Do we need to rethink wealth management for Millennials?

Do we need to rethink wealth management for Millennials?

Two interesting take-aways from a recent seminar on millennials and wealth … firstly ‘millennials want to pay more tax’ – or at least they want to ‘avoid avoidance’ and, secondly, they are less interested in robo-advice and instead want the reassurance of a ‘flesh and blood’ advisor.

These are both worthy of further investigation.

Are millennials more socially conscious? In a recent Pew Research centre report, millennials were more likely than other generations to agree with statements expressing a desire to make the world a better place and confirming a purpose in life. Other studies have shown that millennials want to be engaged and feel good about the decisions they make – including the firms they work for and those they invest in. They are more likely to identify with a ‘cause’ and feel that their decisions have to have a positive social impact, and may avoid controversial sectors which they may consider ethically questionable – defence, tobacco, oil etc.. So we could argue that a greater need for social responsibility would logically translate into a desire to pay their “fair share of tax” – even if avoiding some tax due was a possibility. The perceived social stigma attaching to tech firms’ and celebrities’ tax avoidance contortions may be colouring this view.

BUT a 2016 report ‘The Millennial Economy’ from EY & EIG (in the US) found that 53% of young adults (ages 18 to 34) said the amount of income taxes they pay is “about right,” compared to 36 percent who said their amount was “too high” and 3 percent who said their amount was “too low.” The report concluded that the older and wealthier Millennials get, the more they feel their tax burden increases, and Millennials may feel relatively comfortable with their own tax burden, but they remain concerned about fairness in the tax system generally. This was apparently comparable to previous generations. So no great Millennial effect then?

Turning to the second of these ‘Millennial insights’ – younger people with money to invest eschew robo-advice for the reassurance of a ‘flesh and blood’ advisor. An element of this may be bound up with the lower tolerance for risk – if we equate an actual financial advisor with lower risk. If not lower risk then maybe there is something comforting about someone who can provide bespoke answers to questions, which feels less risky.

A study from US fund manager Global X, found that for millennials the most important role for an advisor was protecting their investments during a downturn. Millennials investment strategies tend toward the conservative – they have a lower threshold for risk than their parents BUT they are more likely to look for socially responsible investments and take a more activist approach.

However others have argued that the robo-advisors such as Betterment and Wealthfront have disrupted the financial advisory business, and that many Millennials are forgoing traditional financial advisors in favour of algorithmic, low-cost alternatives to managing their money. All very point and click. Very hands-off.

But financial advisors counter-argument is that … ”these robos are asset allocators, not advisors. They aren’t putting together financial plans and following them through a relationship with a client. That part of financial advising — the planning, the relationship — can’t be robo’d away!” (well, they would say that wouldn’t they). But the argument seems to be that the proliferation of robo-advisors is overwhelming and Millennials are turning to financial advisors for clarity coupled with the financial planning they are not getting from on robo platforms

I think the only thing we can say with any certainty- when it comes to Millennials and tax or Millennials and advice …  is that this is not as clear cut as it might at first seem – ‘beware Millennial mythology’ – there is a lot of anecdote masquerading as fact, particularly around what people are keen to position as a ‘cultural phenomenon’

Education in the fourth industrial age – do we just have our collective heads in the sand?

Education in the fourth industrial age

This week Andy Haldane, chief economist of the Bank of England, has warned that the UK will need a skills revolution to avoid large swathes of people becoming technologically unemployed as artificial intelligence makes many jobs obsolete.

Should we fear the rise of the machines? Or ‘That robot stole my job’!

In our 2017 article HERE… we discussed that while the technological wave may hold out the hope of new jobs – as yet undefined – this is going to require a route and branch rethink about how we educate people in the UK. 75% of school leavers will not have the skills to compete in this new world … who is prepared to grapple with this issue today?

Who will disrupt the insurance industry?

Who will disrupt the insurance industry?

Disruptive innovation can hurt – if you’re not the one doing the disrupting. Clay Christensen Disruptors appear as a reaction to consumer dissatisfaction with the status quo, in sectors characterised by complacent incumbents. These incumbents have lost their way or at least have failed to keep their finger on the pulse of consumer expectations …. they have failed to realise which way the wind is blowing. In a world of multiplying customer touch points and rapidly changing customer behaviours becoming, and staying, customer focused is increasingly difficult to do.

Insurance is perhaps a great example of an industry crying out for a true disrupter at scale. Many insurance brands and their messages seem stuck in the 1950s, with key themes of family, duty, financial strength and fear, and often speak in euphemisms, rarely mentioning the products or the true benefits offered … and as a result their customers do not ‘like’ them very much, and this matters because, by and large, we all – either through compulsion or choice – have an insurance policy

Association of British Insurers data shows that the UK insurance industry is the largest in Europe and the third largest in the world. It plays an essential part in the UK’s economic strength. It employs around 315,000 individuals, of which more than a third are employed directly by insurers with the remainder in auxiliary services such as broking BUT how do you think the average insurance customer would respond to the assertion that … “insurance is socially useful – [by working in insurance] you can make a contribution to society”. A recent article argued that a career in insurance is attractive to millennials because it is ‘socially useful’ – that made me stop and think). Maybe there is change in the air!

In a recent FT article – Identity crisis: the insurers moving away from insurance [1] – the discussion was of insurance companies moving away from a conventional insurance ‘offer’ to more of a “services business”… the examples given were of baby-sitting services for people in hospital and counselling for some individuals caught up in a crisis – important I am sure for the individuals involved but somewhat underwhelming as a consumer strategy in the face of  – as the article expostulated – a fundamental lack of customer loyalty and a huge amount of disruption as companies like Amazon (it’s always Amazon) redefine customer experience. In this world the customer doesn’t want to buy a product, the customer wants a problem solved, and as Stéphane Guinet, founder and managing partner of Axa’s Kamet, said in the FT article: “The industry will move from risk transfer to more and more services . . . The future will be for the ones who can design and deliver experiences. The risk transfer will be ancillary.”

Will digital services finally change the relationship between insured and insurer? Is this the disruption that allows new firms to emerge or old firms to rise (phoenix like) to the challenge of meeting customers’ expectations with innovative, customised solutions, clear and relevant information, transparent pricing, 24/7 access and crucially build a relationship of trust. Disruptors want to make a radical difference – not protect the status quo. Re-envisioning an insurance business and brand … to become a more high-performing, customer-centric, future-focused company – the key is (as ever) to deliver the right solutions to the right consumers in the right way. A solution they value.

In a 2017 article McKinsey [2] laid out the advantages of ‘digital’ to the insurance industry. It argued 3 key benefits:

  1. Higher customer satisfaction and increased customer retention will allow insurers to improve profits in their core business and at the same time remove significant cost across the value chain, further increasing customer lifetime value.
  2. Longer-term growth opportunities will reside in innovative insurance products and protection services – from cybersecurity to products fit for a sharing economy or the gig economy etc.
  3. Digital technology and the data and analysis it makes available will give insurers the chance to get closer to their customers – and hence develop and offer more tailored products delivered directly in a more timely manner.

It feels to me that 1 and 2 are only really possible if a potential disruptor can get 3 right – putting the customer at the heart of the business is ‘just’ effective marketing

We touched on some of these ideas last year in our ESOMAR paper delivered, with MetLife, at the global congress in Amsterdam (You can find that paper on our website). In this paper we argued that companies that lead are the ones that shape the future, rather than just imagining what the future could be. To challenge perceived wisdom and enable a much more consumer focused organisation to emerge, businesses must envision what new future is needed for the insurance industry to survive, and then take a series of concrete steps to build it. If the goal is to ‘put a dent in the universe’ actions speak louder than words. Being visionary is not a vague abstract aspiration.

Inter-Generational Wealth – an example of ‘Where to Play’ & ‘How to Win’?

Inter-Generational Wealth – an example of ‘Where to Play’ & ‘How to Win’?

“The brown? Or the pink?” According to a recent FT article[1] it’s one of the first questions that digital interface designer InvestCloud asks wealth managers when discussing the two extremes of the website ‘look’ it provides.

The article goes on to explain that ‘brown’ features very traditional imagery while ‘pink’ is more contemporary, or at least …less serious with cartoon rockets etc. Brown is for those wealth managers whose client base is more baby boomer, while pink is designed to appeal to millennials.

While the language of baby boomers and millennials is easy short-hand, brown vs pink reflects choices … there’s a lot more to it than just a colour palette – the answer to the ‘brown vs pink’ question should be the culmination of a ‘strategy conversation’ … covering the key questions: ‘where to play’, ‘how to win’ and ‘how to configure (to win)’. These are the three pillars of an effective growth strategy.

Companies that are serious about growth are serious about marketing – putting the customer at the centre of everything they do BUT in a world of multiplying customer touch points and rapidly changing customer behaviours … becoming, and staying, customer focused is increasingly difficult to do.

In financial services different individuals will attach different weights to varying core human emotional drives, and these drives influence how people think about their wealth, financial freedom and financial literacy – and hence can form the basis of a financial services segmentation (and contribute to the ‘where to play’, ‘how to win’ and ‘how to configure’ answers). The three constructs that drive financial decision-making, attitudes and behaviour are:

Perspective: how people view and connect with the world – whether they have a more optimistic/worry-free, as opposed to a more pessimistic/more anxious, view of the world, including their view on responding to constant change.

Intent: where an individual is in terms of the challenges and goals they set. It embraces the congruence they are trying to achieve and the creative expression they want in their lives, including the need to support, care for and contribute to others.

Command: confidence, control and competence, whether people see themselves as being driven by events or able to manage their lives and contribute to others.

We then identify segments based on perspective, intend and command which inform our understanding of how client expectations differ, what different client experiences are various segments looking for, how their investment objectives differ, how they wish to receive and process information etc. etc.

Why is this important? Well the world that wealth managers have known is changing. Research from financial services journal ‘Investment News’ (July 13, 2015) indicated that $30tn is expected to pass from baby boomers to Generation X and on to millennials – “customer segments that many investment advisors do not understand because they don’t know how to connect with their clients’ children . . . who may be technology-savvy and expect a very different service experience than their parents did”[2]

Customer segmentation helps companies use finite assets to “over-invest” in high value customers whose needs align with their capabilities … each customer segment represents a different opportunity, has a unique set of needs and requires a different value proposition that resonates

‘Where to play’ throws up questions for wealth managers to address, such as

  • What market opportunities exist or can be created that are both attractive and achievable?
  • Which segments of customers should we focus resources on – today and tomorrow?
  • What type and amount of market activity resides in each segment?
  • What is our portfolio of business and the relative weight if investment?

‘Where to play’ sets a clear and structured strategic framework – to identify, evaluate and focus on the right market opportunities.

Once we have a view of the landscape and can identify the value generating opportunities within it, we can ask the ‘how to win’ questions.

  • What should the company do for each set of customers?
  • What do individual segments do (need, want or believe) and why?
  • What is the product offer to target the attractive opportunities?
  • How should we present that product offer in terms of a client experience?
  • Through what means or channels, and with what message (brown or pink)?

And finally how do we configure our internal systems and processes to deliver the value generating offer and experience? ‘How to configure’ may suggest transformation of our channel or go-to-market strategy, product or process innovation, business model innovation or a change in our marketing communications systems.

Advisors unable to prove they are effective at establishing relationships with clients’ children and serving the next generation will find their client base inevitably erodes and as a result their business value falls. This is why – where to play, how to win and how to configure are such important strategic questions.

“InvestCloud says brown may still be the right choice for traditional wealth managers, but it argues that it is towards the pink end of the spectrum that more need to move — in order to present a different persona to a different generation of investors”

But importantly you can’t run 2 personas in parallel without causing dissonance – i.e. confusion in the mind of the client as to exactly what you stand for. Strategy is about making these choices – neatly summed up as ‘pink’ or ‘brown’

[1] http://www.investmentnews.com/article/20150713/FEATURE/150719999/the-great-wealth-transfer-is-coming-putting-advisers-at-risk

[2] https://www.ft.com/content/48eeceb4-538f-11e8-84f4-43d65af59d43

Visionary change is a very disciplined business

Visionary change is a very disciplined business

At ESOMAR’s, 70th anniversary, World Congress from 10-13 September in Amsterdam www.esomar.org/congress we will be presenting a paper on transformational change in the financial services industry, entitled …
Are you insured, Scarlett? ‘I can’t think about that right now… I’ll think about that tomorrow’. How MetLife imagined a new future for the insurance industry… and is delivering it today.
In the run up to this presentation we will be exploring some of the themes touched on in the paper with a weekly(ish) blog post. We will also provide a link to the paper and presentation at the end of the Congress.

Read the fifth of our weekly blogs by clicking on this link: Visionary Change is a Very Disciplined Business

While ‘one of the many pleasures of old age includes giving things up’ … this won’t include work’

While ‘one of the many pleasures of old age includes giving things up’ … this won’t include work’

At ESOMAR’s, 70th anniversary, World Congress from 10-13 September in Amsterdam www.esomar.org/congress we will be presenting a paper on transformational change in the financial services industry, entitled …
Are you insured, Scarlett? ‘I can’t think about that right now… I’ll think about that tomorrow’. How MetLife imagined a new future for the insurance industry… and is delivering it todayIn the run up to this presentation we will be exploring some of the themes touched on in the paper with a weekly blog post. We will also provide a link to the paper and presentation at the end of the Congress.

This fourth blog entitled … While ‘one of the many pleasures of old age includes giving things up’ … this won’t include work’ continues to explore the changing nature of retirement.

Read the fourth of our weekly blogs by clicking on this link: While one of the many pleasures of old age includes giving things up this wont include work

Getting Along With Less Cheese

Getting Along With Less Cheese

At ESOMAR’s, 70th anniversary, World Congress from 10-13 September in Amsterdam www.esomar.org/congress we will be presenting a paper on transformational change in the financial services industry, entitled…

Are you insured, Scarlett? ‘I can’t think about that right now… I’ll think about that tomorrow’. How MetLife imagined a new future for the insurance industry… and is delivering it today
In the run up to this presentation we will be exploring some of the themes touched on in the paper with a weekly blog post. We will also provide a link to the paper and presentation at the end of the Congress.

Our third blog… ‘Getting along with less cheese’ is the first of two that explore the changing nature of retirement

Read the third of our weekly blogs by clicking on this link: Getting Along With Less Cheese

That Robot Stole My Job

That Robot Stole My Job

Should we fear the rise of the machines? Or ‘That robot stole my job’!

At ESOMAR’s, 70th anniversary, World Congress from 10-13 September in Amsterdam www.esomar.org/congress we will be presenting a paper on transformational change in the financial services industry, entitled…
Are you insured, Scarlett? ‘I can’t think about that right now… I’ll think about that tomorrow’. How MetLife imagined a new future for the insurance industry… and is delivering it today
In the run up to this presentation we will be exploring some of the themes touched on in the paper with a weekly blog post. We will also provide a link to the paper and presentation at the end of the Congress.

This second blog entitled … Should we fear the rise of the machines? Or ‘That robot stole my job’! explores the future of work and artificial intelligence and the implications for employment and society

Read the second of our weekly blogs by clicking on this link: That Robot Stole My Job

Game changers in patient research: Wearable Technology  

Game changers in patient research: Wearable Technology  

We recently introduced our “game changers” series, looking at why the patient journey is such an integral part of healthcare brand strategy and planning. It’s our belief that achieving a rich, detailed, and insightful view of the patient journey should be the gold standard for healthcare marketers, and in our upcoming series of articles, we want to explore some of the new and innovative ways we can do this.

In our last article, we discussed the role of mobile technologies in helping to better capture the in-the-moment details of the patient journey, and today we will continue our “game changers” series by discussing wearable technology.

Wearable Technology

There’s been a “buzz” around wearables in the research industry for some time. The debate of how to leverage wearable technologies, including Smart Glasses such as Google Glass or Smart Watches and Bracelets such as the Fitbit have evolved with the technology.

But, what was once hypothesised is now beginning to be tested and adopted at scale in research.

How we’re using it!

At Decision Architects we are looking to leverage the latest advances in wearable technology and innovative video analytics platforms, to fill the gap between what respondents may say versus what they actually do. Our focus in wearables has been on the use of Smart Glasses such as Google Glass.

We are able use this type of wearable technology to capture a first-person view of people’s lives and a video curation platform to sift through huge amounts of video footage. By providing an unfiltered and unaffected observation of people’s lives, we are able to uncover truly powerful insights and answers without relying heavily on interview responses.

In trialling this technology, we feel it adapts itself perfectly to capturing the details of the patient journey. This interactive, multimedia approach allows researchers to bring aspects of that patient journey to life. For example, at high burden moments for the patient, to feedback on interactions with HCP’s (before and after consultation), and while taking treatments, in particular device therapy. These “moments” in the disease journey are often areas we, as researchers, ask patients to map out for us in retrospect. However, with the evolution and accessibility of Smart Glasses, we are now able to bring them to life with a first-person account, as it happens.

Our Approach

We look to recruit patients to take part in a traditional face-to-face interview as well as a follow-up “digital ethnography” phase of research.

The recruited patients are provided with Smart Glasses (i.e. Google Glass type product) and given a briefing on how and when we’d like them to use the technology.

Fieldwork periods for the “digital ethnography” may vary depending on the specifics needed to be captured, but we recommend a period of at least one to three weeks to gather enough, rich, detailed and insightful video content. Patients will then wear video glasses at key stages of their day-to-day lives (i.e. while taking treatments, suffering from symptoms, following HCP consultation (or during, with HCP consent)). The scenarios for usage will depend on brand / category issues looking to be explored by the research. Patients will also be encouraged to share video content at their own discretion, giving an element of control of the research interaction to the patient. This co-creative approach has the potential to yield new found insight and answer questions brand and research teams may not even know to ask.

The result is engaging and interactive. We are able to produce a visual “video” journey of the patient experience and even produce a “video dashboard” of content categorised by key word and themes to help rationalize and socialize the insights amongst the broader working teams.

What’s next?

At Decision Architects, we do not believe wearable technology such as Smart Glasses should replace traditional qualitative and quantitative research techniques, yet we feel they provide additional value when used in specific situations, addressing specific business needs in parallel to those techniques. The need for marketers to understand both the emotive and practical implications of a disease is key to unlocking brand potential, supporting and providing broader “beyond-the-pill” initiatives for the patient and being truly patient centric. We feel Smart Glasses are able to supplement a more traditional research programme and help achieve these goals.

As the “buzz” continues, we will continue to explore new ways of leveraging those technologies, and supporting our clients.

Game changers in patient research: mobile technologies and applications

Game changers in patient research: mobile technologies and applications

We recently introduced our “game changers” series, looking at why the patient journey is such an integral part of healthcare brand strategy and planning. It’s our belief that achieving a rich, detailed, and insightful view of the patient journey should be the gold standard for healthcare marketers, and in our upcoming series of articles, we want to explore some of the new and innovative ways we can do this.

Over the course of the next few weeks we will look at the role of mobile, wearable, social and online technologies and how they affect the way we can research today’s patient experience.  Today’s article will start with mobile technologies and applications.

Mobile economy

We’ve all seen and heard the numbers before – the mobile industry continues to scale rapidly, with a total of 3.6 billion unique mobile subscribers at the end of 2014. Half of the world’s population now has a mobile subscription—up from just one in five 10 years ago. An additional one billion subscribers are predicted by 2020, taking the global penetration rate to approximately 60%[1].

Like any other industry, both healthcare and research are adapting to this change and learning how “mobile” is impacting its established operating models, identifying both its challenges and opportunities.

For healthcare itself, the questions come in how “mobile” can be used as a tool to better care models for patients and potentially reduce the logistical and financial burden on healthcare payers and governments around the world. But, change doesn’t come easy in an industry traditionally reticent to change and while the scale of mobile health is impressive, questions still arise as to the extent it’s resulted in genuine behaviour change.

For research, the questions come in how “mobile” can improve what’s already available through traditional quantitative and qualitative techniques. Undoubtedly the scale and opportunity of bringing research to the mobile phones of millions, if not billions of respondents is exciting. However, innovation for the sake of innovation is likely to prove ineffective, costly and potentially (already) detrimental to long-term adoption at scale. The true value of mobile research will be reached by those who unlock its potential at the right time, in the right circumstance.

Today’s article will focus on the mobile research debate, and in particular how we feel mobile research applications can be most effective, most notably in patient research.

Mobile economy: market research

Mobile market research has been a buzz phrase in our industry for many years now. However, when “mobile” burst onto the research landscape many customised research applications lacked the utility and functionality of today’s offerings. As a consequence we saw mixed results in mobile research methodologies. Confounding the problem, was the perception that “mobile” was somehow a replacement or evolution away from well-established quantitative and qualitative methodologies.

So why therefore do we see “mobile” as having “game changing” qualities?

Well, like any product that comes to market, you are likely to see both growth and maturation following initial introduction. The product evolves and adapts to the needs of its customers. And, that is what we are seeing in mobile market research. The functionality and capabilities of mobile research applications have matured allowing for in-the-moment insight capture, wherever and whenever it’s convenient.

However, it’s not just the technology but the researchers’ themselves who have matured to the use and adoption of mobile research. At Decision Architects, we believe mobile research can be used to supplement traditional research techniques and provide additional depth through multi-media questioning built-in to the functionality of the application. In addition, learning “when” and “where” to use mobile research has been as important as making the actual research tools themselves better! Which brings us on to patient research.

Mobile research – a “game changer” in patient research! 

Research is most effective when you ask the right person, the right question in the right way to answer a specific business problem or need.

Patients – the perfect “mobile” respondents?

The Decision Architects team have had experience of conducting mobile market research with a range of different physician types, patients and consumers. And, our experience has shown that patients prove time and time again to be most responsive to a mobile research approach. Both in terms of ability to recruit and engagement throughout the research project. Many mobile research methodologies have explored the idea of giving greater control of the research interaction to the respondent (i.e. to report “in-the-moment”) and patients have been most receptive to this approach. For many patients it gives them a platform to vent or share through a secure and confidential tool. This is particularly the case in patients with rare or hard to treat / manage conditions, where the burden of the disease is that much greater.

However, using mobile with the right respondent type alone is not enough. At Decision Architects we feel there are particular circumstances where mobile research can add depth and give potentially richer, more detailed insight to the patient experience.

Mobile diaries: the evolution of traditional “diary” exercises

At Decision Architects, we believe mobile methodologies has the potential to re-invent traditional diary research.

Understanding how patients feel, and what they experience day-to-day will always be of interest to healthcare marketers. Customised research applications can be designed to allow patients to input spoken-word, video, images or open-text in-the-moment. As researchers’ we must strive to bring ourselves closer to those key moments we seek to understand rather than ask it to be contextualised after the fact.

We believe giving an element of control of the research interaction to the respondents has the potential to unearth new, richer and more detailed insights. This approach will allow patients to share their thoughts and experiences as they happen.

Control of the research will still be gained through pre-set tasks at specific moments of interest for the marketer, for example:

  • HCP Consultations
  • While taking treatment(s)
  • While recovering from treatment(s)
  • While suffering from symptoms

Such “occasions” can become pre-set tasks in the mobile diary that are there for respondents to use as-and-when they go through it themselves.

The results will provide a longitudinal view of the patient experience, “in-the-moment”. Deliverables will be able to leverage the rich multi-media content the application is able to generate.

As a supplement to traditional patient research, we believe a mobile approach to diary research can act as a way of bringing the patient experience to life.

Understanding compliance: quantifying & qualifying non-compliance  

The cost of non-compliance can be great on many levels. To patients it can mean a lack of efficacy and a continued strain from the disease on their day-to-day lives. For product providers it can have impacts on reputation, adoption and continuation of treatment.

However, quantifying and qualifying non-compliance can be challenging in the abstract setting of traditional quantitative and qualitative techniques.

For treatments and conditions where compliance can be a problem a mobile approach may offer a solution to provide depth, data and insight to non-compliance.

Customised mobile research applications have the capacity to be set-up as “compliance calendars”, to help quantify compliance day-by-day. Where non-compliance is a problem, there can be spoken-word, video or open-text response options set-up to allow the patient to qualify their own non-compliance, or even ask the physician to qualify the non-compliance of the patients they are treating.

The results will provide both quantified results to treatment compliance while also adding qualitative depth to explain it. In doing so, we can explore the variety of reasons for non-compliance and adopt strategies and patient support schemes to help with non-compliance for those reasons. Different segments of patients may exist who are non-compliant for a variety of personal, social and physical reasons all requiring tailored strategies to help overcome this.

As a supplement to traditional patient research, we believe a mobile approach to compliance will add more context and bring marketers and brand teams closer to the moment of non-compliance.

Mobile methodologies – a continuing evolution!

At Decision Architects we continue to challenge ourselves to provide clients with the latest in cutting edge research thinking. As these tools are used more at scale, more context or opportunity where they add the most value will be discovered. Our aim is to take advantage of the scale “mobile” offers, however not just as a way of offering innovation for the sake of innovation. We believe they are tools to be used alongside traditional research techniques, and to add depth, richness and new insight.

In the coming weeks we will continue our “Game Changers” series by looking at the value and opportunities of wearables as a tool for patient research.


[1] http://www.gsmamobileeconomy.com/GSMA_Global_Mobile_Economy_Report_2015.pdf