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Why Should Equipment Manufacturers Use Market Research? The financial risks involved in developing, selling, and servicing medical equipment can be very high, and they can be reduced to a manageable level through the use of specialized market research. Consumer products companies use market research more intensively, but medical equipment manufacturers facing complex, dynamic markets have as just as much to gain, from market research specially designed for their product and customer groups. Aggressive, innovative companies look for opportunities to solidify their sales and profit plans by responding creatively to customer needs, in ways which distinguish them from their competitors. Upto-date information about new and existing customers provides a foundation needed for executing a winning strategy in complex medical markets. Market research has its greatest impact for an equipment manufacturer in any of these situations: when managers are not sure whether a new market is big enough to be attractive; when engineers, marketing managers, and/or salespersons disagree about the specifications for a new product; when a company is not sure how to approach a customer group with the right sales and marketing message; when managers need to know whether sales trends are the result of successful sales and marketing tactics, or overall market conditions; whenever the company needs to contact many customers in an efficient, structured way, to define user needs or find ways to improve customer satisfaction.
This report explains how medical equipment manufacturers can use market research. There are seven major types of research used by equipment manufacturers, and each is covered in some detail, with an explanation of the benefits to be gained, and the techniques which are usually used.
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The seven areas of market research described here are shown below, with their location in this report: Topic Page 1. Assessing Market Potential .................................. 3 2. Product Development ........................................... 4 3. Defining Sales and Marketing Techniques .......... 5 4. Sales Lead Generation .......................................... 7 5. Equipment Usage Studies..................................... 8 6. Measurement of Market Sizes and Shares ........... 9 7. Customer Satisfaction Studies.............................. 10 The observations and conclusions stated here are drawn from the experience of InforMedix Marketing Research Inc., which has provided market information for medical equipment manufacturers since 1991. Clients of InforMedix cover a broad range, from individual inventors and start-up enterprises, to the largest medical manufacturing companies in the world. Research investigations have been completed in product areas throughout the range of medical disciplines, including diagnostic imaging, surgery and anesthesia, laboratory diagnostics, IV and enteral therapy, orthopaedics, and patient monitoring. Customer segments have included traditional hospital markets, outpatient surgery centers, homecare markets, non-hospital labs and imaging clinics, ambulatory care centers, and health maintenance organizations.
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In some cases, of course, the results show that the anticipated market is not there: either the number of likely customers is too small, or the level of interest in the product is too weak to justify an expensive product development program. Although it may be hard for enthusiastic designers to appreciate, the benefit of the market research work is that it can save a manufacturer from the expensive error of developing products that have tiny or unreceptive markets. Even in these cases, market assessment surveys can often lead to further product development, because they may identify new customer groups and applications of a product, driving a shift in focus and opening an unforeseen market opportunity.
2. Product Development
Goals Finalizing the specifications for new products, and changing the characteristics of existing products, are areas where equipment manufacturers very often turn to formal market research. Because medical devices are often complex mechanically, or depend on computer programs to define the way a user interacts with the product, there are endless alternatives for the final product design. Also, this complexity offers many options for cost reduction -- a key goal of manufacturers with established products who face price pressures from belt-tightening customers, and from low-cost competitors. Market research is important in these cases, in order to know exactly what product design(s) will be most useful and acceptable to customers. Lab prototypes, and even beta-site test units, do not provide the exposure to a broad range of everyday users that is needed to fine-tune product designs for larger markets. Furthermore, most medical markets are diverse and segmented, with many types of users requiring their own variations or even different products. Market research can usually provide a much clearer picture of how a product will be used in each segment, and what design changes will distinguish it from competitive products and alternative techniques. Methods Used Most product development market research is done with the hands-on techniques of face-to-face interviewing or focus groups. Respondents are usually chosen from two general categories of users: (1) the average clinical person, typical of the customer who will have to be served in the long run, and (2) department supervisors or managers, who can speak from broader experience, with the benefit of exposure to many alternative products and methods. A common error in the design process is to evaluate new products only with a select group of "cutting edge" clinicians -- testing products only in the largest teaching hospitals or with respected "thought-leaders" of the industry. Products designed in this way run the risk of appealing to too narrow a market, because their specifications do not reflect the usage patterns typical of much larger medical markets, and their advanced features and benefits can raise the price beyond competitive levels. Market researchers who help with product development work need to spend the time required to learn at least the basics of the technologies involved, the clinical settings where the equipment is to be used, and the terminology used in talking about these products. Some research projects begin with an outside researcher visiting the development laboratories, discussing customer needs with sales representatives, and even observing medical procedures. At the same time, some distance from the development process is important, because the researcher needs to remain open to a range of
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suggestions and new ideas, even if the manufacturer has considered and abandoned similar concepts in the past. Interviews and group discussions on the topic of product development can take many forms; in the simplest cases, respondents are given a description of a product or prototype, and asked for their reaction to the proposal. Some interviews are successful in using only concept statements, drawings or models of new medical devices; if these can be faxed or mailed to the respondent, research interviews can be conducted by telephone. Sometimes new products can be transported from one city to another, with several respondents interviewed in each location. A good alternative is to choose the time and location of a medical convention for product research, since this allows a company to economically access respondents from many geographic locations, while avoiding the logistical problems and risk of moving expensive prototypes around the country. For large equipment, and devices requiring the facilities of a laboratory, market research is sometimes conducted in an actual clinical setting. In especially innovative investigations, respondents have been asked to design their own ideal product, or to paste together their concepts using cardboard, wood, and paper components. Software tests can be easy using a web survey, which can include graphics, links to explanations, and other elements. Results Product development research usually gives the manufacturer descriptions of the features and benefits needed by large and important segments of the market, and points out which subsets or related disciplines will need variations on the central theme. When important market segments can be identified, the results are presented for each subset -- defining product requirements which vary from one group to another. It is unusual for market research to produce detailed technical specifications, but when properly carried out, the research findings can be readily converted into specific design requirements.
The simple model of "purchasing manager, end user" rarely describes the real-life processes that go into selecting and buying (and continuing to buy) a medical product, and it is completely inadequate for expensive medical equipment. A comprehensive evaluation of the buying process may find that significant input is obtained from users, department managers, purchasing, various levels of administration and finance, the facility's biomed department or maintenance staff, a planning or marketing group, referring physicians, group purchasing organizations, health maintenance organizations, and even patients. Second, these decision-makers are interviewed, either in one-on-one situations, or in groups of people with similar roles but from different work settings. A series of focus groups with purchasing managers, another with supervisors of the affected departments, and another with end-users of the equipment involved, will typically be supplemented with one-on-one interviews with administrators and financial managers. Results Market research to support the sales and marketing process seeks information that allows a manufacturer to enjoy the highest possible sales volume, customer satisfaction, and pricing. The key questions to be answered are: For each person involved in the selection decision, what are the specific aspects of product and service that they value the most? What value do they place on these components of the product? How much would they pay, considering their resources and alternatives? Where do they get their information, and what process do they go through to decide among product alternatives? How can a sales representative best reach the decision-makers, and what messages should be communicated first? Besides direct sales, what types of promotion, discounts, guarantees, marketing programs, product bundling or tie-ins, clinical research support, education, or other initiatives are of interest to these decision-makers?
With this information, a manufacturer can usually design effective sales and marketing programs which are directed squarely at the needs of decision-makers and users of the product. In many cases, a marketing program can be created that not only enhances the sales of the product involved, but strategically distinguishes the product from the competition in ways that cannot be copied. Sales training groups are prime beneficiaries of this type of market research. In fact, some research projects are designed to actually prepare or re-write sales training materials, and to present the results.
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Fairly large surveys are usually involved for product usage issues, because the goal is to be able to perceive trends that are not obvious from a few site visits or from discussion with a few salespersons. Equipment manufacturers with a small installed base can survey every facility, and contact more than one respondent per location. Others take the process to its logical extreme: contacting all of their own sites and all of the competitive sites as well. Results This type of market research data can be tabulated and summarized to show not only overall market trends, but differences between sites with different models of equipment, between users of various competitive devices, and between many demographic subsets of the market. A sufficiently large survey can quantify usage differences between, for instance, teaching hospitals in the Northeast using a manufacturer's top-of-the-line product, and innovative for-profit non-hospital sites with a competitive device in the Southwest. Facility types and sizes, geographic and sales regions, urban/rural locations, procedure volumes, model and age of equipment, and respondent title are all common criteria for subdividing usage survey data. It is usually possible to calculate confidence intervals and other measures of precision which will show the significance of measured differences between market subsets. At the very least, these statistics can show how large the survey sample would need to be to provide a desired level of confidence in the results.
Customized studies which seek to report market sizes and shares for several product lines, and for individual market segments, require relatively large survey samples, because more data points generally provide higher levels of accuracy. Design of these investigations can be elaborate, and analysis of the data can be one of the most challenging statistical problems market researchers face. The reason for these complexities is basically that no market is entirely homogeneous; that is, a survey of one market segment will yield different answers from those given in another subset, and avoiding the bias caused by unbalanced sampling can be quite difficult. Proper planning for a market share investigation requires deciding in advance what parts of the market will likely be different from others; for medical products, for example, it is common to subdivide the hospital market into bed-size groups. Non-hospital markets can be segmented by procedure volume, number of physicians, specialty, etc., as long it is known in advance how many sites exist in the country for each subset. Then the survey is directed toward a pre-determined fraction of each market, and continues until a pre-planned number of responses have been gathered from each subset. Results Projecting the results to form useful and credible market share tables requires that the researchers investigate each subset individually, accounting for non-responses, "unknown" answers, facilities which have gone out of business, and so on. Ultimately, the final results should provide estimates of market sizes and shares that can be supported with statistical analysis, and have at least a reasonable correspondence to internal sales figures and "general knowledge" about the market involved. The best market share investigations continue from year to year, and provide ongoing measures of total market opportunity, the relative position of each competitor, and trends through time. Market shares can be measured in units, dollars, procedure volume, fraction of facilities, number of users, current sales, total placements, and any number of other useful perspectives. In addition, shares are often calculated to show these figures for the total market, and for many subsets, based on location, size, volume, or other segmentation criteria.
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It is very common to use mail or telephone surveys to assess customer satisfaction. The mail technique is more successful for this type of survey than for others, because the mailing list (customer database) is readily available. Non-response to a mail survey should be remedied with a supplemental telephone contact, since those who do not respond may be those who are least satisfied, and the greatest potential source of useful information. Telephone surveys offer some advantages, in that they usually provide customer satisfaction information faster, and allow the interviewer to be sure that the proper respondent is surveyed. On the other hand, it is likely that if a customer has specific and important criticisms, they will find it easier to express this information in the relative anonymity of a mail survey. Customer satisfaction studies are often linked to market image studies, because both concentrate on the customers' subjective view of a manufacturing company. Large image studies are used to contact both a company's existing customers, and competitive accounts, so that opinions can be compared between the two subsets of the market. In these investigations, manufacturers learn not only how they are perceived by their own sites, but how their competition is serving other facilities. Some of the most useful data can come from facilities using equipment from more than one manufacturer -- where a respondent can make direct comparisons of the service and support provided by alternative vendors. Results Measures of customer satisfaction can be created from numerical rating questions ("On a scale of one to ten, how would you rate Company A on..."). These are particularly valuable if the study is repeated in the same form after some corrective action has been taken. As in the measurement of market shares, statistical validity of changes and differences in the data can be calculated. In addition, customer satisfaction investigations can reveal a great deal more information that is not quantitative, if interviewers make it a priority to note or record significant comments by respondents. Some of the best survey summaries contain verbatim comments which can directly influence a company's sales, service, and customer support activities.
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