[{"data":1,"prerenderedAt":107},["ShallowReactive",2],{"solution-manufacturers":3,"solution-cases-manufacturers":58},{"id":4,"title":5,"body":6,"decisions":17,"description":22,"engagement":23,"extension":24,"featured_product":25,"focus":26,"group":33,"meta":34,"navigation":35,"offerings":36,"order":39,"outcomes":40,"path":45,"problems":46,"related_cases":51,"seo":53,"stem":54,"tagline":55,"thinking":56,"__hash__":57},"services\u002Fservices\u002Fmanufacturers.md","Manufacturers",{"type":7,"value":8,"toc":13},"minimark",[9],[10,11,12],"p",{},"Bringing something new to market is a product question before it is a sales question — which market will value it first, and why. We help answer that before the launch, not after.",{"title":14,"searchDepth":15,"depth":15,"links":16},"",2,[],[18,19,20,21],"Which market and channel should this product win first?","What does gross-to-net really look like once every intermediary takes its share?","Which access decisions determine pull-through — and who actually makes them?","Does the launch plan survive how product really moves at the counter?","We give manufacturers the counter-up view of the market — how products actually move, what drives access and adherence, and where the economics land.","Engagements range from a focused market and opportunity assessment to building the economic models and commercial intelligence behind a launch.","md",null,[27,28,29,30,31,32],"Market & opportunity analysis","Channel & access dynamics","Gross-to-net & contracting","New category & therapy launch","Consumer product strategy","Adherence & pull-through","market-shapers",{},true,[37,38],"Decision Systems","Data Platforms",4,[41,42,43,44],"Clear market access and channel intelligence","Economic models that hold up in the real world","A defensible go-to-market for new products and categories","Better adherence and pull-through","\u002Fservices\u002Fmanufacturers",[47,48,49,50],"Market access and channel dynamics that are hard to see from the outside","Launch and go-to-market decisions made without operational reality","Gross-to-net and contracting complexity","New categories and therapies without a proven path to market",[52],"medtech-medical-device",{"title":5,"description":22},"services\u002Fmanufacturers","Commercial intelligence grounded in how pharmacy really works.","Manufacturers see the market from the top down; pharmacy sees it from the counter up. We bring the counter-up view — how products actually move through channels, what drives access and adherence, and where the economics really land — and turn it into commercial intelligence you can act on.","lyspMMUqGPk5Tu0Y8VwMvH7CNxPJ1n_zYW7JD_8_n5w",[59],{"id":60,"title":61,"alt":25,"approach":62,"architecture":63,"audience":64,"body":65,"context":72,"date":73,"decision":74,"decision_type":75,"description":76,"executive_summary":77,"extension":24,"img":25,"lessons":78,"meta":79,"navigation":35,"outcome":80,"path":81,"problem":82,"quote":83,"quote_author":84,"results":85,"scope":91,"seo":92,"services":93,"stem":97,"tagline":98,"technology":99,"timeline":104,"what_continued":105,"__hash__":106},"cases\u002Fcases\u002Fmedtech-medical-device.md","MedTech Device","We engaged early in development to define strategy. We analyzed which markets would engage with the device because of its value and the limitations across each market and channel, then worked cross-functionally with the science and university partners to align product development with the markets we intended to enter first — making sure the whole team shared one product vision.","The build was a commercial and go-to-market foundation rather than a software platform — a device brand identity, a new marketing website, economic models and projections, and the sales and marketing materials needed to take the product to market.","Market Shapers",{"type":7,"value":66,"toc":70},[67],[10,68,69],{},"Bringing a genuinely new device to market meant answering a product question before a sales one — which market would value it first, and why.",{"title":14,"searchDepth":15,"depth":15,"links":71},[],"The company was creating a new category of device for the health and wellness market, operating as a university\u002Findustry partnership. Product development and go-to-market had to be aligned cross-functionally across scientists, university partners, and commercial teams — all under startup constraints that demand flexibility and agility.","2019-03-01","Which market to enter first. Analyzing value and limitations across each candidate market and channel pointed to where the device would win soonest — and gave scientists, university partners, and commercial teams a single answer to align product development behind.","strategic","Commercialization strategy, economic modeling, branding, and a new web presence for a novel medical device startup.","An early-stage medical device startup out of British Columbia needed to define how a novel technology would enter the market. We led commercialization strategy — market and channel analysis, economic modeling, branding, and a new web presence — and helped position the device for a Covid-19 government application.","For a novel device, commercialization is as much a product problem as a sales problem — aligning scientists, partners, and commercial teams on which market to win first is what turns raw capability into a pipeline.",{},"Our business-development efforts generated genuine client interest in the product, supported by device branding, a new website, economic models and projections, and a strong sales pipeline. Covid-19 later opened a unique opportunity to work with government on a new application for the device.","\u002Fcases\u002Fmedtech-medical-device","A pre-commercial medical device with novel capabilities but no defined path to market — which markets would value it, and through which channels?","Working with a startup is exciting and requires flexibility and agility. We really enjoyed working with MedTechCo over the years. Covid-19 presented a unique opportunity to work with the government on a new application for the device.","Dr. Barus, Founder & President",[86,87,88,89,90],"Device branding","New Website","Strong sales pipeline","Economic Models and projections","Sales & Marketing Materials","Company-wide commercialization & go-to-market strategy",{"title":61,"description":76},[94,95,96],"Go-to-Market","Commercial Strategy","Economic Modeling","cases\u002Fmedtech-medical-device","Creating a new category of Medical Device for the Health & Wellness market",[100,101,102,103],"Brand identity & design","Marketing website","Economic models & projections","Sales & marketing collateral","Multi-year engagement, from 2019","The commercial foundation — the brand, the economic models, and the market definition — carried the device into new applications, including the government opportunity that emerged during Covid-19.","o1iDOVFXcqnSyhJB4EWzsThbn-i-49WtZPDkJoejJtk",1784599853844]