This survey of 245 physicians found that an increasing majority now want more traditional pharmaceutical sales representatives visiting them. For primary care physicians, over 50% now want more visits from primary care representatives, the first time a majority have indicated this preference. Physicians also want more specialty representatives and various types of nontraditional representatives. However, they expect representatives to bring high-quality information, including clinical studies and evidence-based medicine. Physicians want helpful disease and product websites as well as virtual and on-demand information, sampling, and support. Their top priority is helping patients access needed medicines and supporting patients, so they want communication and information provided in convenient, focused, and easy-to-use formats.
This document discusses using psychographic segmentation to enhance revenue collection from patients. It begins by outlining how patient financial responsibility is increasing and how patients prefer more digital payment options. It then describes five common psychographic patient segments - Self Achievers, Balance Seekers, Priority Jugglers, Direction Takers, and Willful Endurers - and how their characteristics relate to likelihood of paying bills and preferred payment methods. The rest of the document discusses how a digital platform can implement psychographic segmentation to personalize patient financial communications and improve collections rates.
The document discusses how life sciences companies can deliver value beyond traditional medications by leveraging digital technologies. It recommends that life sciences IT organizations 1) drive digital innovation through rapid projects, 2) enable on-demand digital services, and 3) provide personalized apps and digital assets. To achieve this, the document outlines several strategic themes and IT capabilities needed, including establishing fluid and hybrid IT operations to support two-speed organizations and abstracting systems management. The goal is to transform IT value chains into fully digital services management to promote new digital offerings for patients.
eDetailing: A Strategic Analysis Of Implementation And ROI (mini)Eularis
Eularis provides a comprehensive insight into the subject of Pharmaceutical detailing using the Internet. As the vast majority of eDetailing pilots have taken place in the US, the report looks at the likelihood of European Pharmaceutical companies following suit. Return on Investment (ROI) is also important. This report discusses the available evidence on ROI and illustrates some models that can be used.
Eularis made extensive efforts to provide the most insightful information about this fast moving subject. This involved:
* Surveying over 200 UK-based general practitioners about their attitudes to Pharmaceutical sales representatives and eDetailing,
* Carefully assessing the current regulatory environment in the UK and how eDetailing programs could be affected,
* Sourcing case studies of ROI from the USA,
* Extensive research into vendor companies and their market positions,
* Strategic considerations and advice.
Patient experience has become increasingly important in healthcare. To improve patient experience, healthcare providers need to shift to a patient-centric model that focuses on all touchpoints of a patient's experience, from booking appointments to treatment and follow up. This requires training staff, enhancing technologies, personalizing care, and using data and feedback to continuously monitor and improve the patient experience.
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
The document provides an overview of a typical day for a primary care physician at the Heartland Clinic of Platte City. It discusses the physician's schedule, use of electronic medical records, remote access capabilities, messaging with patients, clinical decision making, interruptions, and use of ePrescribing. It also outlines opportunities for innovative technologies, such as improving drug selection, pharmacy selection, and enabling real-time connections between prescribing systems and additional resources for physicians and patients.
The Complete Guide to Wellness Software DevelopmentMentorMate
Healthcare. It’s just one word, but it feels like over a hundred problems and potential solutions spun up like a spider web — benefits, cost savings and improvements are stuck together without being truly connected.
Like most businesses, the healthcare industry is dealing with a surge of organizational change due to technological innovation and a generational shift in the workforce.
But healthcare organizations need to navigate one other challenge that’s unique to its industry: a staggering talent deficit. With this comes a heightened sense of competition among healthcare businesses to recruit the best talent and to encourage them to stick around. As a result, employee engagement is becoming top-of-mind for healthcare organizations across the board.
This white paper will identify the unique workforce challenges healthcare companies are facing and reveal how leading organizations plan on tackling them.
This document discusses using psychographic segmentation to enhance revenue collection from patients. It begins by outlining how patient financial responsibility is increasing and how patients prefer more digital payment options. It then describes five common psychographic patient segments - Self Achievers, Balance Seekers, Priority Jugglers, Direction Takers, and Willful Endurers - and how their characteristics relate to likelihood of paying bills and preferred payment methods. The rest of the document discusses how a digital platform can implement psychographic segmentation to personalize patient financial communications and improve collections rates.
The document discusses how life sciences companies can deliver value beyond traditional medications by leveraging digital technologies. It recommends that life sciences IT organizations 1) drive digital innovation through rapid projects, 2) enable on-demand digital services, and 3) provide personalized apps and digital assets. To achieve this, the document outlines several strategic themes and IT capabilities needed, including establishing fluid and hybrid IT operations to support two-speed organizations and abstracting systems management. The goal is to transform IT value chains into fully digital services management to promote new digital offerings for patients.
eDetailing: A Strategic Analysis Of Implementation And ROI (mini)Eularis
Eularis provides a comprehensive insight into the subject of Pharmaceutical detailing using the Internet. As the vast majority of eDetailing pilots have taken place in the US, the report looks at the likelihood of European Pharmaceutical companies following suit. Return on Investment (ROI) is also important. This report discusses the available evidence on ROI and illustrates some models that can be used.
Eularis made extensive efforts to provide the most insightful information about this fast moving subject. This involved:
* Surveying over 200 UK-based general practitioners about their attitudes to Pharmaceutical sales representatives and eDetailing,
* Carefully assessing the current regulatory environment in the UK and how eDetailing programs could be affected,
* Sourcing case studies of ROI from the USA,
* Extensive research into vendor companies and their market positions,
* Strategic considerations and advice.
Patient experience has become increasingly important in healthcare. To improve patient experience, healthcare providers need to shift to a patient-centric model that focuses on all touchpoints of a patient's experience, from booking appointments to treatment and follow up. This requires training staff, enhancing technologies, personalizing care, and using data and feedback to continuously monitor and improve the patient experience.
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
The document provides an overview of a typical day for a primary care physician at the Heartland Clinic of Platte City. It discusses the physician's schedule, use of electronic medical records, remote access capabilities, messaging with patients, clinical decision making, interruptions, and use of ePrescribing. It also outlines opportunities for innovative technologies, such as improving drug selection, pharmacy selection, and enabling real-time connections between prescribing systems and additional resources for physicians and patients.
The Complete Guide to Wellness Software DevelopmentMentorMate
Healthcare. It’s just one word, but it feels like over a hundred problems and potential solutions spun up like a spider web — benefits, cost savings and improvements are stuck together without being truly connected.
Like most businesses, the healthcare industry is dealing with a surge of organizational change due to technological innovation and a generational shift in the workforce.
But healthcare organizations need to navigate one other challenge that’s unique to its industry: a staggering talent deficit. With this comes a heightened sense of competition among healthcare businesses to recruit the best talent and to encourage them to stick around. As a result, employee engagement is becoming top-of-mind for healthcare organizations across the board.
This white paper will identify the unique workforce challenges healthcare companies are facing and reveal how leading organizations plan on tackling them.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Build Physician Relationships that Drive Business Results; Part 1Renown Health
This document discusses the need to improve relationships with physicians to drive business and referrals. It notes that physicians today feel overburdened and pessimistic about the profession. The document then outlines Baystate Health's strategy to establish a physician referral program using a 3-pronged approach: 1) A physician relationship database to track referrals and provide analytics. 2) An Office of Physician Referral Management to resolve issues. 3) Physician Relations Liaisons assigned to territories to build engagement with physicians and ensure smooth referrals. The goal is to improve physician well-being, communication, and referrals to grow volumes and the health system's business.
A challenging market to engage - a case study of General Practitioners and an...Kai Meischke
The document describes a case study where an online community of GPs was used to conduct market research for a pharmaceutical company over six months. GPs were recruited from an existing panel and the community allowed both qualitative and quantitative research activities to be run quickly. Engagement was initially high but slowed over time. Keeping new content coming and clients engaged with the agile process was challenging but provided insights for a brand extension launch.
The document discusses issues with today's healthcare systems and proposes solutions to create a more patient-centered model. It argues that healthcare is too doctor-centric and fragmented. To remedy this, it recommends empowering patients by providing them with relevant healthcare information through various channels. This "information therapy" approach would help patients make better medical decisions and improve communication with doctors. A key part of this approach involves using personal health records to better organize patient information and facilitate sharing with doctors.
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.
The document discusses the changing landscape for pharmaceutical marketing in China, noting that compliance concerns, restrictions on promotional activities, and drug approval lags are forcing companies to transition from sales-driven to more strategic, marketing-focused models. Interviews with industry executives found that while China remains important, challenges around market access, disconnects between policy and implementation, and macroeconomic factors are affecting business. The paper aims to explore the context of changes in China's healthcare system and offer recommendations for how companies can adapt their marketing approaches.
Drug Information, and other physician-focused Pharmaceutical companies must also consider how
resources. They can also include peer-to-peer discussion e-Detailing will integrate with their overall CRM strategy,
forums where physicians can exchange clinical ideas and how well they understand physician segments, and how
information. By aggregating multiple trusted sources of efficiently e-Detailing can be applied to support promo-
information in one place, companies can help physicians tional goals. Here are some additional factors that will
overcome concerns about the objectivity of information determine e-Detailing success:
provided by a single source. • Integration with CRM strategy – e-Detail
The document discusses emerging home health monitoring technologies that promise to enhance care for aging patients and reduce healthcare costs through remote patient monitoring. However, reimbursement from Medicare and other payers has not kept pace, posing financial challenges for healthcare providers looking to adopt these technologies. Some states have begun reimbursing for telehealth services, but widespread reimbursement will be necessary for these technologies to truly transform home healthcare. The future of home health monitoring depends on resolving the conflict between providers wanting to invest in new technologies and payers refusing to pay until technologies are proven effective.
Read the 2016 Community Health Needs Assessment (CHNA) about East Tennessee Children's Hospital's plans to serve the community. Learn more at https://www.etch.com/chna
The document discusses disease burden and chronic disease management in India. It notes that non-communicable diseases like cardiovascular disease, COPD, asthma and diabetes remain major causes of morbidity. The disease burden from these conditions is projected to increase significantly by 2015. Effective chronic disease management requires sharing health information electronically through a health information exchange. However, convincing stakeholders to share data on a cloud is a major challenge. Personalized, convenient care that blends high-tech and high-touch approaches may help drive behavioral changes needed for successful disease management.
The document discusses six trends disrupting the health insurance industry: 1) The chronic disease crisis as chronic diseases account for most healthcare costs and require long-term management. 2) The move to outcomes-based payments to better align incentives with health outcomes. 3) The rise of m-health technologies which empower individuals. 4) Big data revolution allowing personalized insights. 5) Focus on customer centricity in insurance. 6) Pressures on underwriting models from these changes. The document proposes a new model of health insurance that shifts from short-term transactions to long-term partnerships to improve behaviors and health through increased data and alignment of incentives.
This document discusses Relevant Healthcare's Pharmacy Price Transparency Tool which aims to reduce pharmacy costs through educating, motivating, and empowering members and payers. It states that CMS projects an 86% increase in pharmacy spending by 2020 and that many people now have high deductible health plans, leaving them responsible for more costs. Relevant Healthcare claims its tool identifies savings of up to 44% for members through lower prescription drug prices and generates even higher savings of 20% or more for health plans overall. It provides frequently asked questions about how the tool works and how member information is used and protected.
The document discusses the challenges and limitations of the Physician Payments Sunshine Act, which requires drug and medical device companies to report payments and gifts provided to physicians. While intended to increase transparency, it faces issues in fully capturing all financial relationships and providing proper context. The data has had limited impact on physicians and patients, but is being utilized by other groups like researchers and lawyers. Overall, the Act faces obstacles in communicating complex financial data in a clear and meaningful way to different audiences.
Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.
This document discusses the economics of healthcare and how the healthcare market differs from the standard market model. It makes three key points:
1) The healthcare market has many externalities like positive externalities from vaccination and medical research, which leads to underprovision without government intervention.
2) Patients have difficulty monitoring healthcare quality, so there is more potential for issues like moral hazard and adverse selection in health insurance markets.
3) Due to these problems and the unpredictability of healthcare costs, health insurance plays a large role but also has challenges like moral hazard and adverse selection that the government tries to address through policies.
The document discusses various concepts related to yarn count and measurement systems. It provides information on two main count measurement systems - direct and indirect. The direct system measures weight per unit length, while the indirect system measures length per unit weight. Common direct units include tex, grex, and denier. The indirect system includes the English and metric systems. Conversions between different count units are also provided in a table. Formulas for yarn production calculations on various machines like scutchers and cards are presented.
Este documento descreve um comercial incomum que não usa elementos visuais ou musicais típicos de propagandas. Ele promove um produto que as pessoas já gostam mas que não está sendo entregue - a paz. O texto pede que as pessoas usem a paz que já possuem em suas vidas diárias e compartilhem com os outros, para que um dia a paz possa ser entendida e compartilhada por todos em todo o mundo.
Discover Property Development in Perth. Perth's population growth and urban development growth to 2050 will be extraordinary. A shortage of housing, increased economic activity and population growth make unit development a viable investment solution.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Build Physician Relationships that Drive Business Results; Part 1Renown Health
This document discusses the need to improve relationships with physicians to drive business and referrals. It notes that physicians today feel overburdened and pessimistic about the profession. The document then outlines Baystate Health's strategy to establish a physician referral program using a 3-pronged approach: 1) A physician relationship database to track referrals and provide analytics. 2) An Office of Physician Referral Management to resolve issues. 3) Physician Relations Liaisons assigned to territories to build engagement with physicians and ensure smooth referrals. The goal is to improve physician well-being, communication, and referrals to grow volumes and the health system's business.
A challenging market to engage - a case study of General Practitioners and an...Kai Meischke
The document describes a case study where an online community of GPs was used to conduct market research for a pharmaceutical company over six months. GPs were recruited from an existing panel and the community allowed both qualitative and quantitative research activities to be run quickly. Engagement was initially high but slowed over time. Keeping new content coming and clients engaged with the agile process was challenging but provided insights for a brand extension launch.
The document discusses issues with today's healthcare systems and proposes solutions to create a more patient-centered model. It argues that healthcare is too doctor-centric and fragmented. To remedy this, it recommends empowering patients by providing them with relevant healthcare information through various channels. This "information therapy" approach would help patients make better medical decisions and improve communication with doctors. A key part of this approach involves using personal health records to better organize patient information and facilitate sharing with doctors.
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.
The document discusses the changing landscape for pharmaceutical marketing in China, noting that compliance concerns, restrictions on promotional activities, and drug approval lags are forcing companies to transition from sales-driven to more strategic, marketing-focused models. Interviews with industry executives found that while China remains important, challenges around market access, disconnects between policy and implementation, and macroeconomic factors are affecting business. The paper aims to explore the context of changes in China's healthcare system and offer recommendations for how companies can adapt their marketing approaches.
Drug Information, and other physician-focused Pharmaceutical companies must also consider how
resources. They can also include peer-to-peer discussion e-Detailing will integrate with their overall CRM strategy,
forums where physicians can exchange clinical ideas and how well they understand physician segments, and how
information. By aggregating multiple trusted sources of efficiently e-Detailing can be applied to support promo-
information in one place, companies can help physicians tional goals. Here are some additional factors that will
overcome concerns about the objectivity of information determine e-Detailing success:
provided by a single source. • Integration with CRM strategy – e-Detail
The document discusses emerging home health monitoring technologies that promise to enhance care for aging patients and reduce healthcare costs through remote patient monitoring. However, reimbursement from Medicare and other payers has not kept pace, posing financial challenges for healthcare providers looking to adopt these technologies. Some states have begun reimbursing for telehealth services, but widespread reimbursement will be necessary for these technologies to truly transform home healthcare. The future of home health monitoring depends on resolving the conflict between providers wanting to invest in new technologies and payers refusing to pay until technologies are proven effective.
Read the 2016 Community Health Needs Assessment (CHNA) about East Tennessee Children's Hospital's plans to serve the community. Learn more at https://www.etch.com/chna
The document discusses disease burden and chronic disease management in India. It notes that non-communicable diseases like cardiovascular disease, COPD, asthma and diabetes remain major causes of morbidity. The disease burden from these conditions is projected to increase significantly by 2015. Effective chronic disease management requires sharing health information electronically through a health information exchange. However, convincing stakeholders to share data on a cloud is a major challenge. Personalized, convenient care that blends high-tech and high-touch approaches may help drive behavioral changes needed for successful disease management.
The document discusses six trends disrupting the health insurance industry: 1) The chronic disease crisis as chronic diseases account for most healthcare costs and require long-term management. 2) The move to outcomes-based payments to better align incentives with health outcomes. 3) The rise of m-health technologies which empower individuals. 4) Big data revolution allowing personalized insights. 5) Focus on customer centricity in insurance. 6) Pressures on underwriting models from these changes. The document proposes a new model of health insurance that shifts from short-term transactions to long-term partnerships to improve behaviors and health through increased data and alignment of incentives.
This document discusses Relevant Healthcare's Pharmacy Price Transparency Tool which aims to reduce pharmacy costs through educating, motivating, and empowering members and payers. It states that CMS projects an 86% increase in pharmacy spending by 2020 and that many people now have high deductible health plans, leaving them responsible for more costs. Relevant Healthcare claims its tool identifies savings of up to 44% for members through lower prescription drug prices and generates even higher savings of 20% or more for health plans overall. It provides frequently asked questions about how the tool works and how member information is used and protected.
The document discusses the challenges and limitations of the Physician Payments Sunshine Act, which requires drug and medical device companies to report payments and gifts provided to physicians. While intended to increase transparency, it faces issues in fully capturing all financial relationships and providing proper context. The data has had limited impact on physicians and patients, but is being utilized by other groups like researchers and lawyers. Overall, the Act faces obstacles in communicating complex financial data in a clear and meaningful way to different audiences.
Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.
This document discusses the economics of healthcare and how the healthcare market differs from the standard market model. It makes three key points:
1) The healthcare market has many externalities like positive externalities from vaccination and medical research, which leads to underprovision without government intervention.
2) Patients have difficulty monitoring healthcare quality, so there is more potential for issues like moral hazard and adverse selection in health insurance markets.
3) Due to these problems and the unpredictability of healthcare costs, health insurance plays a large role but also has challenges like moral hazard and adverse selection that the government tries to address through policies.
The document discusses various concepts related to yarn count and measurement systems. It provides information on two main count measurement systems - direct and indirect. The direct system measures weight per unit length, while the indirect system measures length per unit weight. Common direct units include tex, grex, and denier. The indirect system includes the English and metric systems. Conversions between different count units are also provided in a table. Formulas for yarn production calculations on various machines like scutchers and cards are presented.
Este documento descreve um comercial incomum que não usa elementos visuais ou musicais típicos de propagandas. Ele promove um produto que as pessoas já gostam mas que não está sendo entregue - a paz. O texto pede que as pessoas usem a paz que já possuem em suas vidas diárias e compartilhem com os outros, para que um dia a paz possa ser entendida e compartilhada por todos em todo o mundo.
Discover Property Development in Perth. Perth's population growth and urban development growth to 2050 will be extraordinary. A shortage of housing, increased economic activity and population growth make unit development a viable investment solution.
Xpeppers delivers constant value and incremental improvements to businesses through agile innovation. They use agile methodologies like Scrum and Kanban and practices like pair programming, daily stand-ups, and retrospectives. Xpeppers is looking for passionate developers to join their team in Trento, Italy to work on challenging projects and continuously learn and improve.
This document provides an overview of an information processing and memory in sport course. It discusses several models of information processing, including Schmidt's model from 1973 and Whitting's model from 1969. It also covers the role of memory and selective attention in sport. Students are asked to evaluate different information processing models and discuss their implications for coaching. They must demonstrate understanding of how memory and selective attention impact sports performance. The document provides resources on these topics and directs students to research reaction time, Hick's law, and other concepts to apply to sport through a group poster presentation.
Most of the times Agile is described as a set of practices. In this presentation I will give a different point of view of Agile, where practices are just a means to build an effective working culture.
Dokumen tersebut membahas struktur dasar dokumen HTML yang terdiri dari tag pembuka dan penutup <html>, <head>, <title>, dan <body>. Juga dijelaskan tentang tag, element, atribut, dan contoh-contoh penggunaan tag dasar HTML seperti <p>, <b>, <i>, <u>, <br>, dan lainnya.
This document discusses the differences between skill and ability in sports performance. It defines abilities as innate traits like coordination, strength and flexibility that are genetically determined and difficult to change. Skills are learned movements that involve technique and strategy. Abilities underpin skills and there are different types of abilities like motor abilities and perceptual abilities. The document examines Fleishman's taxonomy of motor abilities and provides examples of skills versus abilities in athletes. It outlines key characteristics of skills like being learned, goal directed movements and characteristics of abilities like being inherited traits. The implication is that coaches need to design sessions that test players' abilities and push them outside their comfort zone to drive improvement.
Bipolar disorder adalah gangguan psikologis yang ditandai dengan perubahan mood ekstrim antara depresi dan mania. Penyakit ini dipengaruhi faktor genetik, fisiologis, dan lingkungan, dengan gejala seperti perubahan suasana hati, tingkah laku, dan berpikir. Pengobatannya meliputi terapi psikologis dan obat seperti litium.
Management coordinates and regulates the activities of various members of an organization to achieve organizational goals. It is a continuous process that involves planning, organizing, directing, and controlling resources through human and non-human efforts. Management plays a crucial role in utilizing resources efficiently, minimizing costs, enabling organizational survival and growth, generating employment, and contributing to national development. While management executes policies and employs resources to achieve objectives, administration is concerned with determining policies, coordinating functions, and establishing the organizational structure under executive control. Administration involves planning while management focuses on implementation.
This document appears to be a capstone project report submitted as a partial requirement for a Master's degree in Business Administration. The report focuses on studying non-performing assets in the Indian private banking sector. It includes chapters on introduction, literature review, research methodology, data analysis, findings, suggestions and conclusions. The introduction provides background on banking sector reforms in India and defines key terms like non-performing assets, different types of banks and beneficiaries of the study. The literature review summarizes past research on causes of bank failures and levels of non-performing loans. The document appears to analyze non-performing assets of private banks in India and provides recommendations.
Healthcare is undergoing a transformation. Consumers want to make informed choices and take control of their lives, and pharma companies must be ready to meet their needs. This means building a new healthcare ecosystem that places the patient at its center, with the “person” fully engaged in his or her own healthcare. But with this move to person-centric healthcare, payers and providers are no longer the main decision makers.
So what does this mean for today’s marketers?
In this exclusive Social On Us webinar we discuss:
- Where marketing is failing to address healthcare concerns
- How “big data” is a change-driver for a new healthcare ecosystem
- New opportunities for predictive and preventative medical intervention
- Impact of digital healthcare on patient privacy
Digital health channels are increasingly being used in Asia to supplement information and support for healthcare needs. A survey of 1,238 consumers across 6 Asian markets found that 89% had accessed the internet for healthcare information, primarily about conditions and available treatments. While physicians remain an important source, digital channels provide a way for patients to educate themselves and get support due to time constraints with doctors. The survey showed consumers are open to various digital communication methods from healthcare providers going forward.
The document summarizes key insights from a global patient-centricity survey conducted by The Aurora Project. The top 5 insights are:
1) Patient centricity is becoming important to the pharmaceutical industry's future but confidence in delivering is lagging, especially among patients.
2) Most pharmaceutical leaders want to learn more about how to be patient-focused.
3) The industry believes being patient-focused improves business outcomes like trust, engagement, and revenues.
4) Training, resources, measurement, and focus across all departments could be improved to better execute on patient-centric intentions.
5) When asked how their company could do better, common themes were engaging patients more, allocating more budget
The document summarizes insights from a global patient-centricity survey conducted by The Aurora Project. The top 5 insights are:
1) Patient centricity is becoming important to the pharmaceutical industry's future but confidence in delivering is lagging, especially among patients.
2) Most pharmaceutical leaders want to learn more about how to be patient-focused.
3) The industry believes being patient-focused improves business outcomes like trust, engagement, and revenues.
4) When asked how to better focus on patients, common themes were engaging patients, allocating more resources, improving measurement, training, and ensuring all departments are responsible.
5) The survey provides a benchmark for where the industry is now on
mHealth Israel_GEARING COMMUNICATIONS TO RAISE CAPITAL AND ATTRACT CUSTOMERS_...Levi Shapiro
Presentation by Gil Bashe, Managing Director, Healthcare Practice, Finn Partners: "GEARING COMMUNICATIONS TO RAISE CAPITAL AND ATTRACT CUSTOMERS- FROM PLAN TO PARTNERS TO PATIENTS". Includes tips to avoid failure by embracing complexity, description of the Health Ecosystem Landscape, developing a plan to impact care, cost and outcomes, overview of the US Payer market, and top digital health influencers.
This document discusses patient loyalty in healthcare. It notes that today's patients are savvy consumers who expect a high quality experience from their healthcare providers similar to other industries. The document summarizes research finding that patient experience is a key driver of loyalty, and that poor experience can cause patients to switch providers. It also discusses factors that are important to patients like convenience, responsiveness, understanding costs, and highlights opportunities for healthcare providers to improve loyalty through enhancing the patient experience.
This document discusses patient loyalty in healthcare. It notes that today's patients are savvy consumers who expect responsiveness, convenience, and a good customer experience from their healthcare providers just as they do from other industries. The document summarizes research finding that patients are as likely to switch doctors or hospitals as they are hotels if they don't get good service. It also notes that consumers want quick appointments, convenience, cost transparency, and will pay more for services they value. The document concludes that providing a better customer experience will help healthcare providers improve patient loyalty and financial performance.
This document discusses patient loyalty in healthcare. It notes that today's patients are savvy consumers who expect a high quality experience from their healthcare providers similar to other industries. The document summarizes research finding that patient experience is a key driver of loyalty, and that poor experience can cause patients to switch providers. It also discusses factors that are important to patients like convenience, responsiveness, understanding costs, and highlights opportunities for healthcare providers to improve loyalty through enhancing the patient experience.
The survey report summarizes the results of the 2014 Willis Health and Productivity Survey. Some key findings:
- 68% of organizations have wellness programs, with 61% identifying employees' health habits as the top challenge to controlling costs.
- 54% are implementing high-deductible health plans and 64% are providing tools for employees to be better healthcare consumers.
- 49% of organizations with wellness programs reported reduced medical costs or health risks.
- Most organizations recognize the link between employee health and productivity but few measure absenteeism, FMLA, or presenteeism.
The survey report summarizes the results of the 2014 Willis Health and Productivity Survey. Some key findings:
- 68% of organizations have wellness programs, with 61% identifying employees' health habits as the top challenge to controlling costs.
- 54% are implementing high-deductible health plans and 64% are providing tools for employees to be better healthcare consumers.
- 49% of organizations with wellness programs reported reduced medical costs or health risks.
- Most organizations recognize the link between employee health and productivity but few measure absenteeism, FMLA, or presenteeism.
Physicians in China are increasingly reluctant to meet with pharmaceutical sales representatives due to government investigations into bribery. Major pharmaceutical companies are changing their sales models in response, such as ending payments to physicians for speaking or conference participation. These changes may significantly impact sales volumes for some companies. The Chinese government is also transforming the healthcare system through expanded coverage, improved quality, and increased efficiency, which presents challenges and opportunities for pharmaceutical companies to adapt their strategies.
D1 1020 related paper a booster shot for health and wellness exec report v4Dr. Wilfred Lin (Ph.D.)
A cognitive computing system like IBM Watson has the potential to transform the healthcare industry by enabling enhanced patient care, advanced discoveries, and better decision making. Cognitive systems can analyze large amounts of data to identify patterns and insights that humans may miss. The healthcare industry faces challenges from factors like rising costs, regulatory complexity, and a shortage of skilled workers. Cognitive computing can help healthcare organizations improve their abilities to engage with patients, discover new insights from data, and make personalized, evidence-based decisions.
Real world data is no longer just for those trained in health economics and outcomes research — it can and will touch everyone in the pharma/healthcare space.
CBI asked industry's foremost RWD thought leaders a variety of questions to better understand how bio/pharmaceutical teams can collaborate and capture data in an aggregated form to continue to improve the value of products in development with real world, real-time data.
Real World Data - The New Currency in HealthcareJohn Reites
White paper published in June 2015 by CBI Life Sciences with interview insights from John Reites.
Real World Data (RWD) have become the bio/pharmaceutical industry’s treasure trove for information to inspire stakeholder decision-making. As an industry, professionals have increasingly been looking to RWD to not only assess the bene ts and risks of new medicines in clinical and real world settings, but also as a way to advise healthcare reimbursement decisions worldwide.
This strategic communication plan provides recommendations for pharmaceutical and biotechnology companies to address key issues facing the industry, particularly rising drug prices. It identifies millennials aged 18-25 as the primary target audience. Research included a public survey and analysis of social media, news coverage, and political rhetoric. The plan outlines three goals: 1) increase public understanding of drug pricing processes; 2) shift public attitudes from skepticism to understanding of the industry; and 3) regain control of the drug pricing narrative. Recommendations include suggested messaging focused on transparency, progress, and the industry's relationship to individuals. The messages are intended to resonate with millennials and be amplified by thought leaders to build trust in the industry.
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
Greenway Health Patient Engagement | The definitive guide to patients as cons...Greenway Health
The definitive guide to patients as consumers including consumer behavior, changing your strategy, your patient engagement strategy, your revenue cycle strategy and more.
Findings on health information technology and electronic health recordsDeloitte United States
The Deloitte Center for Health Solutions 2016 Survey of US Physicians set out to understand physician adoption and perception of key market trends around health information technology and electronic health record data. Explore key survey findings to discover where physicians find the most value, barriers to adoption, and what they want next. http://deloi.tt/2d3b4w6
20 tendencias digitales en salud digital_ The Medical FuturistRichard Canabate
Resaltado de las tendencias que darán forma a la atención médica post COVID19.
No se trata de enumerar estas tendencias, sino de dar una valiosa visión de los factores de conducción detrás de ellas mientras que es muy específico. Se trata de mostrar cuáles son las áreas exactas que deben destacarse entre todas las áreas en el tema "IA en la atención médica", por ejemplo.
Similar to WP_WhatPhysiciansWant_2014-2015_BL_WP_00120140514 (20)
2. 2
Table of Contents
Introduction ................................................................................................................................................ 3
Executive Summary ..................................................................................................................................... 4
Tipping Point—Over 50% of Respondents Now Want to See More Traditional Representatives .................... 4
Representatives Better Bring Their “A” Game................................................................................................... 4
Physicians Highly Value Their Sales Representatives .................................................................................... 6
Primary Care Representatives Are Increasingly in Demand .............................................................................. 6
Nine out of 10 Specialty Physicians Want More Specialty Representatives...................................................... 7
Doctors Indicate Continuing Strong Demand for Nontraditional Representatives ............................................ 8
Quality Interaction Is Key........................................................................................................................... 11
Focus on the Science......................................................................................................................................... 11
Bring on the Specialized Teams ....................................................................................................................... 12
Deliver Meaningful, Unbiased Information...................................................................................................... 12
Digital Is Now Ubiquitous .......................................................................................................................... 13
Smartphone and Tablet Use Is Omnipresent .................................................................................................... 13
High Demand for HCP-Specific Healthcare Websites..................................................................................... 13
Employ More iPads/Tablets in Physician Conversations................................................................................. 14
eMail ................................................................................................................................................................. 14
eSampling and teleSampling............................................................................................................................. 14
Social Networking Sites.................................................................................................................................... 15
Communicating With Patients.......................................................................................................................... 15
Helping Patients Is the Top Priority............................................................................................................ 16
“Help My Patients Access the Medicines They Need”..................................................................................... 16
“Help My Patients Understand Their Diseases and Therapies”...................................................................... 17
“Help Me Stay Informed so I Can Better Serve My Patients” ......................................................................... 17
“Help Me by Communicating in Focused, Easy-to-access, and Simple-to-navigate Channels”..................... 18
Conclusion................................................................................................................................................. 19
What Do Physicians Want? Infographic...................................................................................................... 20
3. 3
What Physicians Want!
Results of a Sermo Physician Survey
Introduction
Welcome to the fourth edition of What Physicians Want!, a report of the key findings from a biennial survey
conducted by Publicis Touchpoint Solutions and Sermo. Since the survey’s first report in 2008, its objectives
have been to measure how well the biopharmaceutical industry is fulfilling physicians’ needs and to offer
guidance to life sciences executives as they seek to provide better service to these crucial stakeholders.
Each edition of the What Physicians Want! survey report provides a snapshot of the degree to which the life
sciences industry is fulfilling its value proposition to physicians. Moreover, each successive report adds
incremental value by comparing the new data to those from previous editions.
The 2014 What Physicians Want! survey questioned 245 Sermo physicians. About three quarters of the
respondents were primary care providers (GP, FP, IM, DO), while the remaining quarter were physicians from
11 surgical and nonsurgical specialties.
Sermo is the largest online community, exclusive to physicians, where over 200,000 US
physicians in 68 specialties network, discuss treatment options, and collaborate with peers.
4. 4
Executive Summary
The bottom line of this year’s data is simple but profound: (1) increasingly, more and more physicians want
and expect to be called on by healthcare representatives and (2) those representatives better bring their “A”
game. Here’s a quick overview of these two main points.
Tipping Point—Over 50% of Respondents Now Want to See More Traditional Representatives
From the top of this year’s results to the bottom, one thing is clear—increasingly, more and more doctors
want to see healthcare representatives. And there’s especially good news for the beleaguered primary care
sales representative: for the first time in the history of the survey, a majority of respondents want more or
significantly more traditional primary care sales representatives calling on them. Of all the findings from
this year’s survey, we believe this is the most significant. (See the trend graph on page 5 and the details on
page 6.)
Specialty representatives are in high demand, too. In fact, the vast majority of specialty physicians want more
specialty sales representatives calling on them. And this year’s respondents show strong interest in seeing a
variety of nontraditional representatives, including clinical health educators, customer service representatives,
medical science liaisons, virtual representatives, and hybrid representatives.
So that’s the easy part of the message. Here comes the hard part.
Representatives Better Bring Their “A” Game
Today’s doctors simply will NOT waste time meeting with mediocre representatives. On the contrary, these
doctors continue to call for more “higher-quality” representatives. That means more use of clinical studies and
evidence-based medicine, better trained/educated representatives, and even more use of iPads/tablets by
field representatives.
And that’s not all. These docs want more physician-focused disease-state websites and more physician-
focused product websites. They also want more virtual, on-demand information, sampling, and support.
[F]or the first time in the history of the survey, a majority of survey
respondents want more or significantly more traditional
primary care sales representatives calling on them. Of all the findings
from this year’s survey, we believe this is the most significant.
5. 5
In other words, they want it all, and they want it when and how it’s convenient for their schedules.
But why do they want it? Because helping patients is their top priority. And for today’s doctors, “helping
patients” means more than giving them a week’s worth of samples. It means they want life sciences
companies to help them educate and support their patients more effectively and efficiently. It means helping
their patients access the medicines they need. And finally, it means communicating with them and their
patients in channels that are properly focused, easy to access, and simple to navigate.
Like you, the Publicis Touchpoint Solutions team is committed to serving healthcare professionals (HCPs) by
delivering the right messages, at the right times, and through the right channels. Thank you for your interest in
this edition of What Physicians Want! and for joining us as we seek to gain a better understanding of the
needs and wants of these crucial stakeholders.
6. 6
Physicians Highly Value Their Sales Representatives
The mid‐to‐late 2000s were, without question, a time of significant pharmaceutical sales force turbulence. And
with the emergence of new technology‐based marketing tactics, many in the media were predicting the
imminent demise of the pharmaceutical sales profession. On the contrary, this year’s What Physicians Want!
results indicate that the life sciences sales profession is alive and well. Let’s begin with a close look at
respondents’ attitudes toward the sales force.
Primary Care Representatives Are Increasingly in Demand
Of all the findings to be gleaned from this year’s survey, we believe the most important is this:
For the first time in the history of the survey, a majority of survey respondents want more or significantly
more traditional primary care sales representatives calling on them.
Why is this so noteworthy? Several reasons:
1. The growth curve is steady and substantial—an increase of 14% since 2012 and 40% since 2010.
2. The 2014 data mark a tipping point; now clearly more than half of all respondents are calling for more
primary care representatives.
3. Primary care representatives are the largest single group within biopharma sales and are the standard-
bearers of the profession; in many ways, their strength reflects the strength of the entire industry.
4. If this demand trend continues, we may soon experience a shortage of primary care representatives.
The reports of my death have been greatly exaggerated.
— Mark Twain
On the contrary, this year’s What Physicians Want! results indicate
that the life sciences sales profession is alive and well.
7. 7
Interestingly, it turns out that primary care
physicians (PCPs), including GPs, FPs, IMs,
and DOs—who, of course, are the most
likely physician subset that primary care
representatives will call on—express an
even higher interest in seeing more of these
representatives than does the entire
universe of respondents. The 2014 survey
shows that 62% of primary care physicians
want more or significantly more traditional
primary care sales representatives calling
on them.
While the good news about the demand for primary care sales representatives may be the headline, there’s
more in this year’s survey that bodes well for the biopharma sales profession.
Nine out of 10 Specialty Physicians Want More Specialty Representatives
We continue to hear ongoing cries that specialty
physicians are increasingly closed to
biopharmaceutical representatives. And in some
cases that’s true. Yet the data from this year’s
survey paint a decidedly different picture of the
attitudes of real-life practicing physicians in 11
specialty categories: allergy/immunology,
cardiology, dermatology, endocrinology,
gastroenterology, rheumatology, oncology,
nephrology, ob-gyn, general surgery, and
urology.
Of the specialty physicians, more than 9 out of
10 (91%) want to see more or significantly more
specialty sales representatives. Survey verbatims
indicate that specialists want to see sales
representatives with a high level of specialty-specific knowledge of diseases, their own product(s), and
competitors’ products.
8. 8
Doctors Indicate Continuing Strong Demand for Nontraditional Representatives
This year’s respondents also expressed strong demand for a wide range of nontraditional representatives.
Clinical Health Educators:
Clinical health educators are credentialed
HCPs who work with physicians and/or
patients to improve health outcomes, and
nearly three quarters of physicians surveyed
want to see more of them. While clinical
health educators are often nurses, many
companies deploy other allied health
professionals (eg, nutritionists, diabetes
educators, etc) in this role, depending on the
disease states they are supporting.
9. 9
Medical Science Liaisons:
Medical science liaisons (MSLs) generally
work with academic physicians and HCPs
involved in clinical trials. While the
survey did not ask which respondents’
practices would be or should be covered
by MSLs, nearly 8 out of 10 stated that
they would like to have more or
significantly more MSLs calling on them.
Customer Service Representatives:
Customer service representatives were
preferred by a strong majority, with three
quarters of respondents saying they want to
see more of these nontraditional
representatives. Customer service
representatives are defined as
representatives who do not “sell,” but
instead work with physicians’ practices to
provide services such as patient literature,
samples, formulary information, etc. There is
no doubt that the support provided by
customer service representatives is
becoming more and more important to
practicing HCPs.
There is no doubt that the support provided by customer service
representatives is becoming more and more important to practicing HCPs.
10. 10
“Hybrid” Sales Representatives:
One of the emerging sales models is
the "hybrid" sales representative.
Hybrid representatives have defined
geographic territories and specific sets
of target HCPs, just like typical field
representatives. But they reach their
physicians through a variety of
channels (eg, face-to-face, phone, and
video) and at times (eg, work day,
after hours, weekends) that are
preferred and most convenient for
each physician. This model is proving
to be very popular with physicians;
two thirds of 2014 survey respondents
want more or significantly more hybrid
representatives calling on them.
Virtual Representatives:
A majority of respondents (55%) also
expressed a specific desire to be called
on by more or significantly more “virtual
representatives.”
Virtual representatives can include live
video detailing teams (in which a sales
representative interacts in real time with
an HCP through the Internet with a
webcam), telephone, chat, and web-
enabled interactions (eg, click-to-call and
click-to-chat).
Taken together, these data suggest that the downsizing of the recent past was not so much an out-and‐out
rejection of face‐to‐face interaction as it was a necessary pruning. Looking back, we realize it made sense to
better align the total number of sales representatives calling on each physician or to reassign marginally
beneficial redundancies in some sales forces.
11. 11
Quality Interaction Is Key
As shown in the results presented so far, the life sciences sales profession is alive and well. But the data also
show that HCPs have high standards for the
representatives that call on them. Indeed, they
demand representatives who are highly trained,
experienced, and adept at engaging in clinical
discussions that add value to their practices.
Although the trend has improved slightly since
2008, more than three fourths of respondents
still want more calls from “higher-quality”
representatives.
But how do MDs define “representative quality?”
The survey responses provide valuable insight.
Focus on the Science
Physicians are hungry for clinical
conversations with life sciences
representatives that are based on clinical
studies and evidence-based medicine
(EBM). More than 9 out of 10 physicians
surveyed (91%) want representatives to
make more use of clinical studies and EBM
in their conversations.
Training and empowering representatives
to use clinical studies actively in their
conversations with physicians is
paramount. Representatives with expertise
in using clinical studies have a strong
understanding of the science—including the
disease state, therapeutic options, research methodology, statistics, etc. Likewise, representatives who
Quality is never an accident.
— William A Foster
12. 12
successfully employ clinical studies are also adept at using a high-science sales approach that seamlessly
incorporates clinical study results into a dialog to address specific issues concerning each physician’s practice.
Bring on the Specialized Teams
Throughout this year’s responses, physicians have indicated a desire for greater numbers of more value-
focused, highly trained, nontraditional teams. As noted previously, this desire is reflected in high demand for
more specialty representatives, medical science liaisons, and clinical health educators.
Furthermore, when asked to name “other types of representatives that you feel would provide more value in
your practice,” respondents’ single consistent response was related to the desire to be called on by
credentialed HCP sales representatives (eg, MD/DO/PA/NP/PharmD). This idea is consistent with respondents’
desire to be called on by sales representatives who are highly trained, experienced, and adept at engaging in
clinical discussions.
Deliver Meaningful, Unbiased Information
Survey verbatims indicate that HCPs want representatives to deliver up-to-date information that will help
them make better decisions for their patients:
• “Education regarding various options for treatment of the same disease”
• “Help me stay up to date on latest developments in medicine”
• “[Help] keep me up to date on newest products”
• “Deciphering the best meds to use for individual patient needs”
13. 13
Digital Is Now Ubiquitous
As described, live human-to-human interaction is a crucial part of creating the high-quality educational
interaction that prescribers seek. But personal discourse doesn’t stand alone. As part of the push for quality,
life sciences marketers must also craft a strong digital presence.
Physicians are increasingly embracing digital offerings. As this year’s survey shows, more and more physicians
are relying on digital communications in both their personal and professional lives.*
Smartphone and Tablet Use Is Omnipresent
Almost all surveyed physicians (94%) use smartphones for personal and/or professional use. Additionally,
more than three fourths of respondents (77%) use iPads or other tablets (and of those that don’t currently use
one, 68% plan to do so in the near future).
High Demand for HCP-Specific Healthcare Websites
Surveyed physicians continue to express
significant interest in more disease-state
websites and more product websites designed
specifically for HCPs. An overwhelming 83%
want more disease-state websites designed
specifically for HCPs. And 69% want more
product websites geared toward HCPs.
* While interpreting the results that follow, it is important to note that this survey was conducted with active Sermo participants; accordingly,
the survey responses may reflect higher-than-average levels of digital interaction.
We’re changing the world with technology.
— Bill Gates
14. 14
Employ More iPads/Tablets in Physician Conversations
Field representatives are increasingly using iPads
and other tablets as their visual platform in
conversations with physicians. Tablets/iPads
are a clear hit with doctors; even with today’s
considerable use of iPads by representatives,
76% of survey respondents still want to see
more or significantly more use of iPads/tablets
by representatives calling on their practices. In
line with this preference for digital media, 64%
of physicians want representatives to decrease
use of traditional print visual aids.
eMail
A slight majority of physicians want more use of eMail when it addresses issues of interest to them (eg,
disease-state information, practice issues, etc). Fifty-eight percent of physicians wanted more or significantly
more use of eMail to cover topics of interest.
eSampling and teleSampling
Physicians continue to be enthusiastic
about eSampling. Eighty-one percent of
respondents want more or significantly
more availability of eSampling, defined as
requesting samples via the Internet and
receiving them by mail. Although not as
popular as eSampling, a majority of
respondents (58%) want more
teleSampling (inside service
representatives calling physicians to offer
mail-delivered samples).
[E]ven with today’s considerable use of iPads by representatives,
76% of survey respondents still want to see more or significantly more
use of iPads/tablets by representatives calling on their practices.
15. 15
Social Networking Sites
In view of the fact that this survey was completed only by Sermo physicians, it’s obvious that 100% of
respondents use Sermo. However, these physicians are also active in other social networks. Facebook is the
leading nonmedical social networking site for these physicians, with 63% active. LinkedIn places second, with
40% reporting use in this year’s survey. Google+ and Twitter are distant followers, with 20% and 19%
(respectively) using them.
Communicating With Patients
This year’s survey asked about the communication channels physicians use (or plan to use in the near future)
to communicate with their patients. The most commonly used methods continue to be phone (59%) and eMail
(51%), with just 30% now using direct mail. Interestingly, 19% of respondents now communicate with patients
through their own HCP websites, while 14% text and 12% use Facebook. Other methods (each used by less
than 10% of HCPs) include LinkedIn, WebEx (or other video services), Google+, and Twitter.
16. 16
Helping Patients Is the Top Priority
As detailed, the respondents to the 2014 What Physicians Want! survey look forward to seeing more high-
quality traditional and nontraditional representatives. And they are excited to engage with biopharmaceutical
companies through a wide range of digital resources. But regardless of the channel, these physicians interact
with industry in order to achieve one overriding objective: helping patients.
The final key message in this year’s survey is a reprise from the 2012 survey: physicians are practically begging
for efficient tools and communications that will help them help their patients. When asked to name “the day-
to-day challenges life sciences companies could help you solve,” the vast majority of survey participants (204
of 245 or 83%) took the time to respond to this vital query, and the results are poignant.
“Help My Patients Access the Medicines They Need”
The most common responses focused on helping patients access the medicines they need. But as in 2012,
these were not pointed calls for industry to “cut prices.” On the contrary, the vast majority of HCPs are
suggesting positive steps the industry can take to help patients gain access:
• “[P]atient assistance programs to increase long-term compliance by overcoming rising out-of-pocket
expenses”
• “[It] helps to know patient’s COST of the drugs. Samples are nice, but patients want to know their cost.”
• “Providing samples to patients who cannot afford meds and work with them to get monthly supplies”
[Note: 58% of respondents want more availability of teleSampling]
• “[G]etting patients enrolled in low cost programs”
• “[P]rior authorizations—do ‘em for me”
Healing is a matter of time, but it is sometimes also a matter of opportunity.
— Hippocrates
17. 17
“Help My Patients Understand Their Diseases and Therapies”
Another common theme has to do with helping educate patients more effectively and efficiently:
• “Additional patient education and reinforcement, non-biased”
• “Providing material to educate patients on their products specific to the patient”
• “I would like more educational materials to give to patients—they should be much simpler than what is
currently available”
• “Providing patient educational resources including models, charts, or pamphlets for patients”
• “Clinically pertinent drug interactions educational materials for patients”
“Help Me Stay Informed so I Can Better Serve My Patients”
Physicians continue to request more—and more efficient—education for themselves and their staffs:
• “Point of care information regarding drug indications, effectiveness, and coverage. Modules built in
EMR to deliver[the] info”
• “Office management tools; registries; meaningful use”
• “Clinical evaluations between various medications within the same class”
• “[H]ow to use evidence-based medicine appropriately for a specific patient”
[Note: Eighty-one percent of respondents want more industry-sponsored accredited CME and 65% want more
industry-sponsored non-accredited CME (ie, promotional or on-label medical education).]
18. 18
“Help Me by Communicating in Focused, Easy-to-access, and Simple-to-navigate Channels”
Finally, these HCPs are looking for simplified communications and assistance/support to help manage patient
needs and improve health outcomes.
• “Cleaner communication—eMail and web, rather than faxes, minimize paperwork”
• “Easy contact helpline for patients if they need any assistance/have questions”
• “Having person available to answer product questions instantaneously”
• “Be sensitive to the [office’s] needs by talking to everyone in the office and try to assist in unmet needs”
• “Patient advocates (eg, RNs) that help patients with their disease state directly is a great asset”
In the end, physicians want help to educate patients, support patients who need assistance, and help patients
stay on therapy. They will open their doors to life sciences companies and representatives that support them
in accomplishing these goals.
“Help Me to Help My Patients”
• “Help my patients access the medicines they need”
• “Help my patients understand their diseases and therapies”
• “Help me stay informed so I can better serve my patients”
• “Help me by communicating in focused, easy-to-access,
and simple-to-navigate channels”
19. 19
Conclusion
The 2014 edition of the What Physicians Want! report offers straightforward and valuable insight into the
minds of today’s practicing physicians:
1. Increasingly, more and more respondents actually want to see more representatives
For the first time in the history of this survey, more than 50% of physicians now want to see more
primary care sales representatives calling on their practices. This new finding confirms a multiyear
trend and marks an important tipping point.
2. But physicians don’t want their time wasted
While they want to see more representatives, they expect quality representatives that add real
value to their practices—this includes representatives who use clinical studies and EBM in their
discussions, more patient education/support including clinical health educators, more highly
educated and/or credentialed sales and clinical teams (PhDs, PharmDs, RNs, etc), even more use of
iPads by representatives, more field customer service representatives, and more virtual, on-
demand information, sampling, and support.
We believe these report findings are more than just separate and independent data clusters. On the contrary,
when taken together, the ideas behind these findings may help biopharma executives visualize their
interactions with HCPs in new and important ways. As shown in the infographic on the following page, this
year’s respondents are seeking interaction with industry through both human-to-human and digital
interaction. Furthermore, they want all interactions to be of high quality, seamlessly integrated, easy to
access, and based on clinical studies and EBM. Finally, all interactions must be directed ultimately toward
helping patients.
Thank you for joining with us as we seek to gain a clearer understanding of the needs and wants of these
crucial stakeholders. Working together, we will be better able to deliver the right messages, at the right times,
and through the right channels.
Excellence is doing ordinary things extraordinarily well.
— John W Gardner