Competitive advantage starts with understanding behaviour.
Healthcare companies have no shortage of data – from Market research, CRM data, prescribing data and digital analytics through to scientific engagement and customer feedback. Yet the most important questions often remain unanswered such as:
Why are healthcare professionals behaving this way?
What is driving adoption in one account and resistance in another?
Where are the greatest opportunities for growth?
And what insight could give your brand a competitive edge?
Factors of influence
Healthcare Professionals’ decisions are rarely driven by a single factor. They are shaped by a combination of scientific beliefs, clinical experience, organisational pressures, patient needs, peer influence, system constraints and market dynamics.
We use PIRL to uncover the real behavioural insights that drive behaviour change through better strategy.
By combining and interrogating billions of data points across open sources, healthcare ecosystems and, where relevant/possible, client-owned data, PIRL populates our Factors of Influence Framework. This enables us to build a deeper knowledge of the people behind the decisions. It helps us understand not just what is happening, but more importantly, why it is happening.
Turning data into insight
Our analysts, behavioural specialists and strategists then interrogate this unique data view of your audience’s world – uncovering the true tensions, motivations and unmet needs that shape decision making. These elements are then developed into insights.
Insights that:
shape positioning.
sharpen messaging.
Feed differentiating but resonant creativity
reveal new opportunities.
create competitive advantage.
This is where PIRL delivers its greatest value. Not in the volume of data it processes. But in the insights it helps uncover.
Harnessing understanding for growth
Whether launching a new medicine, accelerating adoption, defending market share or identifying the next opportunity for growth, PIRL helps uncover the insights that move markets and influence behaviour.
Because sustainable competitive advantage rarely comes from knowing more. It comes from understanding something meaningful before everyone else does.