Mark Copeland explains that value analysis committees in healthcare vary widely and constantly change, making them unpredictable. To sell expensive medical devices, you need to reach the CEO, quality director, surgeon, and supply chain director, not just clinicians, and show each one how your product helps them.
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But I'm going to tell you, there's a joke that Bob Yokel, who's a value analysis person, says, if you've seen one value analysis process, you've seen one value analysis process. They're all different. Everyone of them is different. They're changing. It's a moving target, frankly. And it's sort of the primordial ooze of value analysis right now. So it's a moving target. And so these are folks that if you are selling the highest expense or the broadest product, These are the people or departments that might be interacting with your product, and you have to be able to speak to each one of them if you're in my position. So if, if Tiger Buford creates some product and I'm outselling it, I need to be able to talk to the CEO and the director of quality and the surgeon and the director of supply chain and show how my product helps them. It's not just the clinician.