You have a product that represents, or has the potential to represent, significant improvements for the health system and for the population. In many cases, the challenge will not be to have reached this level of development, but rather to bring this product to market. Successful commercialisation is a complex challenge that requires resources and a meticulous strategy; whether for start-ups, SMEs or large companies, it is important to consider how to tackle crucial issues such as which market to target, how to connect with strategic partners, or how to collaborate with the public administration.
This is a field in which sharing knowledge makes perfect sense and, for this reason, CataloniaBio & HealthTech brought together four experts and professionals in medical devices, IVD testing and digital diagnostics, who have successfully undergone this process, to share their knowledge and practices. The session was moderated by Jordi Martorell, CEO of Aortyx and chair of the Internal Business Development Committee of CataloniaBio & HealthTech, who proposed the theme of the session.
Defining who the customer is
The question has many nuances. On the one hand, it is not the same depending on the resources available: a large company will have a market access department, a smaller company may only have a commercial department (or person). In this regard, the different points of view of the speakers, companies of different sizes, with more or less products on the market, and with more or less resources in this area, were heard. At the discussion panel: Jaume Clariana (IVD Division Director, Palex), AnnaCortina (QA & RA and Research Director, Avinent), Raquel Egea (General Manager, Alma Medical Imaging), and Joaquin Gonzalez (Chief Business Development Officer, BioSystems).
There was a clear consensus: the start ofthe process must always be to define who your customer is. From here, you can define different strategies to access one or several markets, a varied and interesting debate, with many practical cases shared by the speakers: finding a distributor, contacting the customer directly, using the customer as a prescriber, establishing alliances, contacting patient associations, attending national and international fairs…
The best commercial profile is the onethat isn't
Once you have defined who your client is, it is necessary to define the commercial strategy and, although there are many approaches, the idea that "between professionals is how they understand each other best" generated consensus at the table. The importance of establishing relationships with professionals who can assume the role of prescriber and advisor, rather than a more conventional commercial strategy, was highlighted. If we are able to establish this link, this figure could also be the one who advises the company on which is the best distributor and on which new clients can be defined. In any case, the main consensus is clear: "a lot of stone has to be cut and no one escapes this", whatever the strategy followed.
Prices, start-up markets, safecountries...
A very participative Lessons Learned session, where the nearly 40 people who attended had a lot of questions (and remarks) about the different topics discussed. For example, what are the particularities of each market and which markets are more advisable to start (Europe, United States, Southeast Asia...?), what criteria should be followed when setting a price, what experiences can be shared in dealing with distributors, at what point should a start-up consider incorporating a role in this regard, what strategies have been successful for the speakers...?
The conversations were extended to the final networking space, where attendees were able to finish sharingexperiences, questions and contacts. We look forward to the next Lessons Learned!
Comments