Our role as a healthcare market research and insights agency is:

  • to understand what information is already available and how to use it
  • to understand the right way to collect the right information when required
  • to develop insights that help our clients build better strategies for success.

Our approach

Pivotal pride ourselves on selecting the best approach for each project. We’re able to do this by working with a range of experts in recruitment and fieldwork, online research tools and advanced analytics. We have considerable experience in conducting unusual or non-standard projects.

We begin assignments by analysing relevant existing internal primary and secondary research. We’ll also include discussions with key internal stakeholders when appropriate. This taps into your institutional knowledge (and helps to get stakeholder buy-in to the project). This initial stage helps clarify and further define the research objectives, providing a contextual framework for better quality insights from the main study. Any research project needs to link in with a wider context – one that fits with your larger business objectives. So we look to synthesize the research results with what’s already known, to find the insights you need to achieve your outcomes.

With an exceptionally wide variety of pharmaceutical market research projects completed by our team over the past 20 years, our clients tell us that the value we bring to the project is our understanding of:

  • how to interpret the information within our client’s business context,
  • leading to strategic insights,
  • due to having asked the right questions to draw out the relevant information,
  • from sourcing or collecting the right data from the right people by choosing the most appropriate sampling and methodology or data sources


This includes a wide variety of methodologies dealing with topics such as:

  • Changing GP behaviour with an interactive sales aid that modelled the number of undiagnosed patients per postcode
  • Providing added value to key customers by using geodemographic data to model HCP catchment areas in terms of local area population health profiles
  • Rethinking the role of the sales rep – understanding the changing expectations of reps and exploring alternatives to face-to-face detailing such as omni-channel marketing
  • Benchmarking sales representatives‘ engagement activity against the industry as a whole
  • Turning real world user generated data into marketing insights
  • Building segmentation and targeting models
  • The rise in customer-centric approaches to sales and marketing – exploring the intersecting worlds in the treatment of a particular type of patient, from the GP and/or specialist through to nurses and other allied HCPs, to the pharmacist, the patient and their family and to identify all key points of leverage for a product
  • Reimbursement and new product launch issues – collecting real world data for PBAC submissions, examining advocacy potential amongst key prescribers and influencers (including nurses, patient organisations and patients), understanding the market landscape for new products as well as helping to predict sales
  • Loss of exclusivity situations – from gauging pharmacists’ attitudes to different price points through to exclusive distribution models
  • The impact on corporate branding and customer advocacy (Net Promoter Score) in the med tech space of the sales force and customer service teams