Beyond the machine.
Towards dignity.
Positioning DOBANO’s nanobubble hydro-pressure assisted bathing system for entry into the Korean institutional care market—and a clearer route to new sales opportunities.
From market research
to a route to market.
A strategy for expanding sales had to answer three connected questions: where to compete, why buyers should care, and how the offer could reach them.
Clarify.
Examined market structure, competitor alternatives, institutional purchasing needs and DOBANO’s manufacturing capabilities.
Align.
Defined an opportunity between basic and premium systems; connected technical competence to the human value of dignified care.
Amplify.
Developed messaging, segmentation and targeting, channel priorities, a five-month action plan and distribution/rental options.
For institutional care providers,
bathing is a service decision
— not just an equipment purchase.
For care institutions, bathing requires staff time and physical effort. Investment in the bathing experience can therefore become a meaningful service decision—not merely an equipment purchase.
The space between two extremes.
The analysis contrasted lower-cost, basic equipment with expensive imported systems. DOBANO’s strategic opening was to offer meaningful functionality at a more accessible price position.
The map expresses a qualitative strategic direction rather than measured competitor scores.
at a more accessible price
Illustrative category placement, not a measured competitor ranking. Indicative price span drawn from the 2023 strategy review; individual product prices vary.
A position that is
credible and meaningful.
The strategy connected three perspectives—market needs, competitive whitespace and DOBANO’s own strengths—before bringing functional and emotional value together.
care needs
middle ground
capability
Three perspectives inform one strategic position.
FUNCTIONAL VALUE / CAPABILITY
Manufacturing heritage.
Patented technology.
In-house production.
HUMAN VALUE / DIGNITY
Comfort.
Respect.
Better bathing experiences.
Strategy built for
commercial action.
The 2023 engagement translated market analysis into a positioning direction, marketing priorities and proposed routes to institutional buyers.
English editorial reconstruction of the “The Right Thing” messaging direction in the 2023 strategy presentation; not a photograph or a reproduction of the original slide.
Where is the market polarised?
What matters to care institutions?
Which audiences, messages and channels come first?
How could partners support adoption?
Delivered: market and competitor analysis, brand positioning, messaging direction, segmentation and targeting, channel strategy, a five-month marketing action plan and a proposed distribution/rental model. HALO (formerly AIS Branding) worked on the 2023 strategy project; the original presentation also credits the Korea Marketing Association’s Digital Brand Management Research Institute. The commercial route shown is a recommendation, not a claim that all partnerships were implemented. No subsequent sales results are claimed.