Each story represents a comprehensive go-to-market plan for a new product and corresponding example assets.
A major theme for the Konica Minolta Business Innovation Center was the application of machine vision and AI, particularly in the realm of physical security.
After COVID, this became a priority in an unexpected way: thermal screening. MOBOTIX, a subsidiary of Konica Minolta, hosts an array of thermal cameras, and we very quickly developed a solution applying them for automated health screening.
Over the years, it grew to become a flagship product with myriad modules providing everything from security with automated weapon detection to automated access control to symptom screening for health threats. Initially only targeting education and healthcare, it eventually became core portfolio for all of Konica Minolta’s vertical markets. What was once a small project among many eventually became the award-winning legacy of our innovation center.
Anyone who has worked on the provider side of healthcare knows how much chaos and paper there can be in the transfer or referral of patients. Connected Care is a platform designed to reconcile disparate data and IT systems into one tool, closing gaps in patient intake, referrals, and coordinated care.
The go-to-market plan for this SaaS product identified acute, post-acute, and ambulatory care centers as target customers, due to their large degree of inbound and outbound patients.
I equipped our sales teams with brochures, battlecards, product videos, short animated explainers for LinkedIn, and more — within 3 months we had a new sales pipeline worth $1.3M
For an innovation center, one method of identifying new solutions was to first focus on identifying unanswered problems in the marketplace. In healthcare, medical credentialing is a somewhat obscure issue involving a great deal of manual work and phone calls for administrators.
Once we learned we could save care providers money through some automation and an in-house call center, I mocked up an interface and put together a simple explainer video that generated three pilot opportunities within a week.
Though Credo had to be dropped to prioritize work on other projects, it represented a clear success in our method of creating a pipeline of new product solutions. For every Credo, there were five other ideas that didn’t find traction.