There is as much if not more opportunity to improve productivity
in marketing as there is in any function in the HME industry.
The foundation for marketing efficiency is good differentiation.
But since you rent or sell essentially the same equipment and
supplies as other providers, how are you different? Most providers
say "quality of service." That doesn't work, however, because it
fails at least three (and sometimes four) of the six tests for good
differentiation.
What are those tests? Differentiators should be:
Supportive of vision and values: All strategies
and tactics that violate the vision and values of an organization
will always inject inefficiency.
Desirable by the market: In order for a
differentiator to have value, it must be desired. To find out what
your market wants — ask. Start with "What are the basic
needs?" to define price, delivery time, etc. Then "What are the
expected needs?" to define quality, product capability, etc.
Finally, "What is desired?" to learn what can really be
appreciated.
Targeted: The differentiator should be targeted
to the best customer, not the next customer. Remember these are
product-payer combinations and should tie to the business
strategy.
Unique: Make a list of all rivals and how they
differentiate. If any other provider in the market is
differentiating on the same factor, it won't work. However, a good
imagination and creativity might be able to redefine or position
your company as unique.
Inimitable: The best differentiators are those
that no competitor can duplicate, or even imitate. Some achieve
this with patents, trademarks and copyrights that may be the most
defensible, but it can also be achieved with exclusive contracts
and other mechanisms.
Provable, which most likely means there is a
metric that shows how well the company performs against its claims.
It's nice when competitors' inferior performance can be measured
and reported, but in most cases the position statement has to be
that "the competition doesn't even get on the chart."
Once you know what the market expects and desires, and what all
of your rivals claim, how do you find a unique point of
differentiation? Consider these possibilities:
Results could be clinical (i.e., re-admit and
compliance measures) or operational (i.e., fulfillment rates).
Credentials that belong to the organization
(like accreditation) or that belong to individuals (degrees,
certifications or other recognition of expertise and
competency).
Personnel could focus on courtesy, credibility,
responsiveness, communication and patient-to-clinician ratios.
Warranty that is exceptional for either
products, services or charges.
Convenience, as in location, delivery and
accessibility, whether physical or through the Internet.
Products/services includes factors such as
range, exclusivity, style and design.
Range of payers if it is inordinate and
especially if there are exclusive contracts.
Specialization in a clinical therapy or product
category.
Affiliations that might build an affinity. They
don't have to be health care-related.
Performance like customer satisfaction or
delivery time.
Reliability of equipment, people and
processes.
Ordering ease such as an Internet-based
referral system, or time on the phone.
Customer training like documents, videos and
structured telephone support.
Customer consulting, especially with referral
sources for in-service or clinical training.
Brainstorm with your team to get the longest list you can, then
run all of the possibilities against the six differentiator tests.
It should pass at least five. Once a differentiator is adopted,
test it for market acceptance. If that test is positive, then it is
time to integrate the point into your company's operations and
communications. Operations includes collecting the metrics to prove
the differentiator, and managing the company's compliance with its
claim. Communications includes stationary, business cards,
websites, fax covers, ads, promotional items and brochures,
etc.
Once your company can set itself apart from all of its rivals
with a good differentiator, your marketing team will be able to get
results more efficiently.
Read more Better
Business columns.
Wallace Weeks is founder and president of Weeks Group Inc.,
a Melbourne, Fla.-based strategy consulting firm. You can reach him
at 321/752-4514 or wweeks@weeksgroup.com.
