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Case Studies
Case Study: Stakeholder Business Development
Situation
A software/service company made a strategic decision to pursue a key electronic
prescribing stakeholder category, and retained Point-of-Care Partners, LLC to
help them accomplish this.
Solution
POCP worked with the organization to determine a strategy to formulate
alliances with these target organizations. The strategic approach was based on
a situation analysis, which included trends, drivers and general feedback from
targets about the category of software/service companies, in general, and the
companies, in particular. Another key factor was the timeframe, which was
dramatically accelerated for a number of reasons.
Once the client agreed on the strategy, POCP created a series of tactics that
lead to its achievement. The tactics began with identification of key contacts
and a request for a meeting. POCP helped the client formulate the messages that
were most persuasive to the targeted organizations. Those messages were to be
communicated consistently through all media, including telephone message
scripts, eMail messages, letters and presentations. POCP also formulated a list
of (1) anticipated questions and recommended answers, (2) objections and
recommended responses and (3) possible next steps.
Once the list was created, POCP took on the role of an out-sourced business
development executive. To begin with, POCP and the client agreed on realistic
goals and objectives. It was also important to understand the roles that POCP
and the client would play, respectively. And a tracking mechanism needed to be
put in place, so that the client was aware of progress at all times.
POCP then reached out to target organizations, scheduling face-to-face meetings
with key individuals within each organization. A key executive from the client
presented simultaneously with POCP.
Next steps included a series of deliverables. The POCP consultant recorded
those and, to the degree could respond to them, did so. In other cases, the
client executive needed to own the responses, because they required internal
resources.
POCP took the lead in drafting a proposal. In doing so, POCP began with the
client’s proposal template, and then added key elements unique to this audience
and situation. The POCP consultant and client executives brainstormed the
process together.
This lead to a term sheet, which POCP drafted on behalf of the client. The
purpose of this document, of course, is to ensure that both POCP’s client and
the potential alliance partner negotiated the key elements to a business
relationship. POCP played a behind-the-scenes role, recommending critical
success factors for which the client had not previously negotiated and advising
on potential responses to elements requested by the alliance partner.
Results
POCP followed up on all deliverables and exceeded the objectives to which they
and the client agreed. POCP was then assigned to another project and another
executive was designated to follow-through on the alliances.
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Case Study: Analysis of Potential Technology Software/Service Alliance
Partners
Situation
A top 10 pharmaceutical manufacturer retained POCP to help it evaluate health
care technology companies. Specifically, the client wanted to: 1) prepare for a
strategic planning meeting, 2) do its homework by evaluating companies, in case
client divisions asked about those companies, 3) formulate a alliance in
conjunction with an already established strategy.
Solution
After understanding these objectives, POCP proposed a process to gather
information.
This process began with identifying categories of companies the client wanted
to evaluate, and all the organizations that fell into those segments. From that
list, POCP proposed a more manageable “short list” using decisive factors such
as size, leadership, strategic significance, marketplace buzz, etc. (The
relevance of “marketplace buzz” related directly to the client’s objective of
having done its homework.)
The next step was to determine an evaluation methodology, criteria, tool and
information-gathering process. The client picked a methodology of which it was
familiar, thus helping communicate the findings to the broader organization and
avoiding questions surrounding methodology. POCP proposed evaluation criteria.
The chosen process was primarily telephone calls, because of POCP’s familiarity
with technology companies; however, it could have included face-to-face
meetings, WebX demos or site visits.
POCP then executed the agreed upon process, gathering the information and
completing the evaluation tool.
Results
Findings were presented to the client, with POCP defending its scoring to the
team that chose POCP. Final scores were determined based on interaction between
POCP and the client.
Summary scores, implications and recommendations were communicated during the
strategic planning meeting, using slides created by POCP. This met the
objective of helping the company prepare for the strategic planning meeting.
A series of presentations about each category were created and stored at the
client site. These presentations included methodology slides, company rankings
and comparisons and detailed information about each company, which could be
used where appropriate. POCP also provided a write-up of all results, for the
client to provide to divisions as necessary. This met the second objective of
doing homework on companies.
A “shorter list” of companies was identified for follow-up relative to the
strategic project. The client began a second round of more detailed,
proprietary due diligence. POCP recommended a list of criteria for follow-up
and advised in contract negotiations.
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Case Study: Software/Service Company Alliance Management
Situation
A Fortune 100 company with alliances with several smaller, entrepreneurial
technology companies found that it was not getting the results that either
organization had expected from the affiliation. A POCP executive was asked to
turn this situation around. (Editorial note: alliances that do not meet the
expectations of either party are highly common with health care
interoperability alliances.)
Solution
The POCP executive began by conducting a qualitative satisfaction survey with
all involved parties, in addition to a qualitative root cause analysis.
The survey was compiled by the POCP executive working with client executives,
both within the involved group and elsewhere within the client organization. It
was conducted using standard market research methodologies. The purpose was to
be used in a before/after evaluation.
The root cause analysis involved individual interviews with all involved
parties, respectively. Care was taken to identify what was working well and
what needed improvement, and concentration was placed on expectations, both
those that were met and those that were not. All interviewees were assured of
confidentiality; alliance partners were particularly sensitive this factor. As
a trusted third-party, the POCP executive was able to reassure interviewed
parties that such a commitment would be met.
Clashing company cultures, communication problems during negotiations, lack of
understanding of the other organizations’ objectives, insufficient sharing of
information among client team members and unsatisfactory resources were just
some of the findings.
The conclusions were shared with key client executives during a several-hour
meeting. Care was taken to focus on themes, not single out individuals. Client
executives were asked to objectively evaluate the findings, and rank them
according to a scale created by the POCP and client executives.
Concurrently, the POCP executive worked with a client executive to solicit best
practices from other Fortune 100 companies in different business segments.
These non-competitors were willing to share with peers strategies and tactics
that had worked for them.
Armed with the ranking of feedback and best practices, the POCP executive
recommended strategies and tactics to improve management of the alliances.
These interventions included – but were not limited to -- modification of the
client’s standards alliance contract, hiring and/or reassigning of staff,
creation of an internal information-sharing strategy, clear assignment of roles
and responsibilities, planning and information-sharing meetings and, in some
cases, creation of contract addendums to clearly lay out quarterly objectives.
Client team members were assigned to own various strategies and tactics. The
POCP executive was responsible for coordinating the execution.
Results
The situation turned around dramatically. Satisfaction increased among all
involved parties. The client was better able to manage internal expectations
and meet commitments. In some cases, objectives were met and exceeded. Where
they weren’t, the ramifications built into the contract addenda were
implemented, minimizing the client’s exposure.
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Case Study: Product Sales Support/Education
Situation
A reasonably small division of a multi-national conglomerate wanted to increase
sales within its targeted segment, educate potential customers about its
relatively complicated product line and drive sales from the “influencer” level
(client of the client).
This organization had three options: 1) reach across divisions for marketing
assistance, 2) retain a marketing firm or advertising agency or 3) retain POCP.
POCP was chosen because of its understanding of the client’s product line,
targets and customers.
Three critical considerations were: 1) that the client wouldn’t have to spend
untold hours edu-cating a marketing firm on complex niche within health care
technology, 2) POCP could be its thought partner because of our broad
understanding of the marketplace, and 3) POCP’s price was more competitive
because, as a virtual firm, it does not have to cover the same overhead as
other options.
Solution
POCP began by proposing a marketing plan. Based on a situation that included
the client’s sales and business objectives and a consideration of the
marketplace, POCP then laid out realistic marketing goals and objectives,
strategies and tactics, key messages, measurement and a budget. The client
approved the plan.
A key strategy was for the client to treat POCP as a partner instead of an
administrator of marketing tactics. For example, POCP co-authored a whitepaper
and several journal articles with the client.
Tactics included a variety of traditional marketing techniques. Messages were
designed for key audiences. Measurement included a variety of standard
activities with an emphasis on sales.
Results
POCP is executing based on the agreed upon plan. It is too early to determine
results relative.
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Case Study: Strategic Planning Meeting
Situation
Company X was considering expanding its electronic prescribing capabilities,
and turned to POCP to understand the drivers, barriers and revenue
opportunities required to build a business case. While it was understood that
POCP could build this business case, the client was not ready to make that
commitment at the moment so POCP proposed a one-day strategic planning session.
This would help the client understand the opportunity at the same time getting
a feel for POCP, who came highly recommended but with whom the client had never
worked.
Solution
With the acceptance of the proposal, POCP began executing on its proposed
process. This involved separate telephone conversations with key executives to
understand expectations and make sure that objectives were clear to all
parties. The inevitable risk of the client wanting the “scope to creep” was
addressed by reminding the client of the agreed-upon objectives.
POCP also used these interviews in combination with secondary research to get a
better understanding of the clients’ business. POCP was ever mindful of that,
as it created the agenda and then gathered the information for the one-day
strategy session.
Since POCP has a B electronic prescribing practice, it didn’t need to do a
tremendous amount of secondary research to prepare for the meeting.
Nevertheless, based on the client expectations and meeting objectives, POCP did
have to dig a little deeper into certain areas of electronic prescribing. Most
of this was directly from primary sources, which POCP is uniquely able to draw.
Results
During the meeting, the client and POCP worked together on the business case.
As a result of the meeting, the client made a commitment to proceed with the
electronic prescribing module for its application. The client also decided to
hire additional staff to manage the project, and has committed to retaining
POCP to assist with the next step – product development.
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Case Study: Alliance Strategy
Situation
Company X suspected that an alliance with one or more software/technology
companies would enhance its flagship product, which had lost marketshare to an
upstart because of myopy on the part of a previous executive. Recognizing that
POCP is an expert on these companies, Company X retained POCP to: 1) validate
its hypothesis with business strategy, 2) evaluate alliance partners, 3)
recommend alliances and 4) advise in second round of due diligence and 5) make
recommendations relative to contract negotiations.
Solution
POCP began by understanding the client’s business objectives and unique market
situation. This involved interviews with key internal stakeholders, literature
searches and a thorough review of the client’s product lines.
The clients’ customers are concentrated in a segment of the health care
industry, and these customers’ perspective on software/technology companies
companies was important. POCP compiled a survey and process for gathering this
information. While the client provided some of the contacts, most came from
POCP’s extensive database.
It was also important to evaluate software/technology companies relative to the
unique needs of the client. To this end, POCP also created a survey instrument
and process to contact the software/technology companies. POCP’s relationship
with and existing database on these companies was exceptionally helpful in
meeting the clients’ accelerated timeframe.
Results
POCP concluded the assignment with a half-day presentation to the client. The
meeting included a broad overview of key trends, drivers and happenings;
findings of the customer surveys, a set of strategic imperatives and
partnership recommendations.
The client implemented the recommendations, as laid out by POCP. One
recommendation included a key product enhancement, on which the client is
currently working.
The client also began a second round of due diligence, and narrowed down the
list to an acceptable number of alliance partners. During this process, POCP
was a behind-the-scenes advisor, mostly because of budget constraints. POCP
also advised in contract negotiations.
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Case Study: ePrescribing Product Review
Situation
A software/services division of a large healthcare company wanted an objective
review of its ePrescribing product. This firm was also interested in pursuing
managed care partnerships and was looking for advice regarding how to optimize
its product to support those potential relationships..
Solution
Two POCP affiliates conducted an onsite feature function product review that
included seeing the application demonstrated, reviewing development plans,
learning about how the product is used in physician practices, and
understanding how the product is currently positioned. Our recommendations to
the client took into account our 20 plus years experience in developing
ePrescribing solutions and working with various stakeholders in the industry as
well as data from respected industry reports. The final deliverable included a
detailed listing of the product’s strengths and our recommendations for new
features, modifications and enhancements. Each enhancement was prioritized and
stakeholders that would benefit from the enhancement were identified. The
overall analysis was summarized into 4 key recommendations, prioritized
according to specific business objectives. POCP conducted a final presentation
of the executive summary of the report to members of the client’s executive
team.
Results
POCP provided an objective, expert analysis of the client’s product. The client
was delighted with the results and indicated that our final presentation was
one of the best meetings they had ever attended. Our recommendations are
currently being reviewed for incorporation into the product development cycle.
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Point-of-Care Partners, LLC
11236 NW 49th Street
Coral Srings, Florida 33076-2771
Office: (877) 312-7627
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