Aytza helped Rocoto set the right price for its technology and build a plan to lead its market.
Recently spun out as an independent company, Rocoto had proven wireless video technology for the operating room. As a standalone business, its growth now depended on getting its commercial strategy right. In particular: refining its pricing model, and what it would take to lead its market.
The Aytza Approach
Aytza worked with the Rocoto team across pricing and market leadership:
- Sized the market and identified the highest-potential segments of opportunity across care settings and procedure types
- Articulated the value Rocoto creates for hospitals, translating clinical and operational benefits into financial and workforce impact
- Interviewed clinicians, hospital operations and capital-planning leaders, and OEM commercial leaders to assess the value proposition and validate willingness to pay and buying dynamics
- Mapped how hospitals evaluate, budget for, and purchase new technology, including the decision-makers and approval steps that shape a sale
- Built a competitive pricing benchmark from hundreds of procurement records, hospital board packets, and OEM price quotes, normalized into a comparable pricing view
- Defined a pricing strategy for current products and new product launches, including how to sequence changes as products roll out
- Developed a plan to become the standard, spanning hospital demand generation, marketing, and OEM channel enablement
- Built the commercial plan to execute against priority segments, from targeting through sales motion
The Results
Rocoto moved from an intuition-led approach to a defensible, evidence-backed strategy on its two most pressing questions. The team left with a pricing model it could justify to hospitals and OEMs, a view of where the biggest opportunities were, and a concrete plan to capture them.
“The work was beyond expectations, and I had high expectations." — Uri Kanonich, CEO, Rocoto
