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Implantology go-to-market Straumann
The document discusses strategies for marketing dental implants in Spain. It analyzes market changes, business drivers for selling to dentists and patients, branding strategies, pricing considerations, and the use of social media. Key points include growing competition in the dental implant market, the need to improve the customer experience for dentists, understanding patients' purchase journeys and concerns about cost and benefits, using education and promotions to build the brand for patients, and the pressures of pricing in a recession environment.
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Implantology go-to-market Straumann
- 1. January 2014 by Marketing& Training
- 2. 2 Analysis areas • Marketchanges • Business drivers: sell-in • Business drivers: sell-out • Brand to patient • Pricing • Patient’s insights
- 3. 3 Market changes • Economicpressure due to recession. • Growing competition (200+ global players, Spain 90+). • Patient’s capacity / willingness under restraint.
- 4. Size of theopportunity No. of implantologists No. of implants %Share of Clinic Size of the opportunity x x 1- =%Brand Penetration x Brand Patients Information Patients Benefits Clinicians Promotions Clinicians
- 5. Size of theopportunity No. of implantologists No. of implants %Share of Clinic Size of the opportunity x x 1- =%Brand Penetration x Brand Patients Information Patients Benefits (motivations & obstacles) Clinicians Promotions (customer experience) CliniciansPotential (gold/silver/bronze) Habits Patient profile Districts (income, use) Sales support
- 6. 6 Business Drivers: Sell-in •Odontologist’s insights: – Motivations and obstacles (qualitative Research). – Customer Experience (workshops / survey panel). • Segmentation – Database review. – Gold/silver/bronze: based on • revenue contribution. • on potential. • qualitative atributes – Based on patients’ profile (see sell-out). • Sales support – Sales folders and market information aimed at sales people. – Newsletters and audiovisual tools aimed at clinicians.
- 7. 7 Business Drivers: Sell-in •Clinician’s (customer) experience: – Enterprise buyers pay 30% more for an improved CEX. – B2B buyers are mimic consumer shopping behaviors. – Buyers consult thirdparty sources before consulting a company’s salesforce (sites, business partner, social channels and peers). • online reviews and mobile: info product, service, competitors, pricing. – The customer journey: IT, marketing and manufacturing directly managing customer experiences. – New business processes and technologies increase: • customer loyalty (61 %) • revenue (60%) • customer base (60%).
- 8. 8 Business Drivers: Sell-in •Business Cycle: Never contacted Assessed Proposal Start Lost “Ignored” Loyalty
- 9. Business Drivers: Sell-in •How to win a customer (Spanish implantologist): – New product trial. – Easy-to-use system. – Welcome pack promotion. – Introduction course. – Current with current brand / service. – Referred by a lab.
- 10. • The pathto loyalty: 10 Business Drivers: Sell-in + - Low Feasibility Impact Secondary Priority 9 8 1 2 3 45 7 6 High Customer Satisfaction Operations Excellence Service Quality Internal perception Internal Viewpoint External Viewpoint Perceived Quality Offered Quality Customer Experience - Analysis - Action
- 11. Business Drivers: Sell-in •The path to loyalty (Spanish implantologist): – “X is for me the best. However their rep don’t take care of me: • They never ask if I need something. • I hear about their promotions from other peers, not from them. • Once I received surgical instruments dirty. • They didn’t warned me about a modification in the new product. – Moments of Truth: • New product. • Case solution. • Got a problem (urgent visit). – Advisory: • Triple vision: Product + Doctors + Prothesic Labs.
- 12. Business Drivers: Sell-in •Sales promotions (Spanish implantologist): – 20 implants + 2 free. – 200 implants/year + surgical instruments free. – Free motor or congress in NY buying 30 implants. – Free TV for clinic waiting room. – Financial conditions (+ stock?) – Price downturn in motors. – Congress / courses. – Visit the plant.
- 13. 13 Business Drivers: Sell-out •Patient’s insights – Do not see the difference for a premium brand. – Workflow go digital. – Segmentation: • don’t have the money to spend, • have the money but feel uncertain about the future, • don’t understand the premium benefits.
- 14. 14 Business Drivers: Sell-out •Patient’s purchase journey: – Multichannel (online information, offline assesment). • Segmentation – Based on patients’ profile and habits. • Support to Clinicians – Market assesment and segmentation. – Communications with patients. – Online sales. – Audiovisual support. – Whole patient’s experience (loyalty and advocacy). • Getting an implant “is not fun”…
- 15. 15 Business Drivers: Sell-out •Patient’s purchase journey: Brand awareness Brand awareness First visit First visit After-sales care After-sales care TreatmentTreatment First contact First contact Google Social media Friends … Social media Friends … Brand comms
- 16. 16 Brand to patients •General education on implantology: – Benefits > costs? Straumann > rest? – Industry association (premium brands)? • Straumann – Positioning and core message building. – Communication target and fit media definition. – Pilot campaign (online / local). – Association with other brands / events (eg. • Coca-Cola = institute of happiness => Research “influence of good smile” • World Health Organization day => Research “health consenquences edentolous” – Corporate Reputation and CSR. – Online presence (SEO, SEM). • Clinics (point of sale) – Education material: better quality = shorter, easier and longlasting treatment. – Brand awareness (international experts, research). – Patient’s support and better experience.
- 17. 17 Brand to patients “Theimpact of Roxolid® and SLActive® technologies on the evolution of implantology includes greater penetration of implant therapy into both clinical practices and the patient population in a given clinical practice, greater implant penetration into the vast ocean of untreated patients who are missing teeth, and increased acceptance of implant therapy by clinicians who currently see implant treatment as a ‘last resort’.” For the patient, the therapy becomes simpler, less invasive, less costly, and less traumatic. The net result is a better patient experience. Dr. Fugazzotto, Starget 2013, no.3 • Education material
- 18. 18 Price • Price decisionsin front of recession: – More than 9 out of 10 companies feel increased pricing pressure. • Customers demand higher discounts (53%). • Lower-price competitors / new market entrants (50%). – The sharp increase in purchasing power of retailers places pressure on suppliers. – Internet has increased market transparency, making it easier for shoppers to compare prices. – Emerging industrial powers (i.e. China): lower unit labor costs. • Impact in margin (sales equivalent?). • Advising the client. • Multichannel pricing.
- 19. 19 Price • What totake in account when making decisions (and what’s usually considered by executives): – Variable costs 80% – Fixed costs 80% – Competitors’ product prices 70% – Value attached to the product 60% – How customers would react to a change in prices 35% – Willingness of a customer to pay different price levels 20% • Segmentation: “pockets” of real variance in demand: customer segments, geographies, product lines, occasions of use, etc. • Delivering higher value for the same price: Can be as costly as cutting prices in the short term, but it preserves pricing integrity for the long term. • Multichannel: – Willingness to pay for a product through offline channels can be 8% to 22% higher. – The extent of channel-based price differentiation is highest in the case of services, which are less vulnerable to cannibalization due to resale.
- 20. 20 Social Media • MichaelStenberg, Vice President Web & Infrastructure at Siemens – SM to be integrated in Communication, Customer Care and Sales Force. – Be moved from likes & shares into lead generation. – Employees’ potential: content by Siemens for their networks. • Social CRM Capabilities which will increase customer engagement Capabilities wich enable front-end social integration Capabilities which will enhance revenue generation Capabilities which will enable customers care online interactions Social Marketing Social Enabler Social Commerce Social Care
- 21. 21 Social Media Content Aggr./ synd. Web Enabler Microblog Integration SN Integration Multidevice support ID Unique Profile& Friendship Mng. LBS capability E2E Multichannel SN support Microblog support IM / Chat Social Questions Feedback Capability Rich Media Integration Online Help / FAQs Media Sharing Rich Media support Contextual Search Social Care Mobile App. User Community support Virtual Agent Click to call Rating & Reviews Self Service Social Marketing Review & Recomms. SN Marketing Microblog Marketing Brand focused SN Group Promotions Social Ads UG advertising LBS Marketing Fan Pages Brand/ Product Check-in ORM Social Rich Media Marketing Email/sms Ads Mobile Marketing Advergaming SEO/SEM PPC Blog Local deals Voting / Surveys f-commerce Commerce Widgets Rating & Reviews Public Profiles Gift Registry UGC lists Follow Lists Flash Deals / coupons Popularity lists Microblog sharing Social Commerce Communities Wish list Personal Recommendat ions Discussion Boards Social app. Private sales / Outlet Mobile commerce Social Profile Gamification
- 22.