1、NOWNEXTCOVID-19: What to do Now, What to do Next Accenture Healthcare Provider Survey May 2020 Reinventing Relevance New Models for Pharma Engagement with Healthcare Providers in a COVID-19 World 2 With this survey, we sought to understand how healthcare provider operations and needs have changed du

2、ring COVID-19, and which of these changes will have long-lasting implications for how healthcare providers interact with their patients and with pharma companies. About the Accenture COVID-19 Healthcare Provider Survey Participants The survey participants identified themselves as one of the followin

3、g healthcare disciplines: 25%25%25%25% General Practitioner OncologistImmunologist Cardiologist Countries N = 720 120 participants from each country: USA, UK, France, Germany, China & Japan. The survey data was collected in May-June 2020, during a time of COVID-19 restrictions in all 6 countries. 3

4、About the Audience Profile Healthcare settingTotal number of patients treated each year Mean: 1,717 patients 901-10001,000+ 501-600 601-700 401-500 301-400 701-800 801-900 21% 18% 14% 12% 12% 9% 7% 7% Practice setting Independent Hospital Private/Independent Hospital setting Hospital Network/ IDN/AC

5、O NHS Hospital (UK) Private health institute (France) Resident doctor (Germany) Physicians Group/ Private Practice Base: Total respondents (720) 4 About the Audience Profile Size of practice Location of practice 8% 23% 23% 23% 14% 8% Between 2 and 5 professional practitioners Between 6 and 10 profes

6、sional practitioners Between 11 and 20 professional practitioners Between 21 and 30 professional practitioners Over 30 professional practitioners Single person specialist Base: Total respondents (720) 57% 36% 6% 1% Metropolitan (major city) Medium sized city Small townVillage/Rural 5 COVID-19 has sh

7、ifted the daily operations of healthcare providers (HCPs) to more virtual interactions with both patients and pharma companiesand with lasting impact. HCPs see great value in more virtual interactions as do patients. The vast majority of HCPs have seen pharma companies change what they communicate a

8、bout beyond just product information. Healthcare providers said the services that pharma companies are offering now are of higher value than before COVID-19. Now is the time for pharma companies to redefine their relevance. Healthcare providers are operating in a new landscape. 6 Our survey showed a

9、 positive shift in how pharma companies engage with healthcare providers, but they have more to do. Key Finding #1 COVID-19 is driving lasting changes in what healthcare providers need and value. Key Finding #2 Pharma companies are starting to redefine their relevance in this new landscape, and heal

10、thcare providers are seeing the value. Key Finding #3 Virtual engagement with pharma field reps is here to stay, requiring new ways of creating meaningful connections. COVID-19 is driving lasting changes in what HCPs need and value. 7 KEY FINDING #1 Healthcare providers (HCPs) had much fewer in-pers

11、on patient visits during COVID-19, with most patients deferring or cancelling a treatment, and many asking to be treated remotely. 8 COVID-19 has altered the daily operations of healthcare providers. 78% of HCPs saw a decrease in the number of patients visiting their practice during COVID-19. 36% of

12、 patients asked to have treatment remotely. 36% 78% During COVID-19 During COVID-19 70% 1How COVID-19 will permanently alter patient behavior, Accenture Survey of 2700 patients of patients we surveyed said they deferred or cancelled treatment1. 32% have been asked to practice outside of their specia

13、lity during COVID-19. 9 50% of general practitioners had a decrease in the daily volume of patients they saw in their practice, but other therapeutic HCPs experienced an even sharper decline: COVID-19 has altered the daily operations of healthcare providers. General practitionerCardiologistImmunolog

14、istOncologist -50%-85%-87%-90% 32% 46% 17% Cardiologists Oncologists HCPs 10 Methods and devices that support self-administration and remote monitoring are more valued by healthcare providers now than they were before the pandemic. Cardiologists were the most likely to place a higher value on self-

15、administration methods (73%) and tools for remote monitoring (67%) than they did prior to COVID-19. Recognizing new patient needs, healthcare providers are seeing lasting value in bringing care to the patient at home. 65% of all HCPs said they value self- administration methods for patients (auto-in

16、jectors or on- body devices) more than they did pre- COVID-19. 65% During COVID-19 62% of HCPssaid they value tools for remote monitoring of their patients at home more than they did prior to COVID- 19. 62% During COVID-19 Nearly 1 in 5 HCPs (19%) expect that asking patients to self-administer more

17、may be a permanent change. After COVID-19 11 Healthcare provision in settings such as community centers or retail locations, rather than a physicians office or hospital, is receiving more interest from patients. Many are looking for care delivery that can take place in their home. Healthcare may als

18、o become more localized with delivery closer to home, or in the home. 58% of patients said that after COVID-19 they would be more interested in options for getting treatment without visiting a healthcare providers office or a hospital.1 62% of HCPs believe patients will be more interested in home-ad

19、ministration of treatment, such as by a visiting nurse who comes to their home. 62% 1Accenture Patient Survey, May 2020 58% After COVID-19 After COVID-19 12 Healthcare providers are guiding patients in selecting new therapies and utilizing new devices and apps in order to adapt to the realities of C

20、OVID-19. Patients said 1 in 5 switched therapy as a result of COVID-19. 44% of patients used new devices or apps to help manage conditions during COVID-19 (90% of those wanted to continue using them).1 COVID-19 has generated an appetite for new treatment regimens and new therapies. 66% of HCPs have

21、switched some of their patients to a different therapy driven by a fear of side effects or the impact on their risk of COVID- 19 (61%). Thetiming of administration (44%) and type of administration (41%) were also important considerations in switching patients to a different therapy, especially for o

22、ncologists (47% said type of administration was a factor). 1Accenture Patient Survey, May 2020 During COVID-19 During COVID-19 66% Admini- stration 41% 44% Timing Type 13 Over half cited the following reasons their likelihood increased: 1.a greater ability to monitor patient response (56%) 2.greater

23、 access to information on newer products. (55%) 3.having more time to learn about new products and indications (53%) Healthcare providers are still seeking and some are now more likely to start patients on new treatments. 88% of HCPs want companies to continue to launch new products for conditions t

24、hey treat despite ongoing prevalence of COVID-19. Nearly 4 in 10 (39%) HCPs report that their likelihood of starting patients on recently launched treatments increased since COVID-19. Immunologists had the highest increase (44%), oncologists were lowest (36%). 1Accenture Patient Survey, May 2020 Dur

25、ing COVID-19 During COVID-19 88% Pharma companies are starting to redefine their relevance in this new landscape, and healthcare providers are seeing the value. 14 KEY FINDING #2 15 Healthcare providers are seeing pharma companies diversify their communication beyond product information and are find

26、ing more value in additional support services from pharma such as education on remote support and digitized patient information. Pharma companies are on the path to greater relevance, but they need to move further, faster. 82% of HCPssay they have seen pharma companies change what they communicate a

27、bout, delivering not just product information, but support that meets their most pressing needs. Most HCPs said that these pharma support services are more helpful now than before the COVID-19 crisis: 82% 69%69%67%65%65%65% Digital patient education Information on how treatment options may change po

28、st- COVID-19 Education on how to better treat patients remotely Helping patients understand where they can access labs, infusion centers or imaging centers Specific information on helping my patients manage their conditions in light of COVID-19 Solutions to help my practice afford and keep stock of

29、therapies 16 HCPs indicated that these pharma support services are more helpful now than before the COVID-19 crisis: In the US, affordability programs for patients are seen as particularly helpful. All HCPs 80% 57% General practitioners Cardiologists 63% Oncologists 70% Immunologists 68% 17 While ne

30、w messages from pharma companies were welcome, healthcare providers are also receiving high volumes of digital content that is less relevant and missing the mark. Relevance demands quality over quantity. 58% of HCPs agreed that at least one pharmaceutical company has spammed them with digital conten

31、t during COVID-19. The majority of HCPs maintained the impression that the pharmaceutical companies dont understand the real impact of COVID-19 on HCPs (57%) and theirpatients (51%). During COVID-19 During COVID-19 58% Dont understand impact 51% 57% Patients HCPs Virtual engagement with pharma field

32、 reps is here to stay, requiring new ways of creating meaningful connections. 18 KEY FINDING #3 43% of HCPs said that they are currently restricting who can enter the office for professional reasons (no pharmaceutical reps), especially oncologists (46%) and immunologists (44%). 28%of those with rest

33、rictions said they believe it is something they may implement permanently and another 44% said they would keep the restrictions “for the foreseeable future.” 19 Restrictions in access to healthcare facilities will continue for some timeperhaps even permanently. Physical access is limited and is expe

34、cted to stay that way. 43% Restrictions implemented 28% 44% for the foreseeable future permanently Before COVID-19, 64% of meetings with pharma sales reps were held in person. During the pandemic, this shifted to 65% of meetings held virtually, consistent across therapeutic areas: 20 Sales rep meeti

35、ngs with HCPs have shifted from in-person to virtual meetings. Before pandemicDuring pandemic In-person meetings Virtual meetings 64% 65% The majority of HCP meetings with sales reps are now virtual and are expected to stay that way for the foreseeable future. 21 The majority of HCPs are interacting

36、 with sales reps more than before COVID- 19. However, they want sales reps to have a greater understanding of their needs and expectations. Sales reps are communicating now more than ever, but struggling to be relevant . 61% of HCPs said they communicate with pharma sales reps more now than before C

37、OVID-19. 61% During COVID-19 57% of HCPs said pharma sales reps are failing to understand the real impact of COVID-19 on them. 57% During COVID-19 22 87% of HCPs want either all virtual or a mix of virtual and in-person meetings even after the pandemic ends. Only 10% want to go back to pre-COVID nor

38、ms for in-person meetings. HCPs want the human connection with sales reps in the future, but in different ways. A shift to a more virtual model means that pharma sales reps have to provide more value to HCPs to get on their schedules. 39% 48% 10% 3% A mix of virtual and in-person All meetings to be

39、virtual In-person meetings No meetings 43% of HCPs predict the rise of purely virtual doctors that will influence treatment decisions for their patients, especially in oncology (52%): 23 As the move to telehealth gathers pace, new engagement strategies will be needed for virtual doctors. Pharma will

40、 need to identify and engage virtual doctors, who may not currently be part of call planning. Virtual doctors will emerge as new influencers in patient treatment and a new focus for pharma rep engagement. 33% 10% An additional 33% believe those virtual doctors will influence treatment decisions for

41、a small portion of their patients. 10% believe that HCPs that treat 100% of their patients virtually will influence treatment for a large portion of their current patients. 43% Copyright 2020 Accenture. All rights reserved.24 What now? Reimagining pharmas role With COVID-19 disruptions to the tradit

42、ional way of interacting with patients and delivering care, pharma has the opportunity to reinvent its relevance to healthcare providers and rethink its model for engagement. 25 Express Empathy. Recognize and respect the unprecedented human impact of the COVID-19 pandemic today and tomorrow, underst

43、anding implications of delayed treatments, patients ability to afford treatments, and ongoing mental health challenges. Rethink Messages. Review and refresh value propositions to draw out key messages that drive more impact in a post-pandemic world such as highlighting the ease of administration and

44、 ability to maintain adherence without visiting a physical facility. Now more than ever is the time for pharma to reframe and reinvent its relevance. Expand Support Services that Matter. Extend practical support to deliver care as close to the patient as possible, from providing clear and easy-to-un

45、derstand instructions for in-home care to providing details about lab testing locations and care sites so patients can save time and reduce travel to access care. Create Partnerships. Build relationships with digital health innovators to deliver new solutions that enable the healthcare provider to c

46、ontinue to support patients to achieve improved adherence to treatment. Empower the field to engage more relevantly 26 Evolve field roles to fuel more meaningful customer engagement strategies. Pharma companies must consider how reps unique customer insights and time spent physically off- territory

47、can be repurposed to architecting more personalised and targeted HCP engagement strategies. Selected reps could be assigned new responsibilities alongside their marketing colleagues such as supporting physician journey mapping and helping design the omnichannel experiences that will resonate with th

48、eir customers best. Plan for operational and talent impacts. New promotional models require changes to the processes and capabilities underpinning them and pre-pandemic ways of working will require revisiting. Understanding and planning for how customers are now targeted, how reps are now incentiviz

49、ed, and how new competencies and skills are now embedded all require a thoughtful and coordinated approach. Pharma must evolve the field model and seize the opportunity to test bold new ways of thinking and working. Trust the field on how best to use digital and data to know and engage their customers. Pharma companies must empower their reps to be the centrepiece of the HCP experience at a time when pressures on capacity and access demand more precision and relevance than ever. Granting reps more autonomy over digital touchpoints - such