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Orthopedics Surgeon Loyalty in Key Asian Markets

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    The Client

    • A global orthopedics company that offers a comprehensive portfolio of treatment to patients suffering from disorders of, or injuries to, bones, joints or supporting soft tissues.
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    The Challenge

    • The client was losing marketshare in APAC for three consecutive quarters and wanted to understand the key reasons with an aim to grow its market presence.
    • To understand how orthopedic surgeons evaluate their performance vs. competitors across all “touchpoints”.
    • To obtain specific attitudinal measures related to rational/emotional motivation, and brand perceptions that amplify experiences in impacting behaviour.
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    Our Approach

    • In-depth interviews with Surgeons and KOL’sto understand key touchpoints and associated attributes.
    • Quantitative online surveys with Ortho surgeons to establish the impact and rate the performance of suppliers.
    • Advance Analytics team constructed a loyalty model to identify growth levers.
    The Objectives

    The Objectives

    • To measure “surgeon loyalty” as a latent construct through the use of multiple indicators of behavioural intentionstowards their primary implant supplier.
    • To analyze experience, attitudes, and behavioural intentionsin a causalframework that gives Client a clear indication of Leveragable strengths – those areas of interaction that are significant to loyalty where Client’s performance is strong.
    Project Outcomes

    Solution/Outcome

    • The top impactful touchpoints by Surgeons were identified and performance of key manufacturers were mapped.
    • From these, the advance analytics team developed a loyalty model which was validated and verified at multiple levels.
    • The model allowed to identify the areas of strength and weakness vs. competition, and thus helped to focus the growth efforts on the top impactful areas.
    • The study results were delivered in the form an interactive workshop to the Regional CEO wherein the recommendations were internalized in the form of goals and objectives setting for the local country GMs in their upcoming annual plan.
    • The client continued to track the loyalty for the next three years in order to follow through on the recommendations, and experienced market share recovery in the ensuing years.

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