- Michigan, USA
- Job ID
The foot and ankle anatomy contains some of the smallest bones and intricate soft tissue and joint interfaces. It also contains some of the most complex interactions between these structures and therefore necessitates complete focus from any organisation if it is to fully understand the needs of the specialty teams. Our extremity team gives you that focus.
Extremities – Need for Specialism
Orthopaedics is a broad specialty that is made up of a number of sub specialty areas and as such encompasses a diverse range of surgical and non-surgical interventions. It would be challenging for any commercial organisation to fully understand the needs of each sub specialty customer group without focusing its attention down on one group.
OrthoSolutions has a clear focus on the Extremity specialty. We have aligned our organisation to ensure that we fully understand how we can best meet the specific needs of the Extremity customer group. Our development teams are experts in this area so that we can be confident that our product and service solutions that we develop will meet the specific needs of the clinical teams that are treating patients with lower extremity conditions. Our salespeople also specialise in supporting our Extremity product portfolio to ensure that they are able to offer our customers the most appropriate technical, commercial and logistical service and support.
Our customer service teams are also focused on meeting the needs of our Extremity customers and supporting the activities of our field based specialist sales team.
Every OrthoSolutions customer can be assured that you will be dealing with an organisation that has a keen focus on your specialist area of orthopaedic surgery. The foot and ankle may include some of the smallest bones in the body but OrthoSolutions is giving them a big focus to help you meet your patient’s needs and expectations.
Changing Orthopaedic Markets
‘Improving value requires either improving one or more outcomes without raising costs or lowering costs without compromising outcomes, or both.’ 1
Now, more than ever, health care organisations around the world are focused on ensuring that any products, or services, that they procure will help them to deliver the best outcomes that they can for the patients that they treat whilst also meeting their budgetary goals.
Within the orthopaedic specialty there are increasing pressures. The acknowledged success of established surgical interventions such as total joint replacements has created growing demand from prospective patients. This demand is further compounded by demographic changes. As a result there are more prospective patients looking for treatments that will enhance their mobility and reduce their pain. This burgeoning demand places more pressure on available healthcare resources.
The long-term success rates of many of these orthopaedic interventions are Opened in peer reviewed publications. These studies are, by definition, time dependent and as the procedure becomes accepted over time so the device technology that is central to the success of the procedures matures and ultimately commoditises.
As the orthopaedic market has matured over the last thirty years it has become increasingly challenging for companies to develop truly sustainable technology based product differentiation. As a consequence the traditional commercial model has been predominantly based on developing comprehensive platform technologies augmented by largely iterative developments and enhancements. Premium positioning in the market has been mainly determined by the breadth and completeness of the product portfolio, the effectiveness of its educational programmes and marketing campaigns and ultimately the size, reach and effectiveness of the sales channel it has deployed.
Maturing or commoditising technology presents an opportunity to develop functionally equivalent products that are efficacious and more cost effective. The established commercial model is now being challenged, especially in the USA, by a number of new entrant companies that are offering mature technology products at lower prices.
These new entrant ‘generic’ companies are not burdening themselves with many of the costs associated with the traditional commercial model, especially a costly sales channel.