discusses hybrid sales approaches and changing customer engagement preferences mckinsey.com mckinsey.com.

• Definitive Healthcare (2023), Improve Medtech Sales Efficiency – recommends tracking KPIs like sales cycle, close rate, revenue per rep, etc., and using data-driven targeting definitivehc.com definitivehc.com.

• Maionic (2024), MedTech Sales Force Effectiveness: Strategies – notes ZS research on 2–8% sales performance boost from SFE, and emphasizes technology tools (CRM, virtual demos, AR) and training for value-based selling maionic.com maionic.com.

• MDDI (2007), Rethinking Sales Incentives – explains issues with standard commission plans in medtech and importance of aligning comp with true rep impact mddionline.com mddionline.com.

• MDDI (2025), Managers, not Reps, Need Better Training – cites the outsized impact of strong front-line managers on sales performance (e.g., 30% higher sales for teams under top managers) mddionline.com and the shift to economic buyers in healthcare mddionline.com.

• NileCRM (2025), Role of SFE in Enhancing Performance – reiterates that SFE sets clear KPIs (call rates, conversion rates, etc.) to measure and improve rep effectiveness, and that data-driven decision making and comprehensive training are pillars of SFE nilecrm.com nilecrm.com.

• BCG (2016), Medtech Key Account Management in Age of Consolidation – stresses developing KAM functions as hospitals consolidate, and the need for coordinated sales efforts across regions and product lines bcg.com bcg.com.

• Bain (2023), Flexible and Fit-for-Purpose: Hybrid Sales in Medtech – discusses adjusting sales strategies for ambulatory/outpatient shift and the critical need for sales, marketing, and service coordination bain.com bain.com.

• SmartWinnr (2020), Top KPIs in Medical Devices Sales – provides examples of metrics from activity (presentations, meetings) to outcomes (new accounts, sales per product line) smartwinnr.com smartwinnr.com, highlighting a broad view of performance.