Multi-channel, or omni-channel (device agnostic decision journey progression) excellence is a growing challenge in any industry, but none needs it more than the healthcare industry.
A majority of healthcare industry executives have stated that multichannel excellence is a top priority (the second highest priority behind cost controls) and several factors are influencing the growing need for a multichannel strategy.
Today’s article will explore the reasons why traditional in-person approaches are losing favour to multichannel tactics, and what this means for the future of communications.
A Look Into Multi-Channel Needs for Healthcare
Executives are Targeting Multi-Channel,
In our previous article we explored the priorities of healthcare executives at $1 Billion+ organizations, and found that 70% of executives are targeting multichannel reach as a top priority.
Even those who don’t place controlling costs as their #1 priority intend on increasing their use of multichannel reach in an effort to achieve greater cost controls, with 83% indicating so (Source: Accenture, 2013).
Downsizing sales forces, lower pharma sales and marketing budgets, and harder to reach targets are cited as the primary reasons for adopting a multi-channel approach.
Healthcare Professionals Want Broader Channel Reach,
As of 2014, 51% of healthcare providers (HCPs) can be considered digitally native – meaning they grew up with, and are comfortable using a digital channel for primary interactions (Source: PM Live, 2014). Our article exploring HCP engagement revealed that a majority of HCPs (68%) would prefer to be contacted via email, and only 11% desired an in-person or direct mail communication.
In fact, the use of mobile devices by HCPs for daily operations has more than doubled in the last five years (Source: Intouchsol, 2016).
(Image Source: Intouchsol, 2016)
A majority of HCPs have indicated that they see the value of social media engagement, and would like to engage via this channel in the future, unfortunately only 3% are currently doing so (Source: HealthLink Dimensions, 2016).
Patients and HCPs have Already Migrated to Other Channels,
HCPs and patients are going online as their first-choice for medical information and advice. While the healthcare industry slowly adopts digital channels, end-user expectations are rising exponentially because of the availability of online information (Source: PM 360, 2015).
The biggest challenge here is understanding that the role of life science companies isn’t to find better ways of promoting to HCPs and patients through online channels, but rather, enabling them with the ability to search for and find solutions on their own.
A majority of HCPs have stated that knowing which source to trust is a major barrier to using online information, and yet at that same time, only 23% of HCPs use pharma industry websites for online research (Source: EPG Healthmedia, 2013). This means the trust factor is still a major hurdle for effective multi-channel capability.
Devices and Operating Systems,
Mobile device expansion signals the greatest structural need for a seamless multichannel experience. Variations in operating systems means that several digital content types may require different platform versions in order to operate correctly on the device in question.
Consider these two charts illustrating smartphone and tablet operating systems shifting over time,
(Image Source: Gartner, 2015)
Mobile devices are updated often, and variations across device manufacturers can mean that duplicate content formats are needed in order to accommodate the broader population.
This becomes increasingly complex once you bring local compliance and regional device usage rates into the equation. You end up with a situation where several variations of the same digital content need to be created, distributed, and monitored. Meanwhile, a small compliance change may require a huge investment of time for content changes across several formats and files.
What about Mobile Apps?
Apps can sometimes feel like the ‘silver bullet’ solution for device disparity. Two apps can cover a majority of devices. Apps can be managed specifically and content can be better controlled. Lastly, engagement on an app can be monitored and the data collected can provide useful insights for marketers.
So what’s that problem?
Apps have turned into a red-herring for the industry, leading companies down a path that often ends in sunk costs and mismanaged maintenance.
Consider these facts,
38% of pharma apps are made for a specific drug – meaning there are dozens of apps out there for niche audiences only.
This means that only 1 in 5 healthcare apps receive regular attention after release - creating a situation like the one we’ve been witnessing with HCPs not using industry-sourced websites.
Healthcare apps are often incredibly simple, and thus not useful for reuse over time,
- 40% of pharma apps have just one function; and
- 42% have only two functions;
Meanwhile, 48% of apps just present information and serve no other purpose.
Healthcare companies could be mistaken for app developers. The average pharma company has 65 apps on the market! When compared to an average app publisher, who have approximately 1 to 2 apps on the market.
Lastly, most aren’t even used,
In the US, UK, and Germany; the top 10 pharma apps make up 66% of all downloads.
(Source for all app stats: MobiHealthNews, 2015)
Apps are a wonderful tool, and we have no intention on underselling them. The issue is that apps need to add value in order to be useful. You should create an app with a purpose, rather than an app for a product.
This challenge illustrates how focused the industry is on selling products, not patient outcomes – something we covered in detail last week.
The Self-Directed CareFlow
We’re starting to see a wash over effect from other industries into healthcare – not because of other industries, but because of the enabling trends (something covered in Chapter 1 of our Sales Enablement eBook).
Buyers in other industries are guiding their own decision journey, and contacting sales reps at later stages in the sales process. The digital sales experience involves buyers who self-discover solutions, and don’t have time for several sales calls.
Healthcare is no exception, both buyers AND HCPs are migrating online to peer communities and 3rd party commentators in response to the vacuum of valuable and desirable industry-sourced content.
The multi-channel strategy addresses the new CareFlow (healthcare decision journey) from start to finish with end-to-end evidence and a streamlined process.
This end-to-end multichannel engagement is the kind of solution we put in place for GSK. It offers a “complete refresh of the selling platform” with sales reps that are “much more responsive.” Download the case study below to learn about how SKURA optimizes a multi-channel approach.
The Multi-Channel Difference
In our next article we’ll explore the outcomes of a multi-channel approach, and how you can implement a multi-channel strategy using existing technology. Subscribe to our mailing list for an instant notification on release.
If you want to experience SKURA first hand, request a demo and let our sales specialists guide you through multi-channel excellence.
