Here’s What Real Customer Centricity in Healthcare Looks Like—and Why We Aren’t There Yet

Pratap Khedkar, Bill Coyle

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The wheels of a car in need of an alignment point in different directions and effectively begin working against each other. As a result, the vehicle works inefficiently, which negatively impacts the driver’s experience and increases the financial pain he feels at the pump. If the problem is ignored for too long, his ability to safely operate the vehicle can become compromised. And when the car is operating at a high speed, the misaligned tires could have devastating consequences, making steering difficult and potentially leading to a crash.

Think of wheel misalignment as an analogy for the way that the various stakeholders throughout the healthcare ecosystem (the vehicle) now function to serve the patient (the driver). Pharmaceutical companies, providers, regulatory agencies, payers and PBMs are misaligned or out of sync. From the patient’s perspective, they’re often working against each other—and at the high speed of modern-day healthcare, the end result can be devastating to the patient.

Unfortunately, there’s no equivalent to a mechanic’s tune-up to get the healthcare ecosystem where it needs to go. To successfully put the patient at the center, all players need to start prioritizing customer centricity ( ) , ensuring that they’re delivering value to those stakeholders and that the stakeholders’ needs are met. In turn, the players can benefit from increased efficiency, less strain on resources and ultimately increased revenue. If a car’s wheels are realigned, the engine can function optimally and gas mileage improves, as does the driver’s experience.

Read the article for insights on how healthcare stakeholders can put customers at the center—and reap the resulting benefits ( /-/media/pdfs/heres-what-real-customer-whitepaper-web.pdf?la=en ) .

About the Experts

Pratap Khedkar is a managing principal in ZS’s Philadelphia office, and leads the firm’s global pharmaceuticals and data science practices. He has advised many biopharmaceutical and healthcare companies on a wide range of business issues including commercial strategy, customer-centric marketing, market access, sales compensation and advanced analytics. Pratap regularly contributes his insights to publications including The Wall Street Journal, Bloomberg Businessweek, Pharmaceutical Executive and others. Currently, his thought leadership work focuses on topics including healthcare policy; life sciences companies’ new commercial and organizational models; and the evolving relationships between patients, providers and payers, and the life sciences organizations that serve them.

Bill Coyle is a principal based in ZS’s Zurich office, leading ZS’s operations in EMEA and serving as a client advisor for global and regional clients based in Europe. His experience spans the U.S. and key global markets, having conducted projects and workshops in support of client affiliates in 20-plus countries.

Bill’s expertise areas include commercial organization design and effectiveness, key account strategy, and market access and pricing. Given his prior focus in the U.S., Bill has deep expertise in the U.S. payer and organized provider environment.