(10) Insight for Pts Journey

Insight based Brand Plan

1. Pts journey: Quantitative analysis
2. Pts journey Qualitative analysis
3. Pts journey : Qualitative research, dr interview
4. Pts journey: Qualitative research, patients
5. Pts journey : To-dos before quant research
6. Pts journey; Quant market research
7. Pts journey: Pts Quant Research
8. Quantify Pts Journey by Market Research Results
9. Pts Journey based Forecast Model
10. Insight for Pts Journey
11. Current/Desired Perception
12. Let's try Insight Workshop
13. Segmentation, Easy to Say, Difficult to Use
14. What is Brand Strategy? CSF?

Now we have created a quantified Pts journey (consistent with the Forecast model).

From the pts journey, we determine which moment has the greatest opportunity and then decide on a strategy, but this pts journey is a "quantitative" pts journey and has not yet incorporated any "qualitative" elements.

Quantitatively, the number of missed patients in the moment of "getting non-patients to visit the hospital" is the largest, so it is certainly the biggest opportunity; however, in order to "turn an opportunity into a business and connect it to sales of our own products," it is a matter of (quantitative size) x (qualitative feasibility) of that moment, so a qualitative judgment is also required.

Of course, "getting patients who don't visit the hospital to visit" is a huge opportunity in terms of the number of patients who are missed, but this is quite difficult in Japan, where DTC displaying brand names is not possible. The further upstream you go on the pts journey, the more difficult it becomes for your actions to make an impact. Therefore, it is necessary to thoroughly understand and analyze moments from both quantitative and qualitative perspectives and prioritize which moments we should focus on.

For many brands, getting customers to choose their products through brand choice is often their top priority. There are brands for which "brand choice is the only moment they have to work on," and in those cases it may be better to break down brand choice a little more, but we'll save that for another time.

The moments we might want to focus on for product X are:

1. Seek treatment: If you feel symptoms, visit a doctor for hay fever.
2. Brand Choice: Doctor prescribes product X among antihistamines
3. Taking frequency: Number of times you take the medicine/hay fever season (once or twice)
4. Pts acceptance: Patient acceptance of product X

In the case of Product X, Treatment choice (selecting an antihistamine to treat hay fever) has been omitted as this is already a standard treatment, but there are many brands that include Treatment choice.

I keep writing that in the age of insight marketing, the customer’s true feelings are important, but true feelings are qualitative information, so it is very important to think about each moment qualitatively. But what kind of qualitative information should we think about?

• Who are the key stakeholders?
• What are key stakeholder's true feelings about this moment?
• What are the drivers/barriers for key stakeholders?

First, let's consider "(1) Seek treatment: If you experience symptoms, visit a doctor for hay fever." The key stakeholder is, first and foremost, the patient. Patients may go to the hospital at the urging of their family or friends, so the people around them are also stakeholders, but let's first dig deeper into the patient themselves. At this time, we pose ourselves as three types of people (= recruiting conditions for quantitative patient surveys) -- "patients who visit the hospital every year for hay fever," "patients who have symptoms but do not visit the hospital (those who purchase medicine at a pharmacy)," and "patients who have symptoms but do not visit the hospital (those who do not purchase medicine at a pharmacy)" -- and dig deep into their true feelings. At this time, the results of the qualitative/quantitative survey, especially the differences in the amount of consent questions between patients in the groups 1-7, will provide a major hint and evidence of the difference.

Sentences in bubbles are insight of each pts segment. I think it's a good idea to start off in a Brand Team Workshop by having everyone write down their notes on Post-it notes and then organize them. It's important to note that by focusing on the moment of "whether or not to go to the doctor every year for hay fever symptoms," you might be tempted to expand and write about Product X, but the purpose here is to think deeply about the patient's feelings and true thoughts at this moment in order to arrive at insight.

The Driver came out from "Patients who visit HCP every year" and the Barrier came out from patients who do not visit HCP every year. Here, we have entered the numbers from the quantitative survey results (the sum of the top 3 agreements on a 1-7 level of agreement). When creating personas for each segment, try including quantitative information about the persona's important elements from your research results, as this will make them much more persuasive. For this reason, don't be afraid to include consent questions 1-7 in your quantitative research.

When we add this qualitative information to our considerations, it seems that the hurdles to getting patients who are satisfied with OTC products or who are not even taking medication to visit the hospital are quite high. Perhaps you can determine priorities such as, "It would be better to focus on Brand Choice for a while after Launch."

Let's also look at brand choice.  We will cross-tabulate the results of the quantitative survey by doctors with a high intention to prescribe product X (50% or more) and those with a low intention to prescribe product X (less than 50%), and make extensive use of these results to think in the same way as patients. With new products, I usually start by cutting them down to the level of prescription intent (or high, middle, low), but if you have any other ideas like "Maybe cutting them like this would be better," then please try them out and cross-tabulate the patient survey results to see the results.

(This is almost same as presented in the ps journey qual research, but please understand that this is a setup where the hypothesis we made before the survey was correct)

Looking at it this way, Product X's claim that "effects last for one month with a single oral dose" has a strong impact and leads to an intention to prescribe it, but doctors who do not prescribe Product X often seem to have barriers in that "I think the long-lasting effect is good, but I'm worried about what will happen if side effects occur" and "I'm not having any problems with my current antihistamines in the first place."

As some of you may have noticed, this often leads to segments that are divided into those based on the doctor's high/low intent to prescribe. At launch, we identify the differences in thoughts and feelings between doctors with a high intention to prescribe and those with a low intention to prescribe, create an adoption ladder, and use that to divide segments. This is easy to understand for both the brand team members and medical representatives, so we recommend it. This time, by prescription intention

1. Knowing product X = awareness 
2. Prescribe product X to some patients (<50%) Trial/usage
3. Product X: First-choice antihistamine (50% or more) Loyal customer

In that sense, this segmentation based on prescription intention is similar to the adoption ladder. I will cover Segments in more detail in another article.

When doctors who have a low intention to prescribe product X understand that product X is a good choice but they are worried about side effects and that the only thing they are not particularly having trouble with with their current medication is the barrier, the action that should be taken becomes clear. In the early stages of launch, it is important to firmly establish that "a single dose of product X lasts for one month" and "its safety is comparable to that of existing drugs" (this is exactly the same as in the era of SoV supremacy). Then, (this is the Insight era) we will consider the potential needs and barriers of doctors and customers, and in the case of product X

Physicians are particularly satisfied with existing antihistamines

In this regard, you may come up with ideas such as creating a system to make patients aware of their feelings and the many needs they have, but I will touch on this in the section on action planning.

Also, there are cases where "the doctor recommends product X, but the patient refuses," so let's also try the patient for product X.

Pts quant research also tells that patients will accept product X if doctors recommend it with confidence, so we need to think about how to get doctors to confidently recommend product X to their patients.

I don't think it's necessary to do this for every moment in the Pts journey, but for a particularly important moment, in this case Brand Choice, I think it would be a good idea to hold workshops etc. with the Brand Team, focusing on that moment. As for segments, which I will touch on next time, brand choice is overwhelmingly important (at launch) for Product X, so I think it would be a good idea to create a doctor segment at this moment.

The idea was to qualify the Pts journey, in other words, to infuse insight into it, but I got sidetracked as I was thinking about various things while looking at the survey results, pretending to be a doctor or a patient. However, qualifying the Pts journey allows you to properly prioritize each moment, organize segments, key messages, and information that can lead to action. There are quite a few cases where this is not done properly (the ghost of SoV supremacy?), but I recommend adapting to the age of insight marketing and trying to do it.