Customer R&D (SM) – Select Examples
A leading medical device implant company requested support identifying market targets and managing their overfilled new product development pipeline.
- Define the most impactful performance vectors that should guide the medical divisions technical development roadmap
- There were too many products and technology initiatives in the pipeline and the organization and functional teams were unclear regarding the priorities.
- Assess and validate the market perspectives associated with the company’s proposed performance vectors
- Market Edge was responsible for screening, recruiting, and interviewing a diverse group of 40 clinicians and 18 administrators
- Detailed clinician screening criteria and discussion guide developed by Market Edge
- Virtual IDIs (45 minute interviews) that were audio recorded
- Identified most important and impactful performance vectors (based on both clinician rankings and administrator perspectives)
- Insights workshop facilitated by Market Edge
- Resources, investments and functional plans are linked to specific initiatives and prioritize performance vectors
Project B: AMETEK ECP Aegis Customer R&D™ project
Reference: Michael Toro, Vice President, Strategic Marketing,
AMETEK Electronic Components and Packaging
Completed: January, 2015
Background: AMETEK Electronic Components and Packaging (ECP) is a leading designer and manufacturer of high reliability electronic components and packaging.
- The business is growing and the current processes for capturing the ‘voice of the customer’ are inadequate for providing the critical insights to drive business and product innovation.
The Business Requires:
- Baseline criteria of what drives their customer’s buying decisions
- Insight into business process development to build sustainable differentiation
- Training and implementation of the developed business process
- Using a phased approach, we worked with AMETEK business, technical and marketing personnel to:
- Understand the current value proposition with their customers
- Pressure test their segmentation assumptions
- Implement and establish ‘voice of the customer’ capture as an organizational competency
- Train the customer engagement team members in best practices for on-going Customer R&DSM
- These insights drove an active program in proactive customer communication reducing response time by over 50%.
- AMTEK experienced an improvement in plant communication and a reduction in expedited orders and associated costs.
- AMETEK increased technical collaboration with customers in targeted segments – positioning them to respond more quickly and more favorably to new business opportunities.
Project C: Gore Medical “IGBD” – Gall Bladder
Reference: Tammy Ray (Gore Associate)
Completed: December 2015
- A laparoscopic cholecystectomy is the gold-standard treatment for patients with acute cholecystitis. However, some patients are too high-risk to undergo this procedure. Gore may be able to provide these patients with an effective non-surgical alternative treatment option, which they currently lack.
- Identify which physicians are in currently in charge of managing treatment for patients with acute cholecystitis
- Characterize the different treatment paths for acute cholecystitis patients and the characteristics that drive treatment decision-making
- Formulate and prioritize value propositions for the various patient groups so as to develop a target market roadmap for Gore’s treatment concept
- Using a phased approach, we:
- Conducted 17 F2F interviews with a mix of general surgeons, acute care surgeons, and advanced endoscopists to understand of the current treatment activity cycle, treatment paths, and relevant patient characteristics
- Conducted 17 on-line interactive video interviews with the same mix of physicians to confirm the patient segmentation and identify potential value drivers for Gore’s treatment concept for each segment
- Conducted 50 online surveys to validate and prioritize the value propositions for each patient segment
- Gore was able to define a series of patient segments to target in order to penetrate the acute cholecystitis market.
- With well-defined patient segments, Gore was able to assess the size of the target markets and understand potential financial implications.
- Gore identified which physicians represent “gatekeepers” in acute cholecystitis treatment, whose buy-in would be necessary for success. Gore developed a detailed understanding of the evidence required for adoption by different types of physicians.