This is the second post in a two-part series on insights from ZS’s panel discussion at AdvaMed.
As marketing starts to take center stage in medtech, companies need more than just a change in mindset. To build an empowered marketing team—one that helps increase customer relevance and drive competitive differentiation—companies need to make the right shifts in process and structure to support it.
Read MoreTopics: customer insights, medtech marketing, business transformation, medtech insight, advamed 2019, marketing evolution
This is the first post in a two-part series on insights from ZS’s panel discussion at AdvaMed.
Amid an increasingly complex healthcare landscape and savvier, more budget-conscious consumers, medtech companies need marketing now more than ever. A strong marketing function can help companies not only demonstrate value but also drive R&D and product development, sharing customer and marketplace insights to help their firms develop products that truly meet customer needs.
Topics: customer insights, medtech marketing, medtech insight, product innovation, expert panel, advamed 2019
In my previous blog post, I discussed the challenges that medtech companies face when they transition from a capital equipment business model to one in which software features prominently. Once the company has identified the right team, organizational structure and operating model that allows software solutions to innovate and develop properly, and once it has understood the buying process sufficiently, the company then faces the toughest challenge: pricing and customer transitions.
Topics: customer insights, revenue generation, medical devices, medtech, subscription model, medtech commercial model, device manufacturers, software
In recent years, medtech companies have started to diversify outside of their core device offerings in an effort to meet the evolving needs of their customers and to open up new revenue streams.
Read MoreTopics: customer insights, revenue generation, medical devices, medtech, subscription model, medtech commercial model, device manufacturers, software
Disclaimer: I’m no technologist, statistician, data scientist, rocket scientist, data ninja, information jockey or whatever other crazy name many of the people smarter than I am are going by these days. I’m just a general business major who went to college before cell phones were common and learned all of my technology skills from floppy disks, the original Nintendo and cassette players.
Read MoreTopics: big data, customer insights, social media, CRM, Andy Kach, aggregation
This is the second post in a two-part series on insights from ZS’s panel discussion at AdvaMed.
As marketing starts to take center stage in medtech, companies need more than just a change in mindset. To build an empowered marketing team—one that helps increase customer relevance and drive competitive differentiation—companies need to make the right shifts in process and structure to support it.
This is the first post in a two-part series on insights from ZS’s panel discussion at AdvaMed.
Amid an increasingly complex healthcare landscape and savvier, more budget-conscious consumers, medtech companies need marketing now more than ever. A strong marketing function can help companies not only demonstrate value but also drive R&D and product development, sharing customer and marketplace insights to help their firms develop products that truly meet customer needs.
In my previous blog post, I discussed the challenges that medtech companies face when they transition from a capital equipment business model to one in which software features prominently. Once the company has identified the right team, organizational structure and operating model that allows software solutions to innovate and develop properly, and once it has understood the buying process sufficiently, the company then faces the toughest challenge: pricing and customer transitions.
In recent years, medtech companies have started to diversify outside of their core device offerings in an effort to meet the evolving needs of their customers and to open up new revenue streams.
Disclaimer: I’m no technologist, statistician, data scientist, rocket scientist, data ninja, information jockey or whatever other crazy name many of the people smarter than I am are going by these days. I’m just a general business major who went to college before cell phones were common and learned all of my technology skills from floppy disks, the original Nintendo and cassette players.
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