The Business Problem

A family-run eye hospital chain developed a breakthrough glaucoma testing device—a portable VR headset that slashed costs by 80 percent and removed the need for a dedicated testing room. But six months after launch, they had sold only three units. Despite the innovation, doctors were not showing interest. The team was stuck. Was it a product problem, or a positioning one?

What We Uncovered

We met ophthalmologists across metros, tier 2 cities, and remote towns. In big cities, doctors were not buying because they referred patients to affiliated hospitals. But in smaller clinics, doctors were keen. They faced two challenges: patients could not afford the time or money to travel for testing, and doctors feared losing patients to bigger hospitals. For them, this device solved both.

We also uncovered a deeper issue. Within the doctor community, the word “portable” was code for “low accuracy.” The benefit was being misread as a weakness.

The Strategic Shift

We shifted the target from elite hospitals to independent ophthalmologists and under-served clinics in tier 2 and tier 3 cities. Then we repositioned the product—not as a low-cost innovation, but as a precision-led access enabler backed by science. This meant publishing clinical comparisons, getting papers written, and proactively proving the device’s credibility.

How We Brought the Positioning to Life

We built the GTM plan around an 8-member sales team with territory-wise targeting. Every pitch began with data, not features. We also helped rename the device, added evidence-led marketing collaterals, and prepared the team for common doctor objections. The device was framed as an opportunity to serve more patients without compromising on care.

What Changed

Sales jumped from 3 devices in 6 months to 48 devices in the next 6 months. Eighty percent of orders came from doctors in tier 2 and tier 3 towns. And the brand is now gearing up to expand its portfolio of diagnostic tools, using the same framework of access-first positioning.