How should an academic medical center position its Heart Center after a highly-publicized heart transplant failure?
A Heart Center advertising campaign was running when a tragic heart transplant failure occurred. Should the medical center change or cease advertising?
Health Centric conducted primary marketing research with 1,000 consumers. The purpose was to: 1) measure awareness, preference, and ad recall for the Heart Center; and 2) assess the “before and after” impact of the recent heart transplant failure.
The Medical Center did not need to modify its advertising strategy. The research found:
1) unfortunately doctors do make mistakes,
2) fix whatever caused the problem,
3) never appear to covering up this type of problem.
The negative publicity surrounding the failed heart transplant, had not dissuaded consumers from using or recommending the Heart Center. Health Centric was then asked to develop a marketing plan for the Heart Center.
A health technology company offering web-learning services to hospitals was interested in developing an accurate annual sales forecast and an effective strategic positioning.
After identifying key company marketing decisions, Health Centric conducted a quantitative research study that measured service demand, market share, and customer preferences. We then compiled a stratified sample of hospital decision-makers based on sales territory and key account prospects.
Critical study conclusions were that none of the competing companies in the market had communicated their value or positioning, and hospital customers had buying preferences that were not being met.
The Company completely revamped its positioning and go-to-market sales strategy. Health Centric was then asked to train the Company sales team and to align sales strategy and tactics with market preferences.
An industrial manufacturer built large, multiplace hyperbaric chambers for the U.S. Navy. This client wanted to increase its market share, but it was uncertain about market demand.
Phase I was secondary marketing research to understand market characteristics. Key learning – Hyperbaric medicine physicians are pivotal in program direction and chamber selection.
Phase II primary research explored key opinion leader physician attitudes toward chamber design and purchasing behavior. This research also uncovered several opportunities for innovation and collaboration.
Phase III was in-depth interviews with potential sales prospects including hospitals and wound care companies.
Health Centric accompanied the client to Moscow to negotiate an import deal with chamber manufacturer Khrunichev State Research and Production Space Centre. Health Centric continued to consult on chamber marketing and sales in the U.S.
An international hearing aid company wanted to market test a new product concept before conducting test markets in two U.S. cities. The new concept was a hearing aid subscription pricing strategy that was similar to a lease.
Health Centric conducted eight consumer focus groups in the two test market cities. Groups were segmented by basic & budget users, top & plus users, and tested but not sold. Interest in the new pricing strategy, product positioning, and four accompanying ad concepts were tested.
The best target market for the new pricing strategy was the tested but not sold segment. The basic & budget segment had virtually no interest in a monthly payment subscription, and the top & plus segment was moderately interested but preferred to pay full price at purchase.
The best positioning was “practical and accessible”. Targeting the tested but not sold segment and moving to test marketing was recommended.
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