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スマート・インサイト: ヘルスケア

ヘルスケアの市場で成功をしていくことは容易ではありません。ヘルスケア業界におけるイノベーションとはいかに製品やブランドがいかによいベネフィットや経験を提供することができるか、ということによって評価されるものです。

 

競争力を保つためには、Patient Journeyや、経験や決定の背景にあることがらにも注視した製品やサービスの開発をしていく必要があります。

 

オポチュニティを創出するドライバーやトレンド深層理解で、GfKはヘルスケア企業の成功戦略の導出をサポートします。

 

GfKは医療用医薬品、コンシューマーヘルスケア、医療機器、デンタルヘルス、オプティクス、アニマルヘルス、農業・農薬関連など、さまざまなヘルスケア市場におけるインサイトを提供します。 
 

医療用医薬品

コンシューマーヘルスケア

医療機器・ヘルスケアテクノロジー

デンタルヘルス

オプティクス&ビジョンケア

アニマルヘルス 

農薬・農業関連

Takeshi Taguchi
Health Talk ニュースレター

Health Talk ニュースレターで最新の業界インサイトやトレンドを配信しています。

最新インサイト

最新のヘルスケアのインサイトはこちらからご覧いただけます。 View all insights

    • 05/10/16
    • Health
    • Digital Market Intelligence
    • Japan
    • Japanese

    「糖尿病患者のニーズを予測」

    製薬・ヘルスケア関連企業に、糖尿病患者が医療情報を探す際のエクスペリエンスに関する新たな知見を提供しました。

    • 03/24/17
    • Health
    • Global
    • English

    Understanding pricing of health technologies in out-of-pocket markets

    In many emerging markets, healthcare funding remains very much an out-of-pocket expense. For some, it is the second most important household expenditure after food. It is critical, therefore, when establishing pricing strategies in such markets that we consider both willingness and ability to pay. We also must consider how these factors may be shaped by a range of external influences, including:
    • patient-relevant product attributes/outcomes
    • patient-access pathway
    • physician endorsement
    • pharmacist recommendation/substitution
    • multichannel information sources
    • friends, family or caregiver attitudes
    • financial support and drug donation programs
    • brand awareness/loyalty

    Patients’ priorities vs. physicians’ views

    Patient-relevant product attributes and outcomes that would not normally be seen as valuable to government or insurance-based payers or indeed the treating physician may resonate far more with the patient who is also the “payer”. For example, they may be far more willing to pay for convenience. Outcomes demonstrating earlier return to school or work may carry far greater value than would normally be the case in formal health technology assessment, which is too often limited to a view which takes only direct health system costs into account. Where the physician continues to act as a key gatekeeper, it is critical to understand that their views of what is important to the patient may not be aligned with the patients themselves. Take, for example, breast cancer. While over 70% of physicians believe that patients with breast cancer consider keeping their breast as a top priority, the figure from direct patient research is less than 10%.

    Comparison of patient and physician drivers in asthma (GfK Asthma Research, China)

    Consequently, physicians may also make treatment decisions/recommendations based on false assumptions regarding the patient’s willingness to pay.

    Physicians: Are they reliable surrogates of patients’ willingness to pay (WTP) or not?

    Our research across a range of markets and therapy areas has highlighted how physicians often provide a very unreliable surrogate of patient WTP. It has also revealed significant variation between the impact of different WTP drivers on patients in different markets, socioeconomic groups and disease areas.

    Examining evidence-based pricing

    We apply our best-in-class approaches to support evidence-based pricing in these self-pay markets, building on many decades of experience in both the prescription and consumer medicines space. By combining our global expertise and local market knowledge, we are able to help clients optimize patient access and uptake in a way which is aligned to our client’s global and regional commercial strategy. These same approaches are equally valuable in more traditional markets where there has been a shift in financial burden towards the patients through co-payment mechanisms. The US is an obvious example of where co-payments are the norm, and understanding the trade-offs between pricing, tier placement and co-payment are crucial elements of pricing and contracting strategy development. Tim Fitzgerald is the Managing Director at GfK Market Access. Please email tim.fitzgerald@gfk.com or leave a comment below to share your thoughts. hbspt.cta.load(2405078, '89f87f98-7414-476d-b580-663cf3d6522a', {});
    • 03/01/17
    • Health
    • Technology
    • Connected Consumer
    • Global
    • English

    Mobile health: What you need to know to keep up with evolving consumer needs

    Google launched its much anticipated Android Wearable 2.0 watch platform earlier this month, with improved fitness tracking a focal point.  The move follows a similar push from Apple last fall when the smartwatch leader made health and fitness front and center for its latest wrist wearables. This focus on health makes a great deal of sense for smartwatch marketers, as mobile health is an area of burgeoning consumer interest and immense market opportunities. According to data from GfK Consumer Life,  about three in ten Americans (29%) today monitor their health and fitness using an online or mobile app or through a fitness band, clip or smartwatch. And nearly half (46%) of those who don’t are interested in future adoption. Health tracking and monitoring is by far the top activity, not only for fitness trackers but for smartwatches in general, and it’s the only feature that truly sets smartwatches apart from smartphones in the consumer’s mind – at least for now. While the demand for mobile health solutions is gathering steam, consumer needs are also evolving. Our research reveals opportunity areas that point to the future direction of mobile health.

    Gamify to motivate

    While consumers recognize the importance of maintaining a healthy lifestyle, many struggle to follow through with action. The persistent, wide gap between health attitudes and behaviors signals the need for products that help consumers stay motivated and make behavioral change more attainable. For many, digital health is seen as the clear solution for motivation. Indeed, motivating oneself to exercise and eat healthy is a top reason why Americans use digital health solutions today. It’s an even more compelling driver for future adoption. While tracking progress itself can help motivate behaviors, opportunities go well beyond basic quantification. The sensational success of Pokémon Go as an accidental fitness facilitator last summer is a testament to the power of gamification. The likes of Apple and Fitbit are also betting on gamification in the form of competition with friends, families and other users to encourage engagement.

    Move beyond quantification to personalized coaching

    Data without insights has limited benefits. People who used to track their health and fitness but no longer do so tend to cite ‘not knowing what to do with the information collected’ as a reason for diminished interest. Ultimately, quantification should be the means, not the end result of health solutions. As mobile health matures, we can expect consumer demand to move beyond self-quantifying for actionable insights and real-time, personalized coaching to accomplish real results. Already, over a quarter of Leading Edge Consumers[1] (vs. 16% of all adults) have received customized, data-based advice about their physical or mental health online, via an app or wearable devices in the past month.

    Data accuracy and privacy present challenges and opportunities

    The accuracy of Fitbit was questioned last spring in a public way when the company faced a class-action lawsuit. The accusation perhaps didn’t come across as a shocker to many consumers. Almost four in ten Americans admit they are skeptical about the data accuracy of health trackers and other wearables, according to a recent GfK Consumer Life survey. Data privacy is another area of heightened consumer concerns and a major barrier to the adoption of digital tracking solutions. The expectations for data accuracy and security will only rise as mobile health becomes more integrated with healthcare. While these concerns may present challenges to device makers and service providers, those well-positioned on these fronts can also score a true advantage.

    The future of integrated health management

    Consumers’ health needs are complex and multi-faceted. The demand for weight management continues to soar as obesity rates reach new highs. The importance of mental health is ever more top of mind in a high-stress world. An aging population is driving the rise of chronic conditions that require constant management. Current digital health solutions tend to be lifestyle focused and track fitness, diet, sleep and stress separately. The progression of the industry, technology and consumer demand should propel the emergence of integrated solutions that synthesize various types of data (both medical and lifestyle) from multiple sources for holistic health management. For instance, if your fitness band knows that you had a poor night’s sleep, it may suggest that a heavy dinner the night before was to blame and recommend lighter meals or taking a walk after dinner to remedy the situation. In summary, mobile health is a space of exciting opportunities, but also one evolving with growing competition and raised expectations. To fully capitalize on this market, it’s important to stay ahead of the curve and on top of emerging needs. In particular, personalization, security and integration will become more of an industry mandate than they have in the past. Veronica Chen is a Vice President at GfK Consumer Life. To share your thoughts, please email veronica.chen@gfk.com or leave a comment below. [1] GfK’s proprietary Leading Edge Consumers (LEC) segmentation identifies consumers most likely to be early adopters and influencers in a given category.
    • 02/24/17
    • Health
    • Connected Consumer
    • Global
    • English

    03/14/17 - 03/16/17
    GfK at eyeforpharma: exploring customer engagement

    Meet with GfK at eyeforpharma Barcelona 2017, the largest commercial pharma meeting of 1000+ industry leaders.
Solutions
  • ブランド&カスタマー・エクスペリエンス (BaCE)

    ブランド&カスタマー・エクスペリエンス (BaCE)

    ブランドには今、消費者や企業の経営層との間に感情面でのつながりや関係性を築くことが求められています。

    消費者がブランド、製品、サービスを体験するあらゆる段階で、ターゲット層の共感を呼ぶエクスペリエンスを提供することが成功の鍵です。

  • デジタルマーケティング・インテリジェンス(DMI)

    デジタルマーケティング・インテリジェンス(DMI)

    オンライン上での買い物や情報収集で企業やブランドと関わりを持つ際、消費者は使用している端末や画面によって異なった行動をとります。一方で、彼らは使用しているチャネルや端末に関係なく、同じ体験を得たいと考えています。

  • マーケット・オポチュニティ&イノベーション (MOI)

    マーケット・オポチュニティ&イノベーション (MOI)

    市場競争が激しさを増す中、ブランドは常に高い影響力を発揮するよう迫られています。消費者とブランドの双方にとって付加価値を生む魅力的なエクスペリエンスをいつ、どこで、どのように提供すべきか。これらを把握することが重要です。

  • ユーザー・エクスペリエンス(UX)

    ユーザー・エクスペリエンス(UX)

    今日の消費者には、魅力的な体験を約束する案内が大量に送られてきます。消費者の目は肥え、求める内容も厳しくなっています。このような状況下で成功するためには、新しい製品やサービスは直観的で使いやすく、興味をひく魅力的なものでなくてはなりません。記憶に残るユーザー・エクスペリエンスは、感情に訴えかけるものでなくてはなりません。

    GfK のユーザー・エクスペリエンス (UX)のエキスパートは、製品やサービスのカスタマー・エクスペリエンスを構築し、改善します。

クライアントの声

„調査のニーズの難易度にかかわらず、あらゆる調査に対して常に GfK から優れた調査結果が得られます。 “

Abbott Spain 社、ビジネスインテリジェンスマネジャー、David Delgado
お問い合わせ
Takeshi Taguchi
General