In today’s competitive marketplace, customers have choices and maintain perceptions of what a product or service means to them. SFA thinks of positioning as a lever and it’s what differentiates a brand in the customer’s mind. To move ahead of the competition, one must ask a simple question: Why am I unique?
The Carter-Thomason II Port Closure System is a perfect example of the innovation that drives CooperSurgical, a highly-regarded maker of medical devices for women's health care.
With the original system used to date in millions of procedures, sales had begun to flatten as the product matured. CooperSurgical took steps to significantly improve the design of the latest product and asked SFA to help focus the products value proposition.
SFA Marketing helped to revitalize the Carter-Thomason System and positioned the device to address the complications and challenges associated with closing obese patients (40% of surgical patents) following laparoscopic procedures. That messaging has proven to be extremely effective and today, the Carter-Thomason closure systems are among CooperSurgical's top-selling product brands.
Director of Marketing Communications
"For our category leading medical device products, SFA is our go to agency resource. We can always rely on the talented SFA team to deliver impactful strategic and creative solutions on typical and/or compressed timetables if needed."
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A great naming strategy boils down to one critical factor - differentiation.
Unique opportunities and challenges require the proper balance of brand respect, coordination and urgency to maximize the true potential of an acquisition.
Making the simple complicated is commonplace; making the complicated simple, that's brand architecture.
If you’re not projecting your brand value, we guarantee you that your competitors are doing it for you.
Building brands that build trust – and your bottom line.
Defining critical points of differentiation can mean the difference between your product being adopted or simply being considered a commodity.
It's not what a company thinks it is that tempers growth… it’s what it thinks its not.