Reference Projects

Topics included: who refers oncology patients to radiology, indications, # and % of patients; where (specialist/departments) are patients coming from; how specific are referrals / prescriptions and level of influence of radiologists; unmet needs: what is expected from manufacturers, what should specialists know more or better.

Adaptation of country specific marketing approach to radiologists and prescribers.

Strategic recommendations for differentiated product service bundles.

Tactical recommendations to optimize the product offering.

The size of the market potential/opportunity for ultrasound Capture key market drivers & barriers to buying US systems Results of the research will support:

• Size & forecast Ultrasound market
• Understand competitive presence
• Understand installed base
• Explore use and needs of users
• Assess device potential

1. Interest in a high pressure premium catheter within the different countries and customer segments (e.g. hospital vs. private imaging centers)
2. Current catheter use and cost points
3. Split of outpatient / inpatient radiology patients
4. Ideal target customer in contrast media / CT scanning facility

Country specific strategic recommendations along the following points: CT patients per segment, used catheters by type, catheter supplier, current IV catheter costs, concept interest, price acceptance.

Strategic launch plan based on

• Number of patients / procedures relevant for the product
• Clinical and economic values, evidence and drivers for adoption
• Stakeholder reactions to different payment options (e.g., patient co-payment) as well as price points
• Importance of key market access dynamics (e.g., reimbursement)
• Procurement / buying process

• Understand perceived clinical value to support product marketing
• Prioritization of target segments (physicians & patients) and recommend product launch sequence
• Assessment of market potential and value incl. market simulator to calculate the turnover based on % of specialists paying price x

• Country & marker prioritization, calculation of market potential
• Marker preference for 2-phase market introduction
• Price sensitivity and suggestion of optimal price ranges Competing products / companies

• Overall market potential
• Preferences and medical value for additional markers
• Competing products / companies

1. In-house data of data information intelligence was used to size the particular molecular lab market and characterize the trend to move towards POC molecular tests (indicator Cepheid GeneXpert) and understand the competitive landscape.
2. Market accessibility was based on expert interviews to understand regulatory/legal, payment/reimbursement issues, expected adoption behavior and/or channel access, and other factors.

• Solid country scoring and prioritization
• Dashboard-style profile per country, including size of the market and opportunity, barriers and hurdles and overall implications.
• Key considerations for further commercialisation

Key metrics to support the go to market strategy per region as well as the names of labs interested in an offer from our client.

• Percent of laboratories with a dedicated cardiac platform
• System installations (type of system and supplier)
• Year of installation / age and expected time to replacement
• Reason for having invested in a cardiac platform / why not

In-depth market insights e.g. reaction to the new cardiac POC system, interest in product features, other required tests.

To fulfil the client request, data information intelligence had to:

• Understand the own image and the one of other key competitors
• Understand the value that users associate with different offerings in terms of product criteria and service
• Ascertain main factors that create and maintain brand loyalty
• Understand switching reasons

Conclusions on future strategies and market positioning: 

• What is the medical value and impact on decision making if switching to molecular technologies
• Quantification of market potential (# of labs, test volumes)
• Perception of current offers (manufacturers & products)

data information intelligence wanted to determine:

• What are the 3 most often sent out microbiology NA tests not performed in house and their test volume
• What is the send out test volume for a list of 23 tests
• Prices labs have to pay for getting these results

Analysis broiught insights for a market prioritization and communication strategy, value of the outsourced market, most common outsourced tests.

1. Current situation for molecular oncology tests: In what labs tested, test volumes, reagents, platforms and technologies, perception / clinical value of the tests, decision making criteria & unmet needs.
2. Future market development: What sort of labs will do these tests in the future; How quick will they enter the market; Expectations: test volume, technologies, market landscape; Unmet needs: Reagents, tests, other emerging markers.

Comprehensive overview of needs and opportunities for molecular diagnostics instruments and reagents used for infectious disease testing.

Understand current workflow and systems, software and assays used in high-volume LDT labs. Grasp reasons for current implementations, level of satisfaction and areas for improvement.

1. Market reaction and validation of overall interest and potential of the product
   -> decision back up
2. Input on specific product features to refine the product concept and guide the next steps of the product development, in particular the next generation test menu requirements 
   -> concept validation and optimization
3. Understand the overall requirements and procedures of this particular market segment, (e.g. who is involved in purchasing decisions, perceptions of competitive technologies, timelines, TAT, etc.) 
   -> strategy input, prioritization of targets

Primary Research separated in 2 steps:

1. Screen how many physicians run in-house tests vs. send to labs per specialty
2. In-depth interviews with physicians that run in-house tests to understand:

• What parameters are tested (market size)
• Used products (market shares)
• Main reason to use the product and perceived product advantages
• Market trends
• Costs / product & costs to patient

Key Insights & Results

Identify most suitable market segments based on Current consumption Current product perception

Step 1: Country Prioritization

Develop a decision matrix prioritizing countries based on a) market accessibility and b) overall addressable market:

1. Assessment of reimbursement situation for UTI tests in primary care in 8 EU countries
2. Regulatory requirements, accreditation, other aspects that might hinder to perform lab testing in own practice
3. Number of physicians / practices

Step2: Market Potential

100 interviews with physicians in 2 countries to test initial reaction to the product, Number of tests per month, general pros, cons and concerns regarding the use of such a product, and acceptance to price scenarios.

Key Insights & Results

• Substantiated a go / no-go decision for the product
• Prioritized countries and segments with higher potential
• Quantification of the market size and opportunity
• Identified barriers and drivers, competitive landscape, price acceptance

• Overall description of current landscape including sample and tube volumes (for serology, NAT, blood typing) & current handling of sample processing
• Product & workflow improvement needs (per step) incl. organizational & infrastructural bottle necks to feed in future product development
• Assessment of market & investment potential

Prioritize customer requirements and constraints with regard to workflow and testing protocols.

• Factors determining the use of instruments for blood screening
• Identification of special (instrumentation) features required / expected within blood screening labs

Assess current handling of single work steps, lab size, sample types, routine vs. non-routine assays, validation; Understand future needs, what work steps should be automated / integrated with instruments, annual lab budgets.

• Assessment of current handling of pre & post-analytical work steps (test & tube volumes, order requests)
• Future needs (importance of automated process steps & current pain points)
• Product concept preference, price sensitivity §Product configuration and attributes value add per featureK, USA, Australia

Validate supply logistics, sample transport, phlebotomy, test order communications and their opportunity for new products:

• Understand processes
• Identify the sources of the pain
• Quantify the pain associated with existing processes
• Quantify the lab's ability to change painful processes
• Peek into the lab's future

Product concept verification and optimization based on

• Current handling of buffers and solutions
• Pain points for preparing/buying buffers and solutions
• Customers' perceptions of the proposed concepts
• Most suitable customer segments to target

Detailed analysis and strategic recommendations per country, based on current sample volumes, satisfaction with current DBil assay, assessment of medical value of the new product, price perception, likelihood for adoption and a deep understanding of customer needs and preferences.

Recommendation for product value and positioning based on current situation (testing & treatment) and the feedback regarding the new product.

Phase 1 Current Situation:

2 expert interviews / country Understand current testing standards, Identification of clinical pathways, Identification of current testing labs

Phase 2 Concept Evaluation:

10 lab interviews / country Fine-tuning the value proposition Guide marketing strategy/communication

Optimal marketing approach based on diagnostic values, unmet needs and expectations improving non invasive blood markers utilization, market approach also to other conditions.

• Test the general market requirements for such a test
• What is the throughput for HIV-1 viral load testing
• What HIV-1 assay is currently used
• What is the current cut off for the sensitivity of HIV-1 viral load tests
• Establish required level of sensitivity for HIV-1 viral load assays, linking sensitivity with larger sample volumes and higher turn-around time
• Test for appropriate price points

Go to market strategy based needs, pain points (e.g. tissue contamination).

Step 1: Understand NGS market landscape

Analysis of available data per country and lab type

• Total # of labs running molecular oncology tests 
• Total test volume in molecular oncology labs 
• Market shares & systems in molecular oncology labs
• Market shares for NGS in % of installations and in % of test volume

Step 2: Understand values, drivers, trends and clinical needs

36 interviews with oncology labs and physicians/oncologists treating tumor patients

Key Insights & Results 

• Current landscape for NGS (degree of deployment and market shares, clinical applications, average selling prices for instruments and kits compared to other technologies in molecular oncology labs
• Future trends, clinical applications, patients, tests and volumes for NGS 
• Motivations to adopt; hurdles and financial aspects

Strategic launch plan based on

• Number of patients / procedures relevant for the product 
• Clinical and economic values, evidence and drivers for adoption 
• Stakeholder reactions to different payment options (e.g., patient co-payment) as well as price points
• Importance of key market access dynamics (e.g., reimbursement)
• Procurement / buying process

Lab demographics for segmentation; Current HCV test practice (volume, assay, technology, platform); Cost and time to result of current confirmation test methods (RIBA, PCR); Interest in and value-add perception (premium price) of the new HCV Core Ag test; Price sensitivity and demand at high and low price points.

• Current HBV monitoring test practice
• Cost and time to result of current test methods 
• Interest and value-add perception of the new HBsAg test
• Price sensitivity and demand at high and low price points

Overall benefit of the new concept including individual benefits of the different features. Optimal product bundle, support further product optimization and market launch.

The client wanted to extend the initial test menu (only 2 analytes) in order to increase the scope of use. The client considered 4 different targets to be added and wanted to understand pros & cons and market potential for  these options. Overall concept perception, comparison of shares of ‘must-be-part-of-panel-pathogens, price sensitivity and demand to fuel in product and market strategy.

• Understand current H&E staining workflow (slide volume & slide handling)  
• Define current level of automation, instrument suppliers, slide handling restrictions due to maintenance effort & slide quality issues 
• Product perception of fully-automated H&E staining instrument: price analysis for current products, importance of specific product features, price perception for new H&E instrument (device & slide), accepted price ranges 

• Utility scoring model reflecting the subjective preferences of each feature within the buying decision. 
• Market simulator: Simulation of market scenarios under use of calculated utility scores, showing how changes to product impacts the demand (dynamic). 
• Strategic market recommendations

Optimization & prioritization of marketing messages and product brochures

• A customer magazine which is currently sent by post bi-annually in German language to about 24,000 ungraded / unscreened contacts in Germany and Austria
• Customer mailings which are sent out in advance of congresses such ass ECR, DRK and DGK in German speaking countries

Radical restructuring of current marketing & mailing activities based on preferred frequency, format and content of customer magazines, preferences for congress marketing materials and feedback to the current information.

Fundamental revision of marketing materials and strategic positioning

• Prioritize and optimize marketing messages 
• Key performance features laboratory personnel and clinicians use to select a CMV or HLA test
• CMV test guidelines and standardization of results
• Acceptance of a new product profile

Fundamental review of marketing & visualization materials

Step 1: High Level Market Understanding

Collection of market parameters based on secondary research (# of hospitals, of which public / private, # of private laboratories, # of microbiology laboratories, guidelines)

Step 2: Qualitative In Depth Interviews with KOL

3 in depth interviews per country with Key Opion Leader and high level professionals with insight in the present status of molecular diagnostics as well as information about future decisions & development e.g. large hospitals or private labs running molecular tests. 

Step 3: Quantitative Interviews with Molecular Labs

For a selected list of tests: Test volumes per technologies used (molecular & microbiology), Type of instruments & reagents used, Specimen types for HSV, MRSA, CT/NG tests, Future trends per test

Outcome

Quantitative description of the molecular market situation, indicative market size and market shares per test, country profile providing background information about labs, legal aspects and changes.

A

General good reputation as a well-established, large, reliable and innovative company with a broad range of good devices and reagents covering many lab applications, but especially strong in clinical biochemistry and bacteriology; strong in automation and IT integration; offering quick, efficient and reliable service (e.g. logistics; training / professional education) is the key differentiator. No negative association except „excellent, but expensive.

B

• Clear association with specialisation in good devices and reagents (high stability and sensitivity) for immunology, infection serology and hematology
• Controversial view on innovativeness
• Relatively high level of dissatisfaction: e.g. persistent reagent supply problems, not completely aware of customer needs, aggressive marketing, dropping product quality, expensive products

How do customers perceive client versus competition? Recommendations how to improve.

1. Product strategy: honest feedback about the true strengths and weaknesses of the product.
2. Consumer insight management - understand emotional aspects (often stronger than the product itself) and translate this into insight and action.

• Competitive comparison 
• Customer Loyalty Index / Customer Satisfaction Index
• Opportunities for improvement

First conversations with the companies in order to understand overall interest, identify suitable contact persons and collect top level indicators about commercial profile / assets.

• Company profiles
• Successful M&A

Results listed the significant challenges that the client would face upon entering this market and specified further product development strategies.

3 KOL telephone interviews per country to understand the current situation, customers’ pain points and future requirements in the work processes.

180 interviews to quantify the findings from Phase 1: acceptance and value of the new product, drivers, barriers, ConJoint analysis to determine the optimal composition of product features together with appropriate pricing.

• Test the acceptance of the product concept
• Input to product features
• Assess price sensitivity / willingness to pay
• Create a customer segmentation based on product preferences and price
• Input into product development and product optimization 
• Interactive market model to calculate turn-over based on number of potential buyers by price

Fundamental change of distributor & sales approach in target countries

Results supported product development and better product positioning

Understand the preferences of labs regrading different offers and the potential impact on sales decisions:

• Liquid vs. lyophilized 
• Lyophilized calibrator with easy-reconstitution
• Lots & shelf life 
• Importance & potential drawbacks of calibrator attributes
• Potential reduction of number of calibrators

Recall of the initiative

1. Assessment of the current perceived value (interest & pricing) of a certified service
2. Assessment of the trends: how will this perceived value evolve in the future?

Company profile comprising of the following information:

• Distribution analysis: which products are distributed in which countries; information about distributors
• Financial situation: turnover & revenue, major products
• Strategic: future directions and marketing activities

Step 1: Demographics

• Hospital demography & radiology infrastructure 
• Level of digitalization
• Plans and trends to privatization / outsourcing

Step 2: Imaging modalities and associated (IT) products 

• Installed base, age profile, life span, market shares
• Room configuration by level of digitalization
• Market development forecast 
• Equipment utilization & contrast media consumption
• Available budget per annum for digitalization

Imaging Modalities:

General Radiology, Mammography, R&F, Angiography, CT, MRI

Radiology IT Systems:

PACS, Teleradiology, Advanced Visualisation, Imaging Data Center, Computer Aided Detection

In-depth understanding of customer segments and segment differences. To build a targeted sales strategy. Refinement of marketing approach and marketing materials for training of sales team.

Most comprehensive metrics of installed base and future needs to support strategic marketing and sales decisions and planning.

General information on current situation regarding imaging and visualization, implementation issues e.g. contract preferences, service needs, updates / upgrades Price perception & optimal price points

9% of the market reacted positive towards the offer of the client. data information intelligence GmbH provided a list with interested institutions plus a detailed analysis of investment targets.