Brains, Brawn, or Beauty: What’s Your Value Prop?

brain-brawn-beautyIn today’s hyper-competitive healthcare marketplace, getting your value prop right is critical to position your product to win. To open your thinking about the myriad of value prop possibilities, consider the triad popularized in popular entertainment: Brains, brawn, and beauty.

Yup, brains, brawn, and beauty. Like it or not, there’s lots that we in healthcare marketing can learn from what sells in popular entertainment.

For example, the long-running competitive reality TV show Survivor groups its castaways into tribes, like this:

The members of the “Brains” tribe use their intellect to get by in life; while the members of the “Beauty” tribe use their looks and social skills, and the members of the “Brawn” tribe use their brute strength. When put all three traits together, they actually make up the Survivor motto: Outwit (“Brains”), Outplay (“Beauty”), Outlast (“Brawn”).

Now apply the “brains, brawn, beauty” trope to see if it usefully expands your thinking about value proposition possibilities. Of course, do the customer and competitive research to both generate ideas to explore and verify what works.

As a starting point, recognize that most med tech value props emphasize “brains” in terms of smarter technology of some sort. Instead, consider winning at “brawn.” That would center your value prop on the idea of being the workhorse device or the most powerful technology, not necessarily the one that deals with the most complex situations.

Alternatively, you might win at “beauty” by having the most aesthetically pleasing and user-friendly product. This requires being able to score “cool” points and might mean you don’t provide advanced functionalities.

That said, in both cases, you still need to demonstrate parity in “brains” – or at least sufficient table stakes, to be considered a serious contender. However, it may lead to a value prop that stands out based on a meaningful and distinctive strength, and that doesn’t get lost with a “me too” claim with no emotional resonance.

Bottom line, think outside the box about what makes your offering unique and valuable. Will you win with brains, brawn, or beauty??

Connectivity and Interoperability: Advance the Frontier… But Don’t Overdo It!

big_data_waveJames is a senior product manager in a med device company. He had a pretty typical business day last Thursday. Besides meetings and desk work, he was communicating online for about three hours on and off. During that time, James sent 34 emails and 15 texts and received 29 emails and 18 texts. He got 5 messages from LinkedIn, 3 Skype notifications, and over a dozen updates from various professional groups. He booked 4 customer meetings via his CRM and scheduled 17 tasks with his team on BaseCamp. He got invited to 11 events and was pinged with 14 calendar reminders.

Some of these things were really important to James, some mundane. However, all these activities went to the cloud, then to all his connected devices – cell phone, tablet, and watch. There was no discrimination as to what specific content was worth sharing, so virtually everything got distributed and was accessible on all his devices. When James saw 83 of the things he did online earlier in the day also show up on his phone, then on his watch, he growled: “Why are they telling me all this?!”

And whenever he was on his laptop and interrupted by text messages popping up on his screen, he felt intruded upon: “Why are they assuming I want this??” he shouted in his head. “Let me choose!”

Switch gears to healthcare. Connectivity and interoperability continue to be really hot topics throughout the industry. Health IT and med device companies are offering more and more connectivity and interoperability in their systems and solutions. GE describes the sharing of information between medical devices and information systems as “fundamental to GE’s healthymagination objectives of lowering cost, increasing access and improving quality.”

The core purpose underlying connectivity and interoperability is collaboration that improves care. HIMSS defines three levels of interoperability. The highest level is “semantic” interoperability, which requires that data is not just exchanged between systems (both IT and devices), but made available in a way that can interpreted and used by the clinician.

Done right, the technologies that enable connectivity and interoperability can help transform the industry by facilitating better health care and improved health outcomes at lower costs. That’s good for the healthcare industry overall and good for patients. Whether driven by Meaningful Use requirements, competitive pressures, or clinician needs, fundamentally, connectivity and interoperability are customer-centric ideas.

However, like with James above, be careful not to go overboard with connectivity and interoperability. This can happen when what is possible, i.e. what technology can do, trumps what is desirable, i.e. what customers want, need, and will use. Sometimes less is more. Sometimes it’s the discernment  of what information really matters that makes connectivity and interoperability so powerful.

Be sure you know what data (and in what form) your customers want, can interpret, and will use; and what data is just frustrating or confusing clutter. Do your homework, don’t assume. Just because all the data can be shared collaboratively doesn’t mean it all should be shared.

 

Earning Trust from Hospital Customers: 5 Tips

If people like you, they’ll listen to you, but if they trust you, they’ll do business with you.       – Zig Ziglar

We regularly talk with a lot of doctors, healthcare executives, and key opinion leaders in our work, as we help med tech clients identify meaningful unmet needs, determine the desirability of new products, and create persuasive messaging.

One thing that comes out again and again is the importance of trust. As famed salesman Zig Ziglar pointed out, trust leads to sales. We’ve heard many clinicians say they don’t buy from a company, they buy from a rep.  Sometimes they don’t even know what brand of device they use. But they do know they bought it from Tracy, the sales rep they know and trust. And they know that next time they need devices they’ll contact Tracy, wherever she is.

Do your customers trust you and your company? Have you given them reason to?  What would you need to know to win and maintain their trust?

Here are five tips for earning the trust of prospects and customers:

  1. Grow a relationship, not just a transaction. Show up when you’re NOT asking them to buy.  We constantly hear that companies disappear and seem to no longer care, once the sale is made.
  2. Take it further and tell prospective customers they shouldn’t buy from you yet.  Tell them only when you have earned their trust, will you talk with them about purchasing.
  3. Provide them with value – white papers, referrals, relevant tips – without asking for anything back. Customize what you provide to their needs, desires, and situation.
  4. Be honest about what they should and should not buy from your company. You’ll earn credibility points when you suggest they buy certain things from competitors.
  5. Ask what specific things you can do to win their trust. Then tell them which you will do, and do those things. Remind them along the way that your aim is to earn their total trust.

Once you have earned their trust, you can grow the relationship further and your customer can be your ambassador within their hospital system and a great referral source. Then you’re not just a vendor, you’re a valued partner. And that’s the place you want to live in the hearts and minds of those you serve.

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Resources:

Earning Real Customer Loyalty: The Challenge for Med Tech Companies

The Promise & Challenge of Customer Intimacy for Med Tech Companies

Med Device Companies To Hospitals: Do NOT Buy Everything From Us!

Population Health: The “Make or Break” Behavior Change Promise

A key promise of the population health phenomenon, so important to payors, providers, and suppliers is this: We need the public to get healthier. That requires participation. If payors pay, people will take advantage of free preventive services to get healthy.

Here’s how the Kaiser Family Foundation put it in their recent Health Reform overview (see bold): A key provision of the Affordable Care Act (ACA) is the requirement that private insurance plans cover recommended preventive services without any patient cost-sharing. Research has shown that evidence-based preventive services can save lives and improve health by identifying illnesses earlier, managing them more effectively, and treating them before they develop into more complicated, debilitating conditions, and that some services are also cost-effective. However, costs do prevent some individuals from obtaining preventive services. The coverage requirement aims to remove cost barriers.

The reality is that while cost is a barrier for some people, it’s not the only barrier. It may not even be the main barrier. Now you might be thinking, if preventive services have been proven to improve health and save lives, why would people NOT make use of them, especially when they’re free? What other barriers might there be?

In my two decades of experience working with CDC, CMS, FDA, and many public health efforts, behavior change is the holy grail. And maybe the hardest to achieve. The main barrier I believe is not money, but motivation. People will find all kinds of reasons (beyond costs) to NOT sign up for free preventive services, including: 1) I’m not sick, 2) I don’t need whatever those services are, 3) I’ll do it later.

Prevention has alway been a tough sell. The fundamental benefit promised is that something bad (illness) will not happen down the road. Many people don’t see that as compelling or personal relevant in a life with so many demands in the here and now.

The solution requires: 1) increasing immediate personal relevance, 2) making it simple to do. As my friend and colleague Peter Mitchell, head of Salter Mitchell’s MarketingForChange practice, says, make it fun, easy, and popular. Building on that, I like the FEFE acronym- Fun, Easy, Fast, Effective.

Research trends in the science of persuasion, behavioral economics and decision-making, social psychology, and marketing science, provide convergent evidence that motivating health behavior change and utilization of preventive services is no simple task, and requires far more than data, information, and logic.

Bottom line, population health players need to employ multiple approaches to motivate behavior change, and to not assume that a logical (and free) offer will do the job.

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FYI, here are a few more resources on motivating health behavior change:

Motivating Health Behavior Change: Three Dangerous Assumptions to Avoid

Getting People to Do What You Want: Two Paths to Persuasion

Ability-Motivation-Opportunity: Marketing’s Winning Trifecta

Behavior Change: It’s NOT Just the Person!

 

Great Technology, Or Are You Drinking Your Own Koolaid?

kool-aidSandy, a senior marketing manager at a med device company recently confided: “We’re so convinced our new technology platform is the greatest thing since sliced bread. It’s like we’re drinking our own Koolaid!” She was greatly concerned that her team had lost perspective and any sense of objectivity. They had become so enamored of their platform that they were no longer thinking of what customers might want or value. Were they building something that no one would want, use or buy?

I’ve heard this same concern from savvy marketing and product managers at health insurance companies, health IT companies, and health innovation labs. It’s what happens when people, however well-meaning, spend years developing a product, program, or idea,  and become so immersed in what they’re building, that they lose sight of its appeal and value to customers. They’re so close to the product or service that they can’t even see the question. They’re drunk, on their own Koolaid.

If this sounds like your team or company… well, from one perspective, it’s not your fault. It’s human nature to believe deeply in what you make or market. Why wouldn’t you? It can actually be unifying and inspiring to drink your own Koolaid!

On the other hand, drinking your own Koolaid can be deceiving. You start believing your own “propaganda” without healthy questioning. The resultant deception can blind you to disparities between how you want things to be and how things are, to differences between your company’s desires and the market reality.

Bottom line, it is your team’s responsibility to raise your heads and verify your assumptions, check out how customers think and feel about the benefits your product promises, and assess its usability. Inevitably, your solution has morphed over time, and what it is now may or may not meet market needs. In short, you need to be sure you’re still solving a meaningful problem and developing a unique solution customers will use and pay for.

Can you stop drinking your own Koolaid? It takes courage because you have a lot of sunk costs – and not just money, but effort and professional reputation as well. But as any investor knows, sunk costs alone do not justify spending more time and money. That’s called a money pit. It takes strength too, because once you have momentum in a certain direction, it’s tough to put on the brakes, or even pivot. But again, going further in the wrong direction helps no one.

So, set egos aside, ask the tough questions, get customer feedback, and make smart decisions. And quit drinking your own Koolaid!