The healthcare sector has always been one of constant change, experiencing transformation in technology, policy, and practice on a near regular basis. But the level of uncertainty and complexity since the pandemic hit has put understanding how the business of healthcare has changed on life support.
COVID-19 didn’t just make a lot of people sick across the country, it infected the entire U.S. healthcare system itself. In fact, a just released survey of 2,500 nurses shows that 64% are planning to leave the industry. That’s almost a 40% jump from one year ago. Why? 75% said they have experienced burnout since the pandemic began, and half of respondents suffer from trauma, extreme stress, or PTSD.
But workforce shortages are only one of multiple problems medical providers are facing. Other headwinds include supply constraints, financial instability, increased costs, stalled growth, and patient distrust, to name a few. So the reality for healthcare suppliers is that they must elevate their marketing strategies. They must understand how healthcare providers are solving these problems by leveraging new technologies and transforming the way care is delivered to patients, both in person and virtually.
To continue to grow in this challenging macro environment - which may get even more complicated as the economy falters - businesses that sell products and services to healthcare systems must contemplate and develop strategies in the following four areas.
Business executives must know whether the company’s products and services will help the business address the critical issues mentioned. Take the time to look at the product portfolio through the lens of key issues with which health systems are dealing. Talk to customers and non-customers to better understand their issues – they may not always be able to say how various services can help them, but they are experts on their issues. At the very least, use secondary sources to be sure the firm understands the current environment.
Once a CEO has this base of understanding, identify whether the company’s services are able to meet the customer’s urgent needs or at least contribute to a solution. If not, a CEO may realize that it is much more difficult to gain interest in the message or even to schedule a meeting about the services offered.
What actions are essential now? First, a CEO must reassess which products and services will effectively address their client’s critical issues. Are these part of the company’s portfolio, or does the CEO need to adjust existing products or develop or acquire the right products and services?
Sometimes the firm’s products and services are on-target to meet the current challenges but the messaging is off. The buyer’s messaging therefore may need to be adjusted to assure that the customer knows that the buyer understands the challenges of the current market environment. Here are some guidelines:
First, describe how the company helps customers solve the unique problems they are facing. Unfortunately, many companies start by describing their company and its product suite first, which is a big mistake.
Then specifically acknowledge the challenges that the company’s customers are facing. Verbalize their needs and the problems they need solving. This will show that the buyer empathizes with the problem.
Third, discuss how the company is uniquely positioned to address their challenges. A high-level unique value proposition can be powerful here. Some founders will often share what led them to start the company in the first place. This leads into the last point.
Finally, display why the company and its executives are qualified to help the customer with their problems.
Four essential strategies will provide growth in a difficult environment.
1) Increasing market share in existing markets with existing products; this can be one of the quickest routes to overall growth.
2) Entering new markets with existing products. This of course will require market analysis beforehand.
3) Launching new products to existing markets will provide growth for the overall portfolio, but of course will need careful pilot testing.
4) Entering new markets with newly developed products; certainly the most challenging and risky strategy, but often the one with the most potential.
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New market, current products Expand market |
New market, new products Expand market and product portfolio |
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Current market, current products Grow market share |
Current market, new products Expand product portfolio |
With the growing challenges that the healthcare industry, like so many other industries, is facing, there are three particular opportunities for a CEO to exploit for helpful advantages: confirming the right product and service portfolio; adjusting customer messaging; identifying growth opportunities,
Healthcare buyers are hyper-focused on addressing these urgent challenges. That’s why healthcare companies must be just as hyper-focused on solving them with effective strategies to generate new growth.