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Medical device manufacturers · Sales management

See which hospital demos and tender bids are stalling before the quarter closes.

Sales management for a medical device manufacturer means tracking demonstration requests, distributor enquiries and tender bids in one place so nothing stalls unnoticed. GullySales sets up this tracking and reviews it with your sales and regulatory teams.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

Realistic editorial illustration of medical device manufacturers at work in India

What sales management means

Sales management is the ongoing work of reviewing a sales team's pipeline, calls and targets, and stepping in on deals that are stuck. GullySales sets the review rhythm and the reports a sales manager needs to run this without relying on gut feel.

Also for medical device manufacturers

Sales and marketing for medical device manufacturers, the overview.

Last updated 17 Oct 2026. Rules for this trade differ by state and professional body, and they change. We describe restrictions in general terms, so check the current position with your own council or adviser before you publish anything.

For medical device manufacturers

Where it usually goes wrong, and what we would do.

  • “A tender bid needs its own tracked timeline”

    Government and institutional tenders have fixed deadlines and document requirements, and missing one because it was not tracked centrally is an entirely avoidable loss.

  • “Distributor pipelines need visibility from head office”

    When distributors manage their own hospital relationships with no shared reporting back, the manufacturer loses sight of where its actual pipeline stands.

  • “A demo request without a scheduled date is a demo about to be lost”

    A hospital that requested a demonstration two weeks ago and has not been scheduled is very likely already evaluating a competitor's device instead.

What we do

What we deliver for medical device manufacturers.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. Combined demo, distributor and tender tracker

    One tracked system covering demonstration requests, distributor pipelines and tender deadlines, reviewed with your sales and regulatory teams.

    Result: Nothing stalls without someone noticing.

  2. Tender document requirements sheet

    A sheet your team fills in for each tender, listing its closing date and the documents it needs, with an owner against each.

    Result: Your team can see which documents each tender still needs.

  3. Distributor pipeline visibility for head office

    A shared reporting format so distributor-managed hospital relationships are visible to you, not hidden in their own records.

    Result: You know where your actual pipeline stands, not just theirs.

  4. Stalled demo review

    A regular check on demonstration requests still waiting for a scheduled date, flagged before the hospital moves to a competitor.

    Result: A stalling demo gets a date before it is lost.

How the result is measured

  • Target achievement
  • Pipeline coverage
  • Stuck deals resolved

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full sales management page

What the sales head reviews

Read these six things in the demo, distributor and tender record before the sales meeting.

Demo requests without a date
List hospital demo requests with no date fixed and the reason: demo unit not free, application specialist busy, or the biomedical engineer not replying. Give each a date or a named owner.
Demos done, evaluation still open
Check each completed demo for the evaluation committee's next step and who sits on it, such as the HOD, biomedical and purchase. Ask the hospital what document or trial they still need.
Regulatory documents requested
Read requests for the CDSCO licence, ISO 13485, CE or test reports by customer. A tender or hospital file waiting on a document needs the regulatory team on it with a date.
Distributor stock and secondary sales
Compare each distributor's purchases with what they report selling to hospitals. A distributor buying less, or with stock sitting, needs a joint visit to their main accounts.
Tenders by closing date
Check GeM, state medical corporation and hospital tenders by closing date, with the EMD, bid documents and samples each needs. Assign an owner to each before the pre-bid meeting.
Service issues on the installed base
Read breakdowns and AMC or CMC renewals on installed equipment. A hospital with an open complaint will not buy the next unit, so close service issues before the sales call.

Who it is for

This is written for these medical device manufacturers.

  • Diagnostic equipment manufacturers
  • Surgical instrument manufacturers
  • Hospital furniture and equipment makers
  • Disposable and consumable device manufacturers
  • Implant and orthopaedic device makers
  • Home healthcare device manufacturers
  • In-vitro diagnostic kit manufacturers
  • Export-focused medical device units

Not for

It is not the right fit if.

  • Your demos, bids and distributor orders are kept in the heads of two people, and a review would start with nothing to review.
  • The sales team is one person who knows each account, and a tracker would add work without new information.
  • You expect a review to speed a tender whose date is set by the buyer, which a review cannot do.

How it works

How the sales management work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Look at what exists

    We ask for the last few weeks of calendars, pipeline records and review notes, and find where the routine breaks.

  2. 2

    Write the routine down

    Slots, agendas, attendees and the records each meeting uses are agreed in writing before the first one.

  3. 3

    Clean the pipeline first

    Stage definitions are fixed and stale deals removed, so the first review is about real deals.

  4. 4

    Run or coach

    We lead the meetings, or sit in while your manager leads and give feedback afterwards.

  5. 5

    Deal with problems as they appear

    A slipping number is discussed at the next one-on-one with notes, not stored up for an appraisal.

  6. 6

    Hand over

    Your manager or owner takes the routine, with the templates and records, and we step back.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales management. A target, a review routine and someone who owns the number.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3 · you are here

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
What does a manufacturer need to track this well?
A shared system covering direct enquiries, distributor pipelines and tender deadlines together, even if it starts as a structured spreadsheet.
How often should this be reviewed?
Weekly for active demos and tender deadlines, monthly for the broader distributor and hospital pipeline.
Should the regulatory team attend the sales review?
Ask regulatory to join for tenders and any hospital waiting on a licence, certificate or test report. Many stalled bids wait on a document, and only that team knows when it will be ready. Keep their part to the open items, so their time goes to the files, not the sales discussion.
How do I set targets for distributors without a market figure to compare against?
Start from each distributor's own record of hospitals covered, demos arranged and orders placed. Agree the next target with them from that base, account by account. A target built on hospitals they actually visit gets more effort than one handed down.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever this work touches, such as your website, your accounts or your enquiry record, and time with the people who handle your enquiries.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

From the blog

Further reading for medical device manufacturers.

All articles

More for medical device manufacturers

Everything else we would do for you.

Closest to this: sales craft

Also for medical device manufacturers

Or start from the overview: sales and marketing for medical device manufacturers.

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