We help medical device companies attract, convert and delight patients.
We bring together 23 years industry knowledge with marketing savvy, process discipline, and deep technical expertise to help our clients reach their revenue goals.
Learn MoreDancecard brought impressive firepower to their work with Endogastric solutions, helping us refine our digital strategy and then translate it into a high-converting consumer website. They are tech savvy and people savvy, which is a powerful combination of skills. I highly recommend them.
We tell it like it is, and expect the same in return, which makes projects move fast and effectively.
We get things done and produce results. All of us are hard grafters. We are process oriented, and seek new ways to drive efficiency and improve results.
We want our work together to have lasting impact. We believe in long arc relationships. Our clients have worked with us for years, on serial investigations or engagements.
Already have an ad agency? No worries.Many of our clients are already engaged with either a traditional or digital agency. We are often brought in to provide additional skills in the areas of business process design, custom application development, or strategic planning. We play well with others cause that’s in our nature and it s a lot more fun that way!
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How can we tell if a clinic-based app will be adopted by our sales team and HCP staff?
Clinic-based app pilot
Nevro had an idea for a mobile application that could help their Sales team enroll more prospective patients but wanted to share the idea with reps and HCP staff to vet the idea and gauge its potential impact before jumping into development.
We began this project by interviewing 20+ reps to understand their current workflow and areas where they thought a digital solution might have an impact. Based on this input we then developed a low-resolution, clickable prototype of a mobile application, which we then tested in one-on-one usability tests with sales reps and HCP staff. After all the usability tests were done we then analyzed the results and were able to clearly identify which features made sense to develop fully and which, while intriguing, did not provide enough value to end users to drive adoption.
How do we allow our sales reps to easily share marketing metrics with clinics?
Call Tracking to ERP
Having recently purchased LapBand from Allergan, Apollo Endosurgery was looking to strengthen their bond with the HCP channel by positoning the company as a data-driven marketing partner that could consistently drive qualified prospects via DTC campaigns.
We started by installing a call tracking system of our own design to capture which Google campaigns were driving telephone calls in the U.S. and abroad. The next step was to push this data to Salesforce where it could be easily accessed by reps and shared with office staff, which we accomplished by building a custom web-service to pull call data into the proper contact object within Salesforce. We then used Tableau to create custom visualizations that told a clear story to each practice about the impact Apollo was having on their prospect lead flow.
How can we streamline the contract creation, approval, and signatory process?
Discount Pricing Application
The Neuromodulation division at Boston Scientific came to us with a request to streamline the process of creating discount pricing contracts. Their as-is process involved mailing Excel sheets internally for review and approval, which inevitably led to version control problems, duplicate requests, and low visibility into approval delays.
We began this project by doing detailed process modeling of the current system, which we then analyzed to discover new opportunities for efficiency. We then developed a low-resolution prototype of a custom web-app and tested it with the sales team to make sure the interface was intuitive and easy to use. While our front end team developed the application in HTML5, our back-end engineers developed an interface to pull product pricing and account data out of SAP for consumption by the app. In parallel, they also built custom connectors to Docusign and Box, allowing us to automatically generate signatory requests from within the app and, when all signatures were in place, archive the finalized document within Box. When launched, the application was an immediate hit with both front line salespeople and the internal Sales Operations team. For individual reps, it meant no more stalled contracts and no more chasing down signatures via fax and snail-mail. For Sales Ops, it meant 100% visibility into the contract approval process and assurance that all final contracts were signed and archived correctly. This application was recognized internally within Boston Sci as an exemplar of digital innovation in 2016
We have new practices being added to our clinic locator every day. How can we delight them by getting them listed immediately?
ERP to Clinic Locator
Allergan’s Botox for Overactive Bladder was running Pay-per-Click media on several different networks and was using our telephone call tracking platform to measure outcomes for each channel. As the program grew in popularity, more clinics wanted to be listed within the locator and were frustrated with the 2-3 day delay it took to manually provision new tracking numbers. Allergan saw an opportunity to delight new clinics by getting them listed immediately.
We worked with Allergan’s internal IT team to define a web-service interface that would expose all new clinic registration information to our call tracking platform and, in return, take in call tracking numbers for display on the consumer website. In parallel, we worked with our SIP telephone line provider to develop a search- and-provision API that allowed us to purchase and configure tracking numbers programmatically. The final step was to build a new layer on the call tracking platform to consume the new registration data and use it to automatically search for and provision new phone lines and then send them back to the ERP platform. When launched, our solution allowed Allergan to have new clinics fully provisioned on their clinic locator in less than 3 minutes, 100% accurate, and free from human error.
What are the different paths prospects take to become patients and where are the points within the journey where we can impact conversion?
Patient Journey Mapping
Neuropace has a novel device for treating people with drug-resistant, focal epilepsy, and is looking to increase lead flow and contact-to-conversion rates to Comprehensive Epilepsy Centers (CEC). In their journey from awareness to adoption, prospects interact with multiple divisions inside Neuropace and multiple clinicians inside the CEC. If messaging at each of these touchpoints can be made consistent, there is an opportunity to improve both brand perception and conversion rates.
This project kicked off with a series of in-depth interviews with current patients, prospective patients, Neuropace staff, and HCP partners to document their understanding of patient flow. These interviews were then compiled into a process map that we used to identify gaps and opportunities for improvement. Working with Neuropace leadership, we then identified the key interactions in the patient journey to improve through process or technology innovation. The final deliverable was a phased project plan with schedules, project plans, and budgets for 8 content creation and application development projects that acted as a roadmap for annual budgeting and hiring.
We have built an online portal for patients to manage their diabetes. What design and copy changes can be made to flatten the learning curve and increase adoption?
Diabetes Portal UX Audit
Medtronic-Minimed developed an online portal to allow insulin pump patients to track their blood glucose level and share data with their physician in order to fine-tune their pump settings. Early feedback from patients in a pilot group suggested that the interface was difficult to use and that patients had a hard time using the application consistently because they did not see the value it gave back to them. Can we discover design and copy changes that will reinforce the value of staying compliant and also make the tool easier to use?
We began this project by interviewing current insulin pump patients to learn how they currently tracked their exercise levels, eating habits and insulin intake. Based on these one-on-one interviews we learned that pump patients exhibit wide variability in their approach to self-care, with some being super diligent while others took pride in ignoring protocols and managing by the seat of their pants. Based on these findings, we developed a more narrow, cleanly defined target audience and designed a new prototype for usability testing. When we went back and tested the new interface with our core audience the results were impressive; users were able to enter and analyze their data from a single dashboard and the majority of people tested said they would use the application if it were offered. Our work formed the basis for a complete re-architecture of the application and a revision in the go-to-market plan to focus on a narrower market segment for launch.
We have 30,000 employees. How do we gather their best ideas to improve our company and products?
Opportunity
As the provider of hardware, software and services to manage and display content in airplanes, cars signage, billboards stadiums and more, Panasonic was seeking to build new lines of business which connected all of these nodes in a network to create a unique, meaningful and connected end-user experience, while at the same time seeding a cloud services expertise in the company.
The company wanted to explore new opportunities leveraging its capacities across North America, they selected MM to research, synthesize and assess new business options, including business planning, acquisition review and prototype development.
Approach
We became an embedded inside/outside team for PNA. We completed a cross division inventory of assets, talents, and intents that could feed new into this new line of business. We completed external audits on needs and trends, through first-person interviews, through analyst and industry data, and developed 3 potential business models.
These three businesses were concepted, taken out to potential buyers for feedback and price talk, estimated to time and money to build, financially modeled. For the winning business concept, a complete business plan was developed, and moved into prototype and pilot.
