Wound Care Medtech Company Develops Country-Specific Go-To-Market Strategy for Growth

Client Challenge

A global medtech company needed to understand how to prioritize growth opportunities across multiple wound care settings and define the optimal way to compete in each of them. The leadership team wanted a structured way to determine where to focus investments and which care settings within the full wound care continuum offered the highest potential in terms of patient volume, economic value, and growth trajectory.

Specifically, the client sought to understand:

• where value is created in practice.
• how purchasing decisions are made.
• remaining unmet clinical needs.
• how their capabilities across products, digital solutions, and services provide differentiated impact.

The client looked for a partner that could support this project by creating the blueprint for and internal alignment around a country-specific go-to-market strategy for the United States, France, Germany, the United Kingdom, and China. Alira Health was selected based on its proven track record, with over 150 wound care projects successfully completed in the last five years, and extensive clinical and scientific knowledge across various wound care technologies and indications.

Our Approach

The Alira Health Management Consulting team created a structured, multi-phase methodology combining qualitative and quantitative research and continuous alignment with leadership.

The Alira Health team executed the following steps:

• Wound care market segmentation and strategic hypothesis definition: The team established a strong foundation through more than 20 internal interviews across functions and regions to define a consistent global segmentation of wound care settings, clarify the client’s positioning, and identify strategic hypotheses and knowledge gaps.
• Global wound care market landscape mapping and stakeholder insights: Alira Health conducted a comprehensive market landscape review across key countries. This included over 80 external qualitative interviews with clinicians, nurses, procurement leads, and industry players to understand care delivery, decision-making, and unmet needs. The team also carried out over 100 quantitative interviews to validate and prioritize attractive settings and indications. Secondary research further mapped the findings.
• Value scenario modeling and care setting prioritization: The Alira Health team used the evidence to develop value scenario archetypes for high-potential settings, assessing how value is created today and in the future. They evaluated each scenario on market attractiveness, feasibility, and strategic fit, enabling structured prioritization.
• Go-to-market strategy development and implementation roadmap: The team translated the selected priorities into a strategic blueprint and go-to-market roadmap, defining focus areas, portfolio positioning, and implementation steps. Co-creation workshops ensured alignment and buy-in, turning analytical insights into concrete strategic commitments.

Outcomes

The Alira Health team successfully delivered a comprehensive and strategically robust blueprint that not only provided clarity on priority setting and market opportunities but also created a shared fact base that helped realign the organization. Ultimately, the work supported a meaningful reshaping of the client’s strategic direction and a clear path to growth in the targeted geographies.

Key Success Factors

Alira Health’s multiphase methodology grounded the client’s wound care strategy in robust, evidence-based insights rather than assumptions. The team’s multi-year experience across geographies and wound care settings enabled them to tackle the complexity of acute and post-acute segments and align multiple stakeholder decision-makers. The team successfully captured both strategic internal perspectives and real-world market dynamics using this approach.

The combination of qualitative and quantitative research with secondary data triangulation and internal co-creation enabled the Alira Health team to identify the highest-value target settings, validate the client’s right to win, and build leadership alignment around a clear, data-driven transformation of the wound care strategy.

The team also ensured that the final strategic blueprint was both evidence-based and institutionally supported by balancing analytical rigor with organizational alignment.