The Big Healthcare Sales Organization Debate 

Is Virtual Account Management a viable strategy for your sales organization? This is a common debate—especially among those used to the traditional model: hiring Sales Representatives, assigning territories, and handing out company cars. 
 
So, let’s settle the debate. The reality is—it depends! 

In-person account management makes the most sense when the product or environment calls for direct, hands-on support and relationship building. This is especially true for surgical and implantable products that require a rep’s presence during procedures for guidance or troubleshooting. Similarly, products that demand a tactile understanding—where clinicians need to physically experience how something feels during initial patient use—benefit from in-person interactions. High-price or high-volume items often justify the investment in face-to-face engagement, particularly in competitive metro areas where customer density is high and personal presence can build trust, strengthen relationships, and set your offering apart.

It’s also the preferred approach for hospital capital equipment, which involves multiple stakeholders across clinical, financial, and technical roles. In these complex buying processes—especially those involving GPOs or Value Analysis Committees—face-to-face interactions provide the credibility and confidence necessary to move forward.

When Virtual Works Well: 

Virtual account management is ideal when efficiency, reach, and cost-effectiveness outweigh the need for physical presence. It works well for familiar products that healthcare providers already understand or require minimal training. Low-margin or low-volume items, where in-person support isn’t economically viable, are also strong candidates for virtual engagement. Virtual support ensures consistent coverage without straining resources in remote geographies where travel is time-consuming and costly.

It’s a natural fit for over-the-counter or diagnostic products sold in physician offices or urgent care centers and subscription-based software tools or services that benefit from centralized, remote onboarding. Virtual engagement also works well for selling into IDNs or large health systems, where decisions are centralized but users are geographically dispersed. Finally, virtual channels are highly effective for routine follow-ups, such as sample requests or product detailing, which can be handled seamlessly through video, phone, or email.

Why Hybrid Is Often the Best Fit: 

A hybrid approach to account management combines the strengths of both virtual and in-person strategies to maximize impact and efficiency. Virtual channels are ideal for early-stage engagement, such as generating demand and delivering product demos, helping to build awareness and interest quickly. When it’s time for hands-on product evaluations or new customer training, an in-person presence ensures a deeper, more tailored experience. After the initial onboarding, ongoing virtual support keeps customers engaged through education, service, and success initiatives. Virtual pre-calls can also be used to warm up accounts, setting the stage for more productive, high-value in-person meetings. Peer-to-peer virtual education between experienced and prospective HCPs adds another layer of credibility and relatability to the sales process.

Strategically, hybrid models can include regional sales pods where virtual reps support multiple field reps with administrative and inside sales efforts. They also enable territory expansion by allowing field reps to concentrate on high-priority Tier 1 accounts while virtual reps nurture Tier 2 and 3 accounts, ensuring broader and more cost-effective coverage.

 
There’s no one-size-fits-all answer, but when you align your approach to your product type, market dynamics, and customer preferences, you can create a smarter, more scalable commercial strategy.