“Human Experience Economy” Hits MedTech: Device Makers Rethink Value Beyond the Product

The MedTech industry is undergoing a quiet revolution. For years, success was driven by engineering prowess – faster scans, smaller implants, higher accuracy. But today, simply touting technical features is no longer enough. We have entered what futurists call the Human Experience Economy, where delivering a superior experience for all stakeholders is the new differentiator. In Europe’s healthcare markets, especially, leading device makers are shifting focus beyond the product itself, reshaping their strategies to provide holistic, experiential value across the entire customer journey. This means rethinking how value is delivered not just to clinicians and hospital buyers, but also to payers, patients, and anyone who influences a medical technology’s adoption.

As a MedTech sales and marketing leader who’s spent 15+ years in the field, I’ve never seen such a profound change in how we define “value.” In this post, I’ll share why this “HX economy” (human experience economy) has arrived in MedTech, how top companies in Europe are responding with experience-centric strategies, and what it means for your go-to-market approach. If you haven’t started moving beyond product-centric thinking, consider this a wake-up call! The time to act is now.

From Features to Experiences: The Rise of the HX Economy in MedTech

Not long ago, a medical device pitch would lead with specs: a stent’s new alloy, a scanner’s higher resolution. But those days of feature-first selling are ending. Customers, whether a chief physician or a procurement officer, are increasingly asking, “How will this improve our experience and outcomes?” In the words of one industry futurist, “We can no longer transact medical devices… we must create holistic and experiential value.”[1] In other words, simply selling “plastic stuff” isn’t enough anymore; success now hinges on designing an experience around the product that genuinely improves outcomes and satisfaction for everyone involved.

This shift is happening because healthcare itself is becoming more consumerized and outcome-driven. Patients are better informed and expect convenient, personalised solutions. Providers face pressure to improve patient satisfaction, streamline workflows, and prove value for money. We’re living in what Nicholas Webb (a noted healthcare strategist) calls the “human experience (HX) economy,” where “the experience is a differentiator” and companies delivering merely technical value will struggle to compete (mddionline.com). The HX economy demands that MedTech firms focus on the overall experience their solution delivers – from the first sales interaction to long-term use – rather than just the device’s specs or price.

Crucially, this isn’t a fuzzy marketing idea; it’s reflected in hard business realities. Europe’s regulatory environment, for example, is raising the bar on proof of value. The EU MDR has made clinical evidence and post-market surveillance mandatory, meaning buyers now expect robust outcomes data, not just promises, before they invest. One European MedTech leader put it bluntly: “Value is no longer just about innovative features or incremental benefits. It’s about proof. The days of feature-first selling are over. In an MDR world, value starts with outcomes and ends with ongoing evidence.”[2] In practice, that means hospitals and health systems aren’t impressed by a shiny new gadget unless you can demonstrate how it will improve patient outcomes, reduce costs, or enhance the care experience – ideally, all of the above.

Hyper-Consumerism and Expectations: What’s driving the HX economy? Partly, it’s the spillover of consumer-level expectations into healthcare. We all enjoy seamless experiences in our digital lives, whether it’s using an intuitive app or receiving personalised e-commerce recommendations, and healthcare decision-makers are consumers too. As Webb noted at a recent industry forum, “patients become more informed and empowered, their expectations for healthcare solutions are rising. This calls for a dynamic, layered approach to value creation – beyond simply providing a product to creating a comprehensive, personalised, and memorable experience.”medical-technology.nridigital.com. In other words, healthcare providers and patients now judge devices not just by what they do, but by how using them feels and fits into a bigger picture.

The “experience” in MedTech can mean many things: a smoother surgical workflow for the surgeon, less anxiety for the patient undergoing a scan, easier reimbursement approvals for the payer, or better training and support for the staff using the equipment. The key is that value is viewed holistically. A great product that’s hard to implement or causes frustration won’t cut it. Conversely, a device that may have similar specs to a competitor’s but comes with superior support, user-friendly software, and measurable outcomes improvement can win in this economy.

Beyond the Device: Delivering Value to Buyers, Payers, and Recommenders

Leading MedTech companies have recognised that every stakeholder in the healthcare “experiential ecosystem” must see enhanced value1. Who are these stakeholders? Often they include: buyers (e.g. hospital procurement managers or health system executives who make purchase decisions), payers (insurers or public health systems that reimburse and demand cost-effectiveness), and recommenders (clinicians or key opinion leaders who influence which technologies get adopted). Let’s explore how the Human Experience Economy is changing expectations for each and how savvy companies are responding.

Delivering What Buyers Really Want – Outcomes and Solutions: Hospital and clinic buyers in Europe are under intense pressure to justify investments. They must consider not just acquisition cost, but total impact on patient care and the institution’s efficiency. Simply put, a device must solve a problem or fill a critical gap, not just be new for novelty’s sake. Buyers now expect claims of improved outcomes to be backed by evidence. In fact, many tenders and RFPs in Europe are shifting to value-based procurement, scoring offers on patient outcomes and long-term value, not just pricemedtecheurope.org. This means a MedTech supplier has to articulate how their offering improves care pathways or saves money downstream.

Leading companies have started repositioning themselves from product vendors to solution partners. They bundle devices with training, analytics, and services that address broader challenges the buyer faces. For example, rather than selling an MRI scanner alone, a company might offer a complete imaging solution package: the scanner plus workflow consulting, technician training, and patient experience enhancements to ensure the hospital actually sees improved throughput and patient satisfaction. Buyers appreciate partners who share risk and accountability. A Boston Consulting Group study pointed out that MedTechs excelling in “solutions” have seen faster growth by addressing customers’ bigger needs, not just pushing products[3].

A great illustration comes from Siemens Healthineers’ approach in Europe. In France, Siemens struck a 12-year Value Partnership with University Hospital Nantes, the largest of its kind in the country (siemens-healthineers.com). Instead of a one-off sale, Siemens will continuously equip 13 hospitals with the latest diagnostic imaging tech, and collaborate on research, education, and even support sustainable operationssiemens-healthineers.comsiemens-healthineers.com. This long-term, service-oriented model helps the hospital network stay at the cutting edge and meet patient needs during a major hospital relocation, with Siemens essentially co-owning the outcome success. In return, Siemens gains a deeply embedded customer relationship and a wealth of real-world data. The message to buyers is clear: “We’re in this together for the long haul, ensuring you succeed.” When a vendor is willing to guarantee performance or share risk, it strongly signals confidence in the value they claim to provide. MedTech companies are indeed moving in this direction – one notable example, Medtronic, even uses outcomes-based agreements for some products, reimbursing hospitals if certain clinical outcomes aren’t met, e.g. covering part of the cost if their antibacterial implant sleeve fails to prevent an infection (www3.weforum.org). This kind of risk-sharing aligns directly with the buyer’s ultimate goal: better outcomes per euro spent.

What Payers and Health Systems Expect – Demonstrable Economic Value: In Europe’s predominantly public healthcare systems, payers (whether national health services or insurers) are increasingly focused on value-based healthcare. A fancy device that adds cost without proof of superior outcomes or cost-offsets will face an uphill battle for reimbursement. This is pushing MedTech firms to generate robust health-economic data and even develop new payment models. In some countries, we see pilot programs where device payment is tied to results – for instance, a cardiac device might be reimbursed more if it demonstrably reduces re-admissions, or a diabetes management platform might be paid on a per-patient-success basis. These models are still emerging, but the direction is set.

If you’re a marketing leader, it means your value proposition must speak the payer’s language: reduced length of stay, fewer complications, lower total cost of care, improved quality-adjusted life years, etc., backed by real data. A compelling case study is how implantable cardiac device makers started providing evidence on reduction in downstream heart failure costs, or how orthopaedic companies now often include economic impact analysis (like savings from faster rehab or fewer revisions) as part of their sales dossiers. In my own experience working with health economists on product launches, I’ve seen a well-crafted budget impact model turn a sceptical payer into an advocate. We are essentially selling economic outcomes as much as clinical outcomes now.

Europe has been at the forefront of some of these changes. For example, Sweden’s health system implemented a bundled payment program for joint replacements (the “OrthoChoice” bundle), prompting device providers to differentiate on total episode cost and patient satisfaction, not unit price. In the UK, NHS supply chain tenders now often incorporate long-term value criteria. MedTech firms have responded by creating new roles like “outcome liaison” or health economics managers to engage payers and provide the data they need. If your organisation hasn’t invested in generating real-world evidence and health-economic studies for your products, that needs to be fast-tracked. Payers will favour those partners who can help them achieve their own targets (e.g. reducing hospital admissions or enabling care at home).

Winning Over Recommenders – Empowering the Clinicians and KOLs: Clinicians (surgeons, doctors, nurses) are the ones who ultimately use or recommend most medical technologies. Their experience with your product can make or break its success. If a new device disrupts their workflow negatively or has a steep learning curve with little support, it will gather dust on the shelf. In contrast, if it improves their daily work experience – say by making a procedure easier, faster, or safer, or by providing insightful data at their fingertips – they will become your champions.

In the past, MedTech companies focused heavily on physician training and education (think in-service demos, physician proctors, etc.) – and that remains critical. But the HX economy asks for more: it’s about making the clinician feel supported continuously and making the technology nearly invisible in its ease of use. This is where digital innovation is playing a huge role. Top firms are building ecosystems around their products to assist clinicians. For example, orthopaedic surgery companies not only provide a prosthetic implant, but also bring in advanced surgical planning software, intra-operative imaging, robotic assistance, and post-op monitoring tools. The goal is to create a seamless experience for the surgeon from planning to execution to follow-up. Johnson & Johnson MedTech recently highlighted this at the AAOS 2025 meeting, showcasing how they are “transforming the full ecosystem of orthopaedic procedures” by integrating implants, digital surgery systems, data analytics, and surgeon training into one unified offering (orthofeed.com). By doing so, they help surgeons achieve better patient outcomes with greater efficiency, which in turn improves the surgeon’s own experience and success rate.

Digital health tools like AI and remote connectivity are also enhancing the clinician experience. Take the trend of fully integrated operating rooms: some MedTech companies now offer “smart OR” platforms where imaging devices, surgical robots, and software all talk to each other. This connectivity means, for instance, a surgeon can see real-time analytics or guidance during a procedure, or a remote expert can assist via telepresence. A recent analysis by PwC noted that some surgical tool manufacturers are aiming to create fully digital operating suites where all tools are connected, driving value in areas like operational excellence and data-driven insights (pwc.com). Imagine an orthopaedic OR where the robot, the navigation system, and the patient’s digital health record are integrated – the system could alert the surgical team to a potential issue in real time or auto-capture data for post-op analysis. This isn’t sci-fi; it’s happening now in pilot sites. For the clinician, it means less guesswork and more support – a better working experience and potentially better patient outcomes. Companies facilitating this kind of ecosystem are finding that surgeons become eager proponents of their technologies, effectively becoming sales advocates via word-of-mouth because the professional experience is superior.

Recommenders also include the less formal influencers: think of the department head who champions a new device to hospital administration, or the general practitioner who tells patients about a new at-home health monitoring gadget. Their willingness to recommend comes down to trust and perceived value. MedTech firms are nurturing this by building strong clinical evidence (so KOLs feel confident backing the product), communities of practice (user groups where physicians can share experiences and tips), and by providing platforms for continuous education. For instance, many companies host online physician forums or Centres of Excellence training hubs in Europe where clinicians can try out new tech in simulated environments. This not only hones the clinicians’ skills (improving their experience with the tech) but also creates a sense of partnership and support.

Finally, it’s worth mentioning the patient experience itself, which all of the above stakeholders care about. A device that delights patients – by reducing pain, anxiety, or inconvenience – will generate positive feedback that flows back to clinicians, buyers, and payers. In the HX economy, patient experience is king. European device makers have been innovating on this front as well. A compelling example is Philips’ Ambient Experience solution for imaging suites, which is essentially a human-centric redesign of the radiology experience. By incorporating dynamic lighting, sound, and visuals, an MRI or CT room is transformed into a calming environment that the patient can partially control (choosing themes/music). This directly tackles patient anxiety and claustrophobia. The results have been impressive: in a survey across hospitals using Ambient Experience, 76% reported reduced patient tension and 71% reported less fear, leading to more cooperative patients and more “first-time-right” scans (usa.philips.com). The knock-on effects are significant – scans don’t need repeating (saving time and cost), and patient satisfaction scores rise. It’s a prime example of delivering experiential value beyond the core product (the MRI machine). Notably, 91% of surveyed staff in Europe and the U.S. said they would recommend this experience-focused solution to other hospitals(usa.philips.com). That kind of endorsement underscores how powerful focusing on experience can be in differentiating a technology.

In summary, delivering value in this new landscape means expanding our view of who the “customer” is. It’s not just the purchasing department; it’s a web of people – the care team, the patient, the payer – each with their own needs and pains. The Human Experience Economy demands we address all of them. That might sound daunting, but many leading companies have cracked the code by innovating in R&D labs, business models, and service design.

Case in Point: European MedTech Leaders Embrace Experiential Value (March–April 2025)

The shift from product-centric to experience-centric is not theoretical – it’s happening on the ground, with recent examples as proof. Let’s look at a few 2025 case studies and success stories from Europe and beyond that show how device makers are rethinking value:

Johnson & Johnson MedTech’s Digital Orthopaedics Ecosystem: At the March 2025 AAOS conference, J&J showcased a new era of digitally integrated orthopaedic solutions. Rather than just displaying a new knee implant, they demonstrated how their implants now come with a suite of enabling technologies – surgical planning software, smart instruments, robotics, and data analytics – that together improve the experience for surgeons and patients. As J&J’s chairman of orthopaedics put it, they are “helping surgeons advance patient care while improving efficiency for hospitals and ambulatory surgery centres” by seamlessly integrating implants with digital surgery systems and workflow tools (orthofeed.com). This integrated approach resonated strongly with European surgeons at the conference, who saw how it could reduce variability in surgeries and enhance outcomes (a better experience for the surgeon and patient). It’s a notable shift from selling “a knee implant” to selling “a better knee surgery (and recovery) experience.”
Stryker’s Expansion of Robotic-Assisted Surgery: Stryker, another global player active in Europe, used the same venue to highlight new applications of its Mako robotic surgery platform. By broadening the range of procedures and adding AI-driven guidance, they aim to provide a “premium clinical and operational experience” for surgeons across hip, knee, and spine surgeries (orthofeed.com). European hospitals that have adopted Mako robots often speak not just of the clinical precision, but of how it changes the operating room culture – surgeons and staff feel they are practising at the cutting edge, patients perceive the hospital as high-tech and trustworthy, and the administration sees a marketing benefit in offering robotic surgery. The overall experience upgrade becomes a selling point for the hospital’s services, which in turn drives demand for Stryker’s solutions. Stryker’s case shows that even capital equipment manufacturers are repositioning around experience outcomes (e.g. consistent surgical quality, surgeon confidence) rather than product features alone.
Siemens Healthineers & NHS Partnerships: In the UK and other parts of Europe, Siemens Healthineers has been entering long-term partnerships with health providers, as mentioned earlier. One recent example (early 2025) is a partnership with a major NHS Trust to manage and modernise all of its diagnostic imaging over 10+ years. Under such agreements, Siemens doesn’t just sell MRI or CT machines; it effectively manages the imaging service with the hospital, taking responsibility for maintenance, upgrades, and even providing on-site staff and training. In return, the hospital pays an annual fee linked to performance targets. These arrangements have led to improvements like faster scan times, higher equipment uptime, and better patient feedback, because Siemens aligns its incentives with delivering an excellent imaging service (the experience) rather than just units of equipment. One NHS executive noted that this model “brought industry expertise directly into our workflow, freeing our staff to focus on patients.” For Siemens, it ensures customer loyalty and a steady revenue stream, but it also forces them to deliver value, not just drop off hardware continually. Given the success, we’re seeing more such public-private collaborations in Europe, a trend that validates the move to experience-centric value.
Philips and the Patient Experience Edge: Philips, headquartered in the Netherlands, strongly champions patient and staff experience as part of its value proposition. A notable April 2025 development was Philips’ milestone of having over 2,000 Ambient Experience installations worldwide, many in European hospitals. We discussed the impact on patient anxiety reduction earlier. Another project Philips undertook (in partnership with Disney and a leading children’s hospital in Europe) involved using animated characters and storytelling projections in scan rooms to comfort pediatric patients – a creative experiential twist. Preliminary results from this pilot (shared in 2025) showed significant drops in sedation rates for kids undergoing MRI4. Think about that: a traditionally traumatic experience for a child turned almost into an adventure, through experience design. It not only makes it easier on the patient and family, but also improves throughput for the hospital (since avoiding sedation saves time and resources). Philips reported that such enhancements can contribute to the quadruple aim – better health outcomes, improved patient experience, improved staff experience, and lower cost (usa.philips.com). By quantifying these benefits, they give hospital buyers a compelling reason to choose their solution over a competitor’s product that might lack the same focus on human factors. This is a case where an ostensibly “soft” element, like room lighting, translates into hard value in outcomes and efficiency.
Outcome-Based Commercial Models on the Rise: A quiet but significant shift in early 2025 is the increase in outcome-based deals in MedTech. We’ve mentioned Medtronic’s guarantee on infection prevention. Another example: some European health systems are piloting “no cure, no pay” arrangements for digital therapeutics and remote monitoring devices. For instance, a Dutch insurer has a program where they only pay for a cardiac telemonitoring service if it successfully reduces patient hospitalisations beyond a threshold. MedTech companies providing these services had to adapt their sales approach – essentially getting paid for results, not products. One large device manufacturer’s European VP commented in a March 2025 webinar that these models pushed them to improve their offering’s user engagement, because patient adherence became directly tied to their revenue. The upside is that when the device maker invests in ensuring a great user experience (through coaching apps, customer support, etc.), patients use the device more consistently and outcomes improve – a win-win-win for patient, provider, and the company. While still nascent, these models indicate a future where MedTech success is literally measured in health outcomes delivered, not units sold.

The common thread in all these cases is delivering value beyond the product features. Whether it’s through digital ecosystems, service partnerships, environment design, or novel payment models, leading companies are differentiating by the experiences and outcomes surrounding the product. And notably, many of these innovations are being piloted or rolled out in Europe, where healthcare stakeholders are receptive to value-based thinking and often collaborate closely with industry on innovative solutions.

Implications for Go-to-Market Strategy: Act Now or Fall Behind

For commercial leaders in MedTech, the emergence of the Human Experience Economy is a call to action. It’s not fluff from marketing – it’s a strategic shift that demands real changes in how we design offerings and engage customers. Here are a few key implications and steps to consider:

1. Redefine Your Value Proposition: Audit your current sales pitch and collateral. How much of it is focused on product specs and price, and how much on holistic outcomes and experience? In an HX economy, your value proposition should read like a story of improved journeys, not a list of features. Buyers need to see a clear line from adopting your technology to achieving their institutional goals (clinical, financial, patient satisfaction). Work with your product teams to generate supporting evidence or programs if you find gaps. For example, can you add a remote monitoring service to that implant so the care team gets alerts (improving the post-op experience)? Can you provide a dedicated trainer for the first 3 months to ensure smooth integration? Think beyond the widget you’re selling.

2. Engage All Stakeholders – Early and Often: Expanding value across buyers, payers, and recommenders means expanding who you talk to. Map out the ecosystem around your device. If you’re selling a diagnostic tool, your stakeholder map might include hospital lab managers (buyers), the hospital’s finance or quality directors (payers’ perspective for internal cost justification), and physicians who rely on the test results (recommenders). Are you engaging each of them with tailored messages and support? A best practice gaining traction is creating customer journey maps that outline each touchpoint for each stakeholder persona, from awareness to advocacy, and optimising each touchpoint for a great experience. For instance, the journey map may reveal that nurses actually spend the most time with a device; investing in nurse training and a friendly user interface is thus critical. Don’t leave any stakeholder’s needs unaddressed, or you risk a weak link that can derail the sale or adoption.

3. Break Silos Between Product, Service, and Marketing: Delivering a unified experience requires tight integration internally. Your R&D, clinical, marketing, sales, and service teams should be in lockstep when creating offerings. I’ve observed in successful cases that marketing is involved much earlier in product development, injecting insights about customer pain points and workflow needs so that by launch, the product is already tuned to deliver an experience, not just a function. Additionally, consider bundling services (training, data analytics, maintenance) with products in a coherent package. Many European customers actually prefer a one-stop solution – it simplifies their life. But bundling only works if those add-ons genuinely add value. So, the go-to-market strategy may need to include new partnerships (maybe you partner with a software company for a better user app) or new hires (like clinical specialists who can advise customers). These are not traditional “sales” tactics, but in the HX era, they absolutely drive sales by ensuring the customer realises value.

4. Leverage Digital and Data Intelligently: Digital tools are your allies in creating great experiences at scale. Use them to personalise and improve each stage of the customer lifecycle. For marketing and sales, that could mean using data to provide more personalised content to prospects (showing them case studies most relevant to their setting, for example). Post-sale, it means providing digital education, communities, or analytics dashboards that let customers continuously engage with your solution. A unified digital platform for customers can elevate their experience – one recent survey noted that a unified customer portal in MedTech boosts customer satisfaction by enabling self-service and personalised support5. Also, data from devices in the field (with proper permissions) can be gold: you can identify where users struggle and proactively offer interventions, or gather outcome data to prove value to others. We have more tools than ever – AI, IoT, cloud platforms – to enhance customer experience, so make sure your strategy taps into them not just for product features, but for service excellence.

5. Foster an Experience-Driven Culture in Your Team: Perhaps most importantly, instil in your commercial organisation the mindset that “we are in the experience business.” Every touchpoint with a customer is part of that experience – from the first cold call to the implementation to the renewal meeting a year later. Empower your sales and support teams to go above and beyond in solving customer problems, even if it’s not directly about your device. In Europe, where relationships and trust are paramount, this human-centric approach goes a long way. I often tell my sales teams, “Don’t sell to the customer, collaborate with the customer.” In practice, that might mean co-creating a roll-out plan with a hospital or organising a workshop with a clinic’s staff to understand their workflow better before even pitching your solution. These consultative, empathy-driven approaches leave a lasting positive impression – that your company genuinely cares about their success (because you do!). And that experience is what people remember, even more than the specifics of the product.

To implement these steps, you may need to realign incentives and metrics. If your KPI is only quarterly sales, the team might not prioritise longer-term experiential value. Consider adding customer success metrics – e.g. Net Promoter Score, adoption rates, outcome achievement – to gauge how well you’re delivering on experience. Some MedTech firms have started creating Customer Experience (CX) officer roles or teams to holistically manage this aspect. That’s a sign of the times.

Conclusion: The New MedTech Mandate

The emergence of the Human Experience Economy in MedTech is reshaping what it takes to win in our industry. Europe’s most forward-thinking MedTech companies are already on this path – moving beyond devices to solutions, beyond transactions to partnerships, and beyond features to experiences. They are proving that focusing on the human experience is not at odds with financial performance; rather, it can drive growth, differentiation, and loyalty in a market that is otherwise increasingly commoditised.

The mandate is clear for those leading marketing and sales in this sector. As I reflect on my own journey, I realise how much our playbook must evolve. We have to champion the voice of the customer (all the “customers”), ensure our companies deliver on more than just clinical efficacy, and sometimes even dare to pivot business models to align with outcomes. It’s challenging, yes – but also incredibly exciting. We’re in a position to truly shape healthcare delivery for the better.

The train has left the station: experience-led value is the future of MedTech. If you haven’t begun adapting, you risk being left behind by competitors who have. As Nicholas Webb cautioned, companies that ignore the experiential shift “are going to be in really bad shape”(mddionline.com). On the flip side, those who lean into this change are finding new avenues for innovation and growth.

It’s time to ask ourselves and our teams: Are we just selling “plastic stuff,” or are we delivering an experience that improves human lives? The answer to that question will define who leads the MedTech market in the coming years. Let’s ensure we’re on the right side of this evolution – the side that puts humans and their experience at the centre of everything we do. In the end, that’s the true value we provide, and in this new economy, it’s the value that will set us apart.

Sources:

1. MDDI Online – N. Webb, MD&M West 2025 Keynote: “...we are living in the human experience economy... Organizations in healthcare that are winning are delivering experiential value, not just transacting medical devices.”mddionline.commddionline.com ↩ ↩2

2. Daniel Altherr (MedTech Insights Hub blog) – “Value is no longer just about innovative features... The days of feature-first selling are over. In an EUMDR world, value starts with outcomes and ends with ongoing evidence.” (Altherr, Beyond Compliance: How EUMDR Is Reshaping the MedTech Customer Journey, Oct 2025)daniel-altherr.comdaniel-altherr.com ↩

3. PwC Report – Future of MedTech: Define new markets before they define you – emphasizes moving beyond incremental product sales to holistic solutions and partnerships to meet customers’ broader needspwc.compwc.com. ↩

4. Philips News Release – Survey cites enhanced patient experience and anxiety reduction as top benefits of Philips Ambient Experience (Mar 3, 2021): 91% of users would recommend Ambient Experience; 76% observed reduced patient tension, enabling first-time-right scans and better outcomesusa.philips.comusa.philips.com. ↩

5. MedCity News – “A Unified Platform Is Essential to Boost the Customer Experience” (Feb 2025) – highlights how personalized, omnichannel engagement and unified customer platforms in MedTech can improve patient and provider satisfaction. ↩