ZOOM MED 1-2020

The magazine for employees of ZEISS Medical Technology

Dear MED TEAM,

The pandemic triggered by a coronavirus is defining 2020. Since the spring, we have been experiencing a situation that is unprecedented for us and that has dramatically changed our lives and our work due to the COVID-19 crisis. Since then, certain things have become impossible, and in some situations we have to be more careful. Our customers also have to change procedures, for example to comply with the applicable distance and hygiene measures and to protect their team and patients. In this issue of ZOOM MED; we take a look at the impact of the pandemic on the healthcare system, on us as a company and on us as Team MED. On behalf of the whole MED G5 Management Team and myself, I wish you happy reading.

Ludwin Monz

Our Topics

Pandemic

Customer

Team MED

Readers' Choice

Customer relations before and during the COVID-19 pandemic

For this issue, you asked us to look into how customer care is being handled differently from region to region. But, of course, the COVID-19 pandemic has also changed customer relations themselves. Physical meetings are for the most part no longer possible or are subject to restrictions, and trade shows are now being conducted as virtual events. In many regions, all personal contact became impossible in one fell swoop. Four ZEISS employees share how they used to handled customer care before the pandemic and what they've had to learn in order to support and maintain contact with customers under these new conditions.

Four employees report

Re-Priorisation Clinical Affairs Doris Wolf Head of Clinical Affairs SUR / IOLs

Doris Wolf Head of Clinical Affairs SUR / IOLs

Prior to the pandemic, our interaction with customers was characterized by on-site visits, personal contacts for site qualifications and investigator meetings. In this way, we had the opportunity to engage with our clinical partners right from beginning which is helpful for the future collaboration.

Due to the travel restrictions caused by the pandemic, all that was suddenly no longer possible, we were not able to meet our study partners in person. Especially those sites who were in critical areas like Italy, Spain and France. In addition, the clinics re-prioritized surgeries and clinical studies which had an impact on our investigations.

However, my team with support of our suppliers switched promptly to a remote management of clinical studies. A lot of the meetings with investigators as well as suppliers are performed via video conferences.

TEAMS is the preferred tool which support our work in an excellent way and customers, suppliers as well as the clinical project managers got very well used to it. We are very much looking forward to gain as well efficiencies using video conferences although the work at the site of our customer always will remain the best measure to stay aligned, engage, motivate and communicate with each other.

Team Readiness Sales Wayne Caulder Head of Sales, US OPT

Wayne Caulder Head of Sales, US OPT

Prior to the pandemic, we enjoyed frequent and routine physical site visits to the clinics and OR’s to engage and educate our customers. We also maintained connections at tradeshows where our customers were welcomed to our booth, ZEISS events, etc. Having the opportunity to engage our customers in this way really cemented the relationship that is based on trust. Trust in our people, products, solutions and offerings.

Education and engagement were key elements to building trust in our technologies. Investing time with our customers whether it was in their clinic, OR or at a tradeshow. We were able to showcase our products via demonstration and hands on learning. While we continue to conduct demos of our technologies, the pandemic has placed restrictions and access issues on the team. Also of key importance was the ability to utilize “peer to peer” selling prior to Covid-19 in a physical sense. Our customers are always eager to learn and hear from their colleagues. These settings are proven and time tested avenues to drive adoption of our solutions.

Tradeshows have been non-existent from a physical standpoint since March and that has dramatically affected our sales efforts. While the tradeshows have moved to virtual shows, this has had a direct impact on customers willingness to purchase or invest in technology. In the US, Covid-19 is both a medical and economic crisis. The educational content from ZEISS has been impressive and market leading but doesnt always translate into revenue. In the field we have continued to Work Remotely, Think Locally. Meaning we strive to utilize remote or digital trainings, demos wherever possible as well as working locally. We want to utilze our local representation in the account versus having our colleagues traveling and incurring expense to service the customer. This has proven to be an effective strategy and a great example of team readiness during the pandemic. We have worked hard here in the US to recover as quickly as possible. While we are not quite back to normal prior to Covid-19, we have experienced better and increased sales month over month from April to July.

Solid Connection Business Develop. Desiree Pavan Head of Business Development Management

Desiree Pavan Head of Business Development Management

The recent outbreak of coronavirus (COVID-19) has introduced many unique challenges that businesses have never been faced with before. Management teams were having to deal with multiple unforeseen issues, from health and safety, customer satisfaction, cash management, government support, future pipelines and adjusting to the new world of remote working. Also our customers, from their point of view, had the same to be managed in their business, department or clinics.

We have had to undergo a quick upgrade, speeding up the adoption of new digital channels for promotion, purchase, delivery and training, and/or have changed our business practices to adhere to new social distancing rules.

On top of all of this, we have had to actively manage our brand presence and identity within the market to maintain a sense of trust and confidence amongst our customers during the pandemic.

After experiencing the first shock wave, we focused on maintaining / reopening the business and renewing our existing business models and supporting operating models:

we had the opportunity to enhance and strengthen our brand strategy and truly put our customers at the heart of the business, establishing a solid connection between our brand purpose and our updated customer experience strategy.

As this crisis continues to unfold across the world, we adapted our plan of action and customer experience strategy with several initiatives:
1. Minimize risk by reducing physical interaction: our first responsibility during a pandemic of this scale is eliminating opportunities to spread the virus and we did it fulfilling essential tasks, via web conferences, virtual symposiums, digital initiatives and e-commerce
2. Actively contribute to safety by innovating the product portfolio: ZEISS NURA Video Laryngoscope supported increasing distance during intubation of COVID-19 patients and our support packages to inform our MED customers and their patients about precautionary measures (disinfection, drapes, etc.)
3. Actively shift customers to online channels: we offered virtual webinars, virtual meetings, teams calls, online e-learnings, digital channels, digital services (ZSS), etc.

The current COVID-19 outbreak is a global crisis but also an opportunity for us to support our customers and communities, and we need to transform and pivot from marketing to helping and from fulfilling customer desires to meeting customer needs. Leading in a caring, empathetic manner during these difficult times has the potential to create real connections that will outlive the social and economic impacts of the pandemic.

Customized Approach Prof. Education Dr. Tarak Pujara Head of Refractive Professional Education, Asia Pacific

Dr. Tarak Pujara Head of Refractive Professional Education, Asia Pacific

Vince Lombardi (U.S. American football coach 1930 - 1970) rightly says that “It takes months to find a customer………..seconds to lose one.”

Prior to the Covid-19 pandemic, personally meeting the customers played a critical role in managing customer expectations for any new project, research work, any new contract signing or even renewing. Customers felt important only if we paid them a personal visit.

Meetings during the conference were also essential in strengthening our relationship with customers. Generally, we invite the customers for lunch, dinner, or even coffee meets ups.

Both these approaches were necessary to build trust and deepen relationships. We were connecting with them regularly over phone or by sending a hello text or asking about their current projects and endeavours and lending our helping hand to assist them.

“In the world of Internet Customer Service, it’s important to remember your competitor is only one mouse click away.” Doug Warner (Internet enthusiast and former chairman of the board of J.P. Morgan & Co)

Now with NEW NORMAL, fundamentals remained the same in managing customer relationships. Video call/ZOOM meetings are taking place instead of personal visits. Even though video calls cannot replace personal visits, it functions as an efficient substitute in NEW NORMAL.

Empathy- Showing them that we care for their business and giving them confidence that we are there to support them in these difficult times. Each customer is going through a different experience, and our response to customers’ needs has to be a customized approach.

Expectation management -providing resolution also requires a personal touch and understanding their situation depending upon how their business is affected by the Covid-19 pandemic.

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