Using social proof to drive brand switch

Achieving a better understanding of decision-making and brand preferences in haem-oncology

"The brand has struggled for
frontline share"

The behavioural challenge – Frontline share

Our client’s product has an attractive value proposition (superior efficacy, comparable safety and favourable dosing), and had recently been approved for frontline use in addition to its original relapsed / refractory indication. Despite addressing perceived challenges relating to initiating patients on therapy, the brand has struggled for frontline share versus an established competitor.

A fresh approach to research was needed to better establish the underlying beliefs, attitudes and motivations behind product use and start to change behaviour.

Our approach

EAST behaviour change framework
We employed the EAST framework as the foundation of our methodology, line of questioning and analytical approach to establish how Easy, Attractive, Social and Timely (EAST) our desired behaviour is (or isn’t). The framework helped shape our thinking in terms of potential limitations, and subsequently guided possible interventions to make the desired behaviour more attainable.

Hybrid methodology approach
We employed a hybrid methodology including ‘mock MDT’ group discussions, 1 on 1 interviews and mobile patient records to simulate the various ways prescribing decisions are made and provide a 360 degree view of existing decision-making processes.

Within the various elements of the methodology we conducted a variety of exercises from direct questions to projection exercises to better get beneath the surface of why decisions were being made. These approaches included ‘in the moment’ mobile patient records whereby doctors recorded their prescription decisions for new therapy starts at the time of prescription in order that we could capture valuable contextual insights that may influence the decision such as the doctors mood, time of day, level of confidence alongside potentially important patient characteristics.

Projection techniques
Within the interview, projective exercises such as ‘Walking in a (non) prescribers shoes’ and ‘challenge statements’ were also undertaken to better enable participants to project unspoken beliefs onto others to give us clearer insight into the issues limiting the desired behaviour.

Our solution

Identifying the biases limiting uptake
We were able to clearly identify a number of biases across the EAST parameters limiting uptake, which go above and beyond receptivity to the clinical data and offered an alternative perspective to the existing beliefs within the brand team. Most pertinently, the theory of Loss Aversion was critical in the decision-making process. While our client’s product could deliver everything the incumbent could offer on a clinical perspective, it lacked the emotional benefits of familiarity and comfort that are critical when dealing with toxic, life-threatening treatment.

Moving to a more emotional narrative
Our solution - to re-orient brand communication and positioning, moving away from a clinically-led focus to a more compelling emotional narrative. Secondly (and aligned to the desire to increase comfort), there was also clear evidence of (negative) social proof. A series of opinion leaders were being heavily used in support of frontline use of the new product, but this was only serving to re-inforce beliefs in the community that the product was the domain of specialised, experienced academic prescribers.

Following the crowd
As humans we are strongly influenced by what others do, with community oncologists wanting to ‘follow the crowd’ - not be seen to take risky decisions or to get something wrong. Recommendations were made to move away from KOL endorsement, placing more emphasis on mobilising or utilising the wisdom of ‘prescribers like me’ to disseminate positive feedback locally, and using other means of social certification to communicate that front line use was a common approach.

The outcomes

Targeted insights and recommendations were created, and incorporated into brand planning, that better reflect and address blind spots that hadn’t been addressed in prior, more clinical, data-driven marketing strategies. The product is on an upwards trajectory in terms of revenue, including in the valuable frontline setting.