9 minute read
Executive Spotlight: Terry Bromley tells Crawford Healthcare’s David and Goliath Story
A David and Goliath Story: Succeeding as a New Entrant in the Established U.S. Advanced Wound Care Market
An interview with Terry Bromley, Senior VP and GM, Crawford Healthcare U.S.
Advertisement
When UK-based Crawford Healthcare made the decision in 2013 to enter the highly competitive U.S. advanced wound care market, it faced the daunting task of developing and executing a winning strategy. Although highly fragmented, the U.S. market is dominated by a small handful of players, including Smith & Nephew, Acelity, Molnlycke, and ConvaTec. Together, these four companies compose over 70% of the ~$2.5 billion U.S. advanced wound care technology market. 1 These well-established companies, with their solid platform of product awareness and network of relationships, presented much the same to Crawford as Goliath did to David, when he turned to face off with his giant competitor.
the publication for healthcare sales & marketing leaders™
NEWS AS IT BREAKS— IN YOUR INBOX!
AS AN ALL-DIGITAL PUBLICATION, WE KNOW WHERE YOU GO FOR NEWS.
In our HS&M magazine we cover
big stories. But you also want latebreaking news as it happens. We heard you, and now we’re launching
HS&M Headlines—a bi-weekly
summary of the top news on:
• PEOPLE–who just moved where • PRODUCTS–latest launches and approvals •PROGRESS–important funding and acquisitions
CLICK HERE to subscribe to HS&M Headlines
Expert Skill in Delivery Winning Results
WhenIspokewithTerryBromley, SeniorVPandGM,abouthow hespearheadedtheU.S.launch of Crawford, he did not choose to face this challenge without significantforethoughtaroundthe planofexecution.Oneofhisfirst considerations was how to address thedynamicsoftheU.S.wound care arena, which could be classifiedassimultaneouslyencouraging and challenging. The introduction oftheAffordableCareAct(ACA) haspromptedsignificantchanges that align and incent hospitals toofferandincreasequalityof care, while reducing cost. These changes have paved the way for the introduction of new and improved technologies that demonstrateprovenclinicalbenefits, with additional opportunities to be incorporated into facility protocols for the prevention and managementofwounds.However, the introduction of the Affordable Care Act has applied downward pressure on costs that have eroded manufacturer margins, making it a challenge for smaller players like Crawford to compete due in large part to a lack of economies of scale in production, distribution, and sales. Although these are barriers to entry, Terry did not view them as insurmountable, instead focusing on the opportunities that he couldexploit. Overall,theU.Sadvancedwound care market is compelling, with strong clinician and patient awareness of wound technologies that serves to generate demand and volume growth. In addition, the regulatory pathway for the introduction of a new medical device is relatively straightforward, provided there is a predicate product available that has already been clearedbytheFDA. However,lowerbarrierstoentry alone could not lead Crawford to success. Simply stepping into the fightdoesnotguaranteevictory, especiallywhenfacingsuchfierce and entrenched competition. The Crawford team possessed the key attributes necessary to succeed as an underdog: the right “tools” supported by a courageous vision; a targeted market-focused strategy;andexpertskillinthe delivery of their strategy. Together, these elements can, and do, produce winning results, and during our conversation, Terry shared the thinking that went into the successfuldevelopmentandexecution ofCrawford’sU.S.launchplan. THE RIGHT “TOOLS” AND A COURAGEOUS VISION JustaswhenDavidspottedthe rock he would use in battle, Terry feltconfidenthehadtheright portfolio of products needed to
battle his marketplace “Goliaths.” TheUK-basedCrawfordteam had thoughtfully developed and acquiredaportfolioofadvanced wound care technologies that Terry knew would be well-received bytheU.S.woundcaremarket,if he could support them with compelling,benefits-basedmessages and effectively deliver them to the highest-interest audiences. Fromhisyearsofexperiencein theU.S.medicaldevicefield,he was convinced that these dressings possessed both the clinical and value propositions that would becompellingtoU.S.woundcare clinicians, as well as resonate with healthcare administrators and payers aligned with pay-for-performanceandquality-of-carebased paymentmodels.Hesaysthathaving a solid belief in the products of your company makes the opportunity to sell them a personally fulfillingundertakinginthequest toimprovepatientqualityoflife. Buildingonthisconfidenceinthe product portfolio, Terry envisioned the establishment of CrawfordU.S.asatop-sellingadvanced wound care dressings provider that is used in the hospital setting, following patients across various venuesofcare.However,withlimited resources, and the incumbent “Goliaths” to contend with….how wouldhebuildtowardthisvision? A TARGETED, MARKETFOCUSED STRATEGY WhenDavidselectedtherockto use against Goliath, he knew that he had selected the right “tool” to deliver on his goal (the “what” he wouldusetotrytowin).However, he also had to think through the “how” and “where” aspects in order to implement his strategy to ultimately defeat Goliath. Terry discussed the investment he and his team made upfront to similarly address the “how” and “where” for their launch. They invested time to segment the market and analyze the attractiveness and Crawford’s ability to win in each segment. This helped them pinpoint their initial and secondary targets, as well as quantify various selling and distribution models in order to budget for and allocate resources.
THE “HOW” JustpriortoTerry’sjoiningthe company, Crawford had licensed a silver-based wound dressing alreadybeingsoldintheU.S. market,andadditionallyacquired itsassociatedfieldsalesforce. “This was our initial platform to build upon as we launched the UKproductportfoliointotheU.S. market,” Terry says. “Although the licensed silver technology provided us with a great starting place, it did not come with widespreadproductawareness,existing contracts, or strong distribution channels. Therefore, we knew we had to identify a segment of the market where decision-making is more heavily dependent upon clinicians, and where this technology would be recognized for its high potential to deliver desired clinical outcomes.” THE “WHERE” “We considered a variety of initialsegmentsforourU.S.launch, such as post-surgical wounds. Physicianstreatingthesearefaced with helping to limit the number ofhospitalacquiredinfections (HAIs),ametricrisinginimportance across acute care facilities due to underperformance resulting insignificantreimbursementholdbacks.”Ultimately,theytargeted the burn market for several reasons. This is a well-established and easily-identifiablecommunityof clinicians, with patients who have a high level of immediate need. Productdecisionsarenormally controlled by clinical decision makers, who can appreciate the differentiation that their product offers.Andfinally,thesalesteam theyhadacquiredthroughthe licensewasseasonedinthefieldof burn care and had deeply established burn care clinician relationships. Advanced burns provided the perfect gateway for Crawford’s market entryandabilitytoaddsignificant value alongside its silver technology product and greater wound care product portfolio. Hecontinued“Withourinitial point of entry selected for our platform product, we then focused ondevelopingandexecutingthe rollout strategy to bring in and succeed with the larger Crawford product portfolio. We did this by adopting an approach that is marketing-led and sales-driven. Our goal was to enable the sales teamtoexpandintonewareas and venues where the products could be successful by providing highcustomervalue.”Positioning this growth strategy within thecontextofthemarketdrivers, which include the ACA’s mission
to drive better care by implementingqualityindicatorstomeasure clinician performance, meant they had to focus on the clinician need toperformagainstthesequality indicators. The Crawford portfolio includes a range of products that decrease wound occurrence as well as help promote wound healing. So their strategy included the development of messages that clearly articulatedandquantifiedthese productbenefits.Theysupported their claims with researchedbacked data.
“With this relevant positioning of both prevention and treatment, our sales organization has been able to explain how our products can positively impact quality indicators, such as the prevention of hospital-acquired pressure ulcers, or a decrease in the number of HAIs. Once the decision has been made to utilize Crawford products, our team can then work with the clinicians and administrators to incorporate our products into a facility’s protocol of care.”
This approach continues to guide their focus on additional venues where they can be successful by reliably supporting standards of care. “It has also helped drive our resource allocation decisions, such as the choice not to directly focusonthelong-termcare(LTC) market.Thereareabout14,000 LTCfacilitiesacrosstheU.S.,and we would not be able to provide thislevelofcustomerexperienceif wewerestretchedthatfar.However, beyond burn care centers and wound clinics, which we can attend to as we grow our direct sales force, we needed to decide how to accessthe5,000+U.S.hospitals.” The analyses they performed in buildingouttheir5-yearstrategic plandeterminedthatacquiring this broad base of customers was going to be critical to success. “To attempt this on a direct basis is nearly impossible, and also unaligned with hospital goals such as decreasing multiple invoices from multiple vendors. In these largervolume institutions, key players are group-purchasing organization (GPOs),mostofwhichdesignate a prime vendor distributor. Therefore, we have built a strategy that incorporates elements of organic growth in the post-acute environment, and strategic partnerships in the acute environment.” EXPERT SKILL IN DELIVERY Havingasolidplan,greatproducts, and a delivery system in placewillonlyleadtosuccess—especiallyiffacingfiercecompetition—whendrivenbydeepsales andmarketingexpertise.Although hewastheunderdog,Davidwas able to swing and release his rock with such force and pinpoint accuracy that he prevailed. Similarly, the Crawford team possesses the intelligence, skill and enthusiasm tosuccessfullyexecutetheU.S. strategy. “Wesetouttohireonexperience and a will to win.” Terry says. “We wanted people who could deliver on the plan. We wanted Crawford sales and marketing personnel to have the maturity to anticipate the challenges within their personal domains as well as within the greater healthcare marketplace, with its rapidly-evolving changes in metrics, payment models, and product-approval processes. Many startups bring in academia-based people.However,webuiltanorganizationwithexperiencedprofessionals who understand the business drivers and are able to drive action plans in ways that greatly facilitate our sales processes. “Anyoneonourteam—inmarketing,sales,R&D—canleadand effectively interact with customers. We all possess a depth of understanding in our target therapeutic areas that is rare in our industry. Further, our insights deepen with our commitment to having twoway conversations where we truly listen to and learn from our customers, gaining insight to strengthenourofferings.Havingateam where everyone has these skills has really set us apart from the competition, and is the key reason we have developed strong, trust-based, customer relationships.”
In addition to really having that outward, customerfocused view, as well as a seamless, mutually-reinforcing sales and marketing team, Terry reports that they have an insatiable drive. “Enthusiasm is not onlyapre-qualifiedcharacteristicofourhires,but also something that is further cultivated internally with mentoring, support, and recognition. I recently rode with a rep in Chicago who entered his territory18monthsagowithnopre-existingCrawford productsalesorbrandawareness.Nowheiswell on his way to being totally self-sustaining. When I asked him what he believed were the key drivers ofhissuccess,heattributedittotheconfluenceof comprehensive product training and marketing support;ourhigh-quality,data-supportedportfolioof products; a smart and focused selling strategy; and a passionate attitude that permeated the entire organization. In short, he felt prepared and supported by Crawford to successfully take on his Goliath.” WINNING RESULTS With their skilled team, streamlined distribution, and deeply established customer relationships, they have been able to double the business of Crawford U.S.forthreeconsecutiveyears.Theyhavebuilt aprofitablebusinessandcapturedmarketshare. “With our product messages that offer solutions to addressspecificclinicalneeds,wehaverecentlybeen awarded a multi-year contract position with one ofthelargestGPOsintheUS.Thispositionnow allowsusaccesstoover3,500hospitalsand130,000 associated member facilities where the Crawford teamcanspreadawinningcustomerexperience. “It has not been easy to succeed in this competitive industry,butithasbeenanexcitingandenjoyable ride,andonethatweplantotaketothenextlevelby incorporating our learnings and building on all of the great relationships we have established.” ForTerryandtheCrawfordU.S.team,thesewins have not derived from matching the size of Goliath. InsteadasDavid,theyaresucceedingbyleveragingtheiragility,skills,andabilitytoexecutewith courage and enthusiasm, in this highly dynamic andcontinuallyevolvingU.S.advancedwoundcare marketplace.• Terry Bromley Sr. Vice President and General Manager Crawford Healthcare Terry is an entrepreneurial executive skilled in setting strategies, leading teams, and commercializing technologies. He has broad experience in general management, marketing, strategic planning, and sales management, and is adept at optimizing resources in both large corporate and start-up environments.
Crawford Healthcare is a supplier of advanced wound care products covering a broad range of skin conditions. It is a rapidly growing international company dedicated to developing innovative treatments and effective dermatological, wound care and diagnostic products for the care and repair of skin. Its international head office is in Knutsford, Cheshire, UK, where it is the country’s fastestgrowing skin care company. From early 2013, Crawford Healthcare Inc. began operations out of the US, through its office in Doylestown, PA.
