10 Key Differences Between Pharma Market Research and Pharma CX

Customer Experience | Market Research | Pharma | PeopleMetrics LIVE

Reading time: 49 minutes

Trusted Experience Management Partners

"Pharma CX" might sound a lot like market research, and while there are some similarities, there are also key distinctions that can provide a huge advantage to Pharma manufacturers who understand the difference.

In this session, we review 10 key differences and explain how certain fundamental principles of traditional pharma market research can create limitations around effectively measuring and managing pharma customer experiences (patients, HCPs, caregivers). We also talk about how actually creating customer experiences with intention falls outside the scope of market research altogether.


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Madeline Good: Hi everyone! Welcome to PeopleMetrics LIVE! Today, we're reviewing 10 key differences between Pharma Market Research and Pharma Customer Experience, or CX. Sean, some people might not know this, but in our 20 year history, PeopleMetrics has actually... we used to do a lot of market research for Pharma, right?

Sean McDade: Absolutely, yeah. I mean, the company started doing a lot of market research for pharma and a few other industries. We still do every once in a while for Pharma and some other industries, so we know it really well. We've been doing customer experience work since the beginning as well, and the company at one point was doing a lot of both. We'll get into the differences, and I think they're very complimentary -- they're like brother and sister -- but there are some very important differences between the two. We see the pharmaceutical industry adopting some of the principles of customer experience that have been going on in other industries like hospitality and a few others lately, so I think it's an exciting time to be talking about this.

Madeline: Yeah, I like what you said about them being like brother and sister. Can you tell us a little more about what you mean by that? What are some of the similarities between the two?

Sean: At a very high level... Let me just say this -- when you're measuring and managing and improving the customer experience, there are elements of market research that are absolutely critical to that, right? You have to figure out who you're going to ask questions to, you're going to figure out what questions you're going to ask them, figure out the cadence of those questions...

Kirk Lohbauer: Sample size...

Sean: You've got to figure out sample size, what are we doing to do with this information to make better decisions on the behalf of the customer... All those things are fundamental market research principles that at PeopleMetrics we believe in very strongly. We'll get into some of the differences, but I'd say when you're thinking about it, one of the bigger differences is when you're measuring the customer experience, typically you're measuring it consistently on a key moment of truth or touch point and the information that flows back probably gets distributed more broadly than market research does, which may live in a brand team or an insights of market research professional who then presents it to brand or product teams. With customer experience, typically that data gets moved around to more people within the organization who have access to it, who can act on it, maybe in real-time -- often in real-time, and improve upon it. Now Kirk, you've run market research for pharma and Pharma CX programs, right? I've done that too, but you've done that more recently, so I'd like to get your answer to that. At a high level, what would you say the differences are?

Kirk: Yeah, we'll go through the 10 components specifically, but broadly, I think you're describing it the right way -- they're both broadly focused on "how can we better understand this audience or improve some experience that we're providing?" But market research is a little more focused on, "I have a question I need to ask. I need to make a decision on this and then move forward," and then now it's just an internal decision that we're making. As opposed to customer experience, which is more of an ongoing constant conversation. So they are both generally aligned with similar sister purposes in what they're trying to achieve, but you're going to get very different but very necessary information out of both of these approaches.

Sean: Yeah, I think one of the differences on our table that we're going to show is Pharma CX there's a strategic component, but a lot of it is operational too; where market research tends to be very strategic to begin with, like you said -- "We have a question we want to answer: 'What's the best message?' 'What's the competitive landscape like?' 'What's our segment look like for customers -- like our patients or HCPs?'" And once you find that out, "Alright, I know this answer, I move on." Where with Pharma CX, we're focusing on a touch point or moment of truth or interaction. So one that we often look at in Patient Support Services is onboarding onto a new medication, right? So for a patient onboarding to a new medication, that's never not going to be important, right? That's an incredible moment of truth for a drug that will never go away in its importance. And because of that, monitoring the experience of every patient that goes through the onboarding process is critical to getting them to onboard, adhere over time, and then achieve the outcomes we're all looking for. So because of that, Pharma CX hones in on that -- measures every experience in real-time, identifies those that are not going the way we want it to, enables the pharma company to react to those if necessary and appropriate, and build up that and get batter at that over and over again over time. So it's not a snapshot. It's not a picture we take and we fix something and move on. We're fixing something, but we're also monitoring whether that fix changed anything. So maybe it's literature around the patient support services that are offered. Or maybe it's how well your case managers are interacting with your patients, or how clear is your website or your portal, your app, in terms of explaining certain really key pieces of information the patient is looking for. Those things can always be refined, improved, and made better. And that's a practical example of what we're talking about. So Madeline, why don't you throw up this slide here so we can start reviewing some of these, which I think are fun. And this is actually Chapter 2 of my book that's coming out in the fall called Pharma CX Secrets. We reviewed Chapter 1 in our last PeopleMetrics LIVE! around what makes a company patient-centric, and one of the ways your become patient-centric is to adopt Pharma CX within your organization, and we're going to get into what that is. You don't need to adopt market research because we know Pharma does lots of that, right? I mean that's already been adopted. It's great. I love working with Pharma because they're data-driven people, and market research is the core of those data-driven decisions. But Pharma CX brings that to another level and I think that's really exciting. So that was the first difference that I mentioned, right? It's strategic and operational, right Kirk? Do you want to add anything to this one that might make this more clear?

Kirk: Yeah, absolutely. I would jump back to what you mentioned, actually, the website example. I think that's a great example of something that we've done both market research and customer experience work for. A market research study on a website would be a point-in-time: "Review these sites, give us your feedback, what is clear, what is unclear, give me that interpretation..." Then you take that back, build a report, and strategically within your organization, you're going to then update your website. In the customer experience side, that might be more ongoing, and we have seen that as more ongoing as patients are tripping through these milestones, as Sean said. Perhaps it's the onboarding milestone, or perhaps it's 6 months on therapy, or after a welcome call -- whatever that experience is. Then you're reaching out to a patient -- not as much for a market research study, but to get their quick pulse on, "How is the information on the website?" where that's just one quick question and they can give some open-ended feedback as well. That's something that's more ongoing where you're able to see from the customer as their experience is changing day-to-day, what's their experience with the website? That's harder to do with a market research style survey. And as to why, operationally, you're not responding to the day-to-day needs, so not only can you make those adjustments to the website, but if you have a customer or if you have a patient or any sort of customer that tells you, "I had this issue with the website," you can also respond to them and operationally fix their issue. 

Sean: Maybe it would be helpful, and I probably should have done this, and I think we did this in the last PeopleMetrics LIVE!, Madeline, but it's probably good to do this on how we define Pharma CX. So let me review that really quickly. There's 3 components to this, okay? Pharma CX is about intentionally creating experiences for your customer -- so that customer is a patient, HCP, caregiver, whomever your customer is in the Pharma world. So it's intentionally creating... and how do you intentionally create? You think about how the customer will feel when they interact with you during specific moments of truth and touchpoints. And journey mapping is a great way to do that. That's going to be the topic for our next PeopleMetrics LIVE! in a couple weeks -- it's all around journey mapping. So it's intentionally creating, then it's continuously measuring that experience that you've intentionally created. And you're never going to get that right -- that creation is not going to be right the first time. That's why you have to continuously measure to make sure that you understand how you can improve it, right? Then it's proactively managed. The 3rd part is proactively manage that experience, and what does that mean? Proactively manage means see whether the experience you created is a positive one or not, and how to improve it. And you tweak it and then you measure it again and see if it worked. And it also goes down to potentially following up with an individual patient, HCP, caregiver, customer and making it right, and course correcting if the experience wasn't what it needed to be. Now I know this is a foreign concept, and this is a huge difference between market research and Pharma CX. It's been going on in other industries for many years. You know, it started in hospitality -- I'm sure everybody stayed at a hotel over the last few years. Maybe not the last year, but before that -- and maybe people are doing that again -- where you get a survey after you check out and if something wasn't right, you may get a follow-up email, call, letter from the general manager of that hotel saying, "Hey, we're sorry, we'd like to make it right, here's either a coupon for next time or a sincere apology, etc." That kind of individual follow-up has been happening in a lot of other industries for many years, and it's starting to happen in Pharma too with some caveats around PII and things like that that we'll get into. But I just wanted to take a step back and make sure that we're understanding how we're defining Pharma CX. Market research -- I don't think it needs to be defined, and everybody knows what that is -- it's you have a strategic question you need answered and then you go out to your market to get an answer to that question, and you're representing the market ideally with your sample that you're going after, right? That's another key part of market research, that your sample represents the larger population that you're accounting for. Where with Pharma CX, and we'll get into this, I forget which one it is... We're not dealing with samples usually with Pharma CX. We're usually going and reaching out to every customer who had that interaction with certain rules around not over-surveying them. But it's generally a census, not a sample.

Madeline: Thanks for that overview. I think that was good to just take a step back and review the basics -- especially with Pharma CX having that kind of larger mindset shift that needs to have everybody wrap their minds around that. So cool, we've talked about the first -- number one of ten here. Are you guys ready to move on to number two?

Sean: Let's go. I'm sure everybody's very excited to hear more. Alright, Kirk, why don't you take this one?

Kirk: Yeah, this is a big one -- length of the survey, which, for market research surveys, of course, they are very extended. Generally, these are surveys where you're trying to build an experience and you need to know from start to finish, "I'm asking a lot of questions around awareness, around usage, around competitors; ranking different items and different offerings..." So those are very lengthy surveys -- 10, 15 minutes... Some can go up to 30 minutes. Or an interview could be an hour or more. So very long survey. Pharma customer experience surveys are post-interaction, and generally you have people for a very brief period of time. And you don't want it to be 10 minutes long. You want it to be 2 to 3 minutes, maybe 1 to 3 minutes long, because it really is just focused on the experience you just had of, "How satisfied were you? Tell us about that experience." And maybe one or two or three additional questions. So that survey length, since it's immediately after and it's an ongoing experience in customer experience work, you need that to be much more brief.

Madeline: I love the point you guys always bring up about length of survey and what the point is when you're doing customer experience, which is action, right? Tying back to that operational purpose of customer experience -- that the point of getting this feedback is to act on it -- that proactive management.

Sean: Now there is a hybrid one, right Kirk, that we do a lot for our Pharma clients -- and that's an annual relationship survey that really hones in on, "what's the experience of all your customers?" So let's say we're focusing on Patient Support Services, we're focusing on one touch point -- maybe it's onboarding, maybe it's six months, maybe it's after a welcome call -- but you're not getting every customer, typically, then -- especially ones who have already onboarded.

Kirk: Right.

Sean: So we also supplement that with -- it's sort of an in-between the two. So it might be 15 minutes, and it's just getting a pulse of, "What's the experience been like with Support Services over the last year? What interactions have you had? Have those interactions been positive?" And then we even would throw in some market research-type questions around, "If you've experienced any other Patient Support Services, what were they like?" And so that's why I'm saying there are differences, and we're looking at these as kind of a scale -- a zero to dichotomous thing. But there are some that sort of hug the middle, and we do those too. And that's how we know the differences around market research and Pharma CX. There are some that kind of aren't either, I would say. They're sort of in the middle.

Kirk: Yeah, and I like what you said there. Just one last thing I'd add to that is: These different lengths are getting to different purposes, as we've mentioned, so that market research style -- what we've seen with Pharma companies is they are very good at that long-form survey, getting a strategic answer... They're not very aware yet of collecting operational feedback quickly and acting on it. So that's what we're learning.

Sean: And I guess my point is a market research style part of these Pharma CX programs happens a lot, right? So there could be a market research style survey in the middle of your Pharma CX program. That happens often. Okay, let's get to the next one.

Madeline: Alright.

Sean: Right. I think I mentioned this before. So with market research, we're usually looking at a sample to represent a larger population because we can't afford or it's not practical to go out to everyone, especially is honoraria is involved -- and that could be hundreds of dollars per participant, especially for HCPs. Pharma CX is a census. We are surveying every person who would go through that touch point. Say it's onboarding: we're reaching out to every one of those customers -- every one of those patients, every one of those HCPs who are guiding that patient on onboarding.

Kirk: Precisely, and I think one last thing I'd mention about this is that often in market research, that sample you might be reaching out to is often a panel or something along those lines -- especially if it's supposed to be a representative sample. In customer experience work, you're reaching out to your customers of, "Who has been on my website?" "Who has onboarded on my medication?" So it is really direct to your patients or HCPs.

Sean: Excellent.

Madeline: That's a good distinction to make. Alright, next up we've got participant identity.

Sean: Yeah, so this is one that kind of throws people for a loop sometimes. So we know that market research is anonymous and it's an oath we all take around anonymity of respondent data... For Pharma CX, there are definitely programs where they continue to be anonymous -- we see them all the time. We have some clinical trial programs going on where we're surveying participants in a clinical trial around the expeirence they have with the trial site and the literature they're receiving and how they're treated throughout the process... They are all anonymous, and the action folks are taking on those are more around "How do we improve the next protocol when we have another trial?" Right? So they are anonymous. But there's other circumstances, right Kirk, where it is identified and there is an opportunity to follow up on an individual customer and react. Why don't you comment on that one a little bit?

Kirk: Yeah, absolutely. For Pharma customer experience, it is usually identified because... back to that purpose of it being operational -- the idea is: you improve the customer experience for an individual by finding out they had a poor experience and then fixing it for them. This isn't something Pharma teams are used to in the past, but it's becoming more common as they're getting these support teams. So when a patient completes the surveys and says, "I had a bad experience onboarding my medication... I don't understand my insurance," or, "it's a long drive to the pharmacy," or "I don't like the materials I received, I don't feel I have enough information..." That isn't something you just want to collect and improve for the future -- you want to fix that for the patient as they say it, because that's an ongoing issue that they're having. So the fact that it is identified means that you are able to fix those issues. This is something that, as Sean mentioned, has been common across other industries for years and years -- in hospitality, in hotels, restaurants... In the Pharma world, there are certainly many more precautions in place -- guard rails to make sure you are very conscious of PII and how you're handling that in a safe way, but there is certainly a possibility that you can respond to individuals and improve their experience.

Sean: Yeah. Right, so in other industries, when somebody has a poor experience, like at a hotel, an alert goes out to either the general manager of that hotel, or maybe people in the customer experience team, that customer's information is usually revealed -- their email address, their phone number -- they want to make it easy for them to follow up. In Pharma, when it happens with a patient, that isn't the way it happens, right? So no patient information is revealed on that alert -- there's some sort of unique identifier that only a handful of people within the company can access. And then those who can and should have access to that patient information will be able to eventually identify that patient for follow-up, right Kirk? That's kind of how it works.

Kirk: Precisely.

Sean: Great. Why don't we get to the next one, Madeline? This is such fun. Alright. Communication with the customer. Right. So based on this identity piece, you might understand where we're going to go here. With market research, it is usually a one-way kind of dialogue. We reach out to patients, HCPs, caregivers, whoever the customer is, and we ask them questions. And the only two-way dialogue is we're paying them money or not, right? We're sending them the money, but we're not interacting or going back and forth. With Pharma CX, there is a two-way dialogue when there are customers who had a poor experience that could get followed up on. Because there is a dialogue that happens then, right Kirk? That's what we're talking about here.

Kirk: Precisely. That's really key to the purpose. It gets back to, you know, in a market research survey, if I say, "I don't like XYZ," the person who's running the study doesn't tell me, "Okay, here's what we'll do to fix your problem." They put that into a report, which then goes to the sponsor of the report and then hopefully this becomes some change down the line. However, with Pharma customer experience, the idea is: if I'm communicating to you that I'm having an issue, this does need to be resolved now. If we again take it back to the hotel space, if I get a survey and I say, "My room is filthy," or something like that, that's not something that I want to act on in a report on later -- that's something I need to notify a manager of now to act on now, and that same principle applies. "I'm having a problem with my medication" -- much moreso than in hospitality, I need that resolved now.

Sean: Good.

Madeline: Alright -- timing. 

Sean: Right. So I defined, as part of the definition of Pharma CX, I talked about continuous measurement. So it is continuous over time, measuring a touch point that people think is really really important, where market research, like we've said, is a snapshot typically -- "we're taking a pulse today, we're getting our quota that we feels represents the market, whether that's 200 or 400 interviews, and then we're out." Where Pharma CX goes on and goes on, and it's continuous to improve that touch point over time.

Kirk: Yeah, and I think just the last thing I'll note on the continuous nature -- the reason that's so important is because of that operational focus -- that things change day-to-day. For instance, "we have changed a specialty pharmacy provider," or, "we have changed our website, we've changed the staffing at our support team..." All of these things, there are going to be day-to-day fluctuations that you need to understand and measure continuously.

Madeline: Right. Speed to results.

Sean: Yeah. So market research is complicated, and it can take time to get the results back, right? And it's often a report that gets put together by a specialist, analyst, and it can take weeks if not months to get the results back. With customer experience, there is software that's part of it, and that's where the industry has gone in a lot of ways in other industries like hospitality and financial services and restaurants and retail, where it's basically software. And the software allows you to access the results in real-time. Now, we also believe that there's other parts to these programs that are really really important -- like asking customers the right questions, figuring out what moment of truth you want the survey to begin with... Who gets access to this information and what are their roles? Who gets to follow up with a customer and close a loop and who doesn't? How do we make sure PII is protected? How do we make sure that adverse event reporting is reported in the right way? There's a lot of other things that are non-technical in these programs that I just want to make sure folks understand... But the technology part is really exciting because when your customers are providing the feedback, you're getting to see it, logging into a platform like PeopleMetrics, in real-time.

Madeline: Alright, incentives.

Sean: Yeah, Kirk, you've done a lot with incentives -- why don't you tackle this one?

Kirk: Yeah, absolutely. So of course, with market research, as folks know, there's almost always going to be an incentive -- certainly if you're asking for anyone's time -- for 10, 15, 30 minutes or more, you're going to need to pay them for that -- patients and HCPs especially. For customer experience work, and if anyone is on this call who's more focused on market research, you may be surprised that incentives in customer experience work are very rare. And the reason for that is one, because they are so brief. And the second is because patients especially really want to give this feedback. If you just had an interaction with a pharmaceutical company -- something along your patient journey -- you're generally eager to give feedback on, "Here's how that experience went." These are medications that can be important in a patient's day-to-day lives, and they're eager to respond to these surveys. So often, you don't have incentives. If you do have a longer survey, something that goes out to HCPs, as Sean mentioned, sometimes there are these longer customer experience surveys... They're, as you might expect, you would need an incentive. But for most of these projects, you are not going to need that because the patients want to give this feedback.

Madeline: It's worth noting, too, that -- we've talked about this too -- that we are all pretty used to giving this kind of feedback too, right? Just from our experience with doing it with hospitality and all those kinds of things. It's kind of expected to be given the opportunity to give this kind of feedback.

Sean: Yeah, I mean people now go on Twitter, right, and expect a response.

Madeline: Yes, yep.

Sean: They say they had a poor experience. Not that I'm suggesting patients do that, but...

Madeline: Free Taco Bell for life!


Sean: Alright, let's go to analysis, which it still super important with Pharma CX. And you know, despite the results being in real-time, it's something that we feel like is important for someone who knows what they're doing to look at the data. So in market research, all data, just in terms of the kind of unit of analysis, is in the aggregate. We're generally not looking at individual responses too much. And it's trends, graphs, and summaries of what the market is saying about whatever the problem is you're trying to figure out. Where with customer experience, you still have that, right? There's still... I think for every one of our clients, Kirk, we do at least an annual snapshot of what's going on with their Pharma CX program -- what is the overall level of experience? What's going well? What are some of the areas for improvement? How is that trended over time for the year? All these things. Quotes from patients that help illustrate those things, or HCPs... But it's an individual analysis too. And that individual analysis is when something goes wrong, you're able to follow up and look at it individually and make a call on whether a follow-up is necessary and who should be doing that.

Kirk: Yeah.

Madeline: Alright, and I think this is our last one: Access To Results.

Sean: Yes -- "everyone" is kind of in quotes -- so it could be everyone, but it's anyone who interacts with the customer. So for market research, typically it's the market researcher, insights team, and the product or brand sponsor, right? That's who's getting the results usually a little bit after the study is done. It could be weeks, like we said, or months. Whereas Pharma CX, it's about anyone who could improve the customer experience, and may even have had an influence on what that experience is. So those teams, like the insights teams, definitely get it, and the product team certainly could get it too. But for example, the Head of Patient Support Services could, and often does, get access to that part of it if it's a Patient Support Services type touch point that we're looking at. Case managers could get their own data looking at the patients that they interacted with over a period of time, which certainly wouldn't be the case in market research. And with the technology, the potential is for it to be distributed across as many people within the organization as needed to get benefit from it. And one of the ways we talked about pharma companies really becoming patient-centric is not only listening to customers continuously, but having that data, that information accessed across the organization. And with Pharma CX, because of the technical component, that's not only possible, it happens every day in reality.

Kirk: Yeah, and one last thing I'll note on that is this Pharma CX approach, as we described on our last PeopleMetrics LIVE! call, is essential to patient-centricity. A lot of companies talk about patient-centric they are, but in order to really make it something that's not just a statement or slogan, you need to act on it. Getting that data in front of everyone is important to patient-centricity. With market research, since it is question-focused, goal-focused, you want that siloed to the teams who are working on. Pharma CX is about bringing an understanding of patient needs across your organization. So you want that shared with everyone who touches the patient, that it's relevant to. So even if you're not sharing every result, you want to broadly share, "Here's the patient feedback we're getting," and make that available to your company.

Sean: It's a way to make patient-centricity real. I make the point in my first chapter of the book. Making patient-centricity real is sharing the patient experience to as many folks as you can within the organization. Absolutely people who have an influence on that patient. And everybody has an influence in some way, right? So the people who are the R&D people who are creating the medications that will solve patient problems -- they have an impact. Your support groups who are directly interacting absolutely has an impact. Your clinical teams who are dealing with patients and focusing on their needs in trials definitely does. And really the key to patient-centricity to me is Pharma leadership telling the story around how everyone, ultimately, no matter what they're doing at the company, touches the patient in some way -- even if it's two or three degrees of separation from that patient.

Madeline: Right. Everyone's work ultimately ends up affecting that experience in some way. Well guys, this has been a great conversation, and when we post this video to our YouTube channel, I'll be sure to include a link to download this little breakdown sheet just to have as a tool. I think this has been a really good conversation about these distinctions between market research and customer experience. Before we end, let me stop sharing my screen here, and we did have a couple questions that I want to combine into one, actually, which -- I'll just make it a two-parter. Part one is "Do patients respond to customer experience surveys?" and part two is "What's the best way to get started doing something like this -- collecting customer experience feedback in Pharma?"

Kirk: Yeah, absolutely. I think with any program like this, a great place to start is, since it's around these moments of truth, what are those key moments of truth for you? Think through, "What were the top two or three or four experiences that we want to measure?" and start with one of those. We often find, generally with our customers, that that's around onboarding. That's a key pivotal point for patients, HCPs, caregivers... And that's the point where you want o reach out to all these folks of either, you have onboarded, a patient you care for is onboarded, one of your HCPs' patients has onboarded... tell us about that experience from diagnosis 'til now. And then we can iterate and improve that experience.

Sean: I think I'd answer that by giving everybody a tease to tune in next time. We will be going through how to create a really great journey map for your customers -- HCPs, patients. And that's really the first place that I'd always begin one of these programs, is mapping out all the touch points that you interact with your customer now. Hone in on one or two that you feel like make the biggest difference to that customer, and if that goes wrong there's a real problem and if it goes right, it could lead to good outcomes for you. And then start thinking about, "Okay, how do I measure that continuously?" and, "If I do, who gets access to that information?" and, "If the experience is poor, who follows up and how do we track those follow-ups?" That's best practice on how to create one of these programs, and I'm super excited, Madeline, to do that next one. Chapter three in my book is all around that, and I think it's one of the stronger chapters in the book. I'm really excited to get this chapter out to the world. In the meantime we'll do a PeopleMetrics LIVE! on it.

Madeline: Yes, exactly. I love that. I'm excited for that topic too, because I think sometimes people think that journey mapping is a super overwhelming exercise that takes months and months, and, surprise! It's not. It doesn't have to be. And I think we'll give some good tips next time on ways to do that. Alright guys, well thank you for this great session today. I really hope this has been a valuable conversation for everyone that we've got on the line here learning about Pharma CX -- that mindset shift -- and how it's different -- a sibling to market research.

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Posted on 04-08-2021