The turnover and earnings of an important business unit at a Swiss biotech company had continued to decline over the years. When the costs were finally no longer covered, the company hired the expert for growth and marketing in medical technology as Interim Head of Sales and Marketing. His task: to develop a new product and sales strategy and align the marketing to effectively address new customer groups.
Technical and personnel weaknesses identified in sales and marketing
In the analysis, the interim manager quickly identified weaknesses in the sales and marketing of the business unit. The company had invested less and less in sales and marketing due to declining profits. On the one hand, this meant that processes were lagging behind their potential. On the other hand, savings had also been made on the personnel side - with the result that skills in product development, sales and marketing were barely developed. As a result, opportunities to effectively market the products and services ultimately remained untapped.
Focusing the product portfolio on the most promising market
The company's products are suitable for addressing a wide variety of markets: from ophthalmology to skin diseases and autoimmune syndromes to nutritional problems. After an intensive analysis of the market and competition, the interim manager realized that this diversity was more of a burden than an opportunity. He therefore convinced the management to significantly streamline the portfolio and focus on the indication atopic dermatitis as the most promising market.
Reorientation of the marketing strategy and introduction of a CRM system
Once the decision to focus on atopic dermatitis had been made, the interim manager set about consistently realigning sales and marketing. One of the key changes was digitalization. To put marketing on a reliable data basis and clearly define processes, the interim manager initiated and coordinated the introduction of a CRM system, which now provides a reliable basis for professional customer care.
The interim manager also stepped up the deployment of personnel in marketing and sales. The company freed up employees to concentrate on customer contact and support from then on.
New communication strategy developed and opinion leaders recruited
Once the technical and personnel foundations for professional sales and marketing had been laid, the interim manager developed a new communication strategy and the associated materials. Existing marketing materials (brochures, videos, etc.) were reviewed and adapted to the new core market.
From the corporate website to addressing patients
Together with a web agency, the interim manager redesigned the company's website. An outdated web presence was transformed into a website that directly addresses the needs of patients and thus leads to a better perception of the products. The interim manager also initiated marketing measures for various social media channels (Facebook, LinkedIn, etc.) to address new customer segments and inform existing customers about new applications.
An important focus of the new communication strategy was the development of partnerships with patient organizations. These partnerships make it possible to work more closely with those affected, receive feedback and better understand their needs.
New experts recruited as brand ambassadors for patients and healthcare professionals
Key opinion leaders (KOLs) play a central role in healthcare communication - as trust-building brand ambassadors for patients and healthcare professionals. Over the years, the company had neglected the acquisition of opinion leaders. The interim manager succeeded - not least thanks to his resilient network - in gaining new well-known KOLs for the company's atopic dermatitis products. The experts made a decisive contribution to strengthening credibility and establishing the company in the new market.
New strategy ensures rising sales after just five months
The interim manager's strategy proved successful after just a few months during the course of the mandate. Sales in the new core area of neurodermatitis increased and the company gained new customers. At the same time, costs fell as the focus on one indication replaced the previous confusion of investments. Targeted marketing and sales activities as well as the development of innovative products will continue to help expand the already strong presence in this market segment and drive growth in the atopic dermatitis area.
