What We Do

  • Competitor intelligence
  • Market sizing and landscaping
  • Network / channel partner NPS
  • Patient feedback

Competitor intelligence

Competitor intelligence
  • Who are the key competitors and what are their USPs?
  • What is the market share of competitors in the product group and how are they winning?
  • How does user experience compare across different competitive products / services?
  • How does competition fare against important industry metrics?
  • What is the market positioning of different competitive products / services?
  • What kind of customer groups do competitors target, and how does the value proposition differ between players?
  • How are competition’s products / services priced and how are they changing in recent times?
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Market sizing and landscaping

Market sizing and landscaping
  • How big is the market for a specific product / service?
  • How is the market expected to grow? What are the drivers / barriers for growth and adoption?
  • What is the potential to switch from other products / service to the given product / service? How has the category evolved globally? Does India exhibit similar drivers of growth?
  • How does the market landscape look like  across tiers of cities, products / services sub-groups, customer groups?
  • How big is the market size by customer types?
  • How big is the revenue mix by channel – offline company distributors, direct to hospital / clinics, B2B e-commerce, pharmacies?
  • How has the market share changed over the years?
  • What are the industry level risks – trend changes, pricing, RM costs?
  • What are the current regulations in the space? How do market players seethe regulations evolving?
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Network / channel partner NPS

Network / channel partner NPS
  • How likely are the distributors to refer to the given product / service brand as compared to the other distributors in other regions? What is their NPS and drivers of promotion and detraction in comparison with other competitors?
  • How does the NPS vary by segments across: Product size (small, medium, large, etc.), Geos (Regions and city-tiers), Affluence, Price, etc.
  • What is brand affinity? How loyal are distributors to certain products? What is the willingness to switch to another competitor’s products? Reasons for switch?
  • What is the product affinity? How loyal are distributors? What is the willingness to switch others? Reasons for switch?
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Patient feedback

Patient feedback
  • What is the profile of the patient?
  • What are the demographics of patients like age, income, occupation, location, medical history, chronic diseases, insured, price sensitivity, etc.?
  • What are the key criterias for selec,tion of a particular online player? How does awareness and selection happen? Use of channels and information gathering?
  • What is the overall experience and rating across different parameters?
  • What is the experience across online awareness, recommendation from friends / family, online reviews, location, brand, cost of consultation, ease of booking appointment, staff, doctor, lab, payment, claims processing, pharmacy, use of tech, etc.?
  • How does this experience vary by key departments (specialties)? What are the emerging key strengths and improvement areas for the establishment?
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Related Case Studies

Assessing the overall effectiveness of systems and processes laid down by a medical device company for its channel partners

Assessing the overall effectiveness of systems and processes laid down by a medical device company for its channel partners

Objective 

  • A medical device company wanted to assess the satisfaction level of systems and processes laid down for the channel partners  

Methodology 

  • Conducted in-depth discussions (~45 minutes) with the management – head of operations, head of sales & marketing, etc.  
  • Conducted quantitative survey with channel partners (N = 150) dealing with ultrasound solutions, MATC, etc.  

Impact / Outcome 

  • Helped client understand the effectiveness, satisfaction & expectations from systems and processes 
Let's talk
Competitive benchmarking for a tele-medicine provider

Competitive benchmarking for a tele-medicine provider

Objective  

  • Client wanted to get a deeper understanding on the performance of competition players with respect to service offerings, scale of operations, performance & business metrics  
  • Client also wanted to understand the new players emerging in the space   

Methodology

  • Conducted primary discussions (N = 40) with competition stakeholders consisting of sales head, regional sales managers, strategy lead, operations lead, marketing heads, HR heads, etc.  
  • Benchmarked services against the competitors to know about the market position of the player 
  • Did secondary research to find out new players in the space  

Impact / Outcome

  • Helped the client assess its position vis-à-vis its competitors in the tele-medicine space 
  • Helped the client identify new players in the space  
Let's talk
Customer sub-segmentation for a radiology player

Customer sub-segmentation for a radiology player

Objective

  • Client wanted to segment the potential customers for a new offering  
  • The goal of the project was to create needs-based customer segments, and further test and prioritize solutions for the identified sub-segments  

Methodology

  • Conducted primary discussions (N = 90) and secondary research to understand different kinds of customers for the product  
  • Shortlisted them based on the criteria finalized with the client 

Impact / Outcome

  • Proposed a list of four segments of the potential customers for the client’s new product 
  • Identified key customer segments that emerged basis distinguished needs  
Let's talk
Mapping customer service expectations for a medical device company

Mapping customer service expectations for a medical device company

Objective 

  • A medical device company wanted to evaluate customer service and expectations for service imaging equipment like MRI, CT, etc. The client also wanted to do SWOT analysis on its competitors 

Methodology  

  • Conducted qualitative discussions (N = 84) with end users like cardiologists, radiologists, healthcare providers etc.  
  • Conducted qualitative discussions (N = 56) with competitor customers consisting of lab owners, etc.  
  • Combed through various secondary sources to identify the services/ growth barriers and drivers of competitors 

Impact / Outcome  

  • Helped the client understand customer’s perception of their services, the additional services needed by the customers and their willingness to pay 
Let's talk
Market assessment for a radiology player

Market assessment for a radiology player

Objective

  • A radiology player wanted to understand the customer’s acceptance of the 6 offerings and design an ideal offering that would be preferred by the customer segments and its optimal pricing 

Methodology

  • Conducted primary conversations (N = 30) and visited different types of radiology labs  
  • Conducted expert interviews (N = 10) for adoption possibilities of the offerings  
  • Conducted 440 surveys (N = 160) for conjoint analysis 

Impact / Outcome 

  • Enabled the client to understand the adoption level across of the services offered and understand the attributes / features to take to the market and at what price segment
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NPS study for a large hospital for its various services

NPS study for a large hospital for its various services

Objective 

  • A large hospital wanted to understand the patient feedback for its OPD and IPD services  

Methodology 

  • Conducted patient survey (N = 500) for different customer segments (based on gender, age groups, income, etc.)  
  • Calculated NPS across different patients to understand reasons for difference in customer satisfaction  
  • Conducted in-depth interviews (N = 30) with customers to understand their preferences, growth drivers / barriers  
  • Used proprietary NPS framework to identify key action items detailing specific improvement points along with identifying relative strengths and weaknesses 

Impact / Outcome 

  • Helped client get clarity on perception, preferences and feedback as compared to its competitors with action points on how to improve NPS 
Let's talk
Vendor selection for a B2B medical supplier by understanding the procurement practices

Vendor selection for a B2B medical supplier by understanding the procurement practices

Objective

  • Client wanted to understand the procurement practices of the suppliers of different product categories  

Methodology

  • Conducted primary discussions (N = 90) with the employees and the customers of the company to understand the procurement practices  
  • Did secondary research to validate the findings  
  • Shortlisted the vendor basis the criteria finalized with the client as well as basis the research findings 

Impact / Outcome 

  • Helped client select the vendor  
Let's talk

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