Impacting Behavior of the Untreated and Undertreated: A Brand Management Imperative Market Research NOP World Health Sue Ramspacher Senior VP, Healthcare Consumer Practice When marketers are asked to define their primary patient targets, they usually answer: “diagnosed, treated with a competitive therapy, but unhappy with side effects and/or efficacy.” In marketing terms, they are going after the low-hanging fruit. This practice is increasingly less effective, as therapeutic classes become crowded with products that are only marginally differentiated. Marketers must reach beyond treated patients to focus on new targets: untreated and undertreated sufferers. They have to motivate patients to try new or different prescription therapies. They need to create communications that help people to identify themselves as sufferers and to help them overcome their resistance to treatments. Only then, can programs be implemented that effectively promote long-term brand preference and loyalty. Finding the Untreated and Undertreated Untreated and undertreated sufferers represent a huge market. In many high-incidence categories, 50% to 75% of sufferers are not currently treated. Moving just a small percentage of these patients into treatment can bring a tremendous financial benefit to a pharma company. The challenge is identifying these individuals and motivating them to change. People who identify themselves as suffering from conditions for which prescription treatments are available can be classified into seven segments based on a combination of health-related values, disease characteristics, and treatment preferences. At one end of the spectrum are the “Rx-Friendly” (the low-hanging fruit); at the other end are the “Rx-Rare” (suffering from mild nuisance conditions). In between are four patient segments, which represent almost 50% of the population. These groups are composed of self-diagnosed or diagnosed non-Rx users who may not be getting therapy. Analysis of these “sandwich” segments, based on their attitudes toward medication and their satisfaction with current therapies, reveals that they are Rx-Resistant and Rx-Dissatisfied. The Rx-Resistant, representing 36% of healthcare consumers, are comprised of “Directors,” who are active resisters, and “Free Thinkers,” who view prescription treatment as a last resort. They are reasonably healthy but index high on conditions such as high blood pressure and high cholesterol, which, if untreated, can lead to more serious cardiovascular disease. The Rx-Dissatisfied represent 29% of healthcare consumers and fall into two segments: the “Malcontents,” who are older and suffer from multiple conditions, and the “Strugglers,” who are younger but consider themselves in mediocre health. Both segments are “cyclers.” They are in and out of doctor’s offices, on and off prescriptions, and often change brands. Taking Action Once the Rx-Resistants and Rx-Dissatisfieds are identified, the challenge is to motivate them to change. Given their different perspectives, a one-size-fits-all message won’t work. Rx-Resistants harbor ongoing biases against prescription use, although their personal experiences with medications reveal reasonably high satisfaction. This suggests that it’s worth the effort to attract this group. If marketers can overcome their aversion to a trial prescription, they will gain a high-value patient. They are outwardly healthy, but have a tendency to suffer from asymptomatic diseases; thus they may not yet be in the market for a specific brand but instead, for disease information. Therefore, disease-awareness and prevention messages are more effective than brand messages. While DTC may not generate immediate brand requests, this vehicle is necessary to help them recognize symptoms and convince them to discuss their conditions with physicians. In contrast, for all their experiences with physicians and medications, Rx-Dissatisfieds are not getting the relief they expect. This makes them vulnerable to prolonged treatment with OTC products, switching, and discontinuation. DTC advertising will get these patients on drugs, but unless physicians manage expectations, probe for symptom management, and monitor compliance, these patients will be expensive and transitory acquisitions. They must be trained to seek treatment sooner and to interact more productively with physicians.

Download PDF