For internal use only

ZOOM MED Interview with Andrew Chang & Magnus Reibenspiess

“We must embrace change to remain competitive”

ZOOM MED spoke to Andrew Chang, Head of Global Sales for Ophthalmic Devices, and to Magnus Reibenspiess, Head of Global Sales for Microsurgery, about the competitive landscape and its implications for ZEISS Medical Technology.

What does competition mean for you?

Andrew Chang: It’s about how we execute our strategies for customers and how we compete in the marketplace. It’s about executing to perfection.

Magnus Reibenspiess: For me, competition is the essence of sales. We either win, or we don’t. There’s no gray zone. We are chosen by customers, so we must understand their needs in order to become the best fit for our partners.

What sets ZEISS apart from its competitors?

MR: We operate in some very attractive markets in all business segments, in terms of both profitability and sustainability. ZEISS has been extremely successful over the last 175 years. I believe that our brand core competencies are the solution to that. Our clear customer focus and reliability make us so successful. And our history is also a major differentiator.

AC: I agree – it’s our brand, and our legacy. Quality, precision and innovation are key. We can afford to take the long view of the market. If you look at some of our competitors in ophthalmology, they work quarter by quarter. And it’s not that we don’t monitor progress one quarter at a time, but that our innovation cycle often lasts a little longer. As a sales organization we are setup primarily for “Exploitation” not often for “Exploration”. What that means is we are typically set for maximizing sales productivity etc, where we need to consider are new markets to explore.

MR: You’re absolutely right. ZEISS has the resources to pursue a sustainable business model and a partnership with customers, which is ultimately a differentiator.

How can ZEISS stay competitive in the marketplace?

AC: By understanding what customers need. It’s not just about selling a box or moving a device or microscope. It could really be our holistic approach that is helping us stay competitive. As innovators and market shaping our organization need to review and set resources, processes and priorities (RPP) before marketplace dictate it for us.

MR: Every new competitor is a chance for us to re-evaluate ourselves. We must embrace change to remain competitive. And although we sometimes might think that a little less competition would make life easier, in the end this is what drives us: The combination of acting and being proactive to win and earn the business of the customer.

How has the competitive situation changed in the last twelve months?

AC: In eyecare, there has been a lot of noise, a lot of crowding in imaging, an increase in the use of artificial intelligence (AI), platform technologies and consolidation of practices. This is where we can identify the inefficiencies and create value for our customers. ZEISS is poised well for this, but we need to be ready.

MR: Megatrends like digitalization have transformed the competitive landscape, which used to be dominated by hardware. Smaller companies are popping up, addressing as they do a specific issue for a specific challenge. The speed of innovation has certainly changed as a result.

If you were a ZEISS competitor, what would you be afraid of?

AC: Competitors see us as an innovation leader. They are impressed by the broad solution we provide. On the other hand, it is a challenge for our sales team – to stay focused – but it’s also a strength. And one I wouldn’t trade for anything else.

MR: Our brand sums this up quite well: if we can capitalize on our core brand competencies, that will be invaluable. The decision-making criteria of any customer far exceed a single product. And sometimes, these are decisions that lasts for generations.

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