Concept Testing & Value Proposition Development for a Healthcare Informatics Managed Service Solution

The Challenge

A global leader in patient monitoring, healthcare IT, and clinical informatics had launched a managed service solution for enterprise-wide healthcare informatics. The solution was being piloted with US IDNs, but the company needed to define how it should evolve for broader, international rollout.

While the technical platform was strong, the commercial model and value proposition were still unproven outside the US. The company needed to understand how hospital executives, IT leaders, and financial decision-makers in different health systems would respond — particularly in publicly funded European markets.

Key questions included:

• How do hospital executives and IT leaders perceive the value of a managed service versus traditional capex purchasing?

• What clinical, operational, and financial benefits resonate most across different health systems?

• Which commercial models (subscription, managed service, or traditional purchase) would drive adoption?

• What price premium could the solution realistically command versus incumbent models?

Our Approach

1. Strategic Alignment

We began by working closely with the client’s global product, marketing, and commercial teams to clarify the strategic decisions the research needed to support — including packaging, pricing, and geographic rollout.

Internal interviews across R&D, product management, and commercial teams ensured we captured the full scope of the solution and aligned the research with how deals would actually be sold in the field.

2. Stakeholder Market Research

We conducted in-depth, 60-minute interviews with C-suite executives and healthcare IT leaders across major hospital systems and networks in four countries.

Respondents were carefully selected to reflect:

• Organisation size and complexity

• Level of IT maturity

• Stage in the buying cycle for informatics and monitoring platforms

This ensured the results reflected real purchasing conditions rather than theoretical interest.

3. Insight to Strategy

Interviews were structured to move from the current reality to future-state decision-making:

• First, we mapped existing vendors, contracts, and replacement cycles

• Then we tested the managed service value proposition, exploring perceived clinical, operational, and financial benefits as well as barriers to adoption

• Finally, we placed each respondent into a tailored purchasing scenario and tested price sensitivity using an adapted Gabor-Granger approach, anchored to a traditional 7-year capex model

This allowed us to quantify both willingness to pay and the premium the managed service could command versus incumbent purchasing models.

Deliverables

The project delivered:

• Clear benchmarks for how hospitals evaluate managed services versus traditional capital purchases

• Country-specific insights into clinical, IT, and financial decision-maker priorities

• Price corridors and revenue potential across alternative commercial models

• Guidance on which product and service bundles would resonate in each market

• A refined value proposition optimised for both US and publicly funded healthcare systems

These insights were delivered through a global synthesis and four country-level reports, supported by interactive workshops with local sales and marketing teams.

Impact

This project enabled the client to move from a US-centric pilot to a globally scalable commercial strategy.

By grounding the offering in real-world buying behaviour, we helped them:

• Define the optimal launch strategy for each market

• Select the right product and service packages

• Set commercially viable price corridors

• Adapt the value proposition for publicly funded healthcare systems

The result was a clear, evidence-based roadmap for taking the managed service solution from pilot phase to international growth.