Sorry all, time for an early a.m. ramble...
It's hard to believe this ill-crafted letter ever passed executive scrutiny which would allow it to be distributed.
Let's just say the prospects of continued employment or of future employment "opportunities" would be significantly reduced to the person responsible for crafting and distributing such a letter in my organization.
Straumann pretty much says it all in the very first sentence and the fourth paragraph. Everything else is pretty much an abstraction. It seems to me this letter has done everyone a "favor" (riiiiight) by clearly announcing their intent:
- Goal: When dentists choose a Straumann implant, provide a Straumann restoration on that implant.
- Strategy: Provide COMPLETE implant and RESTORATIVE SOLUTIONS to dentists and their patients.
- Tactic: Work more closely with dentists on "simple" cases
This is déjà vu all over again.
We experienced something very similar to this related to Chrysler that originated back in the early 90's. Chrysler decided that the only way they could be assured their products met their design specification was to mandate the use of Catia software to their supplier base in the design and manufacture of components used in the production of their automobiles.
This meant their tier 1 suppliers such as custom molders, custom stampers and large tool & die manufacturers (read large labs and milling centers) and tier 2 suppliers consisting of smaller product design companies , tool & die manufacturers and discrete part manufactures (read small labs and milling centers) had to disband the use of their current CAD/CAM systems, purchase and become proficient in the use of the replacement "solutions" from Catia IF they wanted to receive or continue to receive work from Chrysler Motor Corporation.
It did not matter to Chrysler that this software was not competitive in terms of price, cost of ownership, functionality or ease of use. They went as far as working with the software publisher to create special "packages" to sell to their supplier base at a reduced price to assure adherence to this mandate.
It took many years of late deliveries and organized rebellion by the supplier base (which I took part in) for Chrysler to finally see the error of their ways and relax their restriction/mandate but the "Camels nose was in the tent".
It appears to me Straumann has taken a page from Chrysler's strategic planning manual and decided they and only they can control the quality of the final restoration and have taken the initial steps to accomplish that goal. Increasing their share in Dental Wings and indicating their commitment to the application of digital technologies "to improve the efficiency of the restorative work-flow and quality of the final restoration"
Since as they say "cost, access and efficiencies drive change" you can bet one of the changes will be in the definition of "simple cases".
It will be interesting to see exactly how this plan or associated programs will be marketed to the doctors. It will also be interesting to see what the price, quality and delivery lead-times of these "solutions" and restorations will be.
It seems to me, Labs and Milling Centers banding together in terms of marketing (or counter-marketing) to doctors, recommendations etc., leveraging and strengthening existing relationships and providing greater value through the combination and balance of quality, price, delivery and service will be the key. Pretty much a common-sense strategy that has been proven successful.
Indeed, "Straumann's digital strategy has advanced to a new level" (or is that new low?).
You can bet other implant manufacturers will be watching...
As local Rocker Ted Nugent would say: "Kocked, locked and ready to rock"...Game on!
IMHO of course...
