Failure to Launch: How to Prioritize Your Product Launches

Posted by Matt Singer on February 17, 2020

This post is the second in a multipart series.

In a previous post, we explored how new products aren’t created equally and how to determine the best approach to launching them. We talked about how launches should be prioritized based on answering a couple of questions: How compelling is the new product’s value proposition from the customer’s perspective? How large is the realistic, addressable market opportunity for this product?


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Streamlining Your Portfolio Can Actually Improve Profitability. Here’s How.

Posted by Matt Singer on September 23, 2019

Many medtech companies pride themselves on their broad product portfolio and ability to address a variety of customer needs. However, if a portfolio becomes too bloated, they can incur huge costs to “keep the lights on,” create complexity for customers and sales reps, distract resources from innovation, and create potential external risk for the company and its executives.


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Are Internal Challenges Preventing Your Organization From Demonstrating Value?

Posted by Will Randall on September 15, 2017

Large-scale mergers and acquisitions continue to be a trend shaping the medtech industry. This year alone, two multi-billion dollar acquisitions (Abbott/St. Jude Medical is complete and Becton Dickinson/C.R. Bard is pending) aimed to create large medtech organizations with broad portfolios and businesses spanning many therapy areas and hospital departments. Several other billion-dollar deals have also made headlines in recent months. These combined entities should be in a strong position to articulate a portfolio value proposition that can help providers improve the quality and outcomes of patient care.


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