Client Case Studies
Some agencies like to focus on how their work looked. We prefer to describe how we met our clients’ challenges. From a launch plan to a digital marketing strategy to accelerating the customer discussion, we judge our talents on how well we grasped the client’s opportunities and brought solid solutions to the table.
Our clients don’t mind that approach either. You can review situations presented to BMMG and the strategies and tactics we delivered below.
New imaging modality client challenged by garnering market interest and attention, while working through final stages of regulatory clearance for commercial launch.
Capitalize on non-commercial activities that promote the company’s citizenship, the engineering team’s technological innovations, and the market’s chief criticisms of the current standard of care. Institute drip marketing campaign that provides steady cadence of external news and communications to cultivate and maintain market (investment, medical and consumer audiences) interest.
- Disseminate monthly nurture email to briefly touch on newsworthy activities
- Research, analyze and implement strategy for advocacy alliances
- Seek awards and recognition for the company’s technological innovations that is then promotable via nurture emails, website content, social media posts and press releases
- Develop internal campaigns that demonstrate good corporate citizenship that can be externally publicized
- Analyze current standard of care in terms of patient safety, anxiety and unacceptably high level of false positives and leverage this analysis for publication, press releases, infographic development and general market messaging
Wearable device manufacturer for movement disorder patients preparing for commercial growth and requiring more formality to their commercial team training program concept.
Establish identity for the Basic Sales Training curriculum and incorporate all the internal and external subject matter experts’ (SME) content into polished, branded modular training program to properly and consistently onboard new field-based sales and clinical personnel, along with marketing team members.
- Develop program identity including action-oriented name with logo and themed materials for consistency throughout the 4-week curriculum
- Create a comprehensive pre-work binder (prior to the first classroom session) with instructions, links, printed materials, forms, templates and all associated materials that reflect the new training program branding; included ordering sales model book and coordinating shipment of onboarding technology
- Coordinate all SME faculty to develop slides with new template, proofread content, enhance visual presentation and prepare for use during inaugural class
- Organize over 70 training modules for easy digital access such that training manager able to efficiently facilitate content delivery
- Evolve to include recording and transcription of each module to reduce dependency on key faculty for each class of new hires, “Test Your Knowledge” quizzes and certification upon completion
Neurosurgical device innovator secured departmental surgeon champion but stymied by hospital administration not recognizing high-level impact of their technology solution in battling brain tumors.
Analyze impact of technology on quality metrics including lengths of stay, reduced readmission, and overall growth of the neurosurgical service line. Conduct primary research, leverage third party data, and consult industry experts and content from healthcare intelligence firms such as The Advisory Board Company and Sg2. Develop “Growing Your Neurosurgery Service Line” presentation for sales/marketing executives to deliver to hospital administration, along with training of the sales force to understand key concepts and coordinate meetings.
- Research neurosurgery service line growth trends and projections, key quality metrics, and strategies for improvement from authoritative sources trusted by hospital administrators
- Align service line-specific insights with overarching healthcare reform areas of focus that are “keeping hospital CEOS up at night”
- Correlate client’s product to addressing highest level pain points, as well as service line strategies for growth/improvement to develop a cogent story
- Develop a robust presentation that walks hospital administration through the data and the impact client’s technology would have on key performance indicators
- Train sales and marketing leadership on presentation content, as well as general sales team on key concepts and talking points to fold into customer messaging
Gastroenterology diagnostics company desirous of a more professional and branded solution for packaging and shipping its customer specimens and test results in an expedited manner.
Assess packaging needs, inclusive of various component dimensions and varied combinations of numbers of tests their hospital customers may require. Look for methods to brand outer shipping boxes, as well as Styrofoam product sleeves, for consistency and increase in brand recognition. Evaluate logistics provider currently as FedEx versus alternative carrier of UPS for better contracting and cost savings.
- Meet with operations staff to understand packaging/shipping requirements (dimensions, materials, timing of delivery, fragility of content, current costs involved)
- Use computer aided design software to draft different shipper configurations for single, double and multi-pack shipping options
- Negotiate with various carriers to get quotes and contracts to determine best economic option
- Select cost-effective, custom box vendor and design outer packaging for added brand awareness, regardless how the customer inventories the items on their shelf
- Determine volumes of materials needed for a 6- and 12-month forecast and order accordingly
Endoscopic therapeutic device developer struggled with increasing utilization for appropriate patients. The top 10% of physician users were contributing the majority of monthly case volume, which placed them in a vulnerable position if physician champions were on vacation, at a conference, move to a new facility or changed their utilization habits.
The solution was multi-faceted but began with researching the root cause of strong or weak utilization among customers. Most physicians were willing to use the device yet were passive at initiating activities to drive their own referrals. BMMG developed a new account commitment tool that helped the field sales organization communicate in the early selling stages about the company’s being selective at who became a customer, what was involved in the relationship, and that commitment was required. This was followed by a rigorous program for onboarding, including referring physician outreach, patient pool analysis and outreach, and a Quarterly Business Review (QBR) program whereby the field representative would review utilization patterns and share peer case studies and patient selection criteria.
- Meet with customers to explore what drove current volumes of utilization
- Analyze results to understand common themes and patterns
- Develop customer “agreement” to secure commitment to technology implementation
- Establish patient selection criteria supported by clinical literature
- Support physician user education and outreach to referral community (and to patients)
- Define QBR process to review utilization history quarter-to-quarter and discuss peer case studies and appropriate, expanded application of the technology