The client: Cleveland-based TRAZER uses computer-based simulation to analyze, assess, and improve recovery and predict future injury potential.
The product/service: TRAZER has developed a computer-based simulation technology to assess physical performance and create an accurate analog of the functional challenges of sports, work, leisure and daily living activities. By simulating these activities, TRAZER provides parents, coaches, and healthcare providers information to assist in a variety of decisions, including return-to-play and return-to-work.
TRAZER’s technology is currently used in three different applications: concussion management, orthopedics, and senior health and fall prevention.
The project: TRAZER’s current applications can be employed in a number of vertical markets, and company management is seeking data-driven guidance on which verticals to prioritize. The goal of the project was to assess the attractiveness of the various available vertical markets and develop a plan to reach the vertical deemed “top priority.”
Verticals considered for this project included sports (from high school to professional), orthopedics, physical therapy, chiropractic, and seniors. Presentations were judged on several factors, including market size, customers’ available budget, sales cycle and complexity, TRAZER’s value add in the segment, reimbursement patterns, and marketing value of customers.
It’s hard to find clarity, and I think you did a fantastic job. You’re an incredibly impressive group of young people. – David Pimpo
“It was exciting because there wasn’t a clear answer,” said Harrison Allen, an Accelerator student from Southern Methodist University. “We struggled in finding and narrowing down our search path, but i think that made us have a more sound argument, and we really had to find the data to back our argument.”
Teams analyzed the available verticals, factoring sales cycles, customer budget, and reimbursement patterns into their assessments. Once they identified a priority vertical, teams developed marketing plans and sales projections for their chosen revenue streams. Each team presented their recommendations, along with an annotated package of data and resources, to TRAZER management at the end of week 2.
“It was fun once we had that clear view and figured out what we needed to know,” added Chandler Beasley, who came to Accelerator from the University of Alabama. “Watching those numbers come together and realizing that we did pick the best (area) and do have the support to back it was something that was cool to see.”
The presentation: The most often-selected verticals were Physical Therapy and Seniors, but teams’ marketing strategies varied considerably, showcasing the creativity of the participants. Partnerships, cross-promotional opportunities, and direct and indirect channels were all considered. Teams also took a deep dive into pricing strategies, using comps, reimbursement schedules, and customer budgets to calculate revenue potential.
The feedback: David Pimpo, President, of TRAZER, commended the teams for how they handled a difficult assignment. “It’s hard to find clarity, and I think you did a fantastic job,” he said. “You’re an incredibly impressive group of young people.”
He also took a moment to reflect on the value of the Accelerator experience. “What this is all about is learning a skill set to build upon,” he said. “You’re going to learn the harder stuff, but the soft skills are so incredibly important.
“These skills you’re learning today, they will serve you well, not just professionally, but in your personal lives as well.”