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Disruptive & The Traditional: What Do Consumers Say?

Highlights from National Quantitative and Qualitative Research and HMPS

At the recent Healthcare Marketing and Physician Strategies Summit, Core Health collaborated with Rob Klein of Klein & Partners and Dean Browell of Feedback to share the results of original, national quantitative and qualitative research about healthcare disruptors, and what consumers (and providers) REALLY think and feel about them.


Some highlights from our presentation:

Across the country, the landscape is shifting as it relates to a number of factors. How do each of these shifts affect your community? What's the demand on you? Are you ready to meet changing expectations?"

  • COVID may be the biggest disruptor of them all. It's affecting not just how health systems operate, but how our brains process and retain information: memory, attention span, patience and brand linkage.
  • There are a variety of types of disruptors, from primary care options to virtual care entrants, new ways of delivering and accessing acute care, and treating chronic conditions.
  • Quality is in the eye of the consumer ... younger respondents increasingly view these disruptors as a good thing for healthcare, and are more likely to use or sign up for the service.
  • Consumers will use whatever's most convenient ... they don't care so much who's providing it. They don't see the equation as "either/or" but as "both/and."
  • Disruptors are really providing new starting points for care. Technology in particular gives consumers more control over the process, and more control translates to a (perceived) better experience.
  • "Time (and convenience) is the new currency" - a "Rob-ism" (if you don’t know what that is, I’ll be happy to fill you in).
  • Not every cough needs an in-person doctor's appointment (and consumers are smarter than providers give them credit for).
  • Transparency = Trust (retailers are not pretending that it's not a transaction).
  • Upfront pricing and backend billing are the problem bookends for consumers, where a bad experience on either end can create frustration and drive down satisfaction.
  • Retail has learned healthcare faster than healthcare has learned retail. The same is true of tech.

Some questions to ponder:

  • What business are we in?
  • Are consumers receiving healthcare? Or buying healthcare? (Is it really a relationship? Or a transaction? Does this depend on acuity?)
  • How are we adapting to the shift in the power structure? Do we realize it's happening?

RobKlein-Laila-Waggoner-DeanBrowell

Download the results. Or, if you’d like to have a conversation about the implications of disruption in your own market(s), or how you might be able to better understand what's happening in your own communities, please get in touch.

author

Laila Waggoner serves as Vice President, Healthcare Strategy for Core Health, Core Creative’s specialized healthcare marketing practice. Laila brings more than 30 years of experience working with regional health systems, community hospitals, academic medical centers, hospices, managed care organizations and B2B healthcare brands in markets across the country. She’s held in-house health system and agency leadership roles, and provides unique insight into how clients can best leverage the strategic branding, marketing and creative resources of an agency partner.

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