Face-to-Face vs. Digital Promotion: Finding the Right Balance

Posted by Roz Lawson on November 27, 2019

Jude Konzelmann co-wrote this blog post with Roz Lawson. 

We all know that medtech and pharma customer-facing models have been evolving based on changes in the industry as well as in the broader environment. Technology allows HCPs to have easier access to medical information than ever before, but it’s an overwhelming amount of information: Medical knowledge was estimated to double every 50 years in 1950, but next year it’s projected to double in just 73 days.


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Invisible Brands: Where Are All of the Brands Within the Medical Device Industry?

Posted by Roz Lawson on February 21, 2017


What do medtech brands have in common with Apple, Google and Coca-Cola? Not enough, it seems. We don’t do a good enough job of branding our products and services, and in an environment where we need to show value and build trust, this needs to change.
 


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Are You Starving Your Innovation?

Posted by Roz Lawson on October 26, 2016

 

A recent review of global medtech business reports that the sector’s total revenue fell in the past year for the first time since 2011, U.S. and European medtech financing dropped, and top management of established medtech companies appears to be focusing on short-term allocation of capital, turning $13 billion over to shareholders in 2015 rather than reinvesting it in their companies. Both large and small companies are limiting their investment in taking new technologies to market and expanding their customer base.

The risk-averse climate isn’t surprising. Historically, many companies have struggled to recognise the benefits of an acquisition due to a focus on short-term results. Take the example of a big company that has acquired a promising device from an innovative startup, integrated it into their less-than-agile decision-making structure, and then managed it with a one-year-return mentality to satisfy their shareholders. The result? Unsurprisingly, growth falters, and then investment is restricted, so growth stalls, and so on. A few years down the line, the big company is considering selling off its once-promising asset. I won’t name names, but I can think of many examples, and some big companies are serial offenders.


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What Does Brexit Mean for the NHS and the Medtech Industry?

Posted by Roz Lawson on June 27, 2016

Will Randall co-wrote this article with Roz Lawson.

An idea born in post-war Europe and an organisation that has shaped modern Britain for almost 70 years could be brought to its knees by the Brexit referendum result. No, not the EU: the UK’s National Health Service (NHS). 


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No More Mr. Nice Guy: Time to Get Tough on Customer Value

Posted by Roz Lawson on June 7, 2016

So many medtech companies are treating all of their customers as if they have gold status: letting them skip queues, offering them free support and trouble-shooting, providing them with dedicated representatives—the list goes on. Frequent travelers only earn gold status because they are valuable, and our customers need to earn gold status based on their value to us: how much they buy and what margin this brings us once we’ve taken out the cost of serving them.


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