through disruptive marketing

Transcription

1 Innovating through disruptive marketing Francisco Miguel Trigueiros Siemens Healthineers Unrestricted Siemens Healthcare GmbH, 2016

2 Million Page 2

3 USA 12 Million Misdiagnosis Each Year Page 3

4 12 Million people are misdiagnosed each year in the US 1/20 people who seeks medical care in the United States may walk away with the wrong diagnosis. Source: Paper published on April 17 th, 2014 in the British medical journal by Dr. Hardeep Singh of the Veterans Affairs Center for Innovations in Quality, Effectiveness and Safety and the Baylor College of Medicine, Houston, TX Page 4

5 This is Emilia Portela and she is more than a statistic? April 2 nd, 2014 Experienced headache, nausea and loss of appetite Visited the family doctor Was diagnosed with the common flu April 9 th, 2014 Experienced fever, vomiting and abdominal pain The CT didn t show any conclusive findings Was diagnosed with food poisoning April 11 th, 2014 April 12 th, 2014 Fainted, felt down the stairs and fractured her shoulder Performed another CT scan showing inflamed appendix Was diagnosed with acute appendicitis Underwent surgery to remove the appendix A few days after the surgery the learned how to Skype Page 5

6 Just Two Months Ago my fiancee was also misdiagnosed twice Page 6

7 250,000 People Die as a Result of Medical Errors third-leading cause of deaths in the US 250k 144k 67k 13k 30k 34k HIV/AIDS Car Crashes Gun Related Breast & Prostate Cancer Source: Center of Disease Control and Prevention; Department of Motor Vehicles; Medical Errors Page 7

8 This is William Lintern s Story and he is not the only one Wiliam Lintern (85-years old) January 19 th, 2013 Experienced shortness of breath Stayed overnight at the hospital for observation January 22 nd, 2013 CT scan diagnosis was sizeable tumor on his right lung Tumor was inoperable and William was sent back home to prepare for chemo February 1 st, 2013 Struggling to breathe, medical staff decided to do a bronchoscopy Instead of a tumor, they found a garden pea and he had instead pneumonia Page 8

9 Diagnostic Errors at the root cause of fatal medical errors More commonly, errors are caused by faulty systems, processes, and conditions that lead people to make mistakes or fail to prevent them. Medical errors are costly in terms of loss of trust in the health care system by patients and diminished satisfaction by both patients and health professionals. Major Causes of Medical Errors Diagnostic Treatment Education Other Source: Institute of Medicine s (IOM) report, To Err is Human Page 9

10 This Pressure is Driven by Changing Market Trends Consolidation, industrialization and health management Market Transformation Market Trends Demographic shift Rapid scientific progress Shift to value-based reimbursement Consumerism Population growth Increasing cost pressure Staff shortage Growing chronic disease burden Consolidation Building the critical mass Industrialization Doing more with less Managing Health Value-based healthcare Page 10

11 What s Wrong With This Image? Lung CT scan 24 Radiologist s Reviewed this Image 83% or 20 didn t see the gorilla Page 11 Restricted Siemens Medical Solutions USA, Inc., Page 11

12 Current Pressure from Payers to Healthcare Institutions Achieve better outcomes at lower costs Enabling better outcomes Outcomes Costs at lower costs Page 12

13 As your partner, we offer expertise and resources for your specific needs > 70% of critical clinical decisions are influenced by the type of technology we provide 1) Access for 1.08 bn people in developing Countries 2) > 45,000 employees 1,474 invention disclosures in 2015 ~ 13 bn revenue 73 countries with direct presence > 1 bn R&D spent Biggest supplier of medtech infrastructure World market leader in most of our businesses >209,000 patients every hour 2) 1) AdvaMedDX, A Policy Primer on Diagnostics, June 2011, page 3 2) Page Siemens 13 AG, Sustainable healthcare strategy - Indicators in fiscal 2014, page 3-4

14 This New Model Will in Turn Generate New Priorities The top 10 most common painpoints Extend clinical capabilities Improve quality of care Standardize care Increase efficiency Attract, retain, develop workforce Manage reputation Improve profitability Stay competitive Reduce risk & act compliant Balance fix vs. variables Page 14

15 Built on over 120 years of dedication to innovation, we have a long history in enabling healthcare providers W. C. Röntgen E.v. Behring 1901 Nobel prize winners (Physics + Medicine) 1896 Industrially manufactured X ray appliance for medical diagnostics Fully CLINISTIX automated dry chemistry discrete testing for glucose chemistry in urine analyzer for whole blood or serum 1967 First real time ultrasound scanner 1975 First Siemens CT scanner 1982 First acridinium ester based chemiluminescence immunoassays 1983 First Siemens MRI scanner 1998 First Siemens track based laboratory automation system 1999 First intuitive medical IT platform from Siemens 2001 First PET/CT system from Siemens 2005 First Dual Source CT scanner 2006 Diagnostic analyzer integrating four technologies in one system 2008 Digital radiography system with wireless flat panel detector 2008 Roboticassisted angiography system 2009 Multimodality 3D imaging network 2012 Wireless transducers for ultrasound 2011 First integrated, simultaneous whole body MRI and PET system Enterprise Services Advanced Therapies 2014 Free breathing CT scanning with powerful dual X ray sources and two detectors Digital Health Services 2015 Wide angle image acquisition breast tomosynthesis Mammomat Inspiration Outcomes Costs Molecular DX 2015 First Twin Robotic X ray scanner for enhanced patient care and productivity Future Page 15

16 Disruptive Innovation often wrongly confused with pioneering Pioneers = Innovators Page 16

17 Disruptive Innovation often wrongly confused with pioneering = Page 17

18 Disruptive Innovation often wrongly confused with pioneering = Page 18

19 Disruptive Innovation often wrongly confused with pioneering = Page 19

20 Otto Rohwedder ( ) American scientist and pioneer Developed First Prototype (1912) Filled for a Patent Page 20

21 He Pioneered the Bread Industry and nobody bought the idea or need Years Page 21

22 Wonder Bread Innovated the Bread Industry and people bought it Bakeries Supermarkets Household Painpoints Home made bread was expensive and often unsuccessful Need to ration bread Need to preserve bread Offer same quality bread as bakeries Suboptimal bread wrapping Housewife cuts on average 20 slices per day for a household Carefully ration bread 1930 Marketing Page 22

23 Wonder Bread Innovated the Bread Industry and made sliced bread a success Most Popular Products at Supermarkets Page 23

24 Disruptive Innovation often wrongly confused with pioneering = Page 24

25 Climbing the Customer Ladder, Together One step at a time Brand Native Marketing Sales Playbook Disruptive Positioning THE enabler of healthcare providers worldwide. Page 25

26 We understand that you expect us to evolve from a simple product vendor to a trusted partner Impact Equipment Vendor Preferred Supplier Solutions Consultant Strategic Contributor Trusted Partner Relationship Page 36

27 Climbing the Customer Ladder, Together Excite the market once more Brand Native Marketing Sales Playbook Disruptive Positioning THE enabler of healthcare providers worldwide. Page 37

28 The Foundation for an Innovative Marketing Campaign Robust go-to-market strategy Market 1 Segmentation Market gaps, Portfolio gaps, Target segments and customers. Product 3 Positioning Internal, External positioning, naming, tagline and marketing claims. Product 5 Launch Congresses, PR, Market Intro Team meetings, Demo units, etc. Value 2 Proposition Challenge, Solution, Benefit Framework. Business 4 Plan Orders, sales, unit and revenue volume, market share forecast. Post 6 Launch Sales tools, campaigns, KOL management. Page 38

29 Go-to-Market Strategy Template at a glance Page 39

30 Pre-Mortem The WHAT and the HOW A Pre-Mortem was developed medical surgeons It operates on the assumption that the patient has died, and so asks what did go wrong. A research conducted in 1989 by Deborah J. Mitchell, of the Wharton School found that a Pre- Mortem exercise increases the ability to correctly identify reasons for future outcomes by 30%. A Pre-Mortem in a business setting comes at the beginning of a project rather than the end, so that the project can be improved rather than autopsied. We will be doing a Pre-Mortem for ProjectX. Page 40

31 Professor Baba Shiv Extensive experience with Fortune 500 firms About the Facilitator Baba Shiv Professor at the Stanford Graduate Business School since the last 12 years PhD in Marketing from Duke University His work has been featured in a variety of media outlets including The Tonight Show with Jay Leno, CNN, Economic Times, Fox Business, Financial Times, The New York Times, Wall Street Journal, NPR, and Radio Lab. innovation. Some Examples of Pre-Mortems by Prof. Baba Shiv Colgate-Palmolive Findings led to a complete redesign of the product launch strategy and sales channels. Major Asian Airline Company (name cannot be disclosed) Findings led to the creation of a new venture in Silicon Valley to invest in future technology for business conferences and traveling. ScanDisk Findings led to the creation of a business unit inside the company dedicated to offering services to customers. Page 41

32 Scenario A Negative outlook Siemens Healthineers Stock Plummets after sales of ProjectX fall short of expectations. Team A: March 2020 Your Siemens Text Healthineers Goes here. Download this awesome diagram Your Text Goes here. Put your text here Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. All images are 100% editable in powerpoint. Pitch your i d e a s c o n v i n c i n g l y. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. All images are 100% editable in powerpoint. Pitch your i d e a s c o n v i n c i n g l y. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. Your text goes here. Download this awesome Write a description to determine what reasons could have contributed to the failure of ProjectX market acceptance. Page 42

33 Scenario B Positive outlook Siemens Healthineers soars after sales of Project X exceed expectations. Team B: March 2020 Siemens Healthineers Your Text Goes here. Put your text here Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. All images are 100% editable in powerpoint. Pitch your i d e a s c o n v i n c i n g l y. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. All images are 100% editable in powerpoint. Pitch your i d e a s c o n v i n c i n g l y. Your Text Goes here. Download this awesome diagram. Bring your presentation to life. Capture your audience s attention. Your text goes here. Download this awesome Write a description to determine what reasons could have contributed to the success of ProjectX market acceptance. Page 43

34 Customer Native Marketing value proposition 02 Challenge Describe in a quantifiable metric the implications of the previously identified pain points. 01 Pain Points Identify the main pain point categories. Describe what the specific pain points are. Value Proposition 03 Solution Describe how the new solution addresses these challenges. Explain what it actually does from a technical standpoint. 04 Benefit Describe how the solution can address the challenges and Pain Points of the target customer group from a Clinical, Operational and Financial perspective. Page 44

35 Customer Native Marketing Molecular Imaging working with customers from the get go 5 institutions 9 clinicians/physicians +21% The difference detection, +32% between, diagnostic seeing and confidence knowing 76 Patients with 2,052 lesions Can I see the lesion? Can I diagnose it? compared to standard systems Page 45

36 Customer Native Marketing Molecular Imaging having our customers spread the word for us The difference between, seeing and knowing Page 46

37 Customer Native Marketing - Ultrasound working with customers from the get go $2M Designed by You, For You investment 395 ultrasound users 170 workshop sessions Page 47

38 Customer Native Marketing - Ultrasound 3rd Party Company recruited 20 ultrasound users Highest Score for System Usability 83 % 68 % I really feel like an overarching concept for the design of this system was simplicity and elegance. The more simple it is, the easier it is to use. Siemens Competitors Page 48

39 Climbing the Customer Ladder, Together Work together as a high-performance team Brand Native Marketing Sales Playbook Disruptive Positioning THE enabler of healthcare providers worldwide. Page 49

40 Climbing the Customer Ladder, Together Develop the right tools and solutions You will never have a second chance to make a first impression. Page 50

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42 Interactive Sales Playbook - Ultrasound you will never get a second chance for a good first impression Te s t-dr i v e transactional business Side-by-Side Demos Siemens vs others Demo Playbook Best-Practice Sharing Education, one demo does fit all Page 52

43 Interactive Sales Playbook - Ultrasound select your system S3000 S2000 S1000 SC2000 S2000 ABVS NX3 P500 Freestyle Page 53

44 Interactive Sales Playbook - Ultrasound select your audience Sonographer Clinician Administrator Page 54

45 Interactive Sales Playbook - Ultrasound select your time minute minutes minutes Page 55

46 Interactive Sales Playbook - Ultrasound select your format Product Presentation Live Demonstration Page 56

47 Interactive Sales Playbook - Ultrasound watch, read and listen to your demo Script Live Demonstration Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. Page 57

48 Interactive Sales Playbook - Ultrasound best practice sharing Page 58

49 Climbing the Customer Ladder, Together Develop the right tools and solutions Brand Native Marketing Sales Playbook Disruptive Positioning THE enabler of healthcare providers worldwide. Page 59

50 Disruptive Product Positioning Molecular Imaging World s first comprehensive Alzheimer s disease imaging solution Every 68 seconds someone develops the disease in the United States Radiopharmaceutical Scanner Reading Station 5.4 million Americans live today with Alzheimer's disease Page 60

51 Disruptive Product Positioning Molecular Imaging Internal sales positioning Page 61

52 Disruptive Product Positioning Molecular Imaging External sales positioning Page 62

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54 Disruptive Product Positioning Molecular Imaging External sales positioning Page 64

55 Disruptive Product Positioning Molecular Imaging External sales positioning Page 65

56 Disruptive Product Positioning Molecular Imaging let the images speak for themselves 5 institutions 9 clinicians/physicians The difference between, seeing and knowing 76 Patients with 2,052 lesions Higher diagnostic confidence compared to standard systems Page 66

57 Disruptive Product Positioning Molecular Imaging external product positioning Page 67

58 Climbing the Customer Ladder, Together One step at a time Brand Native Marketing Sales Playbook Disruptive Positioning THE enabler of healthcare providers worldwide. Page 68

59 You don t have to be a pioneer to make your product the greatest thing since sliced bread Page 69

60 Thank You Question and Answers Francisco Miguel Trigueiros LinkedIn: Page 70