At Infosys, our Insurance, Healthcare and Life Sciences teams strive for holistic, better and safer healthcare through the technology we create. In this blog, we will discuss healthcare IT, obstacles, successes, new ideas and much more, with the aim of improving healthcare technology, and quality of life as a result.

« November 2010 | Main | January 2011 »

December 31, 2010

ICD-10 - is there sufficient time for integration?

Looking at the progress of the ICD-10 implementation across the industry, I'm wondering if there is going to be sufficient time for integration between different stakeholders. For payers, this is especially a big challenge.

ICD-10 migration can be broken down into the following phases, with 2 integration milestones.

• Phase-1: Internal system remediation, including updating benefit rules that are coded deep into the home-grown adjudication systems
• Phase-2: Vendor product upgrades, including core benefit systems in some cases, and fraud detection and grouper/pricer software in most cases
• Phase-3: Integration between phases 1 and 2, and testing of transactions end-to-end within the payer environment
• Phase-4: Trading partner upgrades. This will include communication of the new/updated rules with trading partners. 
• Phase-5: Integration with trading partners and testing transactions end-to-end in a real production like environment

Product vendors are working aggressively to make their ICD-10 compliant products available as soon as they can. But some vendors have stated that their products are going to be ready in 2013! Payers will need at least 3 - 6 months to conduct integration and testing within their environment. Assuming that the vendors are ready in early 2013, payers will have less than 4 months to test with providers!

May be I'm overcomplicating things. After all HIPAA and NPI implementations required product upgrades and trading partner testing and the industry seems to have managed these implementations without many issues. Also, the industry looks to be on time for 5010 implementation as well. But then, these implementations didn't require as invasive changes to payer internal systems as ICD-10 does, so a new integration need has emerged that wasn't as important in case of NPI or HIPAA. 

December 27, 2010

Think..... Before you Crosswalk...

While the Payer industry is maturing with their knowledge of ICD-10 & crosswalks, there is no new surprise that most of them have realized that CMS GEMs are not magic bullets and aren't the only solution for their ICD-10 Crosswalk. With thorough analysis, the industry today has found the backward GEMs to be less challenging (with almost 75% 1:1 mapping relationship) over the forward. Many of the payers have therefore decided to go for it with a mindset to override rest of the backward GEMs complexities with creation of simplified custom map/maps. But, let's be honest in understanding that any crosswalks/custom map is not going to be 100% reliable. A crosswalk is not all about mapping a set of source code to its targets. It's a meaningful and logical translation of one code set to other by keeping the underlying concept of the codes all the same in the course. In the exercise of mapping, there is potential risk that information can either be completely lost or will get added by an assumption about the condition or care provided that may or may not be true. Validation of code set translation will be based on skilled human judgment and will hugely require significant modeling and testing to ensure financial and clinical transparency.

Understanding the gravity of the associated risk as per me, payers should start their crosswalk solutioning with definition of High Level Requirements and the business need assessment. Understanding that forward crosswalk is challenging simple adoption of backward crosswalk will not mitigate the problem. Scenarios in backward map where more than one ICD-9 code is required to translate the ICD-10 code, determine if a 1:1 mapping is possible or to analyze the ICD-10 codes that do not have an ICD-9 map or even decide if a suitable ICD-9 alternative is available will always be a daunting task to accomplish. Above and all to reduce the substantial financial risk out of crosswalk there is an inherent need to identify DRG variations between original and mapped data. Pointing out areas where a more detailed analysis of the CMS maps is required and/or if an alternative map is required is also not that easy. The criticality will further lie in ensuring that the new ICD-10 mappings does not affect their existing benefit policy, pricing, care management or reimbursements to providers.

Honestly, significant work is left to the payer to analyze and determine how best to map the ICD-10 codes with the precursors to reach financial neutrality and clinical equivalency. Payer organization better answer the following before they decide to crosswalk, irrespective of the mapping direction they opt -
• Where in the business process is the need to go to find the ICD-10 equivalent for frequently used ICD-9 codes?
• How best can the GEMs be used and in what different business scenarios?
• What direction of GEMs (forward, backward or reimbursement) serves the transition goal?
• Will an enterprise level map serve the purpose? Or there is need of different maps across the functional areas?
A successful crosswalk implementation will invariably depend on right planning, assessment and analysis. Crosswalk though an intermittent solution, can cause some real catastrophe by defeating the purpose of the transition to ICD-10 which is more specific, accurate and complete to provide improved, effective and efficient healthcare. I would therefore suggest to take the time to do the hard work now instead of paying later!

 

Analytics for Accountable Care Organizations

The PPACA recommends a number of payment reform pilots to control rising healthcare costs and Accountable Care Organizations (ACOs) are one of them. ACOs have two-fold objective of reducing healthcare costs by efficient care delivery and improving healthcare outcomes. An ACO will typically be a consortium of primary care physicians, specialist and one or more hospitals that take complete accountability of cost of care and clinical outcomes for their local population. ACOs will be eligible for bonuses if they meet both a quality and cost benchmark and penalties if they fail to meet the benchmark. There will be a strong significance of integrated clinical, operational and financial analytics in helping ACOs achieve their objectives. Integrated analytics will provide a clear line-of-sight into inefficient operational areas and their cascade effect on quality of care as well as cost of care. ACOs also need to analyze historical data for various disease progression paths and the cost associated with them. For creating a successful and sustainable ACO, advanced healthcare analytics needs to be leveraged for:
• Value scan to identify operational areas with significant potential for cost savings. By fine-tuning operations, cost of delivering care services can be reduced. 
• True clinical accounting to estimate cost of services at the most atomic level is required which can be supported by advanced analytics. Most providers track cost of services at macro -level. In hospitals, cost-benefit tracking is done at department level. There is little visibility into the end to end cost of a particular healthcare service.
• Identifying the inter-dependencies of clinical, operational and financial performance metrics to define optimal cost reduction strategy with no adverse impact on clinical outcomes
• Predicting cost of care for beneficiary patient population. Based on demographic spread, race, ethnicity and existing case mix of chronic patients and seasonal variations, expected cost of care can be predicted.
• Identifying effective interventions for reducing cost of care and improving outcomes. Amongst the numerous case management and disease management programs that ACOs might undertake to reduce healthcare costs, it's important to evaluate which is delivering result and which is not.
• Comparative analysis of performance of participating providers and root cause analysis under-performing metrics is essential to ensure cost and clinical quality targets are met by all the participants of an ACO.
• Quantifying benefits and cost savings from various initiatives to reduce healthcare costs and improve clinical outcomes would require analytics. This is needed for bonus or penalty distribution that is commensurate with the participating provider's performance and their contributions to reducing cost of care and improving clinical outcomes.
• Implementing benefits sharing models would require analytics and business rules implementation
Key Business Intelligence (BI) capabilities required to support the above mentioned information needs of ACO would be statistical modeling, correlation analysis, predictive modeling, problem analysis and "what-if" analysis. ACOs would need an integrated data warehouse and a BI system across participating provider organizations. As there is only 3 years mandate to participate in an ACO, it remains to be seen if participating organizations will be open to making huge investments in advanced BI systems that, in my opinion, are essential for the long-term sustenance of the ACO model. 

December 7, 2010

Is Spontaneous Data Dead?

The intent of all Post Marketing Pharmacovigilance programs is to avert physical harm, and the related negative business impacts to a manufacturer due to a potentially serious Adverse Drug Reaction (ADR) associated with a specific product (pharmaceutical, biological or medical device) that was not detected during clinical trials.   The process by which this is achieved varies in scope and complexity, but simply stated it is the analysis of Adverse Events (AEs) for a specific product collected over the life of that product also known as Safety Surveillance.    While seemingly simple in theory, it is a challenging prospect in practice.   So much so, that the FDA didn't even provide guidelines as to what analyses to be conduct until the Good Pharmacovigilance Practices (GPvPs) were published in 2005.  The GPvPs are basically a set of ten simple analyses conducted based upon specific fields in the standard AE dataset.    All that the FDA regulations require is a process for proactive analysis of safety data.  It does not mandate the analytical process or even the data source.  The analytical process also known as Signal Detection assumes a quantitative approach that conducts statistical analysis of large AE datasets in search of disproportionately high reporting ratios of a given Adverse Event (Observed over Expected) as defined in the MedDRA dictionary.    The reality is that a Pharmacovigilance program can be as simple as the manual review of each individual AE case report or series of reports to consider seriousness, causality and expectedness (Qualitative Analysis) against a given product's label.  

Regardless, if the analytical method is qualitative or quantitative, there is one constant which is the data source itself.  Adverse Events also known as "Spontaneous Data" is increasingly coming into question by industry professionals in terms of its value due to accuracy and specificity issues.   Spontaneous data is considered dubious due its very nature due to several factors:

Reporting Sources: Adverse Events can be submitted by anyone including consumers, health care professionals, pharmacists, attorneys and even literature references. 

Collection Source: AEs are collected by numerous parties including sponsors, insurance companies, 3rd party call centers and even received directly by the FDA itself. 

As evidenced in the FDA Adverse Event Reporting System (AERS) available via the Freedom of Information Act (FOI) this situation creates duplicate reports, incomplete data, inconsistent terminology and data quality issues (e.g. misspellings).  Worse yet, the lack of reporting control can easily create a scenario whereby the number of events can be artificially inflated due to "solicitation" by legal firms and consumer advocacy groups e.g. 1-800-BAD-DRUG.  

Over the past 10 years, I have met with numerous industry professionals in various roles associated with a product's safety profile including; Drug Safety, Risk Management and Epidemiology.   During those meetings opinions are many and passions run high when it comes to the topic of how safety should be assessed and the value of source data.    On one hand, no one can dispute the fact that spontaneous data is flawed.  Drug Safety often makes the argument while Spontaneous Data is not perfect it is the industry standard and "doing nothing is not an option".   Thus we must do everything in our power to maintain high quality in terms of the analytical process and the data itself.   In the opposite camp, I have witnessed Epidemiologists openly call the Drug Safety process "poppycock" and even "voodoo" due to Spontaneous data and how it is collected.   While both camps have a personal and professional dog in this hunt, they both have valid points.  Further, they will both agree that they often have common adversaries in Legal and Marketing who are very conservative when it comes to classifying something as a "safety concern".   So if everyone acknowledges that Spontaneous Data is inherently flawed, what if any are the alternatives?  Over the past few years, the use of longitudinal patient data has increase dramatically.  Often called "Observational Data", it is the collection of several data sources including patient health records, prescription data and health insurance claims.  A relatively new and expensive data source made possible through the advent of electronic health records and sales data the use of observational data was usually reserved for formal Epidemiology studies due to higher quality resulting from greater historical information on a given drug and/or disease.  Lately, more and more Safety Scientists are increasing their use of observational data even if for just "Signal Strengthening" which is another way of saying testing of hypotheses generated through the mining of spontaneous data.  

The much anticipated CIOMS Working Group VIII report on "Practical Aspects of Signal Detection in Pharmacovigilance is expected to provide guidance if not a solution to this dilemma as it specifically addresses approaches to signal detection including both traditional statistical data mining methods and interpretation of results as well as discussion on limitations and challenges of spontaneous data.   According to the June 2010 CIOMS Newsletter, the final report is in press and is expected to be publicly available shortly.   However, according to the newsletter "The report aims primarily to provide a comprehensive resource for those considering how to strengthen their pharmacovigilance systems and practices and to give practical advice.  But the report does not specify instant solutions.  These will inevitably be situation specific and require careful consideration taking into account local needs."  Sounds like a punt to me. 

The publication goes on to state; "Finally, in looking ahead the report anticipates a number of ongoing developments, including techniques with wider applicability to other data forms than individual case reports.  The ultimate test for pharmacovigilance systems is the demonstration of public health benefit and it is this test which signal detection methodologies need to meet if the expectations of all stake holders are to be fulfilled."  

While I will reserve judgment until I can read the final report, it sounds like no one is willing to formally declare spontaneous data dead due to the enormous investments made over the years to collect it by both the FDA and manufacturers and quite possibly risk their own professional reputations as well due to previous advocacy.   However, they are clearly leaving the door open to the use of alternative data sources such as observational data or others.   In my professional opinion based on my experience over the past two years, I will also not declare Spontaneous Data dead at this time.  But it is definitely on life support.   It should also be noted that a number of valuable components have been created in support of spontaneous data that will likely continue to provide value in the next generation of Pharmacovigilance namely the MedDRA dictionary.   Further, my direct experience analyzing spontaneous data supports the conclusion that trends and outliers can be identified in spontaneous data either through statistical analysis of disproportionality or through simple trending and visualization.   In my opinion the key to successful signal detection is the consistent application of one's own training and experience when it comes to forming a conclusion based any data source.   Analysis is a human, cognitive skill that will not soon be replaced by technology.   My objective is to create technology solutions that allows one to apply their knowledge in a simple and consistent manner.

December 6, 2010

Meaningful Use Reporting: Buy vs. Build?

A question has been coming up in discussions whether or not a hospital should build or buy a Meaningful Use application.  According to our recent poll of about 100 hospitals, most are leaning towards building one.  But I have my own apprehensions here. Meaningful Use requirements are out for Phase I with Phases II and III to follow.

Will the requirements be updated once published?  They might, so maintenance could become an issue.  But probably more importantly, I see there being two wholly different approaches to reporting on Meaningful Use.  One is focused on the straight-forward outcomes reporting.  The seond is a reporting capability that sheds light on how an organization is performing day in and day out against the targets a hospital chooses, and enables identifying the people and process elements that are either greatly contributing to performance or detracting from it.  My opinion is that the latter type of reporting will prove more meaningful as a performance management tool.  And this will be difficult for all but the largest IT shops to build.  Hospitals that employ Meaningful Use reporting solutions that can deliver the more in-depth view of the day-to-day performance towards goals will find themselves more readily meeting and exceeding their objectives across all criteria, which is the principle aim of the legislation.

My thoughts on the Health Benefit Exchange...

Health benefit exchanges will take different designs from state to state. The requirements in each state will be different from the requirements in other. It is extremely important that each state studies its population and their healthcare needs before deciding which way to go. Take the case of the existing exchanges in Utah and Massachussetts. The Utah model is an open model which is open to all insurers and encourages unfettered competition and choices, whereas the MA model is more controlled and focuses on leveraging purchasing power and emphasising managed competion. Utah realised that their exchange needs to focus on small businesses instead of the individual customer and that is exactly what they did. Massachussetts as all of us know did the exact opposite by focusing on individuals as that is what they needed in that state. For the other states, probably both these models will not work and they might want to go for a hybrid model which suits them. Or like connecticut, try out a private exchange. Most of the staes except MN and Alaska have asked for federal funding to setup exchanges. With the density of population in Alaska, the exchange might not be financially viable.

In any given state, for the exchanges to be successful, they need participation and coopertion from the payer community. Without the support of the payers, the exchanges cannot be succesful.

In another five years time, after the exchanges are already in operation, we will still continue to have a large number of uninsured. The only difference between the uninsured of the future and the uninsured of today is that the current Uninsured is in that state because of unaffordable healthcare. In future, the characteristics of the uninsured will change. They will mostly be younger, healthier and financially well off.

Most of the US based Payers do not worry about their providers supply chain today. They leave it to the providers to manage. In most of the other parts of the world, the payers are actively involved in closely studying the supplychain and trying to eliminate inefficiencies that can help reduce the medical costs. As more and more focus is going to come on reducing the medical costs, we will see tools which will come into the market place to help the consumer identify cheaper service providers.

'Small is beautiful' - Is it the end of the road for the block-buster model?


Notwithstanding its recession proof nature, the global pharma industry currently faces unprecedented challenges related to pricing and regulatory pressures, thin late-stage pipelines, shifting demographics, efficacy issues and globalization. Today, one of the major issues that can seriously impede its growth is patent expirations. For decades, blockbuster drugs like Lipitor, Plavix, Advair, Diovan, to mention a few, have been driving the revenues for the top global pharmaceutical companies. However, sales of more than $235 billion are at risk in six years as many blockbuster drugs are slated to go off patent. This could lead to high price erosion post genericization. While top pharma majors are trying to put up a bold face to this imminent threat, their leaders recognize the need for a transformational change in their organizations and are searching for new ways to transform business models to drive innovation and better demonstrate the value of their products. Majority of companies have announced major strategic shifts and choices that have the potential of transforming the business and the business model.

It is a fact that blockbuster drugs have, till date, supported massive company expansions, incentivized significant investments in the industry and have helped to power strong research and development (R&D) investments to broaden the range of drugs available across a wide spectrum of diseases. However, a closer analysis, on the one hand, reveals an industry-wide, mid-stage R&D pipeline gap, implying the next blockbuster isn't just around the corner, and marketable compounds will be scarce; and, on the other hand, it reveals a growing demand for personal, customized health care, which, the current blockbuster model cannot accommodate.

Historically, focus of majority of the pharma companies has been centered on sales and marketing that has driven the success of many current blockbusters. However, to drive strong future sales, drugs companies need to increasingly turn towards developing drugs for niche indications i.e. to say, transform from block-buster to a niche-buster strategy. To successfully capture market share in niche markets, drugs companies will need to considerably adapt, particularly in terms of how sales and marketing is carried out, and how innovation is successfully captured.  The industry should leverage increased licensing activity and R&D collaborations to harness innovation and provide access to markets with high unmet need. It is also important for the industry to select the right geographical and disease markets to target.

To maximize value from the niche-buster model, pharma companies, considering poor returns from in-house R&D, should look to merge or acquire to grow. This strategy is particularly favored as a means of securing access to late-stage products. Also, networked growth works because specialist vendors and (bio)pharmaceutical companies are now arguably more efficient and progressive at what they do than are many major pharmaceutical companies. Of late, the industry has witnessed high profile M&A's where big pharma entered into agreement either with other pharma or biotech companies. The best examples being the recent pacts between Pfizer and Wyeth; Merck and Schering Plough; Roche and Genentech , Lilly and Imclone.

There is nothing surprising or shocking about the impending patent expiry of present blockbusters. What makes it worrisome is the failure in finding replacement for these blockbusters. Irrespective of the fact that investment in R&D has increased, the outcome from the same has been very depressing since there have been only few products that could make it to the market. Having said this, the R&D pipeline products would still continue to be the primary market drivers in the next decade. To ride this wave, companies will need to maintain their investment in research. However they will need to move away from the current 'blockbuster' mentality as therapies evolve to become more specialized and patient-customized. It's time to pursue alternative growth strategies.

 

While you're paid for waiting ........

When I started my career in pharmaceutical sales all those years ago, I remember a statement that my Area Sales Manager made in one of our initial discussions - "I hope you realize you have taken up a job in which you're essentially paid to wait". The statement hit home the point he was making - while I was expected to make 10 calls to HCPs a day, the cumulative face time would be approximately 20-30 minutes, the rest of the time would be either travelling to or waiting at the Physician's waiting room.

 

We are aware that there are significant demands placed on a pharmaceutical sales representative today (to name a few) - to have a good core understanding of ones products, compliance to industry guidelines, understanding competition, generate intent to prescribe one's brands and managing back-end administration requirements

 

Keeping in mind these demands, optimization of the wait time between sales calls presents a significant opportunity to increase the sales representative's competencies and productivity.

 

We can look at a number of ways in which IT solutions can make the sales representative's waiting time more productive - which can be achieved by adopting a wide range of technologies ranging from laptop computers to Tablet PCs to consumer-grade personal digital assistants for :

 

·         Field activity tracking - to enable a sales representative to submit daily activity information using handheld devices. His first line manager can also be enabled to view these activity reports using his / her mobile device

·         Management of customer interactions and calendar/scheduling - Every part of the customer interaction - from pricing to purchase history - can be made readily available online for analysis. Appointment scheduling and real-time alerts for notification of critical business events can also be provided.

·         Order entry and management - Data entry is performed to ensure more timely and accurate orders. Sales history could also be accessed in real-time, so customer questions are also handled immediately.

·         Inventory, order and delivery commitment - Ability to view current status of inventory. Mobility facilitates immediate reporting of product consumption (especially for high value critical case products ) leading to effective replenishment & revenue cycle closure ( stocking-consumption-billing)

·         Account management - Sales reps can indicate the progress on specific accounts to enable targeted marketing. Opportunities can be tracked more aggressively, leading to increased incremental sales opportunities

·         Workflow approval - Sales representatives can submit various contracts such as pricing contracts through handheld devices for approval, which the first line managers can approve / reject again through a mobile device

·         Knowledge Management - through upto date medical articles, sales enablers, presentations, FAQs, protocols, competitive and business intelligence 

 

In conclusion, with the appropriate IT solution, sales reps can utilize the wait time more effectively - enabling them to complete back-end admin requirements, be upto date with market and product knowledge, provide the best service and keep building stronger relationships with HCPs.

Advanced Analytics and Treasure Hunts

Treasure hunts are fun with competing teams deciphering clues to reach a final goal. The success of the journey is the ability to find and solve hidden clues which calls for a mixture of analysis, speed, teamwork and luck. Applying the analogy to business intelligence in the pharmaceutical sales context, often success in the market place depends on the ability to find complex relationships in data (clues) that are not apparent in near real time (speed)  to build successful brands (the goal).

Leading pharmaceutical companies are increasingly using analytics to understand their customers better and to drive improved decision making. This is not the basic data-gathering and review that has been prevalent in the industry: the new capability involves sophisticated analytics-making extensive use of data, statistical and quantitative analysis, predictive models, and fact-based management to drive decisions and actions. In industry parlance, this is referred to as Advanced Analytics, which has emerged from the confluence of IT and statistical techniques (like linear regression models, discrete choice models, time series models, Bayesian networks, etc).

Advanced analytics can enable pharmaceutical marketers to maximize the return on marketing investment by providing valuable insights to target the right customers with right brands with the right messages.

Statistical tools and techniques available for decision making

The key to the successful adoption of analytical CRM and advanced analytics programs is the effective use of various statistical tools and techniques that forms its backbone. Let us review some of the techniques that can be used and their relevance from the perspective of the pharmaceutical industry

  • Linear Regression Model analyses relationship between dependent and independent variable and provides an equation to predict values for the dependent variable. This technique can help marketers by providing extent of relationship between two parameters e.g. sales and marketing spend, campaign cost and new prescriptions etc.
  • Discrete Choice models - If the dependent variable is discrete then superior methods like logistic regression, multinomial logit and probit models are used. Logistic regression and probit models are used when the dependent variable is binary. Segmenting customers based on treatment preference, media consumption, demographics can be an effective use of this technique.
  • Time series models are used for predicting or forecasting the future behavior of variables. This can be used to efficiently forecast the revenues and generation of new prescriptions etc.
  • A Bayesian network (or a belief network) is a probabilistic graphical model that represents a set of variables and their probabilistic independencies. E.g. a Bayesian network could represent the probabilistic relationships between diseases and symptoms.

Examples of where advanced analytics can support pharmaceutical sales and marketing functions.

  • Acquiring the "right" customer - Predictive analytics can help pharmaceutical marketers by identifying segments of customers with high probability of responding to particular promotional campaign. They can now focus on these core customers and significantly improve returns on the marketing spend
  • Improving the life time profitability of a customer - For companies with a wide product range at various price points, predictive analytics can help in cross-sell / up-sell and support customer development. Its applicability to pharmaceutical industry may be limited due to the regulated and ethical nature of the industry
  • Enhancing customer satisfaction and loyalty - Like any other industry, retaining existing customers is a key objective for pharmaceutical marketers. Predictive analytics can help in identifying dissatisfied customers through changing patterns in product usage, analyzing feedback provided on performance, spending and other behavior patterns. It helps identify such customers at an early stage and provide an opportunity to design a retention strategy

In conclusion, the adoption of advanced analytics is helping pharmaceutical companies identify trends and thus enabling them to take proactive steps to maximize profits and save costs.

The Changing Pharma Customer

A recent analysis states that about 64% of doctors in US own smart phones and are using them to supplement their desktop or laptop computer usage to be "always on".  An average physician now spends eight hours per week using the Internet for professional reasons, a substantial jump from only 2.5 hours in 2002. Over 60 million U.S. adults consume or contribute health-related social media content, such as blogs, message boards etc and already over 10 million consumers use mobile devices for health and medical purposes.

These facts clearly indicate that the customer profile and their habits are changing fast for the pharma industry. Companies need to have a relook at their existing sales and marketing strategies and evolve their strategy to better engage with the changing requirements of their customers.

The changes are driven primarily by three forces:
1. The digitally networked generation  is growing rapidly 
2. There is an Increasing number of internet savvy  physicians
3. Affordable and Pervasive Technology 

These trends are likely to cause disruptions in the way business is conducted in near future, for example

  •  There will be a shift in types of tools used to influence customers from traditional channels to online services such as Tablet PCs, customer service portals, live video reps, interactive detailing, and e-sampling etc.
  • The use of online resources is likely to increase in the near future for content information like clinical textbooks/references, journals, conferences, news, and continuing medical education (CME).
  • Customer interactions will morph from  Impersonal, Disconnected,  Sporadic to Personalized, Contextual and  Real-time

The digitally networked customers will very rapidly set the trend and will influence all demographic segments.  These empowered customers demand rich contextual and real-time data and analysis to make decisions, trust and rely on the wisdom of their social networks, want instant gratification without wait time and consider many services to be basic and expect them to be free.

Digital marketing, closed loop marketing, social media, mobile devices etc can be information gathering tools as well as customer service enablers. Companies need to reevaluate their existing marketing strategies using pervasive and affordable technology to engage with the empowered customer.

Subscribe to this blog's feed

Follow us on

Blogger Profiles

Infosys on Twitter