To better serve the company and create a better perception in the marketplace, Toshiba America Medical Systems combined two separate internal staffs—research/communications and events/advertising/trade shows—into one cohesive marketing team about 18 months ago.
"They were separate for many, many years, but we really needed to enhance productivity and efficiency," says Cathy Wolfe, director, marketing services. "We wanted to make the best use of our resources and ensure that we had consistent communications in everything we do."
The biggest marketing challenges right now for Toshiba are the same for every company working within healthcare: "Our customers need to understand [healthcare reform] and we need to educate our sales force to talk to our customers."
Another hurdle is that the equipment sales cycle has gotten longer, and because of budget concerns, the life cycle of equipment is getting longer, too. "Things customers would have replaced every five years in the past are now being pushed out to seven years," says Wolfe.
Chief Marketer recently talked with Wolfe about the challenges and benefits of the process, and what B-to-B marketers should consider when building their own dream team.
Getting Past the Initial Jitters
When the decision was made to combine the two groups, there was, naturally, nervousness and hesitation on all fronts. One understandable concern was the potential decrease in head count—which didn't happen, says Wolfe. Because there was no real duplication of functions, no jobs were lost from the team, which currently numbers 25 staffers.
Cultural Differences
Of more concern were the differences in corporate culture between the two groups: "The teams had been together for a long time," says Wolfe, noting that while one team operated more loosely, the other was more process-oriented.
The solution began with holding regular meetings to familiarize everyone with all parts of the new team, and developing a mission statement for the new unit. Processes were looked at across the board and made consistent as well, and educational and training opportunities were offered to all team members.
"Everyone needed to be shown why [the consolidation into one team] was necessary, and why it would be good for them," she says.
Recognition for a Job Well Done
Toshiba also developed ways to recognize good work and honor accomplishments within the new marketing team. Individuals are offered the chance to present what they're working on before the group, to get conversations going within the organization, and are also encouraged to write articles for industry publications to boost their profile outside the company. Participation in industry trade associations, when appropriate, is also encouraged.
A monthly awards program to honor people in front of their peers was also instituted. Two or three people from the department are recognized each month, and each receives a gift card and a certificate.
The Key Ingredients
For Toshiba, having a great B-to-B marketing team means specialists in different areas. "That means we want analytical folks who can process mounds of information, as well as excellent technology people and excellent communicators and writers, and experts who perform well at live events," says Wolfe.
While some roles require a grounding in healthcare, that isn't essential for everyone, she says. "Sometimes it's nice to have folks who come out of different industries, with a different perspective."
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