Patient Journey, Workflow Analysis & Unmet Need Assessment. Patient Monitoring Consumables

Posted on: 15th April 2020

The Client & Business Challenge:
Our client is a leading healthcare supplier of consumable monitoring equipment to hospitals. The client already performed well in this vertical but wanted to optimise their portfolio by gathering detailed insights on unmet needs relating to the quality and use of these consumable devices, that if resolved, could improve the financial health of hospitals and IDNs, as well as refine staff workflows and patient transitions.
This study was conducted in the US and consisted of 2 phases of qualitative interviews. The primary objectives of the study were:
• Understand current workflows throughout the patient journey.
• Identify perceptions and pain points in the use of disposable patient monitoring devices.
• Understand how to promote standardisation within and across departments.
• Measure the perceived value of the client’s portfolio as part of a standardised solution.

Our Approach:
It was important to the client to speak to both decision makers and users of the products to develop an understanding of the perspectives that influence both how the products are used, and the impact of this on which brands are purchased. For the client, this meant including nurses, nurse managers, and purchasers. We also included biomedical technicians and respiratory therapists due to their role in setting up and maintaining devices.
The first phase was conducted through 90-minute, face to face interviews with 23 registered nurses and nurse managers in research facilities. The focus of this phase was on the objective relating to workflow and consumable use across their hospital.
The second phase included 40-minute telephone depth interviews with 61 respondents after they had completed an online survey about the model workflows that were developed after phase 1. These interviews were designed to confirm findings from phase 1, as well as understand perceived benefits and potential for adoption of standardisation. We also tested a value proposition incorporating the client’s portfolio into a standardised service solution, ascertaining the advantages and disadvantages for each individual element, and establishing price sensitivity for the service as a whole.

The Results and Impact:
The purpose of both these phases was to develop a quantified flow for patients throughout their stay in the hospital and compare this to the use of monitoring consumables to identify pain points and inefficiencies in the process.
Our research indicated that there was potential for development of next generation products that would encourage health providers to switch to our client’s portfolio and elevate them above the competition. We identified key components that could be added to their service offering to increase value, and messaging that would better position their proposition to appeal to both users and decision makers. We laid out steps the client could take to justify a higher price point and take share.
By comparing the workflow to the responses to the value proposition, we developed a roadmap which we presented to product managers. This was used by the client to direct their R&D and sales targets in this health space and defined their pre-launch strategy.