Establish the beachhead

Posted by Norman Pyo, August 27th, 2009

the beachhead

The beachhead

In his bible of high tech marketing, “Crossing the Chasm,” Geoffrey Moore used a D-Day analogy and the taking of Omaha Beach as a metaphor for establishing a beachhead before assaulting the mainstream market. The beachhead is the leverage point to bridge the gap between innovation and early adoption. To this point, validating your technology in full-scale, real-world test situations is crucial before you take it prime time.

Establishing the beachhead should be a top priority for market development of any emerging technology.

We at HTX have launched a program to help medtech companies establish a local beachhead. It’s called the Health Technology Assessment and Implementation Program (HTAIP).

While often skimped on, early adopters provide important lessons that are critical for success.  As my colleague Evan Steeg states, “A technology, no matter how powerful or elegant, is not a finished product; and a successful product must solve a real problem for a paying customer.”

By engaging hospitals to “work out the kinks” and to provide an assessment of the technology, the HTAIP gets entrepreneurs critical feedback and an important reference customer.  This can be leveraged to lower adoption barriers and help promote future product sales.

Sentinelle Medical (a beneficiary of this program) is a classic example of a successful company that has repeatedly encouraged involvement from their clinical community (in this case radiologists) right from the get-go.  Today Sentinelle is working with Kingston General Hospital (KGH) to assess their newest product for simultaneously conducting breast MR scans and biopsies on a Siemens MR unit — a product that will expand the capabilities of the hospital’s breast cancer program.

Relationships with leading public healthcare institutions not only introduce your technology to world renowned thought leaders, but also expand your company’s R&D capabilities, while helping to establish best practices for future hospital programs – proving that a win-win situation for both companies and hospitals can happen.

Apply now or learn more >>

Read the press release about Sentinelle’s success with the program: “Kingston General Hospital Acquires Sentinelle’s Advanced Breast Imaging System”



Discussion

  • David Hardy
    Not to be a total prude, but I have stood on the cliffs overlooking Omaha Beach, wandered through the deep craters and devastated German pillboxes, and most importantly, strode through the seemingly endless rows of white crosses and stars of David that litter the cemetery at Saint-Laurent-Sur-Mer. I don't think that such an heroic, but tragic event ought to be used in the context it has. Call me old fashioned, but this conversation seems perverse.
  • Hi Norman, we are in full agreement. As I commented, I understand that the idea of your post is not how to apply the chasm theory per se. I did piggy-back on your quick reference to that theory however to comment on a different problem, which is the poor implementation of that methodology by most start-up founders, and its dire consequences.

    Thanks for seconding that idea in your last comment. I look forward to your future posts.
  • Greg, thanks for your response which illustrates your thorough understanding of the theories detailed in Crossing the Chasm. Perhaps I can provide some clarity on my comments. The focus of my blog was to highlight how the HTX Health Technology Assessment and Implementation Program (HTAIP) can support the early stage market development efforts of emerging med tech companies. The intent was not to discuss the effectiveness of entrepreneurial marketing strategies described in the book and how to apply them. I used the beachhead concept simply as an example of how the HTAIP program can be leveraged to support local niche market development with Ontario clinical institutions.

    Having said that, I am in complete agreement with you on how it is critical for tech entrepreneurs to develop marketing strategies early on. We too see many early stage med tech companies that focus too much on development and innovation in the absence of a clear go to market strategy. In fact, the HTAIP program is all about market development, not R&D. In our assessment of opportunities, supported projects must demonstrate that the medical technology is indeed solving a problem for the pragmatic hospital customer, in addition to how the implementation can be leveraged to get more customers in the context of a clearly defined go to market strategy.
  • Norman, if I read you correctly, your post's core idea is that focusing on a niche market is an effective strategy, and more ventures should do it.

    This is an important message and, as probably every business profile, I am completely aligned with you on that.

    I must however correct you on your understand of Crossing the Chasm. While a beachhead to cross from innovation to early adoption is certainly an attractive strategy and one I would recommend to all tech ventures, the beachhead strategy described in Crossing the Chasm is actually about moving from early adopters to the mainstream market. It is about assaulting the mainstream market, not 'before' unlike your description.

    I deliver a workshop to help client deploy the crossing the chasm, mixed with frameworks to plug some gaps in the chasm. Invariably, I find that while they claim to know about Crossing the Chasm, very few of them have actually read the book. That wouldn't matter if understanding the details weren't critical to the application of this theory, but in reality, it very much is.

    At the risk of sounding a little elitist, the confusion introduced by tech folks thinking they can DIY their way through business theories invariably does a lot of harm. Comparable to marketers trying to code software.

    This is very much at the source of a continuous frustration from marketers seeing a lot of money spent by technologists on R&D rather than invested in designing and deploying great go-to-market strategies.

    I think we both agree on that.
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Author: Norman Pyo

Norman is the Director of Business Development and Investment at HTX, The Health Technology Exchange. He has background in life sciences, corporate finance and entrepreneurship and has led emerging life sciences and technology start-ups.

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