Nottingham Citycare Partnership

Nottingham Citycare Partnership

Exploring the market for health & wellbeing services (Insight & strategy)

The brief

Like many organisations providing NHS services, Nottingham Citycare Partnership faced potential pressure on their contracts. With limited resources they needed to know where they should focus their marketing efforts and to develop new business.

Our job was to scope the potential market for health and wellbeing services, and come up with a profile of the potential customers. This would help them start to develop appropriate services, based on genuine rather than presumed customer needs.

 Our approach

We started by identifying markets that might prove fertile for development of health and wellbeing services in their sector.  These were both within the NHS and externally to a wider potential audience. We agreed these market areas with the client, using the Ansoff matrix to make sure that the risks of their potential market strategy were spread.

Dividing our work into three ‘spheres’ of interest, we worked with their senior team to understand their ideas for potential services. This would form the basis for our later discussion with the various audiences.

For each sphere we explored the interest in and appetite for services that they might provide. We used a detailed desk-based review to establish what was already known about the audiences – in terms of their needs, behaviours and the service competition in each sphere.

Focusing on these findings we delved a little deeper into the audience interests and motivations. We used a combination of focus groups, telephone and in-depth interviews with local and national experts in the specific spheres. This was then backed up with a wider online survey to quantify the findings from the qualitative research.

The output was a report identifying four priority ideas for further exploration. These ranged from logical extensions to existing offers, to genuinely innovative step- changes in practice. Importantly, where there was no market appetite for services, we gave guidance on areas that would be less fruitful.

To make sure that this insight worked as springboard to new services, we also recommended practical potential next step for each of the four ideas.

The results 

These recommendations helped them focus their resources on developing the service ideas most attractive to the business – and where there was a genuine market demand. These options were then discussed with their senior management team and passed to the business development team for work-up.

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