There was legislation being passed
in various states to address this
risk to caregivers. Additionally,
patients were getting heavier and
the caregivers older. At the time
average nurse was 48 years old.
The objective was to secure
double-digit growth in revenue
and maintain our market share at
a minimum. Also to match our
share with each state that was
The strategy was developed with
the goal of securing a consulting
program (called Diligent) that
provided the hospital administra-
tion with the right tools to assess
risk. We offered a guarantee that
we would reduce injury costs – the
ROI was so good that most invest-
ments in equipment would be paid
ferentiation that distinguish you
from the competition? Can you
say what that means to the buyer
in economic terms, usefulness, and
efficiency? Once you can clearly
understand that, you can then
investigate which market/channel
you will use to reach the specific
demographics (influencers, buy-
ers) you need to target, and factors
like reimbursement (who is insur-
ing or buying?).
What are the key
points of differentiation
that distinguish you
from the competition?
These are the critical questions
you have to ask before you engage
in any major restructuring of the
marketing message and/or organizational design. No financial
leveraging can be achieved that has
a long term impact without addressing these basic questions.
At ArjoHuntleigh, they had
dominant US market share of the
caregiver lifting space (~35%).
However, the sales process was
protracted, and they were being
commoditized due to inferior low-priced competition. This was also
in 2008-9, when hospitals were
experiencing the effects of the
recession and healthcare changes.
Not a good time to sell equipment
that many hospitals did not have
and did not realize they needed.
The vision was to reinstate ArjoHuntleigh as the leading provider
and authority to reduce caregiver
injuries, which were on the rise.
for in the first year because of the
very high injury related expenses,
both direct and indirect. If we did
not achieve the savings, we covered the difference.
The tactics: we assembled key
account managers to sell the
program, employed clinicians to
support the implementation, and
focused on setting up metrics to
report back on the performance.
We achieved between 10-12% increase over 2008-2012 growth.
The ROI was so good
that most investments
in equipment would be
paid for in the first year