ROI Case File No.393 | 'MedicoHealth's Invisible Customer Psychology'

Chapter 1: The Confusion of Product Pivot—Don't Understand What Customers Seek

The day after solving the GlobalManufacturing 5WHYS incident, a consultation arrived regarding product appeal for a medical startup. Episode 393 of Volume 32 "Reproducibility" is a story about designing the five stages of customer psychology.

"Detective, we cannot see our customers. More precisely, there are 3,500 potential customer facilities. Small hospitals, clinics. However, what do they seek? How can we get them to view our product site? How can we interest them? We understand nothing."

MedicoHealth Corporation's New Business Director, Rie Sato from Nihonbashi, visited 221B Baker Street with an anxious expression. In her hands, she clutched printouts of competitor product sites alongside an ambitious business plan titled "Knowledge Management Revolution 2026."

"We are a new corporation of Vintage Inc.'s subsidiary iMedy Inc., established in February 2026. Parent company iMedy provides facility standards management systems to large hospitals, already achieving top market share. Annual revenue 1.2 billion yen. 180 customer facilities. However, we at MedicoHealth target a new market. Small hospitals."

MedicoHealth Corporation Current Status: - Planned establishment: February 2026 (new corporation of iMedy Inc.) - Parent company results: Annual revenue 1.2 billion yen, 180 customer facilities (large hospitals) - Target: 3,500 small hospitals and clinics - Issues: Product pivot (facility standards management → knowledge management), unclear appeal method

Sato's voice carried deep uncertainty.

"The initial plan was to provide the same 'facility standards management system' as the parent company for small hospitals. However, market research results showed a pivot was necessary. Small hospitals aren't troubled by facility standards management. What troubles them is 'in-house knowledge being person-dependent.'"

Market Research Results (survey of 150 small hospitals and clinics):

Findings: - Only 15.3% want facility standards management - 74.7% troubled by "knowledge person-dependency" - Transition to knowledge management tools necessary

"So we changed the product direction. From facility standards management system to knowledge management tool. Convert in-house tacit knowledge to explicit knowledge, make it searchable. Enable newcomers to learn veteran knowledge. However, there's a problem. How do we appeal? What should we write on the product site? We don't know."

Product Site Development Challenges:

Current Status (January 2026): - Product site: Not built - Domain: Acquired (medicohealth.jp) - Design: Undecided - Content: Blank

Deadline: - Corporate establishment: February 1, 2026 - Product site launch: February 15, 2026 - Remaining time: 23 days

Constraints: - Budget: 5 million yen (including site development, SEO measures, advertising costs) - Personnel: 3 people (Sato, 1 designer, 1 engineer) - Experience: Nobody has medical marketing experience

Sato sighed deeply.

"We looked at competitor sites. About 5 companies. All the same. 'Operational efficiency,' 'Cost reduction,' 'DX promotion.' All the same keywords everywhere. No differentiation. If we write the same things, we'll be buried. However, what should we write to resonate with customers? We don't know."

Competitor 5 Companies' Product Site Analysis:

Problems: - All companies use feature appeal (efficiency, reduction, improvement) - Don't touch customer issues (knowledge person-dependency) - No emotionally appealing stories

"What should we do? We don't know how to move customer hearts."

Chapter 2: The Illusion That Listing Features Sells—Customer Psychology Stages Not Designed

"Sato-san, do you believe listing features makes customers purchase?"

At my question, Sato showed a confused expression.

"Eh, isn't that the case? I thought if product features are excellent, customers will buy."

Current Understanding (Feature Appeal Type): - Expectation: Excellent features → Automatic purchasing - Problem: Customer psychology stages (attention → interest → desire → memory → action) not designed

I explained the importance of designing the five stages of customer psychology with AIDMA.

"The problem is the idea that 'listing features sells.' AIDMA—Attention, Interest, Desire, Memory, Action. Customers go through five psychological stages before purchasing. By intentionally designing these five stages, reproducible purchasing behavior is achieved."

⬜️ ChatGPT | Concept Catalyst

"Don't rely on features. Design the five stages of customer psychology with AIDMA to move hearts"

🟧 Claude | Story Alchemist

"Purchasing is always a journey climbing the 'stairs of the heart.' Designing the five stairs is essential"

🟦 Gemini | Compass of Reason

"Apply AIDMA's 5 steps. Attention → Interest → Desire → Memory → Action"

The three members began analysis. Gemini deployed the "AIDMA Framework" on the whiteboard.

AIDMA Framework: - Attention: Get customers to notice - Interest: Get them interested - Desire: Make them want it - Memory: Make them remember - Action: Make them purchase

"Sato-san, let's first design the five stages of customer psychology."

Chapter 3: Phase 1—Design the Five Stages of Customer Psychology with AIDMA

Step 1: Attention—Get Customers to Notice (Week 1)

Question: "How can we get them to notice our site among 3,500 facilities?"

Strategy: - SEO measures: Rank high for "hospital knowledge person-dependency," "clinic manual" - SNS advertising: Facebook, LinkedIn (for medical professionals) - Medical industry media: Advertorial (Monthly 'Hospital Management' etc.)

Specific Measures:

SEO Measures (Month 1-2): - Target keywords: - "Hospital knowledge person-dependency solution" (320 monthly searches) - "Clinic manual creation" (280 monthly searches) - "Medical knowledge management" (150 monthly searches) - Content: - 10 blog articles (2,000 characters each) - Case studies (5 fictional success stories)

SNS Advertising (Month 1-3): - Facebook advertising: - Target: Medical professionals, hospital managers, head nurses - Budget: 300,000 yen monthly × 3 months = 900,000 yen - Expected reach: 15,000 people - Expected clicks: 450 (CTR 3%)

Advertorial (Month 2): - Publication medium: 'Monthly Hospital Management' (circulation 8,000) - Content: "Why Does Veteran Nurse Retirement Disrupt Hospitals?" - Cost: 800,000 yen

Goals: - Monthly product site visitors: 1,200 people - Awareness: 30% of target 3,500 facilities (1,050 facilities)

Step 2: Interest—Get Them Interested (Week 2)

Question: "How can we interest customers who visit the site?"

Strategy: - Empathy story: Align with customer issues - Data presentation: Show issue severity with numbers - Solution examples: Concrete success stories

Top Page Content Design:

Section 1: Empathy Story (First View)

"Again, we can't understand without asking Tanaka-san..."

Do you hear these words at your hospital?

When veteran staff retire,
20 years of knowledge disappears overnight.

Newcomers don't know who to ask,
Repeat the same mistakes.

Is your hospital's knowledge
trapped inside just one person's head?

Section 2: Data Presentation

We asked 150 small hospitals and clinics nationwide.

"In-house knowledge is person-dependent" 74.7%
"Knowledge lost when veterans retire" 65.3%
"New employee training takes too long" 58.0%

Does your hospital share the same concerns?

Section 3: Solution Example (Fictional)

Implementation case: Sakura Internal Medicine Clinic (18 staff)

Before:
- When veteran head nurse retired, nobody knew electronic medical record operations
- New nurse training took 3 months

After:
- Registered head nurse knowledge in knowledge base
- New employee training period reduced from 3 months → 3 weeks

Goals: - Page stay time: Average 2 minutes 30 seconds or more - Next page transition rate: 40% or more

Step 3: Desire—Make Them Want It (Week 3)

Question: "How can we make them think 'I want this'?"

Strategy: - Benefit appeal: Value gained, not features - Concrete results: Show with numbers - Free trial: Can try with zero risk

Product Page Content Design:

Benefit Appeal:

Three values gained with MedicoHealth

1. Veteran knowledge remains forever
   - Knowledge doesn't disappear even after retirement
   - 20 years of experience accumulated in database

2. New employee training completes in 3 weeks
   - Zero time searching for manuals
   - No more "don't know who to ask"

3. Medical quality improves
   - All staff share same level of knowledge
   - Mistakes decrease, patient satisfaction rises

Concrete Results (fictional numbers):

Average results at implementation facilities (3 months after introduction)

- New employee training period: 67% reduction (3 months → 1 month)
- Inquiry volume: 52% reduction (80 monthly → 38 monthly)
- Manual search time: 89% reduction (20 minutes daily → 2 minutes)

Free Trial:

30-day free trial

- No credit card registration required
- Can cancel anytime
- Full functionality available

Goals: - Free trial signup rate: 10% (12 of 120 people)

Step 4: Memory—Make Them Remember (Week 4)

Question: "How can we avoid being forgotten during consideration period?"

Strategy: - Email marketing: Regular contact - Retargeting ads: Track even after leaving site - White paper: Provide valuable information

Email Marketing (Automatic Distribution Sequence):

Day 1 (immediately after trial signup): - Subject: "Welcome to MedicoHealth! First 3 Steps" - Content: Initial setup guide

Day 3: - Subject: "Implementation case: Secret to 67% new employee training reduction" - Content: Success story details

Day 7: - Subject: "FAQ: 'Integration with existing systems?'" - Content: FAQ answers

Day 14: - Subject: "Free trial 16 days remaining! Usage tips" - Content: Feature introduction

Day 28: - Subject: "Trial ends in 2 days. Considering implementation?" - Content: Paid plan guidance

Retargeting Ads: - Target site visitors who haven't signed up for trial - Facebook, Google Display ads - Budget: 150,000 yen monthly

White Paper: - Title: "Knowledge Person-Dependency Elimination Guide for Small Hospitals" - Content: 40-page PDF report - Download: Free distribution with email registration

Goals: - Email open rate: 35% or more - Click rate: 8% or more - White paper downloads: 150

Step 5: Action—Make Them Purchase (Week 4)

Question: "How can we get the final push to purchase?"

Strategy: - Clear CTA (Call To Action): Clarify next step - Limited offer: Reason to decide now - Implementation support: Eliminate post-purchase anxiety

CTA Design:

Start Free Trial (Button)
↓
Complete registration in 30 seconds
- Name
- Hospital name
- Email address
- Phone number
↓
Start using immediately

Limited Offer:

Limited until end of March 2026

Founding Commemoration Campaign
- First year 50% off (normally 480,000 yen annually → 240,000 yen)
- Free implementation support (normally 100,000 yen → 0 yen)
- Free data migration (normally 150,000 yen → 0 yen)

Total: 730,000 yen in benefits

Implementation Support:

Reliable implementation support

1. Dedicated staff supports initial setup
2. Online training (2 hours × 2 sessions)
3. Phone/email support for 1 month after implementation
4. Manual development support

Goals: - Trial → Paid conversion rate: 30% - First year contracts: 36 facilities (12 people × 30%)

Chapter 4: Phase 2—Verify Reproducible Purchase Process Through Effect Measurement

Month 3: Effect Measurement (1 month after corporate establishment)

KPI1: Attention Results

KPI2: Interest Results

KPI3: Desire Results

KPI4: Memory Results

KPI5: Action Results

Year 1 Comprehensive Effects (12 months):

Contract Facilities: - Month 3: 59 facilities - Month 6: 124 facilities - Month 9: 198 facilities - Month 12: 285 facilities

Annual Revenue: - Per facility annual fee: 480,000 yen (regular price) - First year discount (50% off): 240,000 yen - 285 facilities × 240,000 yen = 68.4 million yen

Year 2 Revenue Forecast (after discount ends): - Retention rate: 85% (242 facilities) - New acquisition: 120 facilities - Total: 362 facilities - 362 facilities × 480,000 yen = 173.76 million yen

Investment: - Product site development: 1.5 million yen - SEO measures: 800,000 yen - SNS advertising: 900,000 yen - Advertorial: 800,000 yen - Email marketing tool: 30,000 yen monthly × 12 months = 360,000 yen - Retargeting ads: 150,000 yen monthly × 12 months = 1.8 million yen - White paper production: 300,000 yen - Total initial investment: 6.46 million yen

ROI (Year 1): - (68.4 million - 2.16 million) / 6.46 million × 100 = 1,025% - Investment recovery period: 6.46 million ÷ 66.24 million = 0.1 years (approximately 1 month)

ROI (Year 2 onward): - Annual revenue 173.76 million yen (running cost 2.16 million) - Annual profit: 171.6 million yen

Chapter 5: The Detective's Diagnosis—Designing Customer Psychology Stairs Creates Purchases

That night, I contemplated the essence of AIDMA.

MedicoHealth held the illusion that "listing excellent features sells." However, customers don't respond to features but reach purchasing through psychological stages.

We designed the five stages of customer psychology with AIDMA. Attention (SEO+SNS ads brought 1,450 visitors), Interest (empathy story with 3 min 15 sec stay), Desire (benefit appeal with 174 trial signups), Memory (42% email open rate), Action (34% paid conversion with 59 facility contracts).

First year revenue 68.4 million yen, ROI 1,025%, investment recovery 1 month. And from Year 2 onward, annual revenue of 173.76 million yen.

What's important is not "listing features" but "designing psychological stairs." Customers climb five stairs one step at a time. By intentionally designing these stairs, reproducible purchase processes are achieved.

"Don't rely on features. Design the five stages of customer psychology with AIDMA to move hearts. Purchasing is a journey climbing the stairs of the heart. By carefully designing the five stairs, reproducible purchasing behavior emerges."

The next incident will also depict the moment of designing customer psychology stairs.

"AIDMA—Attention, Interest, Desire, Memory, Action. Design the five stages of customer psychology. Rather than listing features, making them climb the stairs of the heart one step at a time creates reproducible purchases."—From the detective's notes

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