Healthcare marketers may be talking to the people who use their products—but are they talking to the people who buy their products? It’s an important distinction, and in many cases, these two stakeholders may not be the same.
In a recent self-funded study, the healthcare research team at Market Strategies International-Morpace honed in on how caregivers interact with healthcare services and products in relation to the loved one they care for. The results are striking in their implications for healthcare marketers. Nearly one-third (29%) of the adult population is responsible for caring for another adult with a debilitating medical condition. Of this group, 52% buy over the counter (OTC) medications for their loved one and in many cases without their loved one’s input—which begs the question, why aren’t more healthcare marketers actively trying to connect with caregivers?
Lessons from the Consumer Packaged Goods Industry
The telecom industry has always been innovative, but the innovation has been mostly incremental. Over the past century, we had telegraphs, then wired telephones, then wireless phones, then cell phones, and now we have smartphones. Up until the smartphone, the iterations were not fully reimagined products, just significant improvements on the existing products of the era. Today, we have high-speed internet and smartphones that put most of our communication and entertainment literally at our fingertips. Never has the telecom industry had to reinvent itself to the extent that it does today.
Telecom companies are now essentially media companies, not phone and internet companies. To accommodate all of these changes and to rapidly adapt, telecoms are engaging in an unprecedented number of mergers and acquisitions. A combination of these factors means telecoms need to constantly rethink their products and positioning. They also have to build and market new products—and they have to do it quickly. Continue reading
How the Healthcare Industry Is Failing 29% of the US Population
If you’re like me, you have firsthand experience watching someone you love care for the health of another person. I watched my mother care for her husband of 50 years, who battled cancer, cardiovascular disease and diabetes. Every day for nearly 12 years she made sure he was eating right, taking his medications, attending health-related appointments, and purchasing the healthcare products he needed for the day-to-day management of his conditions.
Like many caregivers, my mother was also caring for another family member at the same time. Her father needed help as he dealt with a variety of ailments as he slid into his 90s, and she had to make sure he was getting proper nutrition, accessing wound care, keeping his body active and mobile, and addressing his vision issues. Additionally, while she cared for the two men who meant the world to her, she managed to work part-time and maintain relationships with the rest of her family and friends. She is the matriarch of our family and appeared to handle the stress effortlessly. However, I recently discovered after a heart-felt conversation with her that it was not as effortless as she made it appear. Continue reading
You’ve achieved your customer experience (CX) goals! Congratulations! … Now what?
When our clients’ organizations commit to their CX measurement goals (CSAT, NPS), internalize the key drivers of performance improvement and integrate them with operational priorities, they often succeed in hitting their CX outcome measure goals.
While this is always good news, it can create new challenges—“happy problems,” as we’re told to see them. Here are some common CX program traps to avoid after you hit your CX goals: Continue reading
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This article is not about building the fundamentals for strong customer engagement: operational excellence, a strong brand and value-added product offerings. Instead, it’s about the moments that catch customers off guard—in a good way—and how utilities can intentionally create those moments in their customer interactions. These moments help support a solid customer experience strategy, and more importantly, help create advocates, as customers share with friends and family, “you won’t believe what my utility company did!”
1. Invite new customers into a relationship
My colleague Chris Oberle, senior vice president of the Energy Research and Consulting group at Market Strategies International, has written about the missed opportunity for customer onboarding. Two years later, only 8% of customers new to their utility recall receiving any sort of welcome or onboarding material. Continue reading
Virtual Reality Is More Than Fun and Games
Over the past four years, a flurry of product introductions has created significant buzz around the area of virtual reality (VR), and much of the hype is well deserved. Users confirm that VR offers an incredibly immersive experience. In practical terms, this means that VR users feel swept away from their actual, physical environment and transported into an entirely separate virtual environment that fully engages their senses of sight and sound. Fighting off robots in the land of Robo Recall when one is actually standing in one’s living room is both thrilling, fun and magical. However, academic research indicates that the benefits of virtual reality go far beyond offering a novel experience for gamers. Continue reading
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
Do you know where your customers are coming from, how they decide which providers they choose and why? Technology has drastically changed the purchase journey for most businesses on multiple levels. Most purchase journey research is still treating the path as linear even though it is becoming increasingly dynamic and web-like, with unlimited interactions. While the linear-path to purchase journey research allows you to gain a general understanding of what your customers’ purchase path looks like, it doesn’t give you the details to craft a high-functioning customer acquisition and retention plan.
The reality is that capturing “how and when” people buy is pretty easy. But the journey is complex, so the tough part is distilling the data into useful information so you know exactly which actions to take. Path-to-purchase research should go beyond what the journey looks like—it should reveal the most important interactions for your potential customers and your brand. Continue reading
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“And when you speak of me, speak well.”
As utilities seek to evolve their customer management performance goals beyond traditional customer satisfaction metrics, utilities are evaluating updated measures and management approaches that better reflect success in the transforming utility market—one of those is the Net Promoter Score, or NPS. The NPS metric is based on a question regarding the likelihood of a customer to recommend the company to others. The scale is 0–10 and based on the percentage of those posting a rating of 9–10 (Promoters) minus the percentage of those rating 0–6 (Detractors), and then multiplying the result by 100. The Utility Trusted Brand & Customer Engagement™: Residential (UTBCE) study has the most robust database to help utilities measure, benchmark and manage NPS. The study has been tracking NPS quarterly since 2016 and provides data-based analysis, modeling and insights to help utilities perform well on this metric.
The Core of the NPS Debate
For both the utility and the customer, there is confusion regarding why a customer would be compelled to “recommend” their regulated utility. If they want utility service, they use the utility. How can a monopoly motivate customers to recommend it? And, what is the value to the utility?
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?