MEETING SUMMARY TODAY’S HEALTHCARE CONSUMER: MAY … · from quality improvement to studies of...

KEY TAKEAWAYS � Precision medicine is taking off. The Kraft Accelerator

is playing a key role.

� Registries are transitioning from being provider driven to patient driven.

� This shift has advantages but poses marketing challenges in acquiring and retaining participants.

� Core direct-to-consumer (DTC) marketing practices apply to registries in acquiring and retaining participants.

� These DTC concepts include understanding customers, ethnography, segmenting, providing value, tailoring communications, focusing on the entire experience, and much more.

� Many patient-driven registries require new types of marketing capabilities and different staffing and partnerships.

MEETING SUMMARY

TODAY’S HEALTHCARE CONSUMER:

DRIVING ENGAGEMENT & DELIVERING VALUE

MAY 15, 2019

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TODAY’S HEALTHCARE CONSUMER: DRIVING ENGAGEMENT & DELIVERING VALUE

THE KRAFT PRECISION MEDICINE ACCELERATOR aims to speed up the development and delivery of therapies by improving the business processes that surround them. While oncology currently leads the way in precision medicine, therapies are also available and being developed to treat many other diseases.

The Kraft Accelerator’s work is centered on four workstreams: direct-to-patient, data and analytics, clinical trials, and investment/venture. For each workstream the philosophy is to engage and work collaboratively with the very best people, practices, and ideas in that particular area.

On May 15, 2019, the Kraft Accelerator convened a roundtable focused on accelerating precision medicine by getting more patients to participate in patient-driven registries and engaging and retaining these registry participants. Roundtable participants included representatives from leading patient-driven registries along with direct-to-consumer executives with expertise in acquisition and retention.

Some of the roundtable’s key themes are summarized below. A brief synopsis of each session follows.

KEY THEMES

� Now is the time for precision medicine. We are at a pivotal time in unlocking the potential of precision medicine—which is the right drug for the right patient at the right time. We have gained deeper scien-tific understanding, leading to a higher success rate in drug development. The FDA is approving record num-bers of new drugs, and there is an explosion of immune therapy drugs. Going forward, scientific development will only accelerate.

But the science is only part of the story for why the time is now—and the Kraft Accelerator is helping lead the way. The Kraft Accelerator is helping registries connect di-rectly with patients to get patients’ agreement to provide data and tissue samples to accelerate research. The Kraft Accelerator is also working to aggregate and harmonize patient data so it is put to use in analysis, and is work-ing with the FDA on creative approaches to increase the speed and efficiency of clinical trials. And, the Kraft Accelerator is pursuing a range of creative investment routes—from philanthropy to impact investing to for-prof-its—to bring together more capital to fund all aspects of precision medicine, from discovery to commercialization. This confluence of factors makes the current moment an inflection point for precision medicine.

� A transition is occurring as some registries shift from being provider driven to patient driven.A registry, per the NIH, has been defined as a collection of information about individuals, usually focused around a specific diagnosis or condition. Traditionally, registries have been driven by providers, particularly large aca-demic medical centers. There are registries for most disease states and medical conditions.

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To date, patient participation in registries has large-ly been done through providers and the data within registries have typically been controlled by the large academic medical centers. It has not necessarily been broadly available to researchers or patients. Also, most registries have not yet included phenotypical informa-tion or biospecimen data. (Note: Genotype and pheno-type are very similar-sounding words that are related, but actually mean different things. The genotype is the set of genes in our DNA which is responsible for a partic-ular trait. The phenotype is the physical expression, or characteristics, of that trait.)

But this is changing due to growth in the number and size of patient-driven registries. Patient-driven (or “partic-ipant-driven”) registries are different from traditional registries. They can enroll patients directly, as opposed to enrolling solely through a provider. They gather data from electronic medical records (EMRs) as well as pheno-typical information and biospecimens. They emphasize dynamically collecting information over the long term, to create longitudinal data, which is critically important for many diseases. They incorporate the concept of “return-ing value” to participants in exchange for their partici-pation. And, they are shifting the fundamental goal of a registry from collecting aggregate information to identify-ing disease causality and developing cures.

“Patient registries are the new registries of the future. . . . The emergence of precision medicine is shifting the goal [of registries] from quality improvement to studies of “cure’ and ‘cause.’”

� Core concepts from consumer marketing apply in acquiring and retaining registry participants. The crux of this meeting was hearing from direct-to- consumer marketing experts about best practices in acquiring and retaining customers that are applicable to registries in acquiring and retaining participants. Ten marketing insights that are relevant to patient-driven registries are:

1. Understand your audience. Adam Grossman of the Boston Red Sox advised registry leaders, “Don’t serve as your own focus group.” This is because those who run registries are too close to the situation and can’t truly think like a participant. Instead, de-velop a deep understanding of your target audience, including their situation, emotions, fears, potential motivations for participating in a registry, and barri-ers to participate.

DTC experts stressed that one important way to un-derstand patients is to develop expertise in ethnogra-phy, which is studying and understanding a person’s situation. These DTC experts suggested going into patients’ homes and asking them to take you through their day. Melissa Studzinski described one instance where observing seniors “in their native habitat” led to opportunities to make it easier for them to access their medications.

2. Segment your target population. There is not one homogenous patient population; there are multiple segments and archetypes. While traditional ways of segmenting along lines of gender, age, and race can be helpful, typically even more valuable for market-ing purposes is segmenting people based on their attitudes, emotions, interests, and behaviors. For example, some individuals make purchase decisions very rationally, while others are driven by emotion. Understanding and segmenting based on emotions and behaviors and then tailoring marketing activities to each group is typically more effective.

Marriott segments and prioritizes customers based on their number of stays and spending. In addition, Christine Espinoza of Marriott suggested looking at

“Really understand consumers. Really know them. What motivates them? What language do they use?”



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outliers who don’t fit neatly into one particular seg-ment. These outliers can present unique use cases, leading to personalized marketing.

3. Provide value. When patients enroll in a registry through a provider, they are typically doing so because their provider asked them to participate. Marketing directly to an individual and convincing them to partic-ipate in a registry and provide blood and tissue is more difficult. Getting people to participate requires provid-ing value, which people define differently. Some people feel value through a sense of altruism, while others think of value in getting something in return, such as information to better manage their health. It is essential to understand how patients think about value and to then provide value for participating, both initially at the time of enrollment and on an ongoing basis.

4. Adopt messaging best practices. DTC experts pro-vided general advice about messaging: be optimistic and inspirational, personalize messages to speak to each segment’s specific emotions, convey that each person’s participation matters, and create a sense of urgency to drive action now. These experts were in agreement about the importance of constantly engaging in A/B testing about virtually everything. For example, Wayfair engages in A/B testing about their landing pages, the text and headlines, visuals and imagery, and much more.

5. Use multiple channels and techniques to acquire participants. While much of the conversation focused on online/digital techniques to acquire, communicate with, and retain participants, the DTC experts empha-sized the importance of a “multi-channel” or “om-ni-channel” strategy. Organizations want to recruit participants online and offline, and want to have a

comprehensive strategy for acquiring and retaining. As an example, Tea Forté acquires many customers through on-premise channels such as department stores or cruise ships, leading the consumer to come to the company’s website. Tea Forté then communi-cates directly to each consumer, developing a direct relationship. It uses many channels and communica-tion vehicles to attract and retain customers.

6. Think hard about the best times and situations to target participants. For any disease there are certain “triggers” or events when it may be easier and more appropriate to acquire new participants. For exam-ple, people may be more open to participating shortly after they or a family member is diagnosed. Or, perhaps people who experience a relapse are more open to participation. For each registry is it important to be thoughtful about the best times and ways to approach potential participants.

Peloton invests strategically in onboarding new mem-bers after purchase by encouraging behaviors that are correlated with long-term loyalty, which helps to drive member engagement and retention.

“To go direct [instead of marketing through providers], you have to provide a unique value proposition.”

“There is not one message that fits all, but different messages for different groups. Figure out what works best through iterative A/B testing.”



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7. Focus on the entire end-to-end experience. Too of-ten organizations think only about the initial email or enrollment process, but don’t think about the entire experience from the participant’s perspective. But, when individuals make decisions about initially en-rolling and remaining enrolled they take into account the entire experience. Was the entire enrollment process easy and frictionless? Was their experience with a customer service representative pleasant and helpful? Was the phlebotomist who came into their home polite and professional? Every touchpoint in a potential participant’s journey builds or erodes trust and affects acquisition and retention.

Christine Espinoza explained that in Marriott’s inter-actions with members of its loyalty program, Marriott uses data about a member’s experience to move people along a path to higher loyalty.

8. Cultivate and facilitate a community. A tip for reten-tion is to foster a sense of community and belonging, which is a way of providing value to participants. Examples include members of the Peloton communi-ty who receive comparative data and may participate in a Facebook group. Or, Red Sox fans who can have a sense of comradery in belonging to Red Sox Nation.

9. Go further faster through partnerships. Registries don’t need to work solely with providers or solely acquire participants through direct marketing. Forming part-nerships and affiliations can provide a way to create awareness among more possible participants and can boost credibility. Consider which partnerships can help increase access to the right potential participants.

10. Build new organizational capabilities. Marketing directly to consumers and building ongoing relation-ships—with constant communications, content, and community events—requires a different set of organi-zational skills and capabilities. A representative from Reebok explained that for years Reebok sold through

major retailers, requiring one set of capabilities. When Reebok’s Adidas brand added Adidas.com as a new channel to market directly to consumers, the com-pany had to add an entirely new set of capabilities. Registries must do the same, or partner with organi-zations or vendors that have necessary capabilities.

� Ongoing collaboration between registries and direct-to-consumer marketers can increase patient acquisition and retention. Registry leaders acknowledged that disease registries are behind in adopting state-of-the-art direct-to-con-sumer marketing practices to acquire and retain partici-pants. But registry leaders are hungry to learn and adopt modern marketing techniques.

The Kraft Accelerator’s previous efforts in bringing to-gether direct-to-consumer marketing experts led to cre-ation of The Right Track™, which helped several cancer organizations dramatically increase their engagement.

Following this meeting, the Kraft Accelerator will con-tinue the conversation by working with smaller, focused groups to explore specific topics such as returning value to registry participants, visualization of data, message testing and timing, partnership, and creating friction-free experiences. These smaller groups will aim to identify best practices, tools and platforms, and processes that can help registries with participant acquisition and re-tention. Ultimately, these ideas and best practices will be documented and broadly disseminated to registries.

“We are applying learning from consumer companies about acquisition and retention to catalyze registry efforts across disease areas.”


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