CASE STUDY

Case Study

Case Study

Introduction

I am the administrator of an established orthopedic surgery practice. Due to higher demand for MRI services resulting from increased population and the relocation of many employers to the local community, the practice is considering a new service for provider-based delivery-a portable MRI, for example. As an administrator, justify the reasoning behind provider-based delivery and develop a complete launch plan, including a budget and consideration of environmental factors (Beck 2008 17). You must determine how data will be used to support the new service, and consider human resources issues affecting this new program.

A: The actual physical deliverables of a sales skills competency progression are numerous. The clinic provides services to middle manager environmental services; and group/community services. When the 2009 budget cuts were distributed among the different departments, the middle manager noted a 15% budget cut. This paper is a case study of how middle manager will decide what tools she will use to decide which clinical service should be eliminated or introduced to better serve the Medicaid population at while at the same time make a 15% cut in its budget.

They include: uniform customized sales skills practices; standardized sales management practices; formalized sales and sales management certification programs; multi-competency level customized sales and sales management training curriculum; sales and sales management behavioral benchmarks; individual personal development tracks; and most importantly, quantitative matrix and measurement methods for determining skill level matriculation and calculating return-on-investment. 

From our experience, there are 4 criteria that will insure successful implementation of a sales skill and sales management skill competency progression (Brilliant 2006 325). The first is the establishment of quantifiable expectations from each competency area. Secondly, the entire program must be customized to your health care health care organization's current sales culture and process. Thirdly, the life of this project is predicated upon top sales management's undying support. Finally, successful execution necessitates beginning with sales management skills; thereby sales management can implement newly enhanced competencies to support the transition within the sales team. Absence of any one of the aforementioned factors will severely jeopardize your chances of success. 

Time commitment is one facet of the sales skill and sales management skill competency model that is always of paramount concern to sales executives and sales management. Due to the very nature of a sales executive's job responsibilities, not the least of which is constant travel, the entire development process requires relatively little time commitment at this level. Once the strategic aspects, goals and objectives, are derived, most sales executives find that this is a rather painless approach. The methodology is designed to keep second tier sales management's time to a minimum and the field sales and insides sales teams in front of the customer, not laboring over hours of surveys and assessments.

After the decision-making stage for middle manager, many organizations hand over the tracking, follow-up and collaborative development pieces to their HR and training departments. The timeline for completion of each project varies considerably by the actual physical size and geographic distribution of a sales team. Obviously, the larger and more geographically dispersed, the more time is ...