1.
What’s Next:
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HEALTH & WELLNESS: DISRUPTION AND
ADAPTING FOR THE REBOUND
Beyond COVID-19

2.
PIERRE ROBINET
Senior Consulting Partner,
Asia Practice Lead, Health & Wellness
Welcome
MARION MCDONALD
Global Practice Lead,
Health & Wellness
DAYOÁN DAUMONT
Partner, EMEA
Ogilvy Consulting

3.
Tell us
where you
are dialing in
from!
What’s the weather
like in your city?

4.
Do you want
this deck?
It will be available for download
shortly after the webinar on:
slideshare.net/socialogilvy
And the recording up on
facebook.com/OgilvyConsulting

5.
Making brands matter
in turbulent times:
HEALTH & WELLNESS: DISRUPTION AND ADAPTING
FOR THE REBOUND
Beyond COVID-19
9 APRIL 2020

6.
Let’s face the fact -
the Grim Reaper has arrived

7.
Investor interest in Chinese
technology took off. It also
triggered the digital home
entertainment market as millions of
people, confined to homes or
dormitories, looked for distraction.
It is seen as the point that led to
Alibaba taking off as those millions,
afraid to go outside, began to shop
online.
Recovery was also rapid and
most Asian economies bounced
back. Shares in Cathay Pacific
Airways tumbled 30 per cent from
December 2002 to April 2003 only
to nearly double in the next year as
populations proved keen to not
only return to normal, but make up
for lost time.
Our learnings from the SARS crisis shows that we CAN and
WILL bounce back
During the nine-month outbreak,
more than 8,000 cases of SARS
were confirmed and 774 people died
— 648 of them in Mainland China and
Hong Kong. Initially the Chinese
institutions were playing catch-up,
but over time they came to terms
with the challenge. The Chinese
government has an unparalleled
ability to marshal resources, and
Chinese culture prizes stoicism and
the ability to work through hardships.
SARS was the tipping point for the
internet as a mass medium in China
as people looked to mobile phones
and the web for information and
updates about the outbreak. Shares
in Sina, Sohu, and Net Ease soared.

8.
The public role for brands is increasing
When CVS stopped selling cigarettes in 2015, they sent
a message that they owned a piece of America’s
healthcare. In the COVID-19 era, any brand claiming
a stake in the healthcare system has a responsibility
to adopt business practices that further the goal of
keeping people healthy.
- Lizanne Fontaine (RN), Chair of the Brooklyn Hospital Center
“
”

9.
0.
0.5
0.9
1.4
1.8
2.3
Cut Maintain Increase
Market share
% point
Changes in marketing
spend (as % market
size)
*Source: Hillier, Tony: Successful competitive strategies for recession and recovery
Research shows that crises punish the dithering
and reward the committed
Brands that get crisis
response right are
able to capture up to
3x more market
share through a
downturn, rebound
faster and stronger
when good times
return, for lasting
competitive gains

10.
While some wellness related industries are booming right now
Vitamins
Covid-19 has sparked a sudden spike in
demand for vitamin C, vitamin D and
zinc. In Singapore, NTUC FairPrice
supermarkets reported 3 to 5 times
growth in Vitamin C sales, the Philippines
health department is buying vitamin C for
school children to boost their immunity
during Covid-19 and UK vitamin suppliers
have reported sales tripling.
Home Fitness
Home workouts and fitness equipment
are booming. Joe Wicks started his
fitness business in UK in 2012. Last
months he added 950,000 YouTube
followers and has 2 UK TV networks
vying to sign him. Sales of indoor fitness
equipment, bicycles, dumbbells, yoga
mats and skipping ropes have also seen
a significant boost.
Mental health goes mainstream
Mid-pandemic, meditation apps such as
Headspace (provided free to 1.2mill NHS
health workers in UK) and Simple Habit
opened up their memberships to non-paying
customers. BP launched support to Mind in
the UK. Mental health services and apps will
form new partnerships to support the
mainstreaming of this area.

11.
The impact on Pharma's commercial activities has been
diverse and challenging
Face to Face Calls have stopped amidst
lock-downs and social distancing
Reduction or pause in non-life
threatening clinical trials
Delicate management of supply chains
with potential closing of manufacturing
sites or lack of key API ingredient
Potential delay in launches as
regulatory inspections have paused

12.
The insurance industry is likely to shape up to the unfolding crisis
Raise in importance of online
technology and digital
transformation
With increasing online sales to
60%, AIA has activated a digital
platform that allows its agency force
to conduct online recruitment,
training, financial review and after-
sales services, as well as remote
signature and one-time-password
submission
Increase in demand for health
insurance
Pandemic will accelerate the
development of the insurance
industry by further motivating
demand for health insurance. This
will help it to maintain a favorable
trend in the long term, as it
refocuses on protection function
and strengthening supply-side
reform of products and services
Digital partnerships for health
insurance
Partnerships such as with
telemedicine providers provide
consumers access to value-added
health services, thereby creating a
new landscape that offers innovative
services

13.
And the adoption of digital technologies is helping businesses to
collaborate and succeed
Virtual clinical trials at the comfort of
patient’s home
Engagements through doctor
community platforms
Acceleration of Tele-medicine providers
To provide most relevant services
Regulated countries such as France are
accelerating and simplifying patient access
to telemedicine
Governments are setting aside reservations about
the risks of such "couch consultations" to ease
regulations
• Germany has started relaxing rules on remote
treatment
• UK’s taxpayer-funded National Health Service has
ordered 7,000 doctors’ offices across the country to
conduct as many video and phone consultations as
possible

14.
The individual is approaching life with gratitude and resilience
Physical bonding between family has
increased
Drone Photography of families staying together
during quarantine
“I have realized how
our mothers handle
everything single-
handed. Now the work
is divided, it’s a big
realization”
New-found respect &
gratitude for mothers
PHYSICAL
BENEFITS
SOCIAL/
EXPERIENTIAL
BENEFITS
RESPONSIBLE/
POSITIVE
IMPACT
MENTAL/
EMOTIONAL
BENEFITS
Houseparty is now the #1
trending app in Google Play
Movie-couching
together
Share your drawings
and make new
friends
Playing well-known games
on messaging apps with a
bot that handles everything
In-home fitness solutions soar
Ring Fit Adventure, a game for the
Nintendo Switch that promotes indoor
exercise, ran out of stocks worldwide
amid the current crisis
Staying connected and distracted online

15.
And brands are already reacting to this
Employees in companies like
TikTok, Ogilvy appreciating
each other with care
packages ---- “This came in
the morning, I feel so
touched”
PHYSICAL
BENEFITS
SOCIAL/
EXPERIENTIAL
BENEFITS
RESPONSIBLE/
POSITIVE
IMPACT
MENTAL/
EMOTIONAL
BENEFITS
Headspace partnered with Hyatt to unlock
a free collection of meditations, sleep,
and movement exercises for everyone
A swimwear brand transforms its regular
customer service channels into a free avenue
that allows people to reach out if they need
something to lift their mood
Veeva is making Engage free to new clients to
help promote remote meetings with healthcare
professionals and to reduce the spread of the virus.
Nike is giving its Nike Training Club
Premium workouts free which provides
studio style streaming workouts, progressive
training programs and expert tips

16.
More than ever technology is helping individuals to better manage
their health
Better disease
co-management
Access to more
communities
Access to more
telemedicine
platforms
Better monitoring of
health due to better
device connectivity TraceTogether in SG is
now downloaded by
more than 600K
population within 5
days of launch
Regular users of Natural
Cycle can also now
manage their COVID
symptoms
More using Talkspace’s virtual therapist
solution to discuss issues affecting them
Women are interacting with pediatricians and getting on
demand care through telemedicine apps such as Heal
Mobile cancer patient
support platform in
which patients can
key in responses to
medical treatments
Migraine Buddy
engaging users on
Covid stories and
migraine
management
Engaging in interactive 3D
experiences through
Spellbound AR app for
educational purposes and
improving the patient
experience
Facebook offering
community support
Google’s dedicated
COVID-19 Information
resources helps user to
navigate with right
information and also
connects on shared
activities

17.
→
Work from
Home
Online
Conferences
Rise in
tele-med
services
Proactive
health
monitoring
No category is immune to online
experiences
Digital transformation is no longer
just ‘nice to have’
Broadband is now an utility as
important as electricity
Impact on behaviour
COVID-19
INFLUENCING
BEHAVIOUR
Technology in the
forefront of change

18.
How we shape and support new behaviours
in post-outbreak recovery
RECOGNIZE AND AFFIRM NEW SOCIAL NORMS AROUND
SAFETY
New behaviours make us feel self-conscious, so it will help to illustrate
the social consensus (homophily) of the new behaviour,
eg. xx% of people like you are doing this too

19.
Brand challenges now.
THINGS THAT ARE CURRENTLY ON OUR MINDS?
How will the shift to tele-
medicine platform
services influencing our
business model?
How do we
innovate to find
new ways to
integrate wellness
into healthcare post
pandemic?
How do we deal with a
public hospital crisis
within a private
environment?
HOW DO WE KEEP OUR
RELATIONSHIP WITH
OUR DOCTOR GIVEN THE
ABSENCE OF
FACE TO FACE
INTERACTIONS?
HOW DO WE COMMUNICATE
CHANGES IN STRATEGIC
DECISIONS TO OUR
DIFFERENT STAKEHOLDERS
FROM PATIENTS, DOCTORS
TO SHAREHOLDERS?
HOW DO WE MANAGE
OUR COMMERCIAL
COSTS GIVEN THE
UNCERTAINTY OF ROI
OR BENEFITS?
How do I highlight
the value of my
insurance program
and benefits to
customers?

20.
How to make your brand matter across all time horizons
In time of crisis even more than in
‘normal’ times, a key challenge is to
reconcile the distinct dynamics and
requirements of different time
horizons – winning in the now, while
preparing for the medium-term, and
transforming for longer-term growth in
changing times.
Ogilvy’s OS helps marketers manage
their brand as a holistic and agile
system – where every action, every
experience builds the brand and
business in interconnected ways.
In times of crisis, the OS helps
marketers prioritize actions to take in
the heat of the outbreak, while looking
ahead to ensure their brands are
primed to take advantage of the
recovery and ‘new normal’ beyond.
MATTER
LONG TERM
(New Normal)
MATTER
MEDIUM TERM
(Recovery phase)
MATTER
LONG TERM
(Acute outbreak
phase)
How do we get on the front foor
in a changed landscape?
Re-focus on patient centricity
with agility
Re-evaluate customer experience
journeys with new HCP and
patient insights
Re-design digital transformation
beliefs and approaches of
customers and employees
How do we make up for lost
ground?
How should we respond in
unfolding situation?

21.
Brand actions to matter right now:
DURING THE ACUTE PHASE OF OUTBREAK
ACTIVATECARE&OPTIMISEFUNNELMIX
SUSTAIN SHORT TERM
SALES BUT PATIENT
COMES FIRST
→ Prioritize key immediate and necessary
care services / products
→ Identify opportunities to create ‘shared
value’ programs across caregivers and
patients for common benefit
→ Optimise the channel mix and accelerate
your online shift to stay close to your
customers and partners
ENGAGE ALL CARE
STAKEHOLDERS
→ Leverage emotional needs and
requirements to design compassionate
empathetic experiences
→ Leverage social channels for open & real-
time response and communication
→ Put the care before the pills and
investigate new personalized and
convenient healthcare services
ACTIVATE YOUR PURPOSE
→ Do more, say less
→ Activate brand purpose to support hygiene
and virus containment efforts, and keep life
(and livelihoods) going

22.
Brand actions to matter right now:
DURING THE POST-OUTBREAK RECOVERY
INTHERECOVERYPHASEMAKEUPFORLOSTGROUNDBYPRIMINGMOMENTUM&LEVERAGINGSHIFTS
PRIME FOR MOMENTUM
UPON REBOUND
→ Review portfolio value proposition and
identify key care products and services with
highest potential
→ Identify loyal customers, key opinion leaders,
care community leaders and best advocates
→ Approach healthcare start-ups and
platforms that matters to new consumer
behaviour to pre-empt future partnerships
INNOVATE AND RESHAPE
YOUR PORTFOLIO
→ Accelerate product and services innovation
and design new business models that may
serve new customer needs
→ Leverage health & wellness connection to
enhance your care offering
→ Revisit and prioritise DX transformation
goals, strategy, roadmap and accelerate your
patient centricity shift
SHIFT TOWARDS DIGITAL
CHANNELS & BEHAVIORS
→ Review Customer Engagement & Content
(CE&C) development & management plans
→ Address new needs and priorities across
digital content, digital services, care utility
and commerce
→ Leverage Martech and automation to
enable more personalised and contextual
creation and distribution of content in real-
time

23.
Brand actions to matter right now:
DURING THE POST-OUTBREAK RECOVERY
TRANSFORMTO LEAD IN ACHANGED LANDSCAPE
BRAND
TRANSFORMATION
→ Leverage deep local insights
and new behaviors to
accelerate patient centricity
shift
→ Identify first-mover
opportunities to uniquely
differentiate products and
services
CRISIS &
SUSTAINABLE
TRANSFORMATION
→ Turn crisis-time CSR into
ongoing purposeful brand
engagement across all segments
→ Revisit Corporate Affairs strategy
and activation plans to continue
building momentum on purposeful
brand and organization positioning
CE & CX
TRANSFORMATION
→ Understand how to bring and
empathetic and compassionate
care across value-chain to drive
better customer experiences
→ Accelerate employee
experience transformation for
greater personalised engagement,
productivity and flexibility
DIGITAL
TRANSFORMATION
→ Accelerate shift to Mobile and
online based first business
Models
→ Identify opportunities to
accelerate digital innovation,
leveraging emerging
technologies for competitive
(and data) edge

24.
We believe that post-pandemic consumers will notice a yawning
‘wellness gap’ - which we are quantifying for brands
This wellness movement represents a profound change in what we think of as ‘the good life’. Where we once
measured health and wellness as the absence of illness and disease, now we hold expectations of a more holistic life
where our physical, emotional and mental health are all satisfied. Staying indoors has lead more of us to assess our
personal wellness.
Ogilvy is currently quantifying the wellness gap for brands. We believe mapping the gap between wellness
expectations of brands and their delivery will provide unique insight into the unmet needs in key industry sectors.
• Snack foods (crisps/energy bars/non-alcoholic drinks/chocolate etc)
• Food (purchased at a supermarket, take-away or dining out)
• Skincare
• Airlines
• Hotels
• Financial services/banking and Cars (topline only)
Report due mid-June 2020

25.
Questions?

26.
THANKS
STAYWELL&HEALTHY.