Go-to-market strategy example

Go-to-market strategy example for a patient fall prevention company selling to hospitals

A healthcare go-to-market strategy sets out which care providers a product is sold to, the clinical evidence and evaluation needed to win approval, how it is priced and the route from a first unit to a system-wide contract. It is owned by the chief executive or head of sales and agreed with the clinical, product and implementation leaders.

This is the Healthcare version of the go to market strategy template.

Horizon: 1 year4 priorities · 12 outcomes

Use this template

What this go-to-market strategy template includes

ContextThe situation, the challenges to solve, and what is deliberately left out.
Target marketWho the product is for and how big the opportunity is.
Value propositionThe problem solved and why this solution is better.
PricingHow the product is priced and packaged at launch.
Routes to marketThe sales and distribution channels and what each is expected to deliver.
Launch planThe phases from first customers to full release.
Priorities and measuresThree to five priorities, each with an owner, outcomes with a baseline and target, and the initiatives behind them.

Worked example

A complete go-to-market strategy for a fictional organization: company selling a bedside sensor system that warns nurses before a hospital patient at risk of falling leaves the bed.

Worked exampleGo-to-market strategy

Organization	Company selling a bedside sensor system that warns nurses before a hospital patient at risk of falling leaves the bed (50 staff)
Ambition	Become a proven choice for fall prevention in regional health systems, with evidence from six hospitals, four system-wide contracts and $5.2 million in recurring revenue.
Horizon	1 year

Context

Where we are and what we are choosing

The system is live in 21 hospitals on 3,300 beds and earns $3.4 million a year in subscriptions. The median sale takes 14 months from first meeting to contract. Since 2023 we have run 26 unpaid pilots: 9 became customers, 6 declined and 11 never reached a decision, usually because success was not defined or security review started after the pilot ended. Our evidence is one before-and-after study on two units at a single hospital, showing 31% fewer falls. Four account executives sell to hospitals of any size, and only one health system has bought for more than one hospital.

Challenges

Pilots are free to start and have no end. They tie up sensors and clinical staff for six months on average, and 11 of 26 produced no decision at all.
Value analysis committees ask for multi-site data, falls with injury and alert burden on nurses. A single-site study answers none of those, and 60% of first submissions are sent back.
Selling one community hospital at a time means a new committee, security review and contract for every 160 beds or so, while systems that could roll out across many hospitals see us as unproven.

We will focus on

Regional health systems with 3 to 15 hospitals where the chief nursing officer owns a fall reduction target.
Medical and surgical units, where our live hospitals have the most data and one-to-one sitter costs are highest.
Evidence and evaluation design: a multi-site study and a paid 90-day evaluation with success measures agreed before it starts.

We will not

Unpaid or open-ended pilots, even when a well-known hospital asks. Every evaluation is paid, runs 90 days and ends in a written decision.
Nursing homes and rehabilitation facilities. They ask often and falls are a daily problem there, but budgets, staffing and buying are different enough to need a second product and sales team.
A group purchasing contract or reseller this year. Either would open doors, but the sale still depends on nurses trusting the alerts, and that has to be done by our own clinical team.

Target market

Ideal customer profile	Regional health systems with 3 to 15 acute hospitals, a fall rate above 3 per 1,000 patient days on medical and surgical units and heavy use of one-to-one sitters. The chief nursing officer sponsors. Nurse managers, the patient safety lead, the value analysis committee, IT security, biomedical engineering and supply chain each have to agree.
Market size	Our account list has 190 regional systems in the 14 states where we can support installation. They run about 1,100 hospitals and 130,000 medical and surgical beds, worth roughly $134 million a year at our current price per bed.
Beachhead segment	38 systems in the six states where we have live reference hospitals, with about 290 hospitals and 36,000 beds. A chief nursing officer there can visit a unit using the system within a two-hour drive.

Value proposition

Problem	Standard bed alarms sound once the patient is already getting up, and they sound so often for other reasons that nurses stop trusting them. Hospitals cover the gap with one-to-one sitters. Our customers report spending $350,000 to $900,000 a year on sitters per hospital and still struggling to staff them.
Solution	A sensor under the mattress reads movement patterns that come before a bed exit and alerts the assigned nurse's phone and the nurse call system, typically 40 to 60 seconds before the patient stands. A dashboard shows falls, alerts and response times by unit.
Differentiator	Low alert burden and no camera in the room. Live units see a median 1.1 alerts per bed per 12-hour shift, and 7 in 10 are real exit attempts. Our clinical team, all former ward nurses, trains every shift in person during go-live.

Pricing

Model	Subscription per monitored bed per month on a three-year term. Sensors, replacements, software and training are included, so there is no capital purchase and the cost sits in the nursing operating budget next to sitter spend.
Price point	$86 per bed a month, about $1,030 a year. A 160-bed deployment costs about $165,000 a year. The 90-day evaluation on two units of up to 60 beds costs $18,000 and is credited against the first year.
Packaging	One package covering sensors, the alerting app, nurse call integration and the dashboard. Writing fall risk alerts into the electronic health record is a one-time $25,000 per system. System agreements get a rollout schedule and a price held for the term, not a lower price.

Routes to market

Route	Role	Share of pipeline
Direct sales to system nursing leadership	Four account executives, each paired with a clinical nurse specialist, working 38 beachhead systems	60%
Expansion inside customer systems	Take live hospitals' results to sister hospitals and the system committee	20%
Peer references and nursing conferences	Chief nursing officers at live sites host visits and present their results	12%
Nurse call system installers	Introduce us when a hospital replaces or upgrades nurse call	8%

Launch plan

Phase	Timing	Goal	Exit criteria
Evaluation redesign	November 2026 to January 2027	Replace open pilots with the paid 90-day evaluation	All 6 open pilots converted to dated evaluations or closed; security documents ready before any start
Evidence	February to June 2027	Complete the six-hospital study with 12 months of data	Results on falls, falls with injury and alert burden submitted to a peer-reviewed nursing journal
System selling	March to August 2027	Sell system-level agreements in the beachhead	2 new systems signed, each with a rollout schedule for 3 or more hospitals
Rollout capacity	September to November 2027	Install as fast as systems sign	Median go-live within 45 days of contract; 5,000 beds under contract

Priorities and measures

Priority 1Owner: VP of Sales

Replace open-ended pilots with evaluations that end in a decision

Eleven of 26 pilots produced no answer after months of work. An evaluation with a price, an end date and agreed measures tests the buyer's intent as well as the product.

Outcome	Baseline	Target	Due
Evaluations that reach a written decision within 120 days of starting	15%	80%	Q3 2027
Evaluations that convert to a contract	35%	60%	Q4 2027
Median time from first meeting to signed contract	14 months	11 months	Q4 2027

Initiatives

Write the evaluation agreement: two units, 90 days, $18,000, and success measures signed by the chief nursing officer
Start security and biomedical engineering review before sensors ship, using a prepared document pack
Name the value analysis committee date in the evaluation plan and work back from it
Close or convert the 6 open pilots by the end of January

Targets are illustrative. Adapt them to your baseline before you start.

Priority 2Owner: Chief Clinical Officer

Produce evidence a value analysis committee accepts

Committees compare us with sitters, video monitoring and doing nothing. One before-and-after study on two units does not survive that comparison.

Outcome	Baseline	Target	Due
Hospitals contributing 12 months of data to the multi-site study	1 hospitals	6 hospitals	Q2 2027
Committee submissions approved at first review	40%	75%	Q4 2027
Live hospitals with a documented 12-month fall rate result	5 hospitals	18 hospitals	Q4 2027

Initiatives

Run the six-hospital study with matched comparison units and an academic nursing partner
Report falls with injury, sitter hours and alerts per bed per shift alongside total falls
Build a committee submission pack with a cost model the hospital fills in with its own sitter and fall figures
Review results with each live hospital's nursing leadership every quarter

Targets are illustrative. Adapt them to your baseline before you start.

Priority 3Owner: Chief Executive Officer

Sell to health systems, one decision for many hospitals

Each standalone hospital costs a full sales cycle for about 160 beds, while a regional system decides once and rolls out. Few new systems can close inside the year, so 2027 growth comes from the three customer systems with one hospital live, deals already in evaluation and added units.

Outcome	Baseline	Target	Due
Contracted annual recurring revenue	$3.4M	$5.2M	Q4 2027
Health systems with a system-wide agreement	1 systems	4 systems	Q4 2027
Monitored beds under contract	3,300 beds	5,000 beds	Q4 2027

Initiatives

Assign the 38 beachhead systems across four account executives and stop prospecting standalone hospitals under 150 beds
Pair each account executive with a clinical nurse specialist for every meeting with nursing leadership
Arrange a site visit to a live unit for every chief nursing officer in an active deal
Propose a system agreement to the three customer systems where one hospital is already live

Targets are illustrative. Adapt them to your baseline before you start.

Priority 4Owner: VP of Clinical Implementation

Go live in weeks and prove use on every unit

It takes a median 110 days from contract to go-live, and nurses on some units acknowledge fewer than two thirds of alerts in time. Slow starts and low use weaken the results the next sale depends on.

Outcome	Baseline	Target	Due
Median time from contract to go-live	110 days	45 days	Q3 2027
Alerts acknowledged by a nurse within 30 seconds	62%	85%	Q4 2027
Customer hospitals that add units within 12 months of go-live	24%	50%	Q4 2027

Initiatives

Complete nurse call integration testing during the evaluation so it is not repeated after contract
Train every shift in person in the first two weeks and name a nurse champion on each unit
Send unit managers a weekly report on alerts, response times and falls
Hire two implementation nurses ahead of the system rollouts

Targets are illustrative. Adapt them to your baseline before you start.

Blank go-to-market strategy template

The same structure with a prompt in every field. Copy it, or download it as a Word or Excel file.

Your planGo-to-market strategy

Organization	[Describe your organization in a few words, with its size]
Ambition	[One sentence on where you want to be at the end of the plan]
Horizon	[How long the plan runs, for example 12 months]

Context

Where we are and what we are choosing

[Where things stand today: the facts that make this strategy necessary]

Challenges

[A problem the strategy has to solve]
[A problem the strategy has to solve]

We will focus on

[Something you are choosing to concentrate on]
[Something you are choosing to concentrate on]

We will not

[Something you are deliberately leaving out]
[Something you are deliberately leaving out]

Target market

Ideal customer profile	[Your ideal customer profile]
Market size	[Your market size]
Beachhead segment	[Your beachhead segment]

Value proposition

Problem	[Your problem]
Solution	[Your solution]
Differentiator	[Your differentiator]

Pricing

Model	[Your model]
Price point	[Your price point]
Packaging	[Your packaging]

Routes to market

Route	Role	Share of pipeline
[Route]	[Role]	[Share of pipeline]
[Route]	[Role]	[Share of pipeline]
[Route]	[Role]	[Share of pipeline]

Launch plan

Phase	Timing	Goal	Exit criteria
[Phase]	[Timing]	[Goal]	[Exit criteria]
[Phase]	[Timing]	[Goal]	[Exit criteria]
[Phase]	[Timing]	[Goal]	[Exit criteria]

Priorities and measures

Priority 1Owner: [Role accountable for this priority]

[Name the priority in a few words]

[Why this priority matters now, in one or two sentences]

Outcome	Baseline	Target	Due
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]

Initiatives

[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]

Priority 2Owner: [Role accountable for this priority]

[Name the priority in a few words]

[Why this priority matters now, in one or two sentences]

Outcome	Baseline	Target	Due
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]

Initiatives

[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]

Priority 3Owner: [Role accountable for this priority]

[Name the priority in a few words]

[Why this priority matters now, in one or two sentences]

Outcome	Baseline	Target	Due
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]

Initiatives

[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]

Priority 4Owner: [Role accountable for this priority]

[Name the priority in a few words]

[Why this priority matters now, in one or two sentences]

Outcome	Baseline	Target	Due
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]
[Metric you will track]	[Where it is today]	[Where it should be]	[When]

Initiatives

[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]
[A project or action that moves the outcomes above]

How to adapt it

01
List every person and committee that must approve a purchase at a typical customer, in the order they get involved. The slowest of them should shape the sales process.
02
Write down the evidence your buyers' committees ask for and compare it with what you have. The gap is a workstream with an owner and a date, not a marketing task.
03
Design the evaluation before the next one starts: scope, length, price, success measures and who signs the decision.
04
Choose between selling to single sites and selling to systems or groups. The contract size, cycle and team needed are different.
05
Decide which budget the product is paid from, capital or operating, and set the pricing model to fit it.
06
Count existing pilots and their outcomes honestly. The share that reached no decision shows how much selling time is being lost.

How to run it

A plan only works if it is reviewed on a rhythm. This is the cadence the example assumes.

Check-in	Outcome owners update progress and confidence weekly.
Review	Priority owners review outcomes and unblock initiatives monthly.
Reset	Leadership revisits priorities and targets quarterly.

Tability keeps this cadence for you. Each priority becomes an objective, each outcome a key result with its baseline and target, and each initiative a tracked task. Owners get a check-in reminder and the plan shows what is on track.

Track this plan in Tability

Still comparing tools? See the 10 best strategy software tools.

Common mistakes

Treating a free pilot as progress when there is no end date, no success measure and no budget behind it.
Selling to the clinical champion alone and meeting security, engineering and supply chain only after the champion says yes.
Presenting vendor-run, single-site results to committees that expect comparison data and outcomes they recognize.
Forecasting healthcare sales on the cycle length of other industries, then running short of cash while contracts sit in review.

Questions, answered.

What makes go-to-market different in healthcare?

Healthcare purchases are decided by groups, not individuals, and are judged on clinical evidence as well as cost. A product usually has to pass a clinical sponsor, a review committee, security and engineering checks and supply chain before a contract. That makes evidence, evaluation design and patience with long cycles central to the strategy.

How long is a typical sales cycle when selling to hospitals?

Cycles of a year or more are common for a new clinical product, because evaluations, committee calendars and budget years all add time. Plan cash and hiring around your own measured median, and shorten it by starting security and committee steps early instead of after the clinical team agrees.

Should a healthcare startup offer free pilots?

Usually not. A free pilot with no end date rarely leads to a decision because nobody has committed budget or defined success. A short, paid evaluation with agreed measures and a named decision date takes more effort to start but converts more often and shows early whether the buyer is serious.

What clinical evidence do hospital buyers expect?

Buyers expect outcome data from more than one site, with a comparison group and a follow-up period long enough to trust, ideally reviewed by people outside the company. They also want measures that matter to staff, such as workload or alert volume. Ask recent committees what was missing and build that.

Is it better to sell to individual hospitals or to health systems?

Individual hospitals decide faster and are a good way to earn first references. Systems take longer to win but one decision can cover many sites. Many companies start with single hospitals, then use those results and a multi-site study to sell at system level once they can support the rollout.

Go-to-market strategy example for a patient fall prevention company selling to hospitals

Get the Word file

What this go-to-market strategy template includes

Worked example

Context

Target market

Value proposition

Pricing

Routes to market

Launch plan

Replace open-ended pilots with evaluations that end in a decision

Produce evidence a value analysis committee accepts

Sell to health systems, one decision for many hospitals

Go live in weeks and prove use on every unit

Blank go-to-market strategy template

Context

Target market

Value proposition

Pricing

Routes to market

Launch plan

[Name the priority in a few words]

[Name the priority in a few words]

[Name the priority in a few words]

[Name the priority in a few words]

Get the Word file

How to adapt it

How to run it

Common mistakes

Questions, answered.

What this go-to-market strategy template includes

Worked example

Replace open-ended pilots with evaluations that end in a decision

Produce evidence a value analysis committee accepts

Sell to health systems, one decision for many hospitals

Go live in weeks and prove use on every unit

Blank go-to-market strategy template

[Name the priority in a few words]

[Name the priority in a few words]

[Name the priority in a few words]

[Name the priority in a few words]

How to adapt it

How to run it

Common mistakes

Questions, answered.

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