Thermocool SmartTouch(R) SF App

Thermocool SmartTouch(R) SF App

Challenge

The Biosense Webster team was looking to launch their newest catheter - the Thermocool SmartTouch® SF. Because this was the biggest update to their SmartTouch  brand, they wanted to provide the sales reps - and the physicians with a unique selling experience that would allow them to explore everything this new catheter had to offer

Objective

Create a unique selling experience that would set the Thermocool SmartTouch SF system apart and showcase it as the true innovation that it is

Execution

The Matchstick Group, along with our app development team at LifeScience Media, created a completely revolutionary app for the STSF team that made use of their existing materials - animation, physician video, sales brochure, clinical data etc… while upping the ante with an interactive 3D model of the device. With the 3D model component physicians, whether in one on one rep conversations or in a group or conference setting could spin, twist, hide and reveal the components of this device that were really making a difference.

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Product Naming

Product Naming

Challenge

The problem in a nutshell: stagnant sales from the market leader and inventors of a revolutionary knotless tissue closure technology.  The Matchstick Group started by conducting VOC research to determine why. What became clear from our interviews was that in order to reach the ‘tipping point’ the brand would need to transition from the ground up in developing a solution.

Objective

Increase brand penetration by determining which aspects of Quill™ motivated the early majority segment and then refine the campaign based on those findings.

Strategy

Create a relevant message for a new target - the early majority. This pragmatic segment is more risk averse than early adoptors and they respond to proof. They like case studies, best practices, data, and peer-to-peer references. SSC needed to walk away from the breakthrough and transformation messages to communicate convincing evidence that the Quill™ represented a clear advantage to traditional sutures.

Execution

The Quill Device website was the first communications channel to receive a refresh. A new, bolder creative look that made use of the primary branding

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Quill™ Knotless Tissue Closure Device

Quill™ Knotless Tissue Closure Device

Challenge

The problem in a nutshell: stagnant sales from the market leader and inventors of the knotless tissue closure technology.  The Matchstick Group started from the ground up in developing a solution. What became clear was that Quill™ was continuing to target the innovators and early adopters appropriate at launch in 2006. In addition Surgical Specialties Corporation had been playing a defensive game since the emergence of market competitors. The Matchstick Group identified the problem as one of positioning.  Quill™ would have to speak to an entirely different segment of customers with entirely different attitudes and motivations.

Objective

Increase penetration by determining which aspects of the Quill™ motivated the early majority segment and then create and execute a new advertising campaign based on those findings.

Strategy

Create a relevant message for a new target: early majority high volume plastic and orthopedic surgeons. This pragmatic segment requires is more risk averse than early adoptors. They respond to proof. They like case studies, best practices, data, and peer-to-peer references. SSC needed to walk away from the breakthrough and transformation messages to communicate convincing evidence that the Quill™ represented a clear advantage to traditional sutures.    

Execution

The Quill Device website was the first communications channel to receive a refresh. A new, bolder creative look that made use of the primary branding

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Supplier Diversity: how organizations can stand for change

At The Matchstick Group, we are troubled by the events that have taken place over the last several weeks, but the protests across the nation are highlighting issues that are often either ignored or maybe discussed for a minute and then swept under the rug.  

Over the past week more and more corporate voices have spoken up for equality and have offered up actions to contribute to being part of the solution. From using social media channels to amplify voices of color, to donating to worthy causes, many companies are committing themselves to social justice in this moment.

But a more tangible way that private organizations can commit to supporting people of color is through supplier diversity programs.

Some organizations have diversity supplier initiatives but others may question what supplier diversity is and why we need it. To answer this, we’ll walk you through the reasons why companies should meet this moment by increasing supplier diversity.

Standing as an ally is actually profitable

Supplier diversity programs are much more than a way for companies to show ally-ship or improve their public image. They also produce a proven positive effect on the bottom line. When companies bring in diverse suppliers, they’re bringing in flexibility, innovation, and fresh ideas. According to Diversitybestpractices.com, “On average supplier diversity programs add $3.6 million to the bottom line for every $1 million in procurement operation costs.”




Diversity is a cultural reality 


Conformity to old ideas and ways of doing things creates stagnation, which prevents your brand from to evolving and growing with the culture in which it exists. As Forbes succinctly puts it, “Conformity is the motto when it comes to processes and procedures, but not people.” Bringing in diverse ideas from various types of people adds to the wisdom you have about your brand.

Your customer base is diverse

What does it say about a company whose suppliers don’t reflect the diversity of their audience?  How can a company speak to their customer base (or sell to them for that matter) without having a true representation of their voices at the table? These questions illustrate just how relevant supplier diversity is to customers. If the company’s suppliers are not as diverse as their customer base, then there will always be unrealized opportunities for growth. Because the demographics of the US customer base is becoming ever more diverse, companies leave money on the table if they are not attuned to their changing needs.

But how can companies go about acquiring a more diverse supplier base?

There are a number of agencies that certify diverse suppliers. These organizations have a vetted process in place and suppliers often spend up to six months working on their certifications. As a WBENC-certified agency, we can speak first-hand about the integrity of these organizations and their strive to support equality. Consider looking here when putting out your next RFP.

How med device marketers can help those on the front line during the COVID-19 pandemic

how medical device marketers can help frontlines covid-19

The COVID-19 pandemic is something that no one was prepared for. We’ve all seen the headlines with nurses, clinicians, paramedics and hospitals that are in dire need of PPE, ventilators and other medical and protective equipment. As medical device manufacturers – and other companies – are working to increase production, adjust manufacturing processes and create new innovative solutions, several organizations are trying to put people, parts and manufacturers together.

Check these organizations out and add yourselves to the supplier lists as appropriate. Together we can all make a difference for those heroes on the front-line

PROJECT N95

From Project N95: Launched just a few days ago (March 20th to be precise) – with the mission to connect personal protective equipment (PPE) suppliers to those who need it most, the healthcare providers at the frontline. We’re a non-profit organization formed from a rapid-response team of individuals with healthcare, government, and technology industry experience. We’ve already received 1,700+ institution requests with 70+ million ppe needs. These are rapidly growing numbers (now available in realtime on projectn95.com). Interested in helping out? Here’s how you can get involved: -Visit ProjectN95.com to learn more -Sign up as a volunteer (PT or FT) -Share with your networks and point healthcare providers and/or PPE suppliers to submit requests via the site

Add yourself to the Project N95 Supplier list via the supplier intake form here: https://airtable.com/shrJBtM1BnIpMqqL6

WORLDWIDE SUPPLY CHAIN FEDERATION

From WSCH: The Worldwide Supply Chain Federation is the collaborative, and mutually supportive coalition of grassroots communities focused on technology and innovation in the global supply chain industry. The New York Supply Chain Meetup is its founding chapter.

See the following presentation for specific examples of how to connect

https://docs.google.com/presentation/d/1FD76kTaY97bilosqkOFkl1pG05v4uuCzhY1zFcNF8h0/edit#slide=id.g71cf8ff106_0_29

TECH RELIEF DIRECTORY

From Tech Relief: In response to the worldwide COVID-19 pandemic, we’ve launched the TechRelief Directory, an information source of potential risk-reducing and lifesaving technological solutions from across all industries and domains: https://techrelief.global/ Technology plays a crucial role in the fight to overcome the COVID19 crisis and its aftermath, saving lives and solving urgent problems. It is essential that information about available technologies around the world gets to anyone that needs it fast. To help people and organizations around the world save valuable time, a team of volunteers at Quasset has taken the initiative to create an open repository where information about available solutions can be found. We will keep improving this source of information continuously as we go along, adding more functionality and information.

How can you help? 1) Spread the word about the TechRelief Directory via social media and online channels. 2) Provide us with information about available technologies that can contribute towards the fight against COVID-19 [email protected]

Medical Device Marketing 101: 3 Steps to Tracking Your Medical Device Launch Success

You already know how to market a medical device, but do you know how to track your progress? Measuring and tracking the execution of your launch strategy will keep you on course.

How do you define and articulate the shared metrics that your team will be accountable for? There are 3 simple steps to building your measurement dashboard:

1. Establish your strategic imperatives. These are the things you must accomplish. Keep it within a reasonable scope—3-4 imperatives should do the trick.

2. Establish your lead measures. These are the things you can influence to drive revenue before the lag measures (a.k.a. the revenue, market share, and profit) materialize.

3. Establish metrics. Track your progress on your lead measures by accounting for the activities that lead toward those goals.

Following these steps to build your custom medical device market measurement dashboard will help you focus on winning the game.

Don’t have time to build a dashboard? Download this template! Need some help establishing your strategic vision? Then contact us!

Customer Segmentation

customer segmentation for medical device marketers

When it comes to building out a medical device marketing strategy, we always recommend that our clients start with the customer first. Generally we have found that most medical device marketers focus on building out a story for a generalized clinical audience. So a story for all interventional radiologists, or for all anesthesiologists.

However, to build a stronger, more targeted and more effective value proposition, it’s important to focus on specific audience sub-segments. Maybe those are the brand loyal segments, or those that are first adopters of new technology, or those that look for a specific product feature or benefit, whatever works best for your product category. 

Generally there are three different ways to segment your customers – and each has their own advantages and disadvantages

DEMOGRAPHIC SEGMENTATION: Relies on physician demographics (age, geography, specialty, time in practice, etc…) or what we call ‘accountographics’ (account size, location, opportunity, etc…) when it comes to hospitals. Demographic segmentation isn’t as effective as other types of segmentation, but it is ‘easy’ to target.

BEHAVIORAL SEGMENTATION: Relies on physician or account behaviors and usage. This might be how a physician performs a particular procedure or what competitors they use most often. For accounts, behavioral segmentation could include contracting or pricing behaviors. Behavioral segmentation is easier to execute on than attitudinal segmentation, but it just gives you a snapshot of what is happening in time. It doesn’t tell you why a physician or an account makes the choices that it makes.

ATTITUDINAL SEGMENTATION: Attitudinal segmentation is based on a clinician or account’s underlying attitudes, beliefs and hopes. It’s the ‘why’ behind their behaviors. Attitudinal segmentation is more difficult to define, but it is more longer lasting.

Interested in more? Click here to schedule a call with the team

Medical Device Post-Launch Timeline

You’ve launched a new medical device. Congratulations! Now what do you do? What is the cadence of activities that will put your new device onto a trajectory for success? The work’s not over yet if you want to drive awareness, trial, and ultimately adoption of your med device.

Let’s take a look at a post-launch timeline:

3 months post-launch
By now, you’ve debuted the product at a convention and held a primary podium talk with a key opinion leader (KOL). Ideally, you’ve shown a first case video demo to physicians. You’ve probably also got a good promotional animation/video either on your website or on your reps tablets. Now is the time to get some additional content on your website with a how-to guide, a clinical bibliography, or continuing news updates. You’re driving traffic to the website with your e-blasts and your launch ads.

6 months post-launch
A peer-to-peer dinner program with KOLs should be scheduled from launch to 6-months out. You’re continuing to update value analysis committee (VAC) materials and train reps on using the VAC pack. Your launch ads are still running and driving traffic to your site, and yes, you are still sending out e-blasts to your leads. Remember the rule of 7: an average customer has to see an ad 7 times in order to remember it. That means that if a customer only visits a given journal site once a month, your ad will have to run 7 months just to make a dent. There is only one way to measure the effectiveness of a given marketing tactic, and that is by conversion. But we’ll tackle that topic next time.

Want to be sure your medical device launch is on the right track? Get in touch!

How to construct a medical device launch timeline

Launching a medical device is a huge undertaking and it is best broken down into small steps if it is to succeed. However, it’s not uncommon for marketers to be left with only 3, 2 or even 1 month before launch to start creating collateral. Much like setting a budget, setting a realistic timeline is a vital part of the planning process.

Let’s take a look at a 12-month timeline:

12 months from launch
We recommend kicking off with a 3V workshop and either conducting primary market research or assessing any VOC research that you have. Our 3V Workshop gives you a way to look at the overall market landscape and internal and external factors that will enable you to position the product (or portfolio) for not just today, but for success in the next 2-3 year time horizon. We take the output from this workshop and develop a positioning statement. Begin creative concept development.

11 months
Continue creative concept development and create your core claims matrix. Develop messaging.

10 months
Continue messaging development. Choose creative concepts to test.

9 months
Test creative concepts and messages with your target audience

8 months
Choose your creative concept.
Start creating your problem awareness collateral.

7 months
Start creating the launch collateral items such as animations or videos, sales brochure, sell sheet, how-to guide, and rep playbook.

6 months
Release your problem awareness sell sheet and ads. Develop your VAC pack.

5 months
Start creating the “teaser” or “coming soon” ads and convention panel so they have time to be approved for deployment 3 months out.

4 months
You should have the first draft of all launch collateral at this point. Review and make changes now.

3 months
Make sure you have teaser materials for your device ready to show at any conventions pre-launch. Prep the sales team.

2 months
Final collateral submissions to your medical, legal, and regulatory reviewers should be made. Give them a firm deadline to get their comments back to you. We usually estimate about 2 weeks.

1 month
With final changes made, get your final files to the printer. This will give you enough time for your collateral to be printed, shipped, and distributed to reps.

Launch
Reps roll out the product, “First Case” video demo scheduled, press release and launch ads are deployed

Next time we’ll take a look at a post-launch timeline. Do you have a medical device product launch coming up in the next 12 months? Give us a call!

3 Things Med Device Marketers can learn from camping

I don’t do tents. Granted it’s been years since I’ve been camping, but I can still remember trying to sleep with a rock (or two )poking through my sleeping bag never quite getting comfortable and then finally drifting off only to wake up slightly damp and sticky from the dew. You know what I’m talking about. Think of your scouts camping trips circa age 9 or 10.

But a friend of mine suggested that I start listening to the How I Built This Business podcast. So I caught the episode with Cory Tholl from Klymit  – a company that sells sleeping bags, pads and other outdoor camping accessories. 

Cory’s story about how the firm pivoted from creating insulated apparel to sleeping pads was fascinating. As I listened to what worked (and didn’t work) for Cory and his recommendations for new entrepreneurs, I was struck by 3 points that were particularly relevant to medical device marketers looking to launch a new product:

  1. Don’t just focus on engineering
    We work with a number of different medical device manufacturers and the R&D teams are constantly working on tweaking product features and benefits. A new way to wrap a balloon, an innovative break-away technology, a cool adhesive that absorbs moisture. But in order to get the biggest ROI out of R&D, the engineering and and marketing teams need to talk – and often – so that the engineering teams know how to focus their efforts, so that they understand which features (and benefits) the market is willing to pay for and what is going to truly make a competitive difference. Otherwise R&D dollars and time is spent creating just another ‘me too’.
  2. No one can sell your product as well as you can
    Contract sales teams and distributor models are great for getting a product into the field, but relying solely on distributors can hamper your success. There are just too many other competing products in their bags. And they’re never going to sell the hell out of your baby the way that you can.
  3. One big win isn’t going to do it, it’s the smaller wins, one at a time, that win the day
    Most firms don’t get to wake up one day to find a gift of a Premier agreement on their doorstep. Unfortunately – or fortunately – it’s the daily sales call, it’s the constant contact, it’s the always putting your product, your brand, your story in front of as many (targeted) customers as you can that will ultimately win the game.

If you have a daily commute and you’re looking for business insight, best practices and food for thought that will inspire you – and your company, check out the podcast here.

And if you’re looking for insight into how to build your next medical device product launch, call us!