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CMB Researcher in Residence: UPMC Health Plan's Jim Villella

Posted by Amy Modini

Tue, Apr 26, 2016

jim_upmc2.pngUniversity of Pittsburgh Medical Center Health Plan’s Director of Market Intelligence, Jim Villella, sat down with CMB’s Amy Modini to discuss the role of insights and market research at UPMC and the health insurance industry at large.

AM: Tell us a bit about your role as Director of Market Intelligence at University of Pittsburgh Medical Center (UPMC) Health Plan.

JV: I oversee all external and internal intelligence within the health insurance industry in our market. Our Insurance Services Division (ISD) includes a lot more than just health insurance. Within the ISD, there are health insurance products as well as a suite of workplace productivity solutions under the WorkPartners brand.  WorkPartners offers worker’s compensation insurance, employee assistance programs, wellness programs, and some business productivity solutions, such as FMLA and short-term disability. Primary research is obviously one of the services that my team offers to all of UPMC ISD. This research is often an assessment of where we are compared to our competitors as well as opinions and attitudes of our current members. We also manage our marketing relational database, which is built at the consumer and employer level, so that we can do targeted marketing campaigns. Overall, it’s a pretty broad list of responsibilities.

AM: It certainly is! As we know, it’s been a disruptive few years for the healthcare industry. Looking ahead, what challenges and opportunities do you see coming?

JV: One of the biggest challenges for many health insurance companies who don’t have a large direct-to-consumer business sector is the end of the extension of the allowance for small groups under 50 to keep the plans they had prior to the implementation of the ACA. When the allowance goes away in 2017, those groups are going to have to move to community-rated insurance plans. Many of those groups will have to evaluate their situation when rates change in 2018, so that’s a challenge that insurers will face: transitioning what happens with those groups. The insurance companies will have to meet that challenge and ensure that they continue to insure those same people, whether it’s through a group or through the individual process. 

There are a lot of constraints on insurance companies with the Affordable Care Act (ACA). There are limitations on profitability and also on mitigating risk, so it’s a little bit harder to make a profit. And, as you can see in some markets, some of the more profit-driven public entities have chosen to take themselves out of the individual market in many areas because they’re finding it hard to have a viable business model in the current environment. There’s a lot of uncertainty in the market about who’s going to be there to provide the insurance solutions that are part of the ACA. 

AM: Do you think being part of an integrated system puts UPMC in a different position than other carriers that are just health insurance companies?

JV: Yes, I do. Because we’re an integrated delivery system, we have a lot more dialogue between the provider and the payer, which gives us more opportunities to intervene and identify solutions that will help people get better and stay healthy. Different payment models also emerge out of this position, which allows us to move away from a situation in which someone is paying providers for a service and move toward compensating them based on the effectiveness of the care. That’s much easier to do in an integrated system where we have direct relationships with a big portion of our provider-base. 

AM: What role do you believe healthcare insights, in particular, could play with some of the challenges and changes in the industry you mentioned?

JV: At the end of the day, much of what we deliver in the insurance business is somewhat commoditized. You have to offer things, in addition to paying claims and providing access to doctors and hospitals that members want, so that they remain with you when they have the opportunity to evaluate options in open enrollment periods. Research helps us immensely in identifying those unmet needs or identifying how well we can meet their needs that go beyond the basics of health insurance. 

Carriers have to move toward having one-on-one relationships between themselves and the individuals that they cover. In the past, carriers have had more of a relationship with a group that covers hundreds or thousands of people at a time, so the model is narrowing to an individual-level, much like auto insurance. You don’t really have employer-sponsored auto insurance. Every one of those carriers is dealing with each individual person one at a time, and that’s what the future of health insurance appears to be moving rapidly toward. The employer model is still the foundation for most U.S. health care, but if the health insurance exchanges continue to be successful and maintain competition and lower premiums—depending on who’s elected—it could continue to become more of an accepted way for Americans to obtain health insurance. 

AM: Let’s shift gears a little bit. Let’s talk about the market share analysis work we’ve done with you over the past couple of years. Can you talk a little bit about this work, and why it’s so important now?

JV: The rapid change in market share, year over year, is something we need to assess as quickly as possible, and the secondary sources we rely on to give us our definitive market share take several months to report. So, when we want to know in January what the market share shift has been, waiting for our secondary sources until July is simply too long. We partner with CMB so we can get a very quick, but accurate, assessment of how much the share has changed. The change in market share used to move at a glacial pace, but now it changes several percentage points for some carriers in a single year. We need to know about those changes as quickly as possible. We also use that study to assess perceptions and opinions of brands as well as what’s important to decision-makers, which helps us do some strategic planning for marketing purposes. 

AM: You’ve already touched on this a little bit, but how does this work play into your larger insights strategy?

JV: It helps us position ourselves and try to identify which areas of the geography we’re in that we could potentially focus on more. We get a more robust view of that at the county level from our secondary source in July. If we were to find opportunities or weaknesses in that share data—such as gaining or losing to a particular carrier in a particular region—we could react to that. It also helps us understand where the national competitors have gained traction—which ones are winning out and where. We need to be able to respond and understand who our competitors are as quickly as possible. 

AM: As you think about the next challenges for your organization, tell us what you look for in an insights partner.

JV: Several things:

  • Experience with our industry is helpful if not essential. Health insurance is a very complicated industry. I think it’s very difficult to partner with a research vendor that has no familiarity with the business. Even the terminology is difficult, so it would be hard to have to explain things about the industry over and over again.
  • A partner that does independent preparation and doesn’t rely exclusively on us to provide everything because they’ve done their homework.
  • Good problem-solving skills. Marketing and market research is basically just problem solving, and that manifests itself in even trying to design a research study. We need a partner that’s constantly asking: what’s the best way to do this?
  • Creative sample design. We sometimes have difficulty reaching certain audiences because we’re limited by our geographic footprint in western PA. So, finding a partner that can suggest alternatives for reliable ways of getting the same level of information is a huge component of what we need in a partner.
  • Visual interpretation of data is another one. That’s an art and a science, and partners who know how to show you information in a visual way are extremely helpful because that’s usually how it gets delivered to senior management, which is much easier to access than large, detailed crosstabs. 

These are all things we have working with you, and of course, we’ve had many years working together, so you know us very well and that familiarity is very helpful.

Got a market research question that you're just dying to have answered? Ask our Chief Methodologist and VP of Advanced Analytics, and he might tackle your question in his next blog!

Ask Dr. Jay! 

Topics: healthcare research, health insurance research, Researchers in Residence

CMB Employee Spotlight: Andy Cole, Strategy Consultant

Posted by Heather Magaw

Wed, Mar 30, 2016

Andy_Cole_Chadwick Martin Bailey.jpgEarlier this year, CMB proudly introduced our new Consulting and Research Services team (CRS). This team is an extension of our long-term commitment to extending the reach of traditional market research through strategic consulting services. To better understand this team’s unique contributions to client engagements, I sat down one of our strategy consultants, Andy Cole. 

Andy, thanks for taking the time out of your day to connect. Can you tell me a little about your professional background and experiences? 

In a word, I would describe my career as “varied” or “diverse,” but most people look at my background and wonder if I have a problem sitting still. I’m originally trained as a mechanical engineer, and I started out doing R&D projects involving aerospace with Google, non-emissive fuels with the EPA, military-focused brain trauma with the Walter Reed Army Institute of Research (WRAIR), and vehicle collision forensics (with a small, lesser-known engineering company). My first regular job had me working for a large alternative energy company that would send me all over North America to climb 300-meter industrial wind turbines to figure out why they were offline, design temporary solutions to get them up and running ASAP, and work with R&D in Denmark to develop a permanent fix for systemic issues. 

I’m not sure if that meets anyone else’s definition of a regular job. So, how did you get from scaling wind turbines to a career in strategic consulting and research? 

I realized that I had a strong interest in business and management, so I got my MBA and began consulting with large, small, and non-profit organizations on a wide range of topics, including social media marketing, energy, executive training programs, and product development. I also launched two successful businesses in the innovation marketplace, helping large corporations rapidly develop new technologies and discover emerging markets, which was a great adventure but lacked the lifestyle I was ultimately looking for. 

I value diverse experiences because the most innovative solutions are borrowed from other industries and combined or repurposed in a new way. To me, this is the difference between being a true partner who can “connect the dots” versus a consultant who simply knows the best practices in a given industry. Clients don’t hire CMB if they’re just looking for best practices—we recommend a Google search for that purpose. 

Given your unique line of sight, in your opinion, what's the greatest opportunity facing businesses today that a research-based consulting engagement could support? 

There is an enormous trend in companies turning from sales-focused strategies to customer-centric design. When you hear companies embracing things like user experience, VOC, pivoting, and iterating, it’s all about observing and listening to customers, making constant measurements, testing new concepts in the market, etc. That all just screams for custom research. 

When companies are looking to become more customer-centric, they have to have a deep understanding of the target market that is backed by market information and unique insights. This is a huge opportunity for businesses to gain an advantage over their competition, and it’s truly CMB’s sweet spot. 

It seems that more and more consultants are embracing the impact of research. What’s your take on the role of research in the future of business consulting? 

The bottom line is that companies are looking for clear and confident strategic direction, and the language of today’s business is increasingly metric-oriented. It’s not enough for consultants to simply say that customers will like an idea or that a decision will result in greater revenues. The savvy business leader needs to know exactly how much more preferable a concept is and exactly how much revenue they should expect compared to taking an alternative path. Smart clients don’t trust advice without evidence to support it, and that is exactly what research provides. Good research forms the foundation on which effective strategies are built. 

Can you provide an example of a recent client engagement that blurred the lines of delineation between market research and strategic consulting? 

With the Affordable Care Act shaking up the entire healthcare industry, a large national insurance carrier saw an opportunity to use intimate knowledge of customer journey experiences and expectations to figure out which stages and channels were most influential (and would therefore pose the greatest marketing opportunity). Furthermore, the company wanted to know what messaging resonated with individual customers at each stage and within each channel, so it could be sure that marketing efforts would be as effective as possible.  

To tackle this ambiguous challenge, we took a multi-pronged and multi-phased approach: 

  1. A qualitative phase—involving in-depth interviews and moderated online discussion boards—to surface key stages, channels, and underlying context from the customer journey.
  2. A facilitated workshop with stakeholders and decision-makers to discuss key findings/insights and hypotheses, brainstorm potential solutions, and align on the path forward.
  3. A quantitative phase to reveal what individual customers value most throughout their experience and to identify which experiences have the potential to be particularly influential in the decision to purchase. 

It’s great when you get the opportunity to really dig in to that level of detail. What did you learn? 

At the conclusion of the project, we not only identified a number of surprising marketing opportunities by disproving a few fundamental assumptions, but we also validated (and put to rest) several long-standing hypotheses that were a stagnating source of internal debate. We also collaborated with the client to identify creative messaging campaigns that directly aligned with the trends stemming from our research as well as with the organization’s overarching strategic objectives. 

I look forward to hearing about more projects like this one that blur the lines in the future. Thanks again for taking time out of your day, Andy. 

Heather Magaw is the Vice President of Client Services at Chadwick Martin Bailey and has never climbed a wind turbine in her life. . .and never intends to.

Andy Cole is a Consultant at Chadwick Martin Bailey and has already left the interview to go investigate three seemingly unrelated things. 

Learn more about our strategy consulting expertise.

Topics: Chadwick Martin Bailey, strategy consulting, healthcare research, business decisions, growth and innovation, customer journey

Dear Dr. Jay: The Internet of Things and The Connected Cow

Posted by Dr. Jay Weiner

Thu, Nov 19, 2015

Hello Dr. Jay, 

What is the internet of things, and how will it change market research?

-Hugo 


DrJay_Thinking-withGoatee_cow.png

Hi Hugo,

The internet of things is all of the connected devices that exist. Traditionally, it was limited to PCs, tablets, and smartphones. Now, we’re seeing wearables, connected buildings and homes. . .and even connected cows. (Just when I thought I’d seen it all.) Connected cows, surfing the internet looking for the next greenest pasture. Actually, a number of companies offer connected cow solutions for farmers. Some are geared toward beef cattle, others toward dairy cows. Some devices are worn on the leg or around the neck, others are swallowed (I don’t want to know how you change the battery). You can track the location of the herd, monitor milk production, and model the best field for grass to increase milk output. The solutions offer alerts to the farmer when the cow is sick or in heat, which means that the farmer can get by with fewer hands and doesn’t need to be with each cow 24/7. Not only can the device predict when a cow is in heat, it can also bias the gender of the calf based on the window of opportunity. Early artificial insemination increases the probability of getting a female calf. So, not only can the farmer increase his number of successful inseminations, he/she can also decide if more bulls or milk cows are needed in the herd. 

How did this happen? A bunch of farmers put the devices on the herd and began collecting data. Then, the additional data is appended to the data set (e.g., the time the cow was inseminated, whether it resulted in pregnancy, and the gender of the calf). If enough farmers do this, we can begin to build a robust data set for analysis.

So, what does this mean for humans? Well, many of you already own some sort of fitness band or watch, right? What if a company began to collect all of the data generated by these devices? Think of all the things the company could do with those data! It could predict the locations of more active people. If it appended some key health measures (BMI, diabetes, stroke, death, etc.) to the dataset, the company could try to build a model that predicts a person’s probability of getting diabetes, having a stroke, or even dying. Granted, that’s probably not a message you want from your smart watch: “Good afternoon, Jay. You will be dead in 3 hours 27 minutes and 41 seconds.” Here’s another possible (and less grim) message: “Good afternoon, Jay. You can increase your time on this planet if you walk just another 1,500 steps per day.” Healthcare providers would also be interested in this information. If healthcare providers had enough fitness tracking data, they might be able to compute new lifetime age expectations and offer discounts to customers who maintain a healthy lifestyle (which is tracked on the fitness band/watch).  

Based on connected cows, the possibility of this seems all too real. The question is: will we be willing to share the personal information needed to make this happen? Remember: nobody asked the cow if it wanted to share its rumination information with the boss.

Dr. Jay Weiner is CMB’s senior methodologist and VP of Advanced Analytics. He is completely fascinated and paranoid about the internet of things. Big brother may be watching, and that may not be a good thing.

Topics: technology research, healthcare research, data collection, Dear Dr. Jay, internet of things, data integration

WEBINAR: Using Discrete Choice to Better Position your Brand in a Complex Market

Posted by Amy Modini

Thu, Feb 20, 2014

CMB webinarsPlease join CMB's Amy Modini and UPMC's Jim Villella today at 12:30pm ET for our latest webinar: Using discrete choice to better position your brand in a complex changing market

Is your industry evolving?  In this webinar you'll learn how UPMC and CMB applied a discrete choice methodology, accounting for various factors to estimate shifting consumer preferences, make key product development and marketing strategy decisions, and ultimately position UPMC for success.

The health insurance industry faces an urgent need to prepare for a new competitive market introduced by healthcare reform. UPMC recognized the opportunity to gain competitive strength in the market through innovation and new product development. However, the research supporting these decisions would need to account for a wide range of market changes and influences. To apply a trade-off exercise UPMC needed to address many challenges, including:

  • New shopping and purchase channels

  • Controlling the effect of discounts and subsidies on price

  • Introduction of entirely new consumer segments for whom purchase behavior is unknown

  • Product optimization for multi-tier offerings

Register here

Did you miss one? All of our webinars are available here

Topics: healthcare research, webinar, brand health and positioning

South Street Strategy Guest Blog: Healthcare Reform: Who's Looking out for the Small Guy?

Posted by Rachel Corn

Tue, Jul 30, 2013

 

stethoscopeIn early 2012 we did some research on healthcare reform predictions. At the time, there was a pretty strong consensus that large groups, most of which were already insured, would experience little impact. The uncertainty lay around small businesses (<100 employees) offer rates: the Robert Wood Johnson Foundation predicted pretty much neutral effect, but RAND predicted an overall increase in offerings. So where do we stand now?We have found most analysts are pretty shy when it comes to forecasting new numbers. For the overall market (all sizes) the International Foundation of Employee Benefit Plans (IFEBP) reports that 94% of employers are definitely or very likely to continue employer-sponsored health care. That’s a pretty good indication of no major drop outs compared to 2012, when only 46% were certain that they would continue sponsorship.

But expanded health insurance coverage will come at a cost, and small employers particularly are vulnerable. As a result, they are implementing cost control tactics: encouraging healthy behaviors and wise usage that reduces costs, entering private health exchanges, offering self-insurance for small groups, and reducing the number of full timers.

For insurance companies, reform opens up new opportunities to serve the small business market. Small businesses today are treated as a uniform group with similar needs. As reform unfolds, the market will fragment into: those who truly believe in providing insurance to their employees and will continue to do so, those who cannot afford to pay increased premiums but are still interested, and those who simply opt to exit the market. Smart and creative insurers will look for ways to serve the middle segment with unique offerings, whether those are self-insurance, stripped down plans, voluntary products, or others. The insurers that will move first by matching deep customer knowledge with creativity and innovation will have a leg up in this rapidly evolving market.

Rachel is a Director at  South Street Strategy Group, she specializes in finding growth opportunities in new market segments, new products and businesses and innovative business models.

South Street Strategy Group, an independent sister company of Chadwick Martin South Street Strategy GroupBailey, integrates the best of strategy consulting and marketing science to develop better growth and value delivery strategies. 

 

Topics: South Street Strategy Group, strategy consulting, healthcare research, health insurance research

Myth-Busting Customer Centricity In Healthcare

Posted by Jennifer von Briesen

Tue, Jul 16, 2013

Target consumer or accountHealthcare in the US has been a hot media topic, and the Affordable Care Act’s next key provision that goes into effect on October 1 will bring about profound change in the health insurance industry. Consumers looking to buy individual health insurance will be able to enroll in subsidized plans offered through state-based exchanges with coverage beginning in January 2014.Regardless of the politics and adoption hurdles surrounding the subject, it’s crystal clear that health insurers will need to change the way they approach the market in the coming years. Challenging as it may be, this change represents opportunity as well. Not only will this regulation open up channels to sell direct to new customer segments that have previously been underserved or never served, but the shift to a more retail-oriented business model will push customer-centricity to the forefront of health insurers’ strategy.

So, what does customer centricity actually mean for insurers? It’s not something I have hard and fast answers to yet, but we’re collaborating with our clients to help define a path forward. Here are my top-level thoughts on some of the myths that need to be put to rest in order to build a successful customer strategy in the space:

MYTH: The consumer matters more than the ecosystem.
FACT: Up to now, consumers have generally been “extended stakeholders” in the health insurance ecosystem, and they are definitely an audience that insurers should be learning about and listening to more given the change on the horizon. However, serving the consumer well means also understanding how other players—employers, brokers and providers—are preparing for change. Be careful not to develop blind spots toward traditional stakeholders.

MYTH: If you build technology, the customers will come.
FACT: No doubt today’s consumers are open to social tools, apps and other tech solutions that will help them learn about and interact with companies. But in order for a new technology to really matter to consumers, it has to solve a pain point.  Without a deep understanding of what customers need, and a willingness to address root-level issues (such as consumer trust), a new technology is just a shiny object.

MYTH: You’ve got the right data…and it’s Big.
FACT: Insurers have a lot of data. But it’s primarily based on claims and transactional data, with very little gleaned directly from healthcare consumers themselves about wants, needs, and interaction pain points. The industry’s legacy of being claim-oriented continues to drive consumer dissatisfaction and distrust, so it’s not the ideal source for data that will build customer intimacy.

What other myths need to be busted in order for insurers to be truly customer centric? We’d love to hear from you and promise to share our thinking as it evolves.

Jennifer is a Director at  South Street Strategy Group. She recently received the 2013 “Member of the Year” award by the Association for Strategic Planning (ASP), the preeminent professional association for those engaged in strategic thinking, planning and action.

South Street Strategy Group, an independent sister company of Chadwick Martin Bailey, integrates the best of strategy consulting and marketing science to develop better growth and value delivery strategies. 

Topics: South Street Strategy Group, strategy consulting, healthcare research, health insurance research, big data, customer experience and loyalty

Medical Devices: Innovation for Less Is More

Posted by Rachel Corn

Tue, Jun 18, 2013

medical device innovationIn the world of medical technology, the historical driver of value has been feature-driven. Hospitals, insurance companies and other payor audiences have been willing to pay a premium for new features—up to a point.

Today, though, in a climate of increased scrutiny over costs, more competition, and stricter reimbursement rules, payors are no longer eager to pay for minor features. This is especially true when looking to “leaner” markets outside of the US. Furthermore, consumers are becoming more empowered in their healthcare and as a result are increasingly looking for solutions that fit their lifestyles, rather than technical feature sets.It’s time for medical technology companies to think about step-change innovation as a driver of value for them and their customers. And this innovation needs to begin and end with focus:

  • …on the customer segment: What are the current and potential markets for this product? Are there under-penetrated segments where a gap exists? Traditionally, companies have not focused on the end-user (the patient); yet this is an opportunity for innovation. We have also seen quite a few products “de-featured” for emerging markets and then brought back to the developed world for a unique segment. Is there a viable market segment that would be served with a “light” version of your product?

  • …on the customer goal: What are customers trying to accomplish with your products? How can you make their jobs easier? This requires communicating solutions—rather that discrete features—that directly solve a pain point. This could involve software, services, etc.

  • …on regulation: Between healthcare reform, re-admission rules and electronic records, healthcare is a prime field to view regulatory changes as an opportunity to make the customer’s life easier. In what ways will regulations change your customer’s business and how can you help?

Looking for innovation in your existing portfolio can be highly lucrative. An example of a “de-featured” product is from GE India: it stripped the bells, whistles and 423 pounds from GE’s $100,000 Logiq 9 ultrasound machine and introduced a handheld device at about a tenth of the price. While this monitor was less advanced than its predecessor, it was a great fit for India due to small size and portability.

What hidden gems lie in your portfolio? Have you uncovered and exhausted opportunities for innovation?

Rachel Corn is a Director at  South Street Strategy Group, she specializes in finding growth opportunities in new market segments, new products and businesses and innovative business models.

South Street Strategy Group, an independent sister company of Chadwick Martin South Street Strategy GroupBailey, integrates the best of strategy consulting and marketing science to develop better growth and value delivery strategies. 


Earlier this year CMB’s MedTech team partnered with the Massachusetts Medical Device Industry Council (MassMEDIC) to survey members for their perspectives on the past, present, and future expectations for innovation and growth in the medical device industry. Click here to download: The 2013 MedTech Industry and Innovation Study.

Topics: technology research, South Street Strategy Group, strategy consulting, healthcare research, product development, growth and innovation

How Walgreens' New Focus on Customer Experience Won my Heart

Posted by Stephanie Kimball

Wed, Jun 12, 2013

WalgreensOver the last year I’d heard rumors of a new “super” Walgreens coming to Downtown Boston. To be honest, it sounded a little odd: a Walgreens with a sushi bar? A nail salon? But sure enough, one sunny day in May, a coworker announced the giant Walgreens had finally opened; of course I had to check it out. The moment I opened the doors I was like a kid on Christmas morning—this is not your mother’s Walgreens.

The aisles were brightly lit, and everything was clean and well organized, but what really blew my mind were all the high-end amenities: a juice bar, frozen yogurt bar, fresh sushi, and a pharmacy that looks more like a very nice health center than a regular old pharmacy area.

It’s certainly not how most of us perceive the Walgreens brand; but it’s all part of their efforts to transform the customer experience and they’re doing it in a number of really interesting ways:

An innovative approach to the community pharmacy and health services—Like most drugstores, Walgreens' traditional stores are split between retail and pharmacy/health care services. In the new store model, there is a health and wellness wing, including consultation rooms where pharmacists and other healthcare professionals come out from behind the counter to speak privately with customers. New patient-facing “portals” allow customers to schedule appointments, access information, and share health contacts—empowering customers in the way the old model never has.

Integrating the wellness focus throughout the store—Not surprisingly, Walgreens reimagined pharmacy is getting most of the press, and it’s well-deserved. But I was also struck by how the company highlighted healthier food and beauty options in each department. At first, doing your food shopping at a drugstore sounds both unappealing and unhealthy—all processed food and junk, but if others follow Walgreens lead, that might  change. While the juice and sushi bars might have seemed at best gimmicky, and at worst like a health hazard, the holistic focus on wellness and health means that what might have seemed unimaginable (drugstore sushi?) really starts to make sense. I swear the sashimi was actually good!

Getting mobile—Walgreens' new concept also does a great job leveraging mobile to transform and improve the customer experience across departments. For instance, you can scan your prescription bottle to get a refill. That might seem like a no-brainer in this day and age but how many of us are still calling our pharmacy’s automated hotline?

And hard as it may seem to believe, not everyone just posts all their pictures to Facebook, Walgreens' QuickPrint option lets customers print their pics right from the phone they took them on. It’s a smart move for a company that realizes the drugstore photo lab may not be with us forever.

As Walgreens President and Chief Executive Officer Gregory D. Wasson puts it: “We are taking a multi-pronged approach to delivering the Well Experience. We are combining leading-edge design with enhanced products and services, increased engagement with team members and customers, and an omni-channel approach that blends our brick-and-mortar stores with e-commerce and mobile commerce. We are deliberately blurring many retail channels to fit how consumers shop today.”

Bravo Mr. Wasson, bravo.

I’m looking forward to seeing what other benefits are in store for Walgreens customers. But in the meantime, I’ll have plenty to explore at the new, impeccably designed, Super Walgreens. And for all my fellow Bostonians, the next time you need to pick up a birthday card, wine, or health and beauty products, I suggest you make a trip Downtown.

Posted by Stephanie Kimball. Stephanie is CMB’s Marketing Operations Manager and loves any and all sports, the beach, traveling, marketing, good food, and is always down for a movie night. You can follow her on twitter @SKBalls

See how CMB is helping Royal Caribbean measure guest experience and improve customer satisfaction and retention. Click here.

Topics: healthcare research, mobile, customer experience and loyalty, retail research, growth and innovation

Highlights from the MassMEDIC MedTech Industry & Innovation Pulse

Posted by Andrew Wilson

Thu, May 09, 2013

massmedic medtechOver the past 3 years, there has been no shortage of attempts to forecast the impact of the Affordable Care Act (ACA) on patients and insurers, but the truth is, the changing care model has ramifications that extend well beyond the waiting room. The multi-billion dollar medical device industry is smack-dab in the middle of tremendous regulatory and economic changes—including the ACA and the Medical Device Excise Tax (MDET). Earlier this year CMB’s MedTech team partnered with the Massachusetts Medical Device Industry Council (MassMEDIC) to survey 123 of their members for their perspectives on the past, present, and future expectations for innovation and growth in the medical device industry. Below, are a few highlights from The 2013 MedTech Industry and Innovation Study:   

  • One of the most profound shifts, reflected in the results of our study, is the emerging influence of economic buyers on medical device innovation. The traditional med device market model places physicians at the center of innovation efforts, and to be sure they’re still very much at the forefront of med device companies’ minds. But as the ACA’s cost containment policies come into effect, hospital administrators and insurers will see their influence grow, as they become increasingly involved in purchasing decisions. Indeed, while just under one third of respondents said they have focused their innovation efforts on economic buyers in the past, 53% said economic buyers would receive their attention in the future.

  • Not surprisingly, the MDET has elicited a great deal of conversation, with med device companies’ still strenuously objecting to the tax that came into effect last year. However, while the industry as a whole has actively advocated for MDET’s repeal, a surprising 40% have yet to plan to address the tax. For those who have made or acted upon plans to address the tax, workforce reductions and reductions in R&D spend top the list of mitigating actions.  Despite considerable concerns over the changing care model, many respondents were optimistic for the future, with the bulk of respondents expecting increased revenue, both inside and outside the US in the coming 5 years.

  • Asked to evaluate their performance on key success factors, the vast majority indicated that their company currently meets or exceeds expectations when it comes to identifying customer wants and needs and determining the most compelling features set—table stakes in new product development in any industry. Respondents also identified areas for differentiation (i.e., capabilities that are important for future success, but that most don’t perform well on).  Organizations that with the following core skills will win in the future - prioritizing resources, determining how to price product(s)/service(s) given the dramatic changes, and developing compelling clinical data to support their product(s)/service(s). 

Click here to read the full report.

conference 2013 home

The results of this study were presented at MassMEDIC's 17th Annual Conference on May 8th 2013.

 

 


Andrew runs CMB’s MedTech practice and has spent the better part of the past decade helping some of the most successful MedTech companies make difficult strategic decisions.  In his free time, Andrew enjoys scrubbing into tracheotomies with clients, and running with his dog Moby.

Topics: technology research, healthcare research, Consumer Pulse, growth and innovation

Show Me on Your Phone Where it Hurts: mHealth is Here

Posted by Hilary O'Haire

Tue, Apr 09, 2013

I don’t want to brag, but my smartphone is in really good shape.

Like millions of other people, I have multiple fitness and health-related mobile apps, and they’re constantly alerting, pushing—begging me to login, add my stats, and track my diet and exercise. And while I’ll confess there are times these apps get more of my attention, they are awesome tools for getting and staying in shape.

Of course, they’re not a brand new phenomenon, and in a 2011 Consumer Pulse study: Consumer Perspectives on Health and Wellness, we found 7 in 10 smartphone users interacted at least weekly with mobile fitness and diet apps. With smartphone ownership growing, the number of people using these tools has only increased, and companies are responding by bringing new and exciting additions to the mobile health (“mHealth”) app marketplace. In fact, over the next 5 years, the mHealth market is expected to grow annually by 23 percent.

glucodockThere’s much more to mobile health than tracking calories and reps, and what’s truly exciting is mobile’s capacity to revolutionize how we understand and manage our health.  As Mark Curtis notes in “Your phone will know you are sick before you do,” new mobile technology—like “body hacking” will put more of our own health data literally at our fingertips. Body hacks include tools like GlucoDock, a plug in for the iPhone, allowing diabetics to track their blood sugar easily on the go; or the simple but elegant pill bottle cap that connects to a patient’s phone and alerts them when it’s time to take their meds.  Besides being extremely clever, these mobile technologies also change how we interact with those involved with our care—hospitals/providers, insurers, and pharmacies. These tools have the potential to give patients an unprecedented level of control and involvement in their own care. What was once hidden in a doctor’s files is now available to be examined by patients themselves.

Way back in 2011, we asked consumers how much they expected to communicate with their healthcare provider, insurance company, and pharmacy in the next few years. Of those who used mobile apps to perform health and wellness activities, over one-third expected their digital communication with each to increase. Well, these “next few years,” are here. Health apps are no longer restricted to physical betterment through diet and fitness; they’re helping us take control of our own health maintenance—from identifying ailments to tracking provider-patient interactions. What’s next? Look into your crystal ball, what do you wish your phone could do to make and keep you healthier?

Hilary O’Haire is an Associate Researcher at CMB. Although she enjoys working out and her RunKeeper app, a love for good food keeps her determined to eat at every Boston restaurant ever featured on a Food Network show.

Mcommerce Consumer Pulse

 

Read our latest Consumer Pulse: Leveraging the Mobile Moment: Barriers and Opportunites for Mobile Wallet.

Topics: technology research, healthcare research, mobile