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![PROPRIETARY AND CONFIDENTIAL
SUBSECTION TITLE
13
The interviews surfaced potential areas of differentiation
for Company X relative to competitors
No competitor stands out as unique in the category overall, but each seems to have strengths
“Everyone is at the same level. No one company is a wow.”
“Productivity” was perceived to be a differentiated for Company X relative to other healthcare services
competitors
“I haven’t heard much about this [productivity]. What I’m hearing is about customer service and satisfaction.”
“What do I hear now? Uptime. Not hearing this [productivity] so much from service providers.”
Company X people are an asset – strong performers, Company X is able
“Company X people are strong. Customer service has improved over the past 9-12 months.”
“They are great people, bright. They bring a lot of ideas to the table”.
Company X appears to be leading on “flexibility” benefit with its Shared Service Agreement
“Now Company X is the most flexible of the OEMs in imaging services. This is a reversal from the 90’s.”
“They [Company X people] are bending, are less rigid. They are looking at things differently. Collaborating.”
Company X seems to be leading on In-House support offerings vs. competition
“Company X is ahead on in-house support offerings. [Competitors] don’t have the programs.”
Company X size can be a concern to customers
“It’s hard to let [Company X] into your sandbox. It’s a little bit threatening.”
“Company X is such a huge entity, they’re in so many things, you can’t compare them to anyone else.”](https://image.slidesharecdn.com/asifvjr4q9w7t6c9om1m-signature-07426297cdc9b38f2820dce920eb7919d53f46c0b0881a10ac1141650d53467a-poli-151208154731-lva1-app6891/85/Developing-a-Value-Proposition-for-a-Healthcare-Services-Business-13-320.jpg)
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Developing a Value Proposition for a Healthcare Services Business
The document discusses developing a value proposition for a healthcare services business. It outlines the project objectives, which include developing a value proposition statement, overall message/theme, and key messages. It then details the qualitative research process, including interviews with customers and sales leaders, to understand areas of differentiation for the company. New insights revealed "productivity" and "flexibility" as potential differentiated messages. The document recommends a blended value proposition centered on "productivity" that leverages these insights. It provides an example narrative and architecture to bring the value proposition to life.
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Developing a Value Proposition for a Healthcare Services Business
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- 2. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 2 § Project charter and approach § What we learned over the past few weeks § A recommended value proposition to take forward § Next steps Agenda
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- 4. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 4 Deliverables 1. Value proposition statement for the Services business A statement that clarifies three key elements: A. Who the target is in ways that span segments and audiences in the business’s addressable market B. The overarching benefit of the Services business to the target customers C. How that benefit will be delivered through offers and experiences 2. Overall message X theme for the business A verbalization of the value proposition in a concise sentence or phrase that is immediately intuitive and clear to internal stakeholders, but not meant to be externally communicated (not a “tag line”) 3. Key messages (3 – 5 max) for the overall business story 3 – 5 key messages of the overall Services value proposition expressed in short paragraphs with clear linkages to the 4 service lines
- 5. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 5 Scope Insights Strategy Creative Execution What the market is telling us about that is important How we will position the business to win - in ways that are relevant, credible and differentiated How that positioned should be expressed verbally and visually How that positioning should be experienced in the market Inputs into the focus of this project Most of this was done prior to this project - PRTM (some new insights were generated as part of this project) The focus of this project Phase 2 of this project Future
- 6. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 6 An example to bring that scope to life Insights Strategy Creative Execution Staples conducted extensive research with small and medium-sized businesses. This research revealed a common insight among the largest segments: Staples built their brand strategy off of this key insight, and moved toward a benefit territory of “convenience” The tag line, “that was easy” captured the essence of the positioning strategy in ways that moved target customers A “branded item”, the “easy button” further seeded the positioning to make it immediately recognizable. The “convenience” positioning has become a strategic foundation for the business Target segments value their time more than saving money on office supplies The strategy was articulated as a “hassle- free shopping experience” “That was easy”
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- 8. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 8 Early in our process, we identified key themes that stemmed from customer needs 1. A trusted partner and problem-solver who can help navigate and manage complexity 2. Operational efficiency, productivity and coordination to do more with limited resources 3. Access to their vast wealth of data to make better decisions across all aspects of their business, from operations to patient care 4. Integration and connectivity across systems, equipment, locations and care facility types (in-hospital, clinics, at-home care) 5. More knowledge and education to get smarter about running every aspect of their business, from operations to staff training Customers Want:
- 9. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 9 In that early work session, we also identified imperatives for Company X’s value proposition development q Elevate the conversation to a more C-suite level q Increase our relevancy to different customers (outsourcers and in-house) q Differentiate Company X from tier 1 players like vs. Siemens (high-tech), Philips (patient experience) and Aramark (traditional model/labor play) q Leverage Company X’s credibility in areas such as productivity, business-savvy, etc. while avoiding those that are further from the Services perspective (e.g. going too clinical) The value proposition must Criteria
- 10. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 10 § Project charter and approach § What we learned over the past few weeks § A recommended value proposition to take forward § Next steps Agenda
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- 12. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 12 All concepts scored high on relevancy and credibility, but not on differentiation, so we generated some new insights We interviewed four Company sales leaders and five customers Goals: a) Uncover what makes Company X Services unique vs. competitors b) Identify new, potential territories to consider in the value proposition c) Gain feedback on (some) value proposition elements Structure: • 45-60 minute phone interview – highly qualitative and conversational in nature vs. “scoring”
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- 14. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 14 The big insights we used to enhance our concepts § “Productivity” is a differentiated message within the immediate competitive set, but needs a modifier to increase its differentiation against indirect competitors § Company X appears to have real momentum in the area of flexibility and collaboration, as stated and felt by customers – we have a good story to tell to in-house customers § Company X gets a lot of credit for its infrastructure and leading technology-driven solutions, but these can be a bit “too much” for less than sophisticated customers, or those who want to control more of the operations in-house § Even the largest of customers can feel threatened by Company X’s scale and brand power, so taking a more approachable / less overbearing tone can go a long way § “Company X people” and ability to execute like no other is the “secret sauce” which lends credibility and distinctiveness to any value proposition, but should be used as a support point vs. the concept itself § There are two essential customer types with distinct, but not competing, needs – one who desires a high degree of flexibility and another who needs expansive enterprise-wide solutions (especially those integrating several new systems) - this is at the heart of the strategic challenge
- 15. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 15 § Project charter and approach § What we learned over the past few weeks § A recommended value proposition to take forward § Next steps Agenda
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- 21. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 21 How does this concept stack up against our criteria? q Elevate the conversation to a more C-suite level q Increase our relevancy to different customers (outsourcers and in-house) q Differentiate Company X from tier 1 players like vs. Siemens (high-tech), Philips (patient experience) and Aramark (traditional model/labor play) q Leverage Company X’s credibility in areas such as productivity, business-savvy, etc. while avoiding those that are further from the Services perspective (e.g. going too clinical) The value proposition must Criteria
- 22. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 22 How we might translate the value proposition In-house Outsource CXO POV § Healthcare providers are unique, but they all need to increase their productivity in ways that work with their, individual business operations Value Prop § Emphasize: equipping internal services teams to respond quickly to operational delays and lower short and long-term costs § Emphasize: harnessing the scale of large, complex systems with the most sophisticated enterprise solutions Pillars § Emphasize: Customer Service § Strong second: Substantial § Emphasize: Intelligence § Strong support: Substantial Dept. Head POV § Healthcare providers are unique, but they all need to increase their productivity in ways that work with their, individual business operations Value Prop § Emphasize: equipping internal services teams to respond quickly to operational delays and lower short and long-term costs § Emphasize: harnessing the scale of large, complex systems with the most sophisticated enterprise solutions Offer areas § Emphasize: Assets § Strong second: People § Emphasize: Assets § Strong support: Planning
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- 24. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 24 Implications of this strategy § Continue to improve customer service at scale and with consistency § Continue to build consultative / collaborative selling skills among sales force moving toward a challenger selling model centered around a POV and insights § Integrate higher level benefits in communications (e.g. “system productivity” vs. “rapid response”) / leverage and dimensionalize “productivity” § Express a more approachable, personable and straight-shooting personality (not necessarily “partner”), while at the same time, doing it in a way that aims high § Get the word out that there is a change at Company X / leverage customers who have experienced the change § Tap into digital channels that allow for tailored / segmented messages and increased interactivity § Consider evolving the service offer naming conventions to align with and reinforce this new approach § Enhance technology planning offer (opportunity to differentiate)