Infographic – Pharma marketing to physicians

The vast majority of physicians today are digitally active, accessing multiple devices and networks as part of their day-to-day activities. Physicians are increasingly interested in video and social media for personal and professional use. These trends have numerous implications about what pharma cannot miss in creating its marketing plans.

  • According to recent studies 72% of physicians use social media sites for personal and professional reasons. Based on current trends 81% of doctors will own a smartphone by the end of 2012.
  • 73% of physicians use their smartphones to search content online while 55% of them use mobile apps.
  • 35% of physicians said they think tablets are a useful tool for pharma reps. According to their answers they find presentations a lot more effective when carried out with the help of a tablet device.
  • Online videos are also more and more popular among physicians. 82% of them prefer video content on WebMD while 50-50% of them watch videos on pharma websites and YouTube as well.

 

(Source: publicishealthware.com)

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Digital media and healthcare providers

There is a lot of data available on how physicians perceive and use digital technologies like the web or social media for finding health-related information. But how do their perceptions and use patterns compare to other providers like nurses and pharmacists? The infographic below analyses the question on hand.

According to a recent survey the same ratio of doctors, nurses and pharmacists (85%) turn to digital sources for healthcare information. There are definite differences tho when it comes to using mobile devices for gathering information.

An interesting finding of the survey is that physicians trust digital sources – websites, mobile sources and social media platforms – the most out of the three groups. Nurses and pharmacists see these as less reliable information sources.

According to the study 40-50% of the time physicians used digital tools for professional purposes while nurses turned to these more often for other reasons. Pharmacists turned to digital solutions for healthcare-related reasons the most.

 

(Source: Path of the Blue Eye)

Why Dive Into Developing Mobile Health Apps?

While digital marketing solutions and social media projects became the center of attention in pharmaceutical communication recently, it is also important to notice the growing popularity of everything mobile. Below is a list of reasons why pharma companies should invest considerable time and energy into developing effective, creative health-related mobile applications.

The mobile trend is here to stay: Based on a recent study by Comp TIA, half of all physicians use smartphones for professional purposes and the use of mobile applications is steadily growing as well. According to another study, mobile technologies can be utilized especially in healthcare. There are many factors that influence mobile adoption on different markets. These factors include “consumer adoption, clinical adoption, evidence of efficacy, costs of deployment, and regulatory climate.”

High demand for healthcare and drug-related information online: Patients are looking to find valuable information about different treatment options, drugs and medical conditions online. According to a recent survey looking for health-related info online is the third most common activity of internet users. Maybe the biggest issue when it comes to treatments is medication adherence, which can be managed with easy-to-use, always available mobile devices in a very cost-effective way.

Mobile devices during clinical trials: A recent article emphasized the role mobile apps could play in the entire process of clinical trials. “The recruitment of patients, transmission of clinical trial records, and the reporting of adverse events in a prompt and accurate manner” can be all managed with creatively developed mobile applications.

Mobile apps can help communicate with HCPs more effectively: Tight budgets, digital solutions and the demand for time-efficacy resulted in big number of layoffs in the pharma industry with decreasing number of sales reps conducting in-person visits with physicians. “The significant decline of sales force presence has created an educational void for prescribers.” The need for a more effective educational method and better understanding between pharma and healthcare professionals could be managed with mobile apps created specifically for medical education and delivering prescriber information.

Information to bigger groups and institutions: With mobile applications it is easier to deliver a big amount of data to a wider audience in a manageable way. This is especially important when it comes to communicating with hospitals, healthcare organizations, patient or physician communities. Pharma can utilize this when providing information about products, treatments and different conditions.

(Source: The Digital Health Corner)

The Battle Of The Reps and Digital Devices

More often than not there is a perception that using digital devices and e-detailing technology to communicate with physicians and provide product information is going to eliminate the need for sales representatives. This belief is only strengthened by the big number of layoffs at pharmaceutical companies due to tight budgets. Thousands of sales representatives lost their jobs everywhere in the last couple of years while digital solutions to deliver product messages successfully took center stage. So how do these two changes correlate? Is pharma trying to replace sales reps with digital technologies or is the connection between these two trends less obvious?

 

 

There is no reason to deny the financial difficulties and how these effected the changes in the number of sales representatives. It is also clear that digital devices are more popular than ever. But I feel hesitant to draw a parallel between these trends. I also feel the predictions about the total replacement of sales reps are over-represented and exaggerated.

Wall Street Journal recently ran an article about the connection between e-detailing solutions and the decreasing number of sales reps and in person visits:

When German drug maker Boehringer Ingelheim GmbH launched the cardiovascular drug Pradaxa in the U.S., it put together a digital-marketing package to target doctors, including organizing webcasts for leading physicians to speak to other physicians about the drug. But the company found that sales calls to doctors’ offices were still the most powerful tool for driving new prescriptions, says Wa’el Hashad, vice president of cardiovascular and metabolic marketing. ‘No doubt digital marketing does have an impact … I don’t believe, however, the shift happens overnight. I think it’s a gradual shift,’ he says.

Other studies also proved that physicians still prefer assistance from sales reps while they are increasingly find digital detailing and e-detailing effective and a comfortable way to receive information. According to the research 68 percent of the physicians who received iPad details before reported being extremely satisfied or very satisfied with the digital technology. It also seems that using digital platforms still needs the sales reps to present the information in an effective way. Based on the findings it is safe to say that pharma representatives have a key role in providing a combination of digital and face-to-face detailing.

Additionally it has been shown that physicians who are interactive during an assisted e-detailing process have a better experience and detailing presentations that engage doctors are more likely to drive prescriptions as well. To ensure that a presentation is interactive, to make physicians involved in the information delivery process a company needs tech savvy sales reps who are comfortable with not working against digital tools, but to work together with those.

Maybe it is hard to see digital tools as helpful and handy while constantly facing more layoffs, but digital solutions are not created to replace human work force. These devices are only tools and not messages, they help sales reps to work effectively, but they have to be used correctly. A new device may catch a physician’s eye, but the emphasis has to be on the information represented with that particular device. and this is where sales reps are not replaceable.

(Sources: Pharma Marketing Blog, Wall Street Journal, MedAdNews, STwemM)

Mobile Healthcare – An Infographic

We read a lot about how mobile technology is the future, we see fascinating numbers and statistics about how smartphones and tablets are becoming more popular than desktop computers and laptops. It is hard however to really put a finger on how these trends will change healthcare.

The infographic below – other than piling up evidence about the sheer force with which the mobile market is growing – shows how mobile solutions can influence healthcare in different ways. Here are the key findings in connection with mobile in healthcare:

  • Mobile health has the potential to change healthcare in a revolutionary way with making patients more engaged in their care and transforming the patient-provider relationship.
  • Main features of smartphones that could be used in healthcare: physician finder, applications to view claims, to fill our medical forms, and other apps to follow treatment plan and help adherence.
  • Revenues from remote patient monitoring services that use mobile networks will rise to 1.9 billion globally by 2014.
  • Users with wireless connections are more likely to monitor their health with the help of their cell phones.
  • People owning a smartphone are more likely to be an active content contributor related to healthcare, that means mobile technology boosts participation.
  • According to predictions by Juniper Research the number of downloaded health apps will reach 44 million by the end of the year, and by 2016 there will be 142 million downloaded health applications.

 

(Source: Healthworks Collective)

A Guide For Effective Detailing

When it comes to detailing, there are a lot of different factors pharma pales reps have to take into consideration. There are a lot of different circumstances that influence what type of presentation a sales rep can give, assuming getting the opportunity to present something of course. A lot of times even getting the physicians divided attention takes a lot of effort. So because all the possible difficulties, reps have to be prepared for a number of scenarios and have to be flexible readjusting their detail plan along the way.

The infographic below helps to decide what kind of approach is fit for different situations. You can prepare the most cutting edge e-detailing presentation, if there is no time or place to show it to the physician, you have to do your best verbally. No access to physicians always seems to be an obstacle, in which case maybe it is more effective to send the details electronically so that the doctors can view them on their own schedule.

Here are the main pain points pharma representatives face on a daily basis and the possible solutions to overcome these obstacles:

 

(Source: Healthcarecommunication.com)

Strategic Change, Value Innovation and Drimpy.com – Interview with Rob Halkes

Rob Halkes has been working as a consultant in healthcare and pharmaceutical marketing for 20 years. He gained experience in the industry focusing on strategic change, professional development and innovation in pharma. He is also part of the development team of the integrated healthcare platform, Drimpy. We asked him to share his insights on the changing environment of the pharmaceutical industry and healthcare.

You have been urging strategic change in the pharmaceutical industry. Why is this issue important and what kind of specific changes do you think pharma companies should consider?

Because of the current economic situation, the trend in healthcare will be “more care for less money”. For all governments in healthcare in Europe, it is easy to cut costs on pharmaceutical products. So we see an enormous pressure in a lot of countries, not only in the Western countries, but in the Eastern countries of Europe as well. We see a lot of pressure on cutting and reducing prices and on the replacement and substitution of premium and specialty products with generic pharmaceutical products. To the pharmaceutical companies it will mean that they are trying to sell their products in the context of a commodity trap. The commodity trap is an economic phrase that implicates that prices for premium products will be inflated by upcoming generics or cheaper products. If you go along with the trend to make cheaper products or to sell your products for cheaper prices, you will find yourself in a downward spiral. The pharmaceutical companies have no tradition in trying to innovate their marketing approach other than just creating new products, submitting those to the market and introducing those at a higher price. And now premium innovative products are being replaced by generics. So although you may have made or developed very good innovative pharmaceutical products, those will tend to be replaced by generic ones. The market of specialty products merges with the market for OTC or generic products. The only solution to escape the commodity trap is to innovate your marketing approach.

That can be done if you are willing and competent to make a strategic change towards helping the doctors to treat their patients better. Helping means a two-step process: not just helping doctors to prescribe your product, but helping doctors with your product to be able to help patients better. Then you can convince the prescribers that there is more to your product than just the product itself, that you are also actively supporting the doctors to innovate their caring for the patients to support them better.  This added value could be the reason for a higher price instead of going down with the commodity trap. This is difficult for pharmaceutical companies because for 20 years now they have been on the same business model of promoting new products for higher prices – that will come to an end now. That is only one issue of all difficulties that present themselves to pharmaceutical companies.

More strict regulation of promotion, lesser access to prescribers, upcoming generics and new stakeholders – these are other issues in the pharmaceutical industry that need to be mentioned. Governments, healthcare insurance companies, payers and patients are all new stakeholders that will come to the market with a clearer voice that they want better products for a better care. Hence, strategic change is necessary when it comes to changing market conditions and the way the conditions and caring for health are changing in different countries. Adapting to the conditions in specific countries will become relevant. The European affiliates will have to design their approach according to the local conditions of care.

You also developed a new business model called “value innovation” for the pharmaceutical industry. Could you describe this concept?

The approach of value innovation that I developed in the Netherlands has very clear results. We can show graphics of the outcome and how obvious the changes and results are. Through these results the model speaks for itself. The approach of value innovation is based on two principles:

The first is that as a pharma company you have to support your healthcare providers – doctors, specialists and pharmacists – to help their patients better by improving their way of caring for the patients. There are two concepts for this kind of care: integrated care and participatory care. That’s the first principle: innovate for your healthcare providers to help them improve the way in which they are performing their care for health. It might look as though you are mingling with their business. But in our experience healthcare providers mostly don’t have time to reflect on how they are providing care. When you help them with expertise, training and other services, you will be appreciated as someone who is caring for their interests and is acting on their behalf. When you do so with integrity, you will gain a different market position: a trusted one. It will reimburse you through the attention that your product is getting from them as being your partners in the business of caring for patients. For a lot of companies this will be a change in their selling approach. They have to learn how to submit and propose those services, because it differs much from just detailing.

The second principle is based on the necessity to differentiate between your targeted doctors: between those who will readily appreciate what you are doing, and those who will not. Most of the pharmaceutical companies already segment their priority doctors as to their individual potential for business. I propose to extend this to differentiate between those who have an innovative stance to healthcare development and those who don’t. In a changing landscape of healthcare, those who do want to improve their way of caring for patients will often collaborate with colleagues to approach innovation in care cooperatively. We see examples in health care groups, like “Zorggroepen” in the Netherlands, the Policlinics or medical centers in Germany or the GP consortia in the UK. We developed a segmentation procedure with which you can target the GP centers that are the most influential and have the most potential to cooperate with as a pharmaceutical company. The benefit for those that do want to work with you will be that patients and other stakeholders in care will notice that by working together in a co-creative way, it is possible to create better outcomes of care with less cost. It will lead to a higher satisfaction for patients and for a lower cost of patient per year in specific care programs, especially for chronic care. And if you can demonstrate, that you as a pharmaceutical company are helping the healthcare system in this direction, you will get a lot of attention that will lead to a position of preference that will help your business as well.

So actually the change will be from a purely product-oriented approach toward a patient- and healthcare-oriented position. And that is an orientation that healthcare providers and doctors will recognize as a change from selling toward helping.

Last October you showcased Drimpy.com at the Health 2.0 Europe conference. Could you tell us about this project and its aims?

This particular project is two years old now. We started it with the founder and owner of Drimpy, Arnold Breukhoven in the Netherlands. He had the idea of a health platform for integrated care in which patients could communicate better and have a better relationship through the online network with healthcare providers. We did see this not only as a necessity from the patients’ point of view but also from doctors’ perspective. Data and information from the patient is relevant for the doctor to act upon. Doctors often want to get information from a patient that the patient isn’t able to generate readily. He hasn’t been tracking his health parameters before the consult, doesn’t know precisely how often he has suffered from certain conditions, is not aware of the medication he actually uses, etc. With Drimpy the patient is able to collect and monitor his health parameters like blood pressure, sugar level, daily complaints, pain sensations, etc. and record his health-related information, medications, conditions, allergies, as well as store his health related documents (documents made by the patient himself, documents received from the lab or from the hospital, for example an x-rays). So a lot of data and information can be added and tracked on the platform that will help a doctor to diagnose the patient and implement a therapy in a much more effective and satisfactory way. Furthermore, the platform not only functions as a personal health record, but also as a communication device in which the patients and caregivers can communicate and interact privately.  Naturally, Drimpy also facilitates specific applications to support the patient and his/her loved ones with adequate and reliable information to help them understand and better cope with their conditions. It supports them in compliance-related activities as well. In doing so Drimpy works as an Ehealth platform, safely and reliably.

The site is firstly based on the principle of being an integrated care platform: activities from the different caregivers like doctors, pharmacists and hospitals come together to the patient’s benefit. Secondly the platform is patient-based. The site is designed from a participatory point of view. Anyone who registers on the platform can do this. Thirdly, and that is the most interesting feature, the patient has a private network that he/she can develop for people to be a part of his/her healthcare team, and to give them access to certain personal health information. The platform is set up like a private Facebook so the patient can select people that he wants to share information with and add those who want to help him in coping with his conditions. Drimpy.com is thus an integrated healthcare platform that is managed by the patient himself being in the position to select and keep the data that he wants to track and to invite and work with those caregivers who he wants to work with. Drimpy puts the patient in the position to set up his healthcare in a participatory way.

The digital ways of setting up a network like you just described in connection with Drimpy.com seem to work for patients and doctors. How do you see the pharmaceutical companies in this mix? How do they usually react to these digital solutions in your experience?

First of all, when it comes to Drimpy we see the site as a platform with which it is possible to organize the processes of care, to organize the caring for health itself. Making it clearer for the patient what the doctor is doing during the treatment is important because the patient has to work with the doctor to set up and complete his therapy. This will result in a better understanding between both parties about what they are doing, why they are doing it and how they will proceed. So it enlightens all the processes of care and makes telemonitoring and telecare possible. That will at least reduce the time spent on unnecessary face-to-face consults. It will enable them both to be efficient with face-to-face time. As a result the doctor will have more time to attend to difficult patients rather than to routinely work through consults that are actually not needed. The doctors and patients can reserve consults for those situations where they are necessary to optimize the therapy. This makes everything more rationalistic and more efficient. The point of course, is to have doctors and patients learn about how they can do this, and to customize the platform towards the specific needs of chronic conditions like diabetes or COPD, etc. The pharmaceutical companies can offer this facility to the doctors as a service from their side. With Drimpy they have a very distinguishing service to deliver to doctors. When they do, I’m sure doctors will be surprised and thankful to get help with implementing this version of telehealth in their practice, so they can help their patients with more satisfaction.

We talked about a lot of new trends: strategic change, new business models, new platforms and ways of talking to doctors from the pharmaceutical companies’ point of view. How do you see all these trends changing in the next year?

I presume that healthcare providers – doctors, hospitals, and pharmacists – will be quicker to adopt social media for the benefit of improving care and their relationship with patients. And pharmaceutical companies will be next. That is because healthcare providers – as we see in the Western countries – will understand that social media is relevant to their practice. Social media, integrated in healthcare processes will become more and more popular. In the near future one will not be able to work without them. Social media will help doctors to distinguish their position and help them in reaching out to their patients. They will first adopt social media in a web 1.0 and then 2.0 fashion, and then in a more integrated way as we have seen it with Drimpy. Drimpy itself facilitates healthcare providers to quickly integrate social media into their practices.

Pharmaceutical companies have to cross a threshold to change their business. That is a huge task for them, and to also look at the internal condition of the pharmaceutical companies. Because it is still very tricky for them – as they perceive it – to change in ways in which they are actually delivering services to doctors to help their patients better. Providing service in this way is a way of doing business that they are not accustomed to. They will be reluctant because they see that it will be a big change. As one of our pharmaceutical affiliates in the Netherlands said: “The hard thing is not so much to change towards the local conditions of the Dutch market, it is more difficult to get an approval to do so from the European headquarters.” It seems that changing the internal conditions of a pharmaceutical company is harder than to just change into a country-based marketing approach. But luckily we are in a position to work with pharmaceutical companies to show them how they might embark on this adventure and we can also learn from examples in other countries, like the UK or Germany. We can show them how they can present themselves in difficult situations and how they can move further towards solutions that would help their business as well.

You mentioned that pharmaceutical companies are reluctant to change their ways of doing business. In your experience what are the main obstacles that they mention when it comes to implementing a new model or new marketing solutions?

Well, the main obstacle is to adopt the vision that you can do your business in a different way than you have been doing until now. The pharmaceutical industry has one of the most traditional ways of doing business in the Western world. These companies have not changed in the sense of adapting their businesses according to the market conditions for the last 10, or maybe 15 years. And the pharma rep model in which they are promoting the product in detail conversations with doctors is the most sustainable business model that we have seen. They are so accustomed to it, that it is very hard to implement any change. So this is where we provide assistance. We have a concrete and specific way in which we can guide them step by step to change their ways of marketing in order to change in a manageable way instead of changing overnight in a troublesome way. Guidance is important to change, so that the development of the business doesn’t disrupt the outcome. The most difficult steps are to learn how you should do these things differently, to try to experiment with it carefully and to build up a new company and new sales force.

Change is a very difficult thing to do, not only for pharmaceutical companies but for doctors as well. Local market conditions will show them that past performances will not sustain their business for the future automatically. You have to implement the changes that are necessary in the framework of the system of healthcare and its renewal. When these changes emerge, pharmaceutical companies either get lost in the market or they adapt to these changing conditions, partner with healthcare providers and help them to provide better care in their countries. The ones that are daring to take the first step towards the changes are the ones that learn how to change and provide this specific support. This very competence will be strategic in the years to come. The first ones to move will have this advantage over their competition. If you wait until others have changed, you can only pick up what’s left over in the market. The first ones have the benefit of choice and of learning how to proceed. Going on with following a routine is easy, making the changes, learning how to do things differently is however one of the most difficult things for people to do.

(You can connect with Rob Halkes on Twitter.)

Physicians Using The Internet On Mobile Devices

On both the American and European market the role of smartphones in medical-professional information-seeking is becoming more and more important. According to the result of a study published by MD Marketing Research 64% of American doctors own a smartphone (the rate is 67% among family practitioners, and 61% among specialists). Every fifth physician owns a tablet (27% of both family doctors and specialists have a type of tablet device).

Among physicians who are more open to new technologies findings show even higher rates. According to a Manhattan Research study published in 2011, 81% of American „ePharma doctors” (physicians who use digital channels to keep in touch with pharmaceutical representatives) own a smartphone, 30% of them have an iPad, and 28% of physicians plan to purchase a tablet in the coming 6 months. The 5 biggest countries in Europe are falling a little behind with 69% of doctors using smartphones.

American ePharma physicians clearly prefer mobile devices when it comes to keeping in touch and communicating with pharmaceutical companies:

  • 45% of them would rather communicate with pharmaceutical representatives using a smartphone or iPad.
  • When it comes to getting the information about certain products they also clearly prefer online channels.

Physicians more frequently rely on the possibilities presented by mobile devices in Hungary as well. When it comes to using the internet desktops (82%) and notebooks (56%) are the most popular, while 15% of doctors use smartphones to go online, while the rate of tablets and PDAs is 5%.

Smartphone owners among physicians – Physicians going online using a mobile device in Hungary

Source: MM&M (August 2011), Szinapszis MedNetTrack 2011 (n=909 physicians)

 

Age is a significant factor when it comes to mobile devices: younger doctors go online on mobile devices more and more, 19% of them using smartphones and 3-5% using tablets or palmtop computers.

(Katalin Kiss)

New Trends In The Hungarian Pharmaceutical Industry

As we pointed out in our previous blog post, 2012 has several changes in store for pharmaceutical companies. The healthcare reform defined by the Semmelweis and Széll Kálmán plans mean comprehensive structural transformation for the entire field.

Changes in the pharmaceutical representative system – the increasing importance of HR

The new decisions effect pharmaceutical representatives most negatively, because the return of investment on the personal meetings with physicians is considerably lower, mainly because of the „additional taxes” that the industry has to face in Hungary. According to the new rulings that came to effect in the middle of 2011 the turnover tax rose from 12% to 20% and pharmaceutical companies have to pay a yearly 10 Million HUF amount after every representative providing product information to physicians and pharmacists. According to the data of GYEMSZI (Institute of Pharmaceutical and Healthcare Quality and Organisation Development) in the beginning of 2011 there were 2 600 pharmaceutical representatives working in Hungary. This number dropped to 2 100 by the end of the year.

In 2012 the HR support of the remaining representatives will be even more important. According to the in-depth interviews carried out by Szinapszis Ltd. among pharmaceutical representatives it has to be a priority in the future to further involve representatives in sales strategies, so they get more comprehensive insights about the entire process. When using personal representative meetings and alternative sales tools simultaneously, the initiation and training of reps are critical, so they don’t look at the new tools as rivals, but as „sales partners” – while supporting the goals of the pharmaceutical management.

The new ePatient appears

The internet plays a key role when people, patients are seeking health-related information. The patient who is constantly searching the web for information appears in the healthcare system as a (more or less) conscious customer, and these new patients or e-patients need their doctors to participate in the communication process as well – creating new challenges for healthcare professionals, since old-fashioned one-way „communication” needs to be replaced by two-sided consultations.

More informed patients have higher expectations of the quality of healthcare, which results of these patients appearing more frequently in the private sector of the healthcare system.

This group of patients create a new target for pharmaceuticals since there is a new opportunity for directed non-expert communication – and not only in the field of OTC treatments.

Improving patient non-adherence – with legislative tools

A so-called patient-compliance program is part of the restricting initiatives proposed for pharmaceuticals in 2012, this program will be introduced first among patients with vascular problems and chronic lung conditions. According to the new initiative patients who want to pay the same amount for their medications they used to need to improve their health parameters with exercise, a healthy diet and lifestyle, and with regularly taking their medications – with losing weight and quitting smoking. Therefore in 2012 the role of patient-compliance programs assumed to become more emphasized.

But when it comes to the improvement of concordance about treatment options physicians are pessimistic: almost 75% of them don’t believe that the before mentioned policies and other initiatives aimed to strengthen the co-operation will result in a better doctor-patient collaboration in the following 2 years.

The more substantial role of pharmacists

Among other things the expansion of generics and the introduction of active ingredient-based prescriptions will further strengthen the role of pharmacists in the future, even more so in sales. Observing the efficiency of pharmacy sales is going to be a crucial, which means measurement of these areas (like mystery shopping) is going to be more significant in 2012.

(Katalin Kiss)

What Makes A Health Website Trustworthy?

In an earlier post we discussed the importance of online content in the internet age and how health websites have the responsibility to meet high standards when it comes to accuracy and comprehensive information. That sometimes means sacrificing being the first to report something or getting the most hits on a given article.

An American study also highlighted some of the readers’ considerations when choosing between different health websites. According to the findings the most trustworthy platforms are the ones recommended by a physician while publishing scientific articles about research is also proof of being an accurate source. 39% of respondents said that the information has to be easy to understand to be considered worthy to read. This also supports earlier findings suggesting that long, overly complicated content is not well-received and not user-friendly.

This brings us back to responsibility. But who has the responsibility to provide trustworthy health content? Who is responsible to make it available, to make it easy to understand, to make it accurate? In healthcare where content is published from many different sources people can’t afford to point fingers. Everyone who creates content has to be responsible. Let the platform be a hospital website, a pharmaceutical Facebook page or a physician’s blog.

And as the study pointed out physicians play a key role in directing patients to trustworthy online content by choosing the accurate ones to recommend. In this sense doctors have an even more crucial part being the gate keepers of health-related information in the digital era. This is why the increasing popularity of the internet or the growing number of online health websites don’t threaten the job of a physician. It only adds another one to the list of daily tasks.