Consumers have limited loyalty to healthcare providers and are open to switching primary care physicians. Younger consumers especially lack loyalty, with over 60% of those aged 18-44 willing to switch. Providers need to develop trust and deliver value through personalized communications and programs that meet consumer needs and preferences in order to build stronger engagement and loyalty. Consumers are looking for convenient access, rewards for healthy behaviors, and guidance on managing costs. Sharing fitness and shopping data with providers could also improve health if used to benefit consumers. However, most consumer engagement currently is limited, through phone contact alone.

1. LOYALTY Rx
Solving the consumer loyalty
crisis in healthcare with data
By Cara Pratt

2. © dunnhumby 20162
A dunnhumby study
found that half of
consumers would be
willing to switch their
primary care physician.
Creating relevant,
personalized
communications
in every channel
that is important to
consumers – what
dunnhumby calls
customer science – is
the key to building
customer loyalty.
INTRODUCTION
With all the dramatic changes
happening in the U.S. healthcare
system, industry leaders can learn a
lot by studying what consumers think,
feel and experience. The analysis can
open up new opportunities to guide
strategies going forward.
For example, how can providers
tackle the loyalty crisis underway?
Consumers do not feel a great
sense of loyalty to their primary care
providers. A dunnhumby study found
that half of consumers would be
willing to switch their primary care
physician. Most consumers still see
primary care doctors, but they are
also aware of, and open to, a growing
range of options for receiving care.
In addition, consumers are looking
for more in their healthcare services
– including rewards for demonstrating
healthy behaviors. Emerging popular
technologies play a role here; many
say they are open to sharing data
they collect in their fitness apps with
medical professionals, to help them
stay well.
Such sentiments surface as
Americans identify healthcare as
a priority, but not necessarily part
of their daily lives. Most have seen
their doctors in the last year, and
about half have visited the doctor’s
office in the last three months. But
they also say that their contact with
medical professionals is limited,
suggesting that they are engaged only
when feeling sick and scheduling an
appointment. One third don’t engage
with their healthcare network at all.
And when it comes to the loyalty
question, younger generations are
more likely to change doctors.
Findings like these come from asking
questions and collecting data about
the people who matter most in
healthcare: consumers. By analyzing
consumers’ answers to these
questions and other data they provide,
we can understand their needs and
how best to meet them.
And just like in the retail and
consumer goods industries, this
understanding leads to stronger
customer engagement. That’s
essential to healthcare providers as
costs continue to rise and providers
are increasingly accountable for
financing care through accountable
care organizations, insurance
products and risk-based contracting.
Developing trust, delivering value
and engaging with consumers in a
relevant context empowers healthcare
providers to partner with their
patients, as all parties pursue health
and wellness. Creating relevant,
personalized communications that
are important to consumers – rooted
in what dunnhumby would refer to
as customer science – is the key
to building customer loyalty. It is
among the most important opportunity
healthcare providers can seize to
strengthen their organizations.
A closer look at our healthcare
consumer study shows why.

3. © dunnhumby 20163
Consumers are not very loyal when it comes to healthcare
providers. Our research found that 50% of people are
willing to switch primary care physicians.
Why? The marketplace for care is more diverse than in
the past, with competition from a variety of sources. As
hospital systems continue to purchase independent
physician networks (both primary care and specialty), the
competition for consumers is rising. Stand-alone urgent
care facilities and surgery centers are options for needed
services and procedures.
Non-traditional sources are emerging, too. Retailers such as
CVS, Walgreens and grocery chains provide drop-in clinics
as well as pharmacy services. And telehealth services
deliver basic care and medical consultations remotely from
anywhere, at any time.
Consumers’ relationships to healthcare are changing,
too. As consumers are responsible for a greater share of
their healthcare costs through higher deductibles, they
are researching cost and quality – and more are shopping
across providers for their needs, as their insurance plans
allow. Influenced by their experiences in other parts of
their lives – shopping for goods and services every day
– they are seeking traits like access and convenience in
addition to quality and price. This is especially true of
younger consumers.
These changes in market dynamics and consumer habits
present challenges for healthcare providers. The shift from
fee-for-service models to payments based on value, or
wellness outcomes, will pressure providers to cultivate loyal
consumers; if a consumer leaves the provider’s network of
care, the provider loses control of that engagement (as well
as the revenue it could have secured).
And while the prospect of more choice is generally
good for consumers, there are switching challenges
involved. Electronic health records systems are improving
but it can be difficult for one system to share data with
another system. That can mean more work for patients
to corral the appropriate records and get them to a new
physician’s office.
HALF OF CONSUMERS ARE OPEN TO A NEW
PRIMARY CARE PHYSICIAN
WOULD YOU BE WILLING TO SWITCH YOUR
PRIMARY CARE PHYSICIAN?
YES
50%
NO
50%

4. © dunnhumby 20164
It is clear healthcare is top of mind for most Americans.
Eighty-seven percent have seen their doctor in the last year,
while 54% have visited in the most recent three months.
Millennials and their senior counterparts seek medical care
at similar rates: 77% of 18- to 24-year-olds have sought
care in the last 6 months, compared to 83% of seniors.
It’s clear that the changing healthcare landscape is
influencing consumers’ perceptions about doctors’ visits.
While the majority of people see primary care physicians,
new options – particularly in retail stores – are expanding.
And younger consumers are receptive.
Twenty percent of 18- to 34-year-olds said they prefer
receiving medical care and pharmacy services at a grocery
store. This finding fits with a broader theme in our study:
consumers expressing interest in convenient access to
healthcare services.
PEOPLE VISIT PRIMARY CARE PROVIDERS
MOST, BUT NEW OPTIONS ARE EMERGING
WHEN WAS THE LAST TIME YOU VISITED A DOCTOR
FOR ANY HEALTH REASON?
WHERE DO YOU PREFER TO GO FOR YOUR
PRIMARY HEALTHCARE NEEDS?
(Percent answering grocery or drug store clinic)
0%
10%
20%
30%
40%
50%
60%
Within the past
3 months
Within the past
6 months
Within the past
9 months
Within the past
12 months
More than 1
year ago
0% 5% 10% 15% 20% 25%
65+
55-64
45-54
35-44
18-34
of 18-34 year
olds prefer to go
to grocery or drug
store clinics for
healthcare needs.
20%

5. Drilling down into loyalty sentiments reveals that younger
consumers are more open to changing their doctors. More
than 60% of people between the ages of 18 and 44 are
willing to switch their primary care physician, compared to
26% of people aged 65+.
A view of this finding through the lens of broader consumer
trends amplifies the point. Millennials are demanding
access and convenience when it comes to all kinds
of goods and services in retail. If their unique needs
aren’t met – if the offering doesn’t match their personal
expectations – they are more than willing to seek what they
need elsewhere. Contrast that with older generations, who
may find more comfort in familiar relationships (whether
that means the family doctor or the nearby supermarket).
The younger generation’s lack of loyalty has significant
ramifications for medical professionals. Administrative
changes, notably the adoption of electronic health records,
are putting increased time demands on physicians and
their staffs. Medical professionals may not have the time,
the technological capabilities or the services required to
meet the demands of younger consumers.
Further explorations of preferences by age group show that
healthcare providers should be looking for new ways to
engage consumers.
The data suggests that healthcare providers have to
adjust, for example by expanding beyond regular office
hours from 8 a.m. to 5 p.m. to provide greater access and
convenience. And then they should look to go further to
embrace alternative means of communication such as
telehealth, urgent care facilities and in-store clinics.
The essential point: meet consumers where and when
they want, in order to build loyalty. A deeper look into
preferences by age group show how they vary – and
illustrate how healthcare providers can tailor offerings
to different consumer groups. For example, younger
consumers (age 18 to 34) say they are interested
in programs that reward healthy behavior. By contrast,
seniors prioritize personalized information on managing
healthcare costs.
These types of programs require personalized attention to
the consumer based on his or her condition. A 25-year-
old may want to get a gym membership earned by the
data she shares about her workout regimen. A 65-year-
old may want educational programming to learn how to
maintain a healthy lifestyle in retirement. They are very
different opportunities to engage each consumer segment
and encourage the loyal participation of both in beneficial
activities – activities that the individuals identify as
important to them.
THE YOUNG ARE LEAST LOYAL
WOULD YOU BE WILLING TO SWITCH YOUR
PRIMARY CARE PHYSICIAN?
(Summary by Age)
0% 10% 20% 30% 40% 50% 60% 70% 80%
NoYes
65+
55-64
45-54
35-44
18-34
of 18-44 year
olds are willing
to switch their
primary care
physician.
60%

6. DIFFERENTIATING ENGAGEMENT STRATEGIES:
A HIGH-LEVEL LOOK INTO CONSUMER SEGMENTS
Rewards
for healthy
behavior
Earning VIP
status when
visiting the
doctor
Information
for managing
costs
1
2
3
Information
for managing
costs
Earning VIP
status when
visiting the
doctor
Rewards
for healthy
behavior
1
2
3
Age
18-34
Age
65+
6Xmore likely to
seek online social
communities for
managing health
2Xas likely to want
information
delivered in a more
convenient way

7. © dunnhumby 20167
Loyalty can mean different things depending on the
context, but organizations that prompt loyalty share two
common traits: they develop trust and deliver value.
Consumers in a retail setting often associate loyalty with a
membership card and a rewards program. While incentives
and rewards can play a role in health and wellness
programs, developing personalized and relevant content
provides a new level of value and trust in the provider-
patient relationship.
Analyzing customer-provided information lends insight
into how best to approach a personalization program. Our
study found that close to half of consumers are looking
for programs that reward healthy behavior. Others want
status recognition with information that will help them enjoy
shorter office visit wait times, for example. Educational
content that shares insights on managing costs and
relevant health conditions also score highly.
Legally, healthcare providers can’t offer consumers a
financial benefit for going to the doctor or for referrals.
But that does not eliminate the chance to develop an
appropriate program. For example, providers can offer
rewards for healthy behaviors similar to a workplace
program which awards incentives for filling out a health
risk assessment, or gives recognition to employees for
meeting a weight loss challenge or winning a workplace
walking steps-per-day contest. Such programs can improve
consumers’ health and deepen their relationships with their
healthcare providers.
Other ideas that incorporate social networks or new
concepts around gamification also can engage consumers
and build loyalty.
As our research study shows, about 20% of consumers
said they were interested in social communities that
support their coping with a chronic condition. This is
another example of personalization, combined with useful
and educational information – an opportunity to match
consumer desires to provide content that is relevant,
valuable and in a frequency and manner the
consumer desires.
CONSUMERS ARE LOOKING FOR REWARDS AND
GUIDANCE FROM HEALTHCARE PROVIDERS
WHAT TYPES OF ACTIVITIES WOULD IMPROVE
YOUR LOYALTY TOWARDS A HEALTH NETWORK?
0% 10% 20% 30% 40% 50% 60%
Programs that reward healthy behavior
Provides ‘status’ when visiting the doctor:
e.g. shorter wait times, or preferred appointment times
Provides information to help manage healthcare costs
Personalized healthcare education content to help me
stay healthy or manage a chronic health condition
Content that is focused on
individual health needs
Content that is delivered
in a convenient way
Social communities for
support in managing
chronic conditions

8. © dunnhumby 20168
Another major finding in our research points to an important opportunity
for healthcare providers: Consumers have very limited interaction with their
healthcare facility outside of the office, between visits to the doctor. One out of
three consumers say they don’t engage with their medical facility at all.
For most consumers, engagement is largely driven by the phone. Considering
the limited time medical professionals can spend on the phone with individual
patients, there is a significant opportunity to increase levels of guidance and
health education that consumers say they want.
The opportunities include engaging consumers between health events to stay
front-of-mind with personalized and relevant information. Just as in the retail
arena, these actions done well build loyalty.
For healthcare providers responsible for patients’ health outcomes, engagement
is an essential way to help consumers manage chronic conditions, to provide
information and follow-up on preventing care and to ensure patients adhere
to their medication regimens. A primary goal of any provider is to have such
a strong customer relationship, that their organization is the place to go when
individuals have a health question or concern. It can be critical to consumers
getting care when they need it.
CONSUMER ENGAGEMENT OUTSIDE
THE FACILITY IS VERY LIMITED, IF IT
EXISTS AT ALL
HOW DO YOU CURRENTLY ENGAGE WITH YOUR
HEALTHCARE SYSTEM?
0%
10%
20%
30%
40%
50%
Phone I don’t engage
with a hospital
network
Patient Portal Mail Social Media
of consumer
engagement with
their healthcare
system is limited
to the phone.
50%

9. © dunnhumby 20169
The growth in fitness apps, from Fitbit activity trackers to
the Apple Watch and other devices, has been dramatic.
The market for connected fitness trackers is expected
to more than double in five years, to exceed $5.4 billion
in 2019, according to Parks Associates1
. Researchers at
Applause2
recently found users are more than twice as
likely to give positive ratings to diet and exercise apps than
they are to other popular retail, media or travel apps.
The rise of these technologies is influencing the way
consumers think about healthcare, and about using data to
track their behavior.
In our study, we found consumers are open to sharing
their fitness and grocery shopping data with their
healthcare provider – so long as the providers use this
data to benefit consumers’ health. This finding identifies
another opportunity for healthcare providers to evaluate
where they can provide value-added personalized services
to consumers using the data provided about their diet,
exercise and family’s food consumption habits.
Combined with the information available in electronic
health records, providers have an opportunity to create a
360-degree view of their consumers – and an opportunity
to engage with the consumer in ways that can improve their
health and wellness.
TECHNOLOGY EVOLUTIONS ARE CHANGING THE
WAY PEOPLE TREAT AND MANAGE HEALTHCARE
I WOULD SHARE ACTIVITY DATA (E.G. FITBIT) AND GROCERY SHOPPING DATA WITH MY HEALTHCARE
PROVIDER IF THEY USED IT TO HELP ME STAY HEALTHY
(Percent Agree/Strongly Agree)
1. Parks Associates: Global Revenues from Connected fitness Trackers to Exceed $5 billion by 2019
http://www.marketwired.com/press-release/parks-associates-global-revenues-from-connected-fitness-trackers-exceed-5-billion-2019-2003533.htm
2. MarketWatch “The 5 most (and least) popular diet and fitness apps,” Jan. 20, 2015.
http://www.marketwatch.com/story/the-5-most-and-least-popular-diet-and-fitness-apps-2015-01-06
0% 10% 20% 30% 40% 50% 60% 70%
65+
55-64
45-54
35-44
18-34

10. © dunnhumby 201610
Hospitals are sitting on a gold mine
of consumer information they can
use to benefit patients’ well-being.
The healthcare industry has seen
an influx of new data through EHR/
EMRs as well as the proliferation
of new consumer-generated data
from mobile health and wearable
technologies. However, use of such
data has remained challenging.
First, the healthcare provider data
has traditionally been isolated across
service lines and/or various data
warehouses. Second, the insights
derived from the data are often
used for operational and financial
purposes, not focused on consumers.
Third, attitudinal research is often
concentrated on a specific product or
service rather than understanding the
consumer’s healthcare journey.
Data helps determine who is more
likely to leave your network, why they
are leaving, and what can be done
to improve consumer engagement
and retention.
To address this, it’s important to
connect the data points to create
a 360° view of the consumer and
understand the touch points along
the consumer’s healthcare journey.
Providers can integrate in-patient and
out-patient data as well as any other
data points such as a CRM database.
Doing so enables an understanding of
engagement and retention by service
lines and consumer groups while
pinpointing opportunities
for improvement.
Data can uncover how consumers
make certain healthcare decisions,
what drives loyalty, and the customer
mindset along their healthcare
journey. Similar to retail shopping,
consumers go through the mindsets
of “consider,” “decide,” “visit”
and “reflect” as they make their
healthcare choices. Understanding
why they make certain decisions can
inform new products, services and
experiences that they desire.
Finally, integrating the behavioral
and attitudinal information to create
a consumer-centric view of the data
establishes a clear path for leveraging
customer science and predictive
analytics. These advanced analytic
approaches can help identify who
healthcare providers should pay
special attention to. For example,
providers will be able to know
which consumers are more likely to
lapse, to visit a physician for routine
procedures or complete a health and
wellness program.
Once we understand the what, the
why and the who, hospital systems
can begin to make strategic decisions
focused on consumer strategy and
engagement and develop products
and services that create personalized
experiences online, in the facility
and at home, all with an eye towards
being first choice for consumers in
their region.
THE CURE FOR THE LOYALTY CRISIS
IS IN THE DATA
Data helps determine
who is more likely to
leave your network,
why they are leaving,
and what can be
done to improve
consumer engagement
and retention.

11. © dunnhumby 201611
This survey was conducted by dunnhumby, the leading customer science
company, and captures the thoughts, feelings, and actions of Americans relating
to healthcare. The survey was fielded online among 500 Americans from a
nationally representative sample on age and gender, and was fielded from
10/29/15 through 10/30/15.
RESEARCH METHODOLOGY

12. © dunnhumby 201612
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We have over 25 years of experience analyzing data and
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build loyalty with customers to drive competitive advantage
and sustained growth for clients.
Contact us today to learn how
dunnhumby customer science
can change the way you
communicate with consumers.
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