When buyers see three similar products, yours competes on price by default
Technical parity is the norm in most medtech categories. Without a differentiation strategy built on clinical evidence, implementation support, and outcomes data, margin erosion is structural, not situational.
- steps
- 7
- steps
- to start
- 2 to 3 weeks
- to start
The short answer
In independent healthcare, buyers rarely choose on specification. They choose on what changes for them: theatre time, patient throughput, complications, staff time, and how painless you are to implement. Find out from won and lost deals what actually decided them, then rebuild your message around two or three proof points each buyer cares about.
7 steps
Do it yourself: step by step
0 of 7 done
Speak to five customers who bought and five who did not in the last 12 months. Ask what problem they were solving, who else they looked at, what nearly stopped them, and what tipped the decision. Do not let the salesperson on the deal run the call
- Time
- 2 to 3 weeks
- Typical cost
- £0, or £2,000 to £6,000 if a supplier runs them (Solvable estimate: 10 interviews at about £200 to £600 each, including recruitment and write-up)
- Who does it
- Founder or marketing lead
Done when: Ten interview notes with the deciding reason highlighted
This problem is Solvable.
Copy this template
Positioning statement and proof point worksheet
Free to copy, adapt and use. No sign-up.
Positioning statement (one per segment)
For [segment, e.g. independent day-case hospitals doing 1,000+ orthopaedic cases a year] who are struggling with [problem in their words, from interviews], [product] is a [category] that [the one change that matters most to the budget holder]. Unlike [the real alternative, including doing nothing or the incumbent], we [the difference you can prove], as shown by [named proof: reference site, audit data, published study].
Proof point register
| Claim | Type | Evidence | Who cares most | Usable in writing? |
|---|---|---|---|---|
| [e.g. Cuts set-up time per case by X minutes] | Operational | [Audit at reference site, date] | Theatre manager | [Yes / Verbal only] |
| [Claim] | Clinical | [Study or data] | Consultant | [ ] |
| [Claim] | Financial | [Model or customer data] | Finance director or clinic owner | [ ] |
| [Claim] | Implementation | [Go-live time from last three sites] | Operations lead | [ ] |
Win and loss interview questions
- What were you trying to solve when you started looking?
- Who else did you look at, including doing nothing?
- Who was involved in the decision, and who could have stopped it?
- What nearly stopped you going ahead?
- What tipped the decision?
- What did we say that you did not believe?
- If you were advising us, what would you change in how we sell?
Rules
- Every claim in writing has evidence in the register.
- One page per segment. No specification tables on the first page.
- Review the register every six months.
Avoid these
Common mistakes
- Leading with specifications that competitors can match line for line.
- Using the same message for a consultant, a theatre manager and a finance director.
- Making claims in writing that you cannot back with data, which procurement and clinical governance will find.
- Discounting to win instead of showing the total cost of the cheaper option.
- Asking the salesperson who lost the deal to explain why it was lost.
Free personal check
Done by Paul Robinson, not software
I'll read your homepage and first-meeting deck as a buyer would and show you where you blend in
What I need from you
- Your homepage link
- Your first-meeting sales deck (PDF or PowerPoint)
- Your two main competitors' names
What you get
- What a buyer remembers after two minutes
- Where your message matches your competitors'
- The two or three proof points to lead with
Within 2 working days
No sign-in, no sales call. I read every request myself and reply on WhatsApp.
Free tools
Check where you stand
Paul Robinson
14 years in UK private healthcare
I solve this one for healthcare companies
Want a hand? I'll look at your situation and tell you the three things I'd tackle first.
A few quick questions, about two minutes. I read every one myself and usually reply the same day.
No sales call unless you ask for one. Just a straight answer from me.
I reply personally, usually the same day.
Questions
Frequently asked questions
How many interviews do we need?
Ten is enough to see patterns. Stop when you hear the same three reasons repeated.
Will lost customers talk to us?
Most will if you ask for 20 minutes, promise not to sell, and have someone other than the account owner call.
What if our product really is similar to competitors?
Then the difference is in implementation, support, training, contract terms and evidence. Those are real and buyers pay for them.
Should we drop price to compete?
Only as a deliberate segment strategy. Otherwise show total cost over three years and hold your price.
How do private buyers differ from NHS buyers here?
Independent providers decide faster and care more about throughput, patient experience and consultant preference. Hospital groups may still run central procurement, so map both the site and the group.
Last reviewed:
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