Healthcare and Clinical Research
In healthcare the right door is not the general director's, but that of whoever runs the process
Those who sell services, consulting or technology to hospitals, private clinics, CROs and clinical research sponsors deal with large, cautious organisations. Decisions go through healthcare, administrative and scientific departments, each with different priorities, and timelines are long. Whoever arrives with a generic message about efficiency gets filed away with a hundred others.
The starting point
The challenges we meet most often
Challenges 1
Decisions spread across several departments
Medical, administrative, scientific: if you convince only one of them, the proposal stops at the first meeting.
Challenges 2
Long cycles and formal constraints
Accreditations, tenders and data rules lengthen timelines. You need a steady flow of new conversations so you don’t depend on a few deals.
Challenges 3
Market saturated with identical proposals
Everyone promises efficiency and digitalisation. The one who wins is the one who shows they know the facility’s specific process.
The method in the industry
How we work in this industry
We build the list by type of facility and activity: a private hospital group, an IRCCS and a CRO buy for different reasons. We use as triggers tenders and accreditations coming up for renewal, the opening of new departments or sites, registered clinical trials and changes at the top. The message talks about the process the decision maker oversees, for example the data management of a trial or cost control of a department, and proposes a short first discussion, never a company presentation.
Who we talk to
Medical Director
Responsible for quality, safety and the organisation of the wards. Listens to anyone who brings a measurable improvement to a specific clinical process.
Administrative Director or Head of Management Control
They look at costs, agreements and budget. They care about documented savings and clear payback times.
Clinical operations manager or clinical project manager
In CROs and sponsors they manage the studies. They look for tools and partners that reduce delays and data risks.
General Director or Owner of the private facility
They sign off the big investments. They come into the deal when the technical departments have already given their opinion.
The objection we hear most often
«Hospitals and CROs do not reply to emails from people they do not know.»
They do not reply to generic emails. A medical director or a clinical trial manager reads a message that talks about their department, their deadline or their study. The point is not the channel, it is arriving with an argument that concerns them and not your catalogue.
Frequently asked questions
Questions about the industry
How do you find new clients among hospitals and private clinics?
Starting from the type of facility and the process where your service makes the difference, and writing to the person in charge of that process with a concrete topic. Accreditations, new sites and management changes are the moments when a facility listens.
Does it work for those who work with CROs and pharmaceutical sponsors?
Yes. In this case the list is built on clinical studies and the roles that manage them, and the message talks about timelines, data quality and compliance.
Can Public Facilities Be Contacted Too?
Yes, to get known and understand needs before tenders. Public purchasing follows its own procedures, but arriving already known to the managers makes a big difference.
Your market is in the industry healthcare and clinical research? Let's talk.
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