This is a White Paper that I wrote, while employed at Exemplum, that talks about various marketing strategies that medical device companies can use to leverage the Internet to market their products more effectivelty.
The document discusses how life sciences companies can deliver value beyond traditional medications by leveraging digital technologies. It recommends that life sciences IT organizations 1) drive digital innovation through rapid projects, 2) enable on-demand digital services, and 3) provide personalized apps and digital assets. To achieve this, the document outlines several strategic themes and IT capabilities needed, including establishing fluid and hybrid IT operations to support two-speed organizations and abstracting systems management. The goal is to transform IT value chains into fully digital services management to promote new digital offerings for patients.
- The document proposes establishing a medical supplies business in Oman to import and distribute high-quality medical equipment and products.
- It analyzes Oman's healthcare market, noting a need for improved specialized and territory care, and outlines plans to source products from Dubai, Egypt, India and locally while also promoting medical tourism to India.
- The proposal requests an investment of approximately $2.6 million USD to fund infrastructure, materials, vehicles, licenses and initial working capital over the first five years, with a projected 30% gross profit and substantial growth.
Presentation for mHealth Israel B2B2C Bootcamp, hosted by mHealth Israel, by Henning Daut, SVP, Rhoen Innovations, and Julian Laufer, Head of IT, Rhoen Klinikum AG.
In recent years, medical device manufacturers have embarked on an acquisition binge. We’ve seen a series of blockbuster deals as well as numerous smaller transactions. This M&A bonanza has been sparked in part by the belief that absolute scale creates competitive advantage.
But does it? In many other industries, we find a clear correlation between overall scale and profitability. Classic strategy has long focused on building scale because larger companies tend to wield more influence with customers and have a greater ability to maintain pricing discipline. They also benefit from the most accumulated experience with driving down costs and can spread costs over the widest base of business.
Yet in medtech, the correlation between industry scale and profitability is quite weak. Instead, Bain research shows that profitability is more a function of category leadership than overall scale.
WebMD plans to expand into India to provide medical information online, through mobile apps, magazines, and kiosks. It will combine Eastern and Western medical approaches. Challenges include infrastructure issues and lack of doctors. Opportunities include India's large, growing population and economic liberalization. WebMD's objectives are to acquire brand awareness, innovate for consumers, and achieve financial success in India over 3 years.
Deloitte research found that while many medtech companies are well-positioned to drive the future of health, they likely won’t be able to do it alone. Rather than focusing on making incremental
improvements to their devices, they should focus on using transformative and cognitive technologies
to enhance products and offer services. They could do this by developing or partnering to acquire
sophisticated data analytics capabilities, getting much closer to the consumer, and leveraging new
cognitive technologies to improve operations.
The document discusses how life sciences companies can deliver value beyond traditional medications by leveraging digital technologies. It recommends that life sciences IT organizations 1) drive digital innovation through rapid projects, 2) enable on-demand digital services, and 3) provide personalized apps and digital assets. To achieve this, the document outlines several strategic themes and IT capabilities needed, including establishing fluid and hybrid IT operations to support two-speed organizations and abstracting systems management. The goal is to transform IT value chains into fully digital services management to promote new digital offerings for patients.
- The document proposes establishing a medical supplies business in Oman to import and distribute high-quality medical equipment and products.
- It analyzes Oman's healthcare market, noting a need for improved specialized and territory care, and outlines plans to source products from Dubai, Egypt, India and locally while also promoting medical tourism to India.
- The proposal requests an investment of approximately $2.6 million USD to fund infrastructure, materials, vehicles, licenses and initial working capital over the first five years, with a projected 30% gross profit and substantial growth.
Presentation for mHealth Israel B2B2C Bootcamp, hosted by mHealth Israel, by Henning Daut, SVP, Rhoen Innovations, and Julian Laufer, Head of IT, Rhoen Klinikum AG.
In recent years, medical device manufacturers have embarked on an acquisition binge. We’ve seen a series of blockbuster deals as well as numerous smaller transactions. This M&A bonanza has been sparked in part by the belief that absolute scale creates competitive advantage.
But does it? In many other industries, we find a clear correlation between overall scale and profitability. Classic strategy has long focused on building scale because larger companies tend to wield more influence with customers and have a greater ability to maintain pricing discipline. They also benefit from the most accumulated experience with driving down costs and can spread costs over the widest base of business.
Yet in medtech, the correlation between industry scale and profitability is quite weak. Instead, Bain research shows that profitability is more a function of category leadership than overall scale.
WebMD plans to expand into India to provide medical information online, through mobile apps, magazines, and kiosks. It will combine Eastern and Western medical approaches. Challenges include infrastructure issues and lack of doctors. Opportunities include India's large, growing population and economic liberalization. WebMD's objectives are to acquire brand awareness, innovate for consumers, and achieve financial success in India over 3 years.
Deloitte research found that while many medtech companies are well-positioned to drive the future of health, they likely won’t be able to do it alone. Rather than focusing on making incremental
improvements to their devices, they should focus on using transformative and cognitive technologies
to enhance products and offer services. They could do this by developing or partnering to acquire
sophisticated data analytics capabilities, getting much closer to the consumer, and leveraging new
cognitive technologies to improve operations.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Physicians in China are increasingly reluctant to meet with pharmaceutical sales representatives due to government investigations into bribery. Major pharmaceutical companies are changing their sales models in response, such as ending payments to physicians for speaking or conference participation. These changes may significantly impact sales volumes for some companies. The Chinese government is also transforming the healthcare system through expanded coverage, improved quality, and increased efficiency, which presents challenges and opportunities for pharmaceutical companies to adapt their strategies.
The document discusses four key concepts for medical device executives to understand in order to succeed in China's rapidly growing medical devices market. First, executives must seize China's market opportunities as the market is expected to reach $50 billion by 2017. Second, they must understand the Chinese government's important role in regulating the industry and procurement processes. Third, executives should monitor healthcare reforms that could impact market access. Fourth, local competition is growing, so companies must balance global and local strategies to stay competitive. The medical devices market in China offers great potential for growth but also complexity that executives must navigate carefully.
mHealth Israel_President Trump and the Future of US Healthcare Regulation and...Levi Shapiro
Presentation for mHealth Israel by Harry Nelson, Managing Partner of Nelson Hardiman LLP: President Trump and the Future of US Healthcare Regulation and Reimbursement. Includes an understanding of the current Obamacare framework, anticipated signature Trump healthcare initiatives and implications for healthcare and life science providers
This document discusses how life sciences companies can address challenges in the industry by adopting new technologies. It identifies trends putting pressure on companies, such as new regulations and shifting customer expectations. It then presents solutions that technology can provide: a new multi-channel commercial model to better engage customers; business agility through cloud-based platforms to accelerate innovation; and a focus on outcomes through data analytics and patient services to improve care. Adopting modern cloud technologies, the document argues, is key for companies to transform their business models and adapt to changes in the industry environment.
mHealth Israel_Future of Integrated Individualized Healthcare_Roche DiagnosticsLevi Shapiro
Presentation by Alexandra Eberhard, Sr. Director, Global Business Development, Roche Diagnostics on the "Future of Integrated Individualized Healthcare". Includes background about Roche Diagnostics and investments in innovation. Overview of Roche products and solutions with a portfolio covering the entire spectrum of diagnostics users. Emphasis on the triple aim of healthcare- The power of data and technology to enable the transformation from volume- to value-based healthcare. Interest in data for Pharma - drive more efficient R&D; DIA - develop novel patient care Dx solutions. Focus on the needs of labs, physicians & payers for better patient health. A suite of digital solutions that improve clinical & business outcomes. Suite of solutions to optimize the lab. Translating data into insights to achieve financial goals. A move from volume- to value-based care. New opportunities in the disease continuum- Holistic solutions approach. Expanding the focus towards earlier in the patient journey. Doing now what patients need next. Contact Alexandra Vallon-Eberhard, PhD MBA; Sr. Director Global Business Development; Diagnostics Lead for Innovation in Israel; Based in Basel, Switzerland; Email: alexandra.vallon_eberhard@roche.com
From Research to Revenue IV: Capturing Business Opportunities in AsiaGHBN
A full collection of the presentations made Wednesday, December 3, 2008 at Mississauga Living Arts Centre for From Research to Revenue IV: Capturing Business Opportunities in Asia.
Digital strategies in pharmaceutical industryMeghavi Mehta
This document discusses digital strategies in the pharmaceutical industry. It covers how digital technologies have evolved in areas like research and development, manufacturing and supply chains, marketing and sales, and health service delivery. Some key points include: digital technologies can help reduce drug development costs and time through tools like biochips and e-clinical trials; ERP systems and real-time solutions help optimize manufacturing and supply chain operations; e-detailing and e-CRM allow more effective marketing and sales; and e-prescribing, telemedicine, and disease management strategies help improve health service delivery and reduce costs. The conclusion is that digital strategies will be crucial for future success in the pharmaceutical industry.
Medtronic Inc. is one of the largest medical device manufacturers in North America, founded in 1949 and headquartered in Minneapolis. It has two major business units: Cardiovascular and Restorative Therapies. The document analyzes Medtronic using Porter's Five Forces, a SWOT analysis, and discusses risks, technology applications, a McKinsey analysis, financial analysis, and social responsibilities. It makes recommendations, including settling lawsuits, maintaining brand reputation, pursuing emerging markets, and continuing investment in technology development.
Five forces that will change healthcare marketingKaren Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
The medical technology industry faces three fundamental challenges according to the document.
1) Sustaining innovation is challenged by increased regulatory hurdles, capital constraints, and pricing pressures at every stage from idea to commercialization.
2) Delivering value and outcomes is increasingly important as purchasing decisions consolidate, comparative effectiveness research rises, and higher bars are set to bring products to market.
3) Fueling growth requires diversifying products, geographies, and offers including emphasizing outcomes, lower-cost emerging market products, and managing spending jointly with hospitals and insurers.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
The document discusses challenges facing healthcare systems and the need for transformation. It outlines four potential scenarios for 2015 based on how systems address drivers of change and inhibitors. The "lose-lose" scenario involves growing access/quality issues, blunt cost cuts, and loss of public support for universal healthcare. To achieve a "win-win" scenario, systems must focus on value, develop better consumers, and create better care options.
Digital marketing offers pharmaceutical companies opportunities to promote their products to different target audiences like doctors, hospitals, patients, and sales teams. It allows customized, interactive engagement through e-detailing, online events, portals, and social media. As internet usage grows in India, the pharmaceutical industry is increasingly adopting digital marketing which offers benefits like controlling messaging and gathering customer data to enable closed-loop marketing. Common opportunities include medical portals for doctors and patients, e-detailing, eCMEs/webinars, search engine optimization, and closed-loop marketing strategies.
eDetailing: A Strategic Analysis Of Implementation And ROI (mini)Eularis
Eularis provides a comprehensive insight into the subject of Pharmaceutical detailing using the Internet. As the vast majority of eDetailing pilots have taken place in the US, the report looks at the likelihood of European Pharmaceutical companies following suit. Return on Investment (ROI) is also important. This report discusses the available evidence on ROI and illustrates some models that can be used.
Eularis made extensive efforts to provide the most insightful information about this fast moving subject. This involved:
* Surveying over 200 UK-based general practitioners about their attitudes to Pharmaceutical sales representatives and eDetailing,
* Carefully assessing the current regulatory environment in the UK and how eDetailing programs could be affected,
* Sourcing case studies of ROI from the USA,
* Extensive research into vendor companies and their market positions,
* Strategic considerations and advice.
Healthcare Professionals' Social Networks: The Beginning of the End of Pharma...Len Starnes
First presented at Digital Pharma Europe, Barcelona, 31st March 2009.
Captures the current status of healthcare professionals' social networks from a global perspective and a pharmaceutical industry marketing & sales perspective
eCommerce Course - Dan Bond - Dec. 2011Daniel Bond
eCommerce Course sponsored jointly by Downtown Delaware, the Delaware Emerging Technology Center, Delaware State University’s Center for Entrepreneurship December 5-7, 2011.
The document analyzes the hospital industry through a PEST analysis, Porter's Five Forces model, and discussion of key success factors. It finds that political factors like the Affordable Care Act significantly impact hospitals. Competition is high within the industry. Bargaining power of suppliers and buyers is moderate. The most important success factors are reinventing the patient experience, having a diverse set of medical professionals, and leveraging innovative technology. Overall, the industry is currently unattractive for new entrants.
Physicians in China are increasingly reluctant to meet with pharmaceutical sales representatives due to government investigations into bribery. Major pharmaceutical companies are changing their sales models in response, such as ending payments to physicians for speaking or conference participation. These changes may significantly impact sales volumes for some companies. The Chinese government is also transforming the healthcare system through expanded coverage, improved quality, and increased efficiency, which presents challenges and opportunities for pharmaceutical companies to adapt their strategies.
The document discusses four key concepts for medical device executives to understand in order to succeed in China's rapidly growing medical devices market. First, executives must seize China's market opportunities as the market is expected to reach $50 billion by 2017. Second, they must understand the Chinese government's important role in regulating the industry and procurement processes. Third, executives should monitor healthcare reforms that could impact market access. Fourth, local competition is growing, so companies must balance global and local strategies to stay competitive. The medical devices market in China offers great potential for growth but also complexity that executives must navigate carefully.
mHealth Israel_President Trump and the Future of US Healthcare Regulation and...Levi Shapiro
Presentation for mHealth Israel by Harry Nelson, Managing Partner of Nelson Hardiman LLP: President Trump and the Future of US Healthcare Regulation and Reimbursement. Includes an understanding of the current Obamacare framework, anticipated signature Trump healthcare initiatives and implications for healthcare and life science providers
This document discusses how life sciences companies can address challenges in the industry by adopting new technologies. It identifies trends putting pressure on companies, such as new regulations and shifting customer expectations. It then presents solutions that technology can provide: a new multi-channel commercial model to better engage customers; business agility through cloud-based platforms to accelerate innovation; and a focus on outcomes through data analytics and patient services to improve care. Adopting modern cloud technologies, the document argues, is key for companies to transform their business models and adapt to changes in the industry environment.
mHealth Israel_Future of Integrated Individualized Healthcare_Roche DiagnosticsLevi Shapiro
Presentation by Alexandra Eberhard, Sr. Director, Global Business Development, Roche Diagnostics on the "Future of Integrated Individualized Healthcare". Includes background about Roche Diagnostics and investments in innovation. Overview of Roche products and solutions with a portfolio covering the entire spectrum of diagnostics users. Emphasis on the triple aim of healthcare- The power of data and technology to enable the transformation from volume- to value-based healthcare. Interest in data for Pharma - drive more efficient R&D; DIA - develop novel patient care Dx solutions. Focus on the needs of labs, physicians & payers for better patient health. A suite of digital solutions that improve clinical & business outcomes. Suite of solutions to optimize the lab. Translating data into insights to achieve financial goals. A move from volume- to value-based care. New opportunities in the disease continuum- Holistic solutions approach. Expanding the focus towards earlier in the patient journey. Doing now what patients need next. Contact Alexandra Vallon-Eberhard, PhD MBA; Sr. Director Global Business Development; Diagnostics Lead for Innovation in Israel; Based in Basel, Switzerland; Email: alexandra.vallon_eberhard@roche.com
From Research to Revenue IV: Capturing Business Opportunities in AsiaGHBN
A full collection of the presentations made Wednesday, December 3, 2008 at Mississauga Living Arts Centre for From Research to Revenue IV: Capturing Business Opportunities in Asia.
Digital strategies in pharmaceutical industryMeghavi Mehta
This document discusses digital strategies in the pharmaceutical industry. It covers how digital technologies have evolved in areas like research and development, manufacturing and supply chains, marketing and sales, and health service delivery. Some key points include: digital technologies can help reduce drug development costs and time through tools like biochips and e-clinical trials; ERP systems and real-time solutions help optimize manufacturing and supply chain operations; e-detailing and e-CRM allow more effective marketing and sales; and e-prescribing, telemedicine, and disease management strategies help improve health service delivery and reduce costs. The conclusion is that digital strategies will be crucial for future success in the pharmaceutical industry.
Medtronic Inc. is one of the largest medical device manufacturers in North America, founded in 1949 and headquartered in Minneapolis. It has two major business units: Cardiovascular and Restorative Therapies. The document analyzes Medtronic using Porter's Five Forces, a SWOT analysis, and discusses risks, technology applications, a McKinsey analysis, financial analysis, and social responsibilities. It makes recommendations, including settling lawsuits, maintaining brand reputation, pursuing emerging markets, and continuing investment in technology development.
Five forces that will change healthcare marketingKaren Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
The medical technology industry faces three fundamental challenges according to the document.
1) Sustaining innovation is challenged by increased regulatory hurdles, capital constraints, and pricing pressures at every stage from idea to commercialization.
2) Delivering value and outcomes is increasingly important as purchasing decisions consolidate, comparative effectiveness research rises, and higher bars are set to bring products to market.
3) Fueling growth requires diversifying products, geographies, and offers including emphasizing outcomes, lower-cost emerging market products, and managing spending jointly with hospitals and insurers.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
The document discusses challenges facing healthcare systems and the need for transformation. It outlines four potential scenarios for 2015 based on how systems address drivers of change and inhibitors. The "lose-lose" scenario involves growing access/quality issues, blunt cost cuts, and loss of public support for universal healthcare. To achieve a "win-win" scenario, systems must focus on value, develop better consumers, and create better care options.
Digital marketing offers pharmaceutical companies opportunities to promote their products to different target audiences like doctors, hospitals, patients, and sales teams. It allows customized, interactive engagement through e-detailing, online events, portals, and social media. As internet usage grows in India, the pharmaceutical industry is increasingly adopting digital marketing which offers benefits like controlling messaging and gathering customer data to enable closed-loop marketing. Common opportunities include medical portals for doctors and patients, e-detailing, eCMEs/webinars, search engine optimization, and closed-loop marketing strategies.
eDetailing: A Strategic Analysis Of Implementation And ROI (mini)Eularis
Eularis provides a comprehensive insight into the subject of Pharmaceutical detailing using the Internet. As the vast majority of eDetailing pilots have taken place in the US, the report looks at the likelihood of European Pharmaceutical companies following suit. Return on Investment (ROI) is also important. This report discusses the available evidence on ROI and illustrates some models that can be used.
Eularis made extensive efforts to provide the most insightful information about this fast moving subject. This involved:
* Surveying over 200 UK-based general practitioners about their attitudes to Pharmaceutical sales representatives and eDetailing,
* Carefully assessing the current regulatory environment in the UK and how eDetailing programs could be affected,
* Sourcing case studies of ROI from the USA,
* Extensive research into vendor companies and their market positions,
* Strategic considerations and advice.
Healthcare Professionals' Social Networks: The Beginning of the End of Pharma...Len Starnes
First presented at Digital Pharma Europe, Barcelona, 31st March 2009.
Captures the current status of healthcare professionals' social networks from a global perspective and a pharmaceutical industry marketing & sales perspective
eCommerce Course - Dan Bond - Dec. 2011Daniel Bond
eCommerce Course sponsored jointly by Downtown Delaware, the Delaware Emerging Technology Center, Delaware State University’s Center for Entrepreneurship December 5-7, 2011.
This document contains an introduction to eCommerce presented by Luis M Cordeiro. It discusses key concepts like internet basics, protocols, types of websites, advantages and disadvantages of eCommerce. It also provides a history of eCommerce dating back to the 1970s and definitions of eCommerce and eBusiness. The presentation covers advantages for sellers, consumers and society and concludes with a discussion section and contact details for Luis M Cordeiro.
Digital Marketing Guide for Medical Technology Companies Intro SlidedeckGrey Matter Marketing
Grey Matter Marketing fielded an online survey of marketing professionals employed by U.S. medical technology companies. We requested opinions and information on current trends and challenges in digital marketing.
The survey results, along with the changing digital landscape, inspired a five-part industry guide: Digital Marketing for Medical Technology Companies. This eBook outlines how you can leverage digital tactics in a regulated environment to engage with your customers to drive business results and provides the supporting evidence you need to recommend specific digital marketing strategies to management.
Boston MedTech Advisors provides consulting services to medical technology and healthcare companies to help them achieve their business goals. They offer expertise in regulatory, reimbursement, clinical trials, market research, business development, financing, and more. Their consultants have extensive experience in the US and European healthcare systems from both working at and founding medical technology companies.
Seeing the “Bends in the Road”; Surviving During a Time of Transformative Str...Thomas M. Loarie
Digital and communications technologies are feeding an increasingly faster rate-of-change, causing transformative structural changes in the global economy. The U.S. Medical Device industry is not immune. Commoditization, revolutionary changes in the delivery and payment of healthcare, increasing government interference limiting innovation, an aging global population, and the threat of aggressive new market entrants threaten its global leadership role in a growing global healthcare market are challenging all incumbents. The victors will be those who create change by immersing themselves in the ambiguities of the external environment, sort through them before things are settled and known, set a path, and steer the organizations decisively into it. In his talk, Tom will examine trends and bends in the road; then extrapolate insights for the medical device professional on how to survive and thrive during this tumultuous period of change and opportunity. He will also provide insights gained over thirteen years while assisting over one thousand executives, managers, and professionals who have chosen to reinvent themselves to make better use of their gifts in response to the changing landscape.
This document summarizes the marketing services offered by MedTech Momentum to help medical technology companies build their brand, create awareness, and generate qualified leads. They provide a full suite of online and offline marketing services including branding, website development, search engine optimization, social media marketing, content creation, and event planning. Rather than charging per project or hourly, they propose a small monthly fee to serve as the company's outsourced marketing department and execute a comprehensive marketing plan.
Digital Marketing Guide: Mobile Marketing for Medical Technology CompaniesGrey Matter Marketing
For most U.S. adults, a mobile device is a constant companion. You use it throughout the day, in multiple physical locations, and you also probably check it one more time before going to sleep at night.
So defining mobile as a channel, strategy or technology doesn’t quite do it justice; mobile is how we behave. It is how we live, research, document, and communicate.
The point is: if you are a marketer and are not considering how to reach your target audience on mobile, you are missing a large portion of their day.
Mobile can no longer be ignored by marketers who want to succeed and thrive in the new healthcare marketing landscape.
Bigfoot Biomedical is a startup company developing an artificial pancreas (AP) system to help manage diabetes. The company was co-founded by Jeffrey Brewer and Bryan Mazlish, who both have close family members with type 1 diabetes. They aim to develop a best-in-class AP that is highly automated, connected, secure, and affordable for patients. Bigfoot has over 40 employees, many with personal connections to type 1 diabetes. Their current AP system combines proprietary algorithms with Bluetooth devices including an insulin pump acquired from Asante Solutions. Clinical trials are underway with the goal of improving management of diabetes.
Medtech provides RFID wristband solutions for the recreational industry. Their wristbands allow for cashless payment, age verification, and access control. They integrate with point of sale systems and can increase onsite sales. RFID wristbands have been shown to enhance the guest experience and drive profitability by increasing per capita spending without additional fees. Medtech's wristbands are the most secure on the market and their system offers wireless capabilities and scalability to meet business needs.
Digital Marketing for Medical Technology Companies: Search Engine OptimizationGrey Matter Marketing
Whether we are looking for a new pair of running shoes or researching a disease, search engines are the focus of almost all our information-gathering.
Search engines scan the web and use proprietary algorithms to categorize information so they can serve their users the most relevant results. Search engine optimization, or SEO, is the process of affecting those results in an "organic," or natural, way.
Companies often pay experts or agencies to improve their SEO, but search engines themselves do not accept payment to improve your organic listing. Instead, they offer paid search results also called pay-per-click (PPC) advertisements.
7 Steps to Creating MedTech Marketing Content that Gets ResultsTom McCall
If you're a medtech marketing pro, you realize how difficult it can be to create content that gets results and keeps your regulatory team happy. Here's seven tips on how to do just that. See the full details at http://tiny.cc/7easysteps.
Sending targeted messages that address customers’ informational needs and main barriers to purchase can usher your customers along the buying process. Following best practices for email marketing and incorporating engaging content can ensure that your readers open your email, read the content, and even look forward to your next message.
5 Tech Megatrends And Their Impact On Medical Technology Marketing FINALJoe Morris
This document discusses 5 technology megatrends - the digital doctor, big data, predictive analytics, internet of things, and augmented/virtual reality - and their impact on medical technology marketing. It provides examples of each trend, such as more doctors using smart devices and the growth of data that will be created. The implications for medtech marketers include developing digital relationships with doctors, more cost-efficient marketing approaches, and improved engagement through digital tools. Specific execution strategies are proposed, like using predictive analytics to target customers and creating augmented/virtual reality training solutions.
The Global Tilt and Why You Must Rethink the Future of Medical TechnologyThomas M. Loarie
US medical device manufacturers today are facing a new set of variables that threaten its global leadership role in a growing global market – a geopolitical shift from the North Atlantic to the Indian Ocean, an economic tilt from the northern hemisphere to the southern hemisphere, increasing government intervention in mature healthcare markets to limit the cost of healthcare, increasing government regulation limiting innovation in therapeutic segments, an aging global population, the threat of aggressive competitors from emerging markets, and as multinationals scramble to avoid “not-so-creative” destruction. Tom will examine several of these key variables and extrapolate new insights for the medical device professional on how to survive and thrive during this tumultuous period of change and opportunity. He will also provide “personal-branding” insights gained over thirteen years while assisting over one thousand executives, managers, and professionals who have chosen to reinvent themselves to make better use of their gifts or as a response to being downsized. (This widely acclaimed presentation was presented at the Marcus Evans Medical Device Summits in December 2013 and June 2014.)
The Global Tilt and Why You Must Rethink the Future of Medical Technology - T...marcus evans Network
The document discusses the future of medical technology and why rethinking is needed. It outlines global drivers transforming healthcare like aging populations, chronic diseases, and the growing global middle class. Payment models are shifting from fee-for-service to value-based care, and care delivery is transitioning from specialist-focused to team-based models. New entrants from various industries are disrupting healthcare. Medical innovation will increasingly be globalized through international clinical trials, manufacturing, and research centers.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
China: Opportunities and Hot-Spots in the MedTech (Medical Device), Pharmaceu...L.E.K. Consulting
In this presentation, Dr Neale Jones, Partner, L.E.K. Consulting Australia explores the "Opportunities and hot spots for Australian companies in China". This presentation aims to assist Australian companies in the life science industry in entering the China market. This was first presented at the Australia China Life Sciences Summit in Sydney Australia in February 2014.
How do uk med tech startups cope with the capital pressureRina Nir
This was presented at the UK MedTec 2014 event by Dr. Dror Nir, managing partner in RadBee.
Dror analyses the financial eco-system of the UK MedTech segment based on data that was published in reports by the department of Business Innovations and Skills (BIS) in 2013, E&Y and KPMG. The bottom-line outcome of his analysis is that the majority of UK MedTech companies, particularly the startups, are straggling to survive with very little opportunities to carry on innovations.
New approach for sustaining long-term innovation is suggested.
Swiss medical technology industry 2010 reportBhofrichter
This report provides an industry insight of the Swiss MedTech Industry based on a sample basis of >250 participating companies. Focusing on Growth, Challenges, Management Actions needed, Innovation, Product Positioning. It provides comparison to the SMTI 2008 data.
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players.
Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.
Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
Focused on trends and challenges of healthcare industry and technologies which we are seeing and we may see in future. Included information like healthcare industry overview, healthcare apps and wearables, etc.
Medical devices equipped for the futureBrand Acumen
The document discusses disruptive changes underway in the medical devices industry that will transform it over the next 5 years. It identifies 5 major disruptors: 1) a power shift to payers and providers who are focusing more on cost and value-based evidence, 2) heightened regulatory scrutiny that is increasing compliance costs, 3) unclear sources of innovation as R&D spending yields diminishing returns, 4) new healthcare delivery models that are shifting care settings out of hospitals, and 5) a need to serve lower socioeconomic classes in developing markets. The disruptors threaten $34 billion in industry profits by 2020 but taking appropriate measures could help maintain revenue growth and offset margin declines, preserving significant value for medical device companies.
Historically, the medical device industry has been highly attractive and relatively stable. As a consequence, established players have been able to compete successfully across the device spectrum, applying common business models and processes without much need for differentiation.
The future, however, is very different as disruptive change is underway. Companies will need to look at new segments and offer end-to-end solutions to secure additional revenue and maintain their profit margins.
2016 IBM Interconnect - medical devices transformationElizabeth Koumpan
Emerging technologies such as Internet of Things, 3D Printing are driving the creation of new business models and forcing the Industry for transformation. The product centric model where the Industry main objective was to develop the device, is moving to software and services model, with the focus on Big Data & Analytics, Integration and Cloud.
The maturation of technologies such as social, mobile, analytics, cloud, 3D printing, bio- and nanotechnology are rapidly shifting the competitive landscape. These emerging technologies create an environment that is connected and open, simple and intelligent, fast and scalable. Organizations must embrace disruptive technologies to drive innovation
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REPORT 5
Consumption Behavior; Electronics
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Institutional Affiliation
Topic description
Consumption behavior is the manner in which an audience responds to product marketing. Consumption behavior is also referred to as buying behavior, and it revolves around the buying intentions and attitudes of individuals. It is important for producers to understand the consumption behavior of existing and prospective customers; this way, they can make goods and services that align to customer tastes and preferences (Friedman, 2018). In addition to that, understanding consumption behavior helps producers to manufacture or process goods that match the aggregate demand of customers. It is not advisable for a business to engage in mass production without considering rough estimates for demand as such may lead to excess inventory that never manages to get off the shelves. This project will give invaluable insights with respect to the behavior of buyers towards electrical appliances.
Significance of the Project
The project is significant because it will answer a multiplicity of pertinent questions regarding market equilibrium of electronic appliances, the influence of Adam Smith's invisible hand in the electronics market, determinants of aggregate demand, and drivers of supply among others. As such, consumers, suppliers, producers, and investors will find the study insightful with respect to answering market questions they may have (Roos & Hahn, 2017). The significance of the research questions offered by the study is that it will make audiences more rational in the choices they make. First, after reading the study, buyers may decide to commit to buying high-quality products as opposed to those of less quality which require replacement every six months. What's more, a majority of the producers that read the study may be influenced to produce high-quality products that make their brand unique in the eyes of customers; with a promise of high quality and longevity of the products involved to customers. Third, the research may influence suppliers to be more committed to excellence.
Historical Data for Key Parameters
The steady sale of electronics in The US does seemed to have followed a clear pattern over time. The frequency with which consumers buy electronics seems quite high. Most producers are looking strike a balance between quality and price get the most customers. Where some are just trying to cash in with cheap and flashy items. The graph below depicts the time line for The US computer/software store sales from 1992 to 2015. Currently, the US Electronics Store Sales is in excess of $25 Billion USD annually.
Source: https://www.statista.com/statistics/197603/annual-computer-and-software-store-sales-in-the-us-since-1992/
The necessity of electronics to us becomes evident when you look at how many US homes have them. The percentage of US house hold owning home computers has incr.
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Similar to White Paper - Internet Marketing Strategies For The Medical Device Industry (20)
White Paper - Internet Marketing Strategies For The Medical Device Industry
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An Exemplum, LLC White Paper
INTERNET MARKETING STRATEGIES: MEDICAL DEVICE INDUSTRY
2. CONTENTS
Medical Device Industry Overview 2
Problem Statement 2
Medical Device Industry Challenges 3
Understanding the Target Customer 4
Marketing to the Health Seeker 4
Marketing to the Health Care Professional 6
Summary 7
MEDICAL DEVICE INDUSTRY OVERVIEW
The medical device industry is made up of companies that
develop, manufacture and market medical apparatus,
equipment, instruments, devices and supplies. The two
largest product categories are cardiac management devices
(e.g., implantable defibrillators (ICDs), pacemakers, coronary
stents and heart valves) and orthopaedic devices.
Products are marketed directly to hospitals, clinics and
physician practices; however the Internet and consumer
interest is changing the way information is presented. The
sales channel is comprised of both direct professional sales
people and an indirect distribution network. Marketing efforts
and support models must account for the global market and
accommodate different strategies for success.
Medical device companies are restricted by governmental
regulation, in both the United States and international
markets. Products may be approved for sale in one country
but not another and marketing and support efforts must be
coordinated carefully.
Precision engineering, extensive research and development
and clinical trials all contribute to the rising operating costs.
The industry is highly competitive and is driven by innovation.
Companies need to demonstrate the value of a product to
justify its selection over a competing product.
PROBLEM STATEMENT
In designing an effective Internet presence, it is imperative
that a medical device company succinctly communicate the
relative performance and cost advantages of products that are
typically complex and expensive. This product message has
become increasingly difficult to deliver due to the growing
influence of health seekers and the increased involvement of
procurement officials that hold different points of view than
health care professionals. Marketing to these different groups
requires an in-depth understanding of their motivations in the
context of new industry dynamics in order to better
communicate with them.
3. Page | 3
MEDICAL DEVICE INDUSTRY CHALLENGES
The medical device industry is faced with a number of
challenges in 2008 and moving forward. According to
the Booz Allen Hamilton report “State of the Medical
Device Industry and Trends for 2006”, five major,
interrelated trends shaping the industry in 2006 and
beyond are: (i) continuing and increasing cost
pressures, (ii) increased need for efficiency in
innovation, (iii) an increase in outsourcing and
offshoring, (iv) the emergence of networked
automation, and (v) growth in consumer-directed
healthcare.
i
One other factor likely to have a dramatic
effect on the medical device industry is a recession of
the US economy.
Medical devices are increasingly becoming targets of
cost cutting efforts as health care professionals
continue to feel the effects of rising health care costs
and limitations of Medicare and Insurance
reimbursements. Projections show that the Baby
Boomers will begin to retire in 2011 and will
significantly impact the Medicare Trust Fund. The
Fund is currently projected to run out of money by
2019. Accordingly, bringing the HI [health insurance]
program into long-range financial balance would
require very substantial increases in revenues and/or
reductions in expenditures.
ii
Legislation efforts will
involve raising taxes, adjusting the qualifying benefit
age and/or limiting the reimbursements for devices
and procedures.
Cost Pressures: Health care professionals will be more
focused on cost cutting than ever before and this will
have an adverse effect on the amount of money a
medical device company can charge for a product and
will effectively lengthen the amount of time it takes
to recoup research and development expenditures.
The marketing efforts for a new device must clearly
demonstrate market superiority in order to be
considered over existing devices. A device’s value is
being judged more and more on its benefits and its
ability to save money through increased productivity,
reduction in head count, and other ROI factors.
Purchasing decisions are moving away from the
individual clinician and towards finance committees
and medical device companies are faced with the new sales
dimension of how to market to the financial buyer rather than
the actual physician.
Efficiency in innovation/increase in outsourcing: Efficiency in
innovation and an increase in outsourcing and offshoring are
being driven by the need to cut costs. Medical device
companies spend millions of dollars in research and
development to bring new products to market. Highly
innovative new technologies that are clearly superior to
existing competitive products are easier to market than simply
updating existing products; however, recouping the
investment in new research and development can take longer.
A relaxation in government regulations has allowed medical
device manufacturers to utilize cheaper labor in foreign
countries for manufacturing and development as well as the
clinical trials overseas.
Emergence of networked automation: Networked automation
of medical devices is another area of technology focus in new
product research. Integration with other devices for sharing
of patient information and perhaps the ability to upload into
Electronic Medical Records (EMR’s) helps justify the high cost
of a device. An example would be the incorporation of
wireless communication of take-home monitoring equipment
over the Internet into the care providers system for reporting.
Consumer-directed healthcare: Perhaps one of the biggest
challenges to medical device companies is the growth of
consumer-directed health plans (CDHPs), which offer high
deductible, lower-cost insurance for consumers. These plans
are generally thought to encourage consumers to eliminate
unnecessary care and seek lower-cost, higher-quality
providers. When patients act as consumers, the value of a
device, ease of use and future maintenance costs become
much more important in the decision-making process. This
drives the need for medical device companies to re-focus their
marketing efforts on the consumer, without losing sight of the
health care professional’s needs.
Streamlining processes can have a big impact on the
operating cost of a device over the long term and should
be highlighted as a benefit.
4. Page | 4
Impact of a US economic recession: Conventional
thinking in the financial world generally accepts that
the health care is one of the most recession-proof
sectors of the economy. People will continue to get
sick. However, the ability to pay for these services
may be in jeopardy, leaving the health care providers
footing the bill. Paul Keckley, executive director of
the Deloitte Center for Health Solutions, sees three
likely impacts from a recession: Primary and
preventive care will be delayed, people with high
deductibles will delay payments on care received, and
there will be an increase in the number of
bankruptcies from medical debt. "You can't separate
the economy from health care. It's 17% of the [gross
domestic product] right now and it will be 20% of
GDP in seven years," says Keckley.
iii
This in turn
would potentially lead to hospitals and clinics
rethinking major outlays and the value and benefits
of a medical device will be weighed heavily against
the need.
UNDERSTANDING THE TARGET CUSTOMER
The medical device industry caters to both the
consumer, or “health seekers”, and the health care
professional, both of whom are interested in different
perspectives on the same device or procedure for
which that device is used.
“Health seekers” — Internet users who search online
for information on health topics, whether they are
acting as consumers, caregivers, or e-patients.
iv
The Internet has increasingly proven itself to be both
a valuable resource for marketing a product as well as
a repository for information and misinformation.
Market analyses have shown both health seekers and
health care professionals are increasingly using the
Internet as a primary source of information in
understanding medical procedures as well as what
products are involved. It is critical that the medical
device company know whom to target and how to
educate effectively based on prospect. Is the device
consumer related? Is the device complex enough to
require on-going training and in-service guides for clinicians?
MARKETING TO THE HEALTH SEEKER
The importance of effective marketing to the health seeker
cannot be overlooked. Eighty percent of American Internet
users, or some 113 million adults, have searched for
information on at least one of seventeen health topics.
v
66% of health seekers began their last online health
inquiry at a search engine
27% began at a health-related website.
72% of health seekers visited two or more sites
during their last health information session.
48% of health seekers say their quest for information
was undertaken on behalf of someone else, not
themselves. An additional 8% of health seekers say
the search was on behalf of someone else and to
answer their own health questions. Thirty-six percent
of health seekers say their last search was in relation
to their own health or medical situation.
53% of health seekers report that most recent health
information session had some kind of impact on how
they take care of themselves or care for someone
else: 42% described it as a minor impact and 11%
described it as a major impact.
“Health seekers” — Internet users who search
online for information on health topics, whether
they are acting as consumers, caregivers, or e-
patients.
iv
5. Page | 5
In addition:
56% say they felt confident to raise new
questions or concerns about a health issue
with their doctor.
56% say they felt relieved or comforted by
the information they found online.
51% say they felt eager to share their new
health or medical knowledge with others.
On the other hand:
25% say they felt overwhelmed by the
amount of information they found online.
22% say they felt frustrated by a lack of
information or an inability to find what they
were looking for online.
18% say they felt confused by the
information they found online.
10% say they felt frightened by the serious
or graphic nature of the information they
found online.
These are extremely valuable statistics to take into
consideration when designing the health seeker
oriented pages. Millions of health seekers are doing
their own independent research and 53% of those
polled responded that the information they found on
the Internet had an impact on their health decision.
Health care professionals will be more likely to point
health seekers to a well designed site filled with
patient education as it helps them make the health
seeker feel more comfortable about the procedure.
This is of particular importance as CDHP’s become
more prevalent. It is this value-added benefit that
will help drive business to a medical device company.
With the overwhelming presence of information just
a few clicks away on the Internet, there are several
important factors to consider when marketing to the
health seeker: (i) credibility of the information in easy to
understand terms, (ii) delivery of the information with a focus
on education rather than product sales and (iii)
professionalism and uniformity of the layout design.
When considering an Internet marketing strategy geared
towards the consumer, medical device companies are under
pressure to create an engaging experience that will primarily
educate, by focusing on benefits.
Credibility of the Information: With the sheer number of
medical informational sites available on the Internet, it is
critical to establish credibility to keep the health seeker from
navigating away from your site to another. Clearly cited
sources and up-to-date information presented in a user-
friendly professional manner will elevate the credibility of your
site. Other credibility enhancements include white papers,
questions to ask your doctor, testimonials, links to other sites
for additional education, and other patient information links
such as Live Chat for additional information. Once the
credibility has been established, health seekers will spend
more time on your site, which will help with web visibility in
search engines.
Delivery of the Information: The prevalence of broadband
Internet access allows site designs to present content in a
richer more interactive manner than ever before. Health
seekers have come to expect a higher level of web experience
when looking at health information sites, especially when
researching procedural topics. One very important
enhancement is to have procedural animations focused on
how your product is involved in the procedure and how it will
make their experience safer and more comfortable.
Professionalism and Uniformity: Whether or not your
company presents products on individual sites specific to a
single product or one site that covers all products, continuity
with regard to uniform design and branding creates a
professional environment health seekers are looking for. An
easy to navigate, media rich site with a consistent layout
design will present a professional image of your company and
The more a medical device company can educate
a patient the more likely it will generate
conversations between a health seeker and the
health care professional.
The health seeker may not understand what their doctor
has told them and animations allow them to visualize the
procedure and most importantly demonstrate how your
product contributes.
6. Page | 6
product line to the viewer. Nothing kills credibility
faster than a poorly laid out web site that is trying to
push a product without regard to viewer
demographics.
Other Considerations: As noted above, it is important
to realize that many health seekers will find your site
through a web search rather than on the
recommendation of their health care professional.
The more visible your site is the more traffic it will
receive. Search Engine Optimization (SEO) allows the
prioritization of web sites by popularity and other
statistics. It is extremely important to design a web
site that will generate as much visibility as possible
through effective use of optimization techniques.
Ultimately you want health seekers to drive business
by finding your site, learning about the procedure and
your product and telling their health care professional
they want your product. This can be achieved
without actually over-marketing your product if it is
presented in the right manner. Another important
element is the ability to glean information about the
site visitors to better understand who is hitting the
site, where they are going (and not going), and other
metrics. This will allow a high degree of
understanding about the typical visitor demographic
and will facilitate more targeted designs for future
revisions and product rollouts.
MARKETING TO THE HEALTH CARE
PROFESSIONAL
Understanding what the health care professional is
interested in seeing is just as important if not more so
than understanding the health seeker. Health care
professionals are primarily interested in product
features and benefits, industry adoption and success,
and education and support both pre and post sale.
Product Features and Benefits: The health care
professional is the one making recommendations and
decisions on what product to use and therefore is
more focused on features and benefits of the product
than on the application. Information can be
presented in a more technical and graphic fashion. A
multimedia clip of the product used in surgery can be
presented on the health care professional section where that
may not be appropriate on the health seeker section. Health
care professionals have less and less time to research and
learn new products. Many medical device companies use an
independent contractor sales model to market their products
rather than employ a traditional sales force. That contractor
may offer many different products from various
manufacturers and the company is not able to effectively
control what that contractor is selling on a given call. This
trend makes the Internet a very valuable tool to present
products to the health care professional in a controlled and
more focused manner.
“*t+he average primary care physician interacts with 28 sales
representatives each week; the average specialist interacts
with 14.”
vi
Scheduling time to have an in-person sales call is becoming
more and more difficult and expensive industry-wide.
Pharmaceutical companies are meeting the challenge of
reduced face-to-face sales calls by moving towards a practice
called E-Detailing. E-Detailing enhances sales activities by
providing interactive animation, video and audio
presentations via the Internet. This allows the physician to
view the information at a more convenient time and delivers
the information in a more dynamic manner.
One of the primary focuses of the site dedicated to the health
care professional is to educate on why your product is better,
why they should use it and what it will do for them. Does the
product utilize some technology or design that will shave an
hour off an eight hour surgery? Highlighting a product’s
features and benefits and demonstrating how it can help the
health care professional through interactive presentations has
become an extremely effective way to market to this industry
demographic.
Industry Adoption and Success: Endorsements, news updates,
case studies and testimonials are all very important to
reference. These are very effective methods to establish the
credibility of the product, especially if it is cutting-edge
technology. The health care professional may have to make a
case to the insurance company on the necessity of your
“*t+he average primary care physician interacts with 28
sales representatives each week; the average specialist
interacts with 14.”
vi
There is no time for a quality sales
call anymore.
7. Page | 7
product and could potentially reference this type of
information. There may be many similar products on
the market that he could choose from so this type of
information is also very helpful in convincing the
health care professional that your product is superior.
Education and Support: There are many different
options to consider depending on the complexity of
the product when designing an education and
support section. The medical device industry has a
vast array of products, many of which require pre-
sale education, post-sale training and ongoing update
training. Many industry sales professionals are
tasked with not only selling the products but also
training the health care professional on how to use
the product post-sale. This takes the sales
professional out of the field and valuable selling time
is lost.
Other Considerations: Company news updates,
upcoming event information, white papers that
highlight what health care professionals should look
for that should trigger the need for your product,
frequently asked questions section, an exclusive
limited access Forum section and RSS News Feeds are
just a few ideas to compliment the health care
professional section of the web site. A Members Only
section for health care professionals who have
registered and been granted access can be used to
present information not suitable for health seekers or
the general public. It can also be useful to have an
area for health care professionals to request more
information by filling out an on-line form. This can
generate valuable leads for follow-up sales activities
in addition to providing a vehicle for getting
additional information to the right people.
SUMMARY
The medical device industry is complex and requires a
fundamental understanding of industry trends and customer
demographics. Federal regulations, increased competition
and cost-cutting efforts are changing the way medical device
companies do business. Advances in medicine are driving the
need for product innovation. Medical device companies are
spending vast amounts on research and development while
changes in Medicare and Insurance reimbursements are
making it more difficult to recoup those investments. Internet
marketing efforts must directly target both the consumer
health seeker and the health care professional and each
requires a different approach to be successful. Emphasis must
be on product education and value rather than simply pointing
out a product’s features. Rich media content such as product
and procedural animations, interactive product
demonstrations, and online in-service guides for post-sale
training are all highly effective ways to market to this dynamic
industry.
i
Booz Allen Hamilton, Inc. “State of the Medical Device
Industry and Trends for 2006”
ii
2007 Medicare Trustees Report, Centers for Medicare and
Medicaid Services (CMS) April 23, 2007: 27
iii
Catherine Arnst, “Health Care: Not So Recession-Proof,”
Businessweek,
[http://www.businessweek.com/technology/content/mar200
8/tc20080324_828167.htm?campaign_id=rss_daily], March
28, 2008
iv
Fox, Susannah. Online Health Search 2006. Washington, DC:
Pew Internet & American Life Project, October 29, 2006.
v
Fox, Susannah. Online Health Search 2006. Washington, DC:
Pew Internet & American Life Project, October 29, 2006.
vi
Ashley Mahoney, Rayna Herman. “2005 Access Report: The
current state of pharma sales.” Pharmaceutical
Representative. July 1. 2005.
Having interactive on-line tutorials, in depth
training presentations, detailed In-service Guides,
video on demand and other education and support
vehicles can significantly increase customer
satisfaction and bottom line sales efforts.