This year Uber and Lyft formally entered the healthcare market to offer rideshare services to nonemergency patients for transportation to scheduled doctor appointments. Patient no-shows are a prevalent problem in the US, with an estimated 3.6 million Americans reportedly missing their scheduled doctor appointments due to transportation issues each year. Rideshare services may particularly benefit older Americans, Medicaid patients and those with chronic diseases to help keep appointments and get care. Uber and Lyft have identified a wide-open opportunity that could significantly improve their business and simultaneously reduce healthcare costs and improve quality care. Continue reading
Amazon already has a deep hook in the book, retail, delivery service, music, video, restaurant and even grocery space. It looks like healthcare is its next big target. Healthcare is a broad arena tangled in complexities. Most consumers struggle with understanding the lingo, getting quality care, managing payments and getting the prescriptions they need without breaking the bank. There are many controversial parts to how our healthcare system works, and Amazon has just tossed its hat into the ring with its announcement of its purchase of online pharmacy PillPack. What does this mean for the pharmacy space and will it impact the larger healthcare system?
The Amazon Threat Boils Down to Trust
Our team at Market Strategies has been anticipating the announcement of Amazon entering the healthcare market, so we conducted a self-funded a study to find out if consumers are open to purchasing healthcare services and prescriptions through nontraditional healthcare companies. We know that consumers have a high level of trust in Amazon, but will this level of trust extend to its healthcare services?
When doing healthcare research, physicians are one of the most coveted audiences. The challenges of capturing the attention of physicians are many:
- Increasing off-hour virtual care appointments
- Inundation of information and social media
One of the most common questions we hear clients ask is, “What can we do to improve response rates?” And while there is not one silver bullet, a combination of customized design approaches and best practices do encourage participation among physicians. Based on years of successful studies, Market Strategies recommends a combination of five approaches and designs to boost response rates and achieve a greater representative mix of participants:
How we “talk” and interact has changed. Heads down. Headphones on. Thumbs moving. It’s ironic that the more we focus on our small, handheld smartphone, the more we have access to the larger world around us. When sitting on a park bench, we can call loved ones, shop at Amazon, watch Netflix, listen to Spotify and schedule appointments. Indeed, it’s not a stretch to think that most people (especially Millennials) could pretty much operate their whole world on a smartphone.
As part of our continued focus on consumerism in healthcare, Market Strategies monitors and tracks how consumers use technology. In this article, we explore telehealth with an emphasis on virtual healthcare—an attractive option to busy consumers who are now accustomed to getting what they need, the moment they need it. For healthcare consumers, this means convenient, high-quality, immediate access to care for themselves and family members that costs less than traditional office visits.
What we’re learning from our own research is helping healthcare providers, health systems and insurers offer the right tools at the right time to connect consumers with the care they expect.
We’re lacing up our running shoes again to support a remarkable cause. In about 10 days, 12 runners from Team Market Strategies International will participate in the “Hood to Coast” relay, a 199-mile running race that starts on Mt. Hood and ends at the Oregon Coast, all to benefit the American Cancer Society (ACS).
This is a fantastic commitment to the community and to the ACS, and one that Market Strategies has supported for more than five years. The ACS uses all of the money raised to educate about cancer, help people stay healthy, find support and treatment options and fund groundbreaking research. In the past, our team has raised an average of $20,000 each year.
How many times have you been on an airplane waiting to take off when the announcement comes on that there’s a ‘minor repair’ to be fixed that will delay departure by 20 minutes? Chances are we’ve all been there, but we typically view this as a minor inconvenience, especially if we make our connections and arrive at our final destination safe and sound. Or, what if your baggage doesn’t arrive? That may be a bigger pain point but perhaps still tolerable, if it gets delivered. When inconveniences are resolved quickly, most customers remain loyal to the airline—especially if they have status—but, it does influence your overall perception.
For brands, these pain points represent opportunity. We often put most of our attention and goal setting based purely on ratings of performance metrics for areas we do or don’t do well. Yet how often do we look through a different lens to identify specific moments of truth that represent problem areas for improvement?
To design a more robust customer experience (CX) research program that measures interactions across all aspects of the consumer journey, brands need to combine the power of a modeling key driver analysis with a “Things Gone Wrong” analysis to get a strategic view of what to do more of and less of.
It’s not just any run—it’s one of the longest relay races in the world. It’s not just any team—Market Strategies’ team of 12 runners is supporting a remarkable cause by fundraising for the American Cancer Society (ACS). And, it’s not just about lacing up the running shoes because our team must first meet its fundraising commitment in order to run.
This is the fourth year Market Strategies has participated in the relay and my second time running. It’s personal to me not just because of my career in healthcare market research but also because I’m supporting friends and family who have suffered from cancer. What I admire is our company’s ability to come together as one team across multiple locations and to rally support across the organization for the ACS’ tireless efforts.