Medical Devices · 10-year plan
[Result]
A 10-year innovation roadmap for a medical device leader
A category-leading device company wanted significant growth in current and new markets over a 10-year horizon.
Read the case →
Ageing portfolio
Problem we solve · Innovation, Portfolio & Customer Insight
Ageing portfolio
“Mature products take all our time. Lifecycle decisions keep getting postponed.”
Mature products absorb sales, marketing and plant resources while invest-extend-retire decisions are delayed. A portfolio review on growth, share, margin and lifecycle stage makes the choices explicit, starting with reliable data.
Why it happens
Cause 1
Unreliable margin and cost-to-serve data
Cause 2
No portfolio owner
Cause 3
Fear of losing customers
What we hear from clients
Paraphrased and anonymized from recent conversations.
“We want to extend the life of products currently forecast to be delisted.”
How we solve it
The approaches we use most often for this problem. Most clients start with one.
How we help
Opportunity assessment and innovation portfolio
We give R&D and commercial teams a simple, repeatable way to assess ideas before R&D starts: a one-page overview, an NPV model and consistent scoring, shown in one portfolio view..
How it works →How we help
Growth logic and strategic marketing plan
We build the logic that connects a revenue target to specific markets, segments and offers: where growth will come from, why you will win, and what it takes.
How it works →Tools that help
Market Edge frameworks used to diagnose and fix this problem.
Product lifecycle and portfolioProduct lifecycle and portfolio tools review every product on growth, share, margin and lifecycle stage, so you can decide which to invest in, extend, reposition or retire.Market MapA Market Map breaks a market into cells, usually applications against technologies or competitors, and shows the size, growth rate and competitive share of each cell.
Clients who solved this
All case studies →Further reading
Articles by Market Edge consultants on mkt-edge.com.
Questions about ageing portfolio
Which matrix should we use?
Any simple two-by-two works if the data underneath is accurate.
Should we cut the tail?
Not automatically. Some products are strategic for key accounts; the review makes that explicit.
Situations where this shows up
"We're a new company with a parent company's marketing habits."
After a spin-off, carve-out or PE acquisition
A new owner or independent company means new growth targets with marketing infrastructure that was left behind.
How we help →"We don't have a structured way to evaluate ideas before R&D starts."
Deciding which innovation projects to fund
R&D is busy, but nobody can say which projects deserve funding or how they compare.
How we help →Other Innovation, Portfolio & Customer Insight problems we solve
Innovation, Portfolio & Customer Insight →Innovation, Portfolio & Customer Insight
R&D starts before the market case
“We fund R&D on technical promise. The market case comes later, if at all.”
Read more →Innovation, Portfolio & Customer Insight
Stage-gates without customers
“Our gates check documents, not evidence.”
Read more →Innovation, Portfolio & Customer Insight
Reports that don't answer your question
“We bought the market report. It doesn't answer our question.”
Read more →Recognize this problem?
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