* Bob Schlentz: 8 criteria for why people buy a product to
use for increasing the number of participants in Phoenix. Provided
by the Manage Course 40 yrs ago at Medtronic, came out the same
time Hertzberg published.
Medical Focus conference, ASQ, McLinn asked. Asked for someone
to present on Phoenix.
* Chris Adams: Restructured requirements to more traditional.
Process model is falling into place.
* Gerry Werth: 1) Brought in an example, 2) has presentation on
what is Informatics. Found the idea of the education sale - To
whom to sell a concept like this.
1) Example: Cardionet Wearable heart Monitor.
* 3 electrodes, 1 AA battery, change 1/dy, transducer, interface
size of a glasses case, uses cell phone technology.
* When it detects a change, sends a message, capturing events
in real time. After the prepaid subscription period, you send
it back.
* Can set it to alarm levels like a cell phone.
* Wear the transducer and the electrode sensors with adhesive
wearable.
* They mail the unit to the patient, and schedule a telephone
call to walk the patient through the setup. It is used as an alternative
tot the Holter Monitor or Loop Recorder (external or implantable)
in clinical healthcare, rather than preventative healthcare.
* The diary to classify the event seems effective. Touch screen
with a set of events to choose from.
* www.cardionet.com
* It must be removed before immersion in water such as showering
and swimming.
It is a different business model than Phoenix: the physician doesn't have anything to do, just receive the reports,
The problems are: 1) getting cell signal (probably buffers until it can send).
2) Clinical Informatics
What Does Informatics Do?
* Cardiology
* Civil Engineering
* Electrical Engineering
New Ideas are Hard to Sell
Educational Sales
* ? Neil Rackham "Spin Selling"
* ? Geoffrey Moore "Crossing the Chasm"
* ? Norm Chervaney's course.
Educational Sale - Sell Twice
* Sell the problem - It Exists. It is a Problem.
- If it has never been solvable, it is not a problem.
* Sell the Solutions - We can solve it.
Comments included:
* Who is the customer who would pay for it?
* Perhaps the rate of adoption (i.e. innovation of technology,
Bass Model) is too low and it hasn't taken off yet, or it may
become embedded in other services and products before it takes
off.
* This problem seems to go beyond the typical market development.
Perhaps the customer has alternatives so they don't need it.
Scott Silverstein, Failure Cases.
Under Cases, #8 says the position of Chief Medical Informatics
Officer should receive support from the Board of Directors.
You need to have a problem that the customer sees as a problem
before they will buy the solution.
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