Discussion about this post

User's avatar
The IVD Manager Evolution's avatar

A very relevant reminder, especially in industries where trust, risk and adoption cycles matter more than short-term attention.

From an in-vitro diagnostics perspective, however, I would add one important distinction: playing the long-term game is not the same as continuing an activity for a long time.

In IVD, trust certainly compounds slowly. It is built through repeated scientific evidence, successful validations, reliable service, LIS integration, regulatory transparency, training and credible reference sites. A laboratory does not adopt a new diagnostic platform simply because it has repeatedly seen the brand’s content.

What compounds is not visibility alone, but consistent proof.

This is also why consistency should not be confused with strategic immobility. The core value proposition may remain stable, while messages, channels and business cases must evolve according to the stakeholder: laboratory director, clinician, user, IT, clinical engineering, procurement or finance.

There is also a danger in romanticising persistence. In complex B2B healthcare markets, continuing to pursue an account without a documented need, access to decision-makers, budget or a realistic contractual timeline does not build a brand. It creates a zombie pipeline.

The strongest IVD brands therefore combine patience with discipline. They remain consistent long enough to build memory and trust, but they continuously measure whether that consistency is producing stakeholder access, reference sites, pre-tender influence, qualified opportunities and customer retention.

Time is a multiplier. It can compound credibility, but it can also compound irrelevance. The difference is the quality and coherence of the system behind the communication.

No posts

Ready for more?