About two years ago, I was on a potential customer’s factory floor.
They were a medical device component manufacturer.
All of a sudden, as I glimpsed the raw materials and the inventory and watched the production line, it occurred to me that I wasn’t seeing a product being made. I was looking at the creation of a service.
These components weren’t just widgets.
Instead, they were the heart of a system that performed key services for medical technology companies.
This was a new way to think about this company’s go-to-market.
They could take an approach to developing new business relationships with their customer base by emphasizing service over product delivery.
What kind of growth was possible if they could escape the commodity supplier trap that so many manufacturers fall into?
I was ready to help them see their business in a new way, so they could:
- Develop the authority to enter new accounts and markets
- Position as a valuable partner and not “just” a commodity supplier
- Increase market share and grow their business
But I never saw that factory floor again.
That company didn’t become a customer. When I talked about the service angle, they weren’t ready to move in that direction. This company was great at coming up with cutting-edge technical solutions but they were comfortable doing business in a more traditional way. And I don’t blame them.
Change is hard.
They weren’t ready to leave their comfort zone.
But other clients I’ve worked with have made that leap.
One customer had just completed an acquisition.
They needed to reposition the newly merged firm to address new market segments that includes healthcare. They also needed to foster a company culture that would let their new team feel like part of the family.
We collaborated to develop new market and employee positioning approach that feels both authentic and aspirational.
The leadership team owns both the positioning and the vision that drives it.
Another customer has a promising diagnostic technology.
We segmented the market and discovered some interesting things about market acceptance – who would be onboard with the new approach and who might push back. By digging into their buyer profiles and buyer journeys, we uncovered a very different – and very promising – path to the market.
I don’t just work one-on-one with clients. I also offer workshops to startup leaders who can ace the tech but haven’t yet mastered their marketing. One participant completely revamped his startup’s product roadmap thanks to new insights he picked up related to his addressable markets.
All of these customers had the courage to leap out of their comfort zones. We worked together to explore the new, the possibilities, the future.
And we leave the ordinary behind.
Meet Sovita Chander, Go-to-market Strategist for Health IT and Medtech Firms
As the strategy lead at Le Saint, a Quebec City based strategic design agency, this is what I love doing — building a relationship with a new company and helping them see their work and their path to the market in a new way.
I grew up in a family of physicians and public service leaders. What they taught me about changing lives through medicine, technology, and development has never left me. I love working with healthcare and life sciences companies who are bringing new products into the world. They are reaching into the markets and the buyers that will fund further growth, make their numbers, and make their boards and investors happy.