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Personalizing Patient Care in the Digital Age by Anna Rydzewska

With Anna Rydzewska's strategic vision as a guide, a healthcare organization is rethinking how to care for patients in the digital age by combining technology with a human touch in a way that works well. Their creative method focuses on making things easy for everyone to access. They offer a range of digital services, such as online consultations and personalized health content, to meet the needs of each patient. Their work to improve healthcare and make sure that every patient feels supported and understood shows how much they care about patient-centered care. Their mission to combine understanding with cutting-edge technology sets a new standard for how healthcare is provided as they continue to change and adapt. Through their innovative strategies, they are not only following current trends, but also actively shaping the future of healthcare. This shows how digital change can improve the health of patients.

Anna Rydzewska


Director of E-commerce and Patient Marketing

Neuca has changed how patients interact with and can receive care by using cutting edge e-commerce strategies and digital platforms, led by Anna Rydzewska. The organization provides customized healthcare solutions that meet the specific needs of each patient by combining cutting-edge technology with a customizable approach. Their wide range of services, from telemedical consultations to personalized content that educates and inspires people, shows how dedicated they are to making the healthcare journey smooth and caring. This method, which is based on empathy and new ideas, shows how committed they are to improving health outcomes and patient experiences while also adapting to the fast-paced changes in digital healthcare.

How has Neuca’s e-commerce strategy evolved to better serve the patient community, especially considering the changes in consumer behavior post-pandemic?

We’ve tried and I think we succeed also to embrace the changes brought by the pandemic: taking care of your health. Not just by the digitalization but by also bringing a touch of warmth and understanding to the healthcare experience. Our journey over 30 years in healthcare has evolved into a passion project, where our focus has been on bridging the gap between pharmacists, manufacturers, and patients, ensuring that everyone receives the care and attention they deserve.

As we all navigated the new reality of the pandemic, we recognized the critical need for trustworthy health information and services that are easily accessible from the comfort of home. We have poured our efforts into creating, a user-friendly portal that simplifies the process of obtaining medications, and have been at the forefront of providing telemedical consultations, which have become a lifeline for many.

The heart of our strategy is personalization; it’s about understanding that behind every screen is a person with unique needs and concerns. Whether it’s providing diabetic patients with the tools to manage their health or reminding them to keep up with self-monitoring, we have strived to make healthcare feel more like a caring companion than a daunting task. This is particularly evident in our work with the elderly, where we’ve taken extra steps to ensure that technology enhances their healthcare experience rather than complicating it.

Our human-centered approach has been a beacon of hope and care in a time when both were in short supply. We’ve not just evolved with the times but have also anticipated the future needs of the community, always putting the patient at the center of our universe. It’s a beautiful blend of technology and empathy, showing us all that in the world of healthcare, the heart still matters.

In what innovative ways are you engaging patients digitally to enhance their journey from awareness to purchase?

Our platform apteline is a prime example of this, serving as an innovative bridge between the pharmaceutical world and patients. It is a Click and collect service that allows patients to reserve medicines, supplements, and other health-related products online and pick them up at their convenience from one of the many cooperating pharmacies.

Our omnichannel approach is designed to facilitate the transition of patients who are already online in the purchasing process. By directing them to pharmacies that work with us, we not only provide them with a fast way to receive their medications, including prescription drugs, but we also ensure that these medications are handled and transported safely—addressing a common concern about medications getting lost or damaged in transit.

Furthermore, we offer the invaluable service of connecting patients with pharmacists for consultations via chat or phone, free of charge. This allows for immediate and professional advice on medication interactions, dosages, and health concerns, reassuring patients in their treatment journey. This service continues the personal touch that begins with the doctor’s prescription and carries through to the pharmacy, ensuring a secure and high-quality experience.

Our strategy focuses on minimizing the gap between online information and in-pharmacy experience. By overseeing the whole process and offering consistent support, we make sure that patients are not left alone with their prescriptions but have a reliable resource to turn to, enhancing their safety, trust, and satisfaction in the healthcare system.

Can you discuss the challenges and strategies for maintaining brand and service consistency across different e-commerce platforms?

Maintaining brand and service consistency across various e-commerce platforms presents a multifaceted challenge that we are currently addressing. The process has involved restructuring our portfolio of patient brands, which was necessary to align with our business vision. We identified a lead brand, ‘Świat Zdrowia’, to act as an umbrella brand that encompasses our medical operator and digital tools.

Currently, we are in the midst of rebranding, which will cover our medical facilities mentioned and will extend to our digital tools. Our plan for the upcoming year is to achieve full unification to build a strong and credible brand within the broad healthcare sector. However, this unification process is challenging, especially when dealing with already recognized brands and figuring out the most effective way to integrate them without losing their established value.

In the Neuca group, we are differentiating our brands by targeting specific markets; ‘Neuca’ is directed towards the B2B pharmaceutical market, whereas ‘Świat Zdrowia’ will serve the patient-oriented segment. We also have clinical trials operating under a separate brand identity, which adds to the complexity of our branding strategy. Like Unilever, which operates under a corporate brand with various sub-brands, we must manage multiple consumer groups with skillful brand management. We cannot have a one-brand-fits-all approach due to the intricate and legally protected nature of our business, which includes various restrictions and operates across different segments.

The process is far more complex than simply placing everything under one umbrella brand. It involves extensive workshops and in-depth discussions. We believe that marketing should not overshadow business; instead, we must first have a clear business strategy and long-term vision, , to guide our marketing strategy. Only then can we layer on brand positioning and visual identity, ensuring that all elements are interconnected.

Thus, we are laying down a marketing strategy and brand positioning that complement and support the business strategy, understanding that the marketing strategy should not be an isolated endeavor but rather one that aligns with and reinforces the overall business objectives. It’s been a year of intense work and strategic alignment, and I empathize with the process of integrating business strategy with marketing efforts, as I also navigate these challenges in my role.

What approach does Neuca take towards content personalization in its marketing efforts to ensure relevance to diverse patient groups?

Our approach to content personalization in marketing efforts is multifaceted and tailored to ensure relevance to diverse patient groups. We focus on creating a significant amount of content, including managing two knowledge portals, Apteline and Świat Zdrowia , which go beyond offering services or commercial aspects to include support groups on Facebook like for diabetics and endocrinological groups. This allows us to reach approximately 2 to 2.5 million users monthly, showing the extent of our content’s reach.

Our ambition goes beyond sheer quantity; we prioritize quality and aim to provide valuable knowledge. Our goal is to deliver trustworthy medical information to everyone – whether they are healthy, incidentally ill, chronically ill, or in recovery. This reflects our strategy of being there for every patient in Poland, irrespective of their health or income status. We differentiate our communication with each specific segment, ensuring that the content we produce is relevant and useful.

We segment our audience into groups such as health-conscious individuals who are proactive in preventing diseases for themselves and their families, often led by women who are seen as the caretakers of family health. Our content for them includes topics on children’s health, preventative measures, and senior care. This is crucial as many of our audience are in a position where they are caring for both children and aging parents.

Another segment includes those in need of immediate support and concrete solutions, like managing allergies or colds. These individuals may not focus on their health until facing a serious condition. We offer them concise, actionable advice supported by verified medical knowledge for their immediate needs.

For those with chronic conditions seeking ongoing support, we concentrate on comprehensive sections of knowledge, covering diet, health, treatment processes, and psychological support. Research shows that this support is critical, and while information is readily available online, daily life application is where challenges arise. Through our investment in Facebook groups with thousands of members, we facilitate peer support and guidance, offering practical advice, like diet plans from our dietitians or alternative solutions that are applicable to everyday life.

Neuca aims to be a brand that is close to our patients and audience, not distanced by authoritative figures but rather approachable and integrated into their daily lives.

Could you share a recent successful digital campaign and what made it resonate with your target audience?

Certainly, we had a particularly successful digital campaign recently for our health insurer we have in Neuca’s portfolio – “TU Zdrowie.” The aim of the campaign was to target decision-makers within medium to large firms interested in obtaining healthcare services and generate leads for the sales department.

The campaign, run in 2023, was highly effective, resulting in a remarkable return on investment of over 2300% . This success can be attributed to several factors. First and foremost was the quality of the health insurance offering itself and how well it was communicated to the target audience, based on insightful understanding of their needs.

Additionally, the collaboration between the marketing team, which I must commend highly, and the sales team played a critical role. It’s not always that we see such seamless teamwork, but in this case, it was pivotal. Another key element was the ongoing campaign optimization, which is essential in performance marketing to ensure relevance and efficiency.

This campaign proved the adage that “success has many fathers ” to be true, with many contributing factors coming together to achieve these outstanding results.

What key performance indicators do you prioritize when measuring the success of your marketing campaigns?

In measuring the success of our marketing campaigns, we prioritize quantifiable results. Key performance indicators (KPIs) that we focus on include Return on Ad Spend (ROAS) for specific campaigns wherever possible, as well as the cost of acquisition or the number of leads generated leading up to the actual sales, especially in digital channels where measurement is more feasible.

For campaigns where direct measurement isn’t possible due to insufficient data, we still ensure a significant portion of our spending is directed towards digital efforts, allowing for tracking and analysis.

Beyond these direct financial KPIs, we also oversee a network of medical facilities and support them in terms of trade marketing and branding. Here, the consistency of messaging and visual identity at every touchpoint is paramount, although these are less about quantifiable metrics and more about qualitative assessment.

High quality is another key indicator that might be challenging to define universally but is crucial for us. We strive for our actions to be genuinely qualitative and impactful, which, we believe, is evident in the branding of our facilities that have been refurbished this year.

Feedback from patients visiting newly renovated facilities confirms the positive impression made by these upgrades, which is something we take as an indicator of success as well. It shows that our marketing efforts resonate well with the target audience and contribute to the overall perception and reception of our brand and services.

How do you foster a culture of innovation within your digital marketing and e-commerce teams?

To foster a culture of innovation within our digital marketing and e-commerce teams at Neuca, we focus on creating an environment where innovation is not only encouraged but expected. We believe that our marketing and e-commerce teams inherently need to be innovative and stay abreast of the latest solutions to avoid stagnation. This involves living in a world of ‘VUCA’ (volatility, uncertainty, complexity, and ambiguity), where we are surrounded by and have to react to ever-changing data and variables.

We support this innovative mindset by ensuring that the organization provides the necessary support, such as training and development programs for promising leaders and workers. We take pride in the recognition we receive annually, which affirms our position as a supportive and friendly employer that promotes a culture of innovation.

Personal qualities and attitudes are also critical. We foster a desire for knowledge, openness to experimentation, and quick, responsive action to new situations. As leaders, we are tasked with providing space for experimentation within reasonable boundaries, including budget considerations, while still encouraging our teams to push beyond their limits.

Additionally, it’s crucial to build teams composed of individuals who complement each other’s skills and can collaborate responsibly. A personal commitment from leadership in forming these teams is essential, as well as the belief that team members must genuinely enjoy working with each other. Without this camaraderie and willingness to cooperate, innovation efforts can suffer.

Finally, we believe in the power of transparent communication. If something isn’t working, we discuss it openly without fear. We avoid micromanagement as it can stifle innovation and make people hesitant to embrace new ideas. By maintaining this approach, we ensure that our teams are dynamic and ready to innovate in the fast-paced world of digital marketing and e-commerce.

As a leader, how do you ensure your team stays agile and responsive to the rapid changes in the e-commerce landscape?

As a leader, ensuring that my team stays agile and responsive to the rapid changes in the e-commerce landscape starts with fostering healthy communication and relationships. We’ve participated in workshops aimed at improving our communication skills, building deeper connections, and resolving conflicts more swiftly.

The age-old truth always comes out: we need to talk more and communicate effectively. This means going beyond formal work emails and building relationships that can lead to quicker implementation of changes or resolution of conflicts—or even avoiding conflicts altogether.

To stay agile in the ever-evolving field of marketing, where you could go to bed with one set of rules and wake up to a whole new playbook, the willingness to engage in conversation is vital. It’s important for the team to recognize which new practices are worth implementing. Listening is the first step towards maintaining this flexibility, being open to colleagues’ suggestions, and deciding whether to try out their ideas or to hold off due to other priorities.

Innovation and agility are about being open to listening—really listening—to what others need, including within the marketing team and the target audience. It’s about adjusting based on feedback, whether it’s from team members bringing fresh ideas or from the market showing us new directions. This approach keeps the team adaptable and prepared to navigate the dynamic e-commerce environment effectively.

What future trends in e-commerce and patient marketing do you believe will have the most significant impact on Neuca in the next five years?

Over the next five years, the most significant impact on Neuca in the e-commerce and patient marketing space is expected to be driven by legal regulations. As these regulations continue to evolve, we anticipate that they will shape how we can advertise and communicate, particularly in the pharmaceutical and healthcare sectors. While medical care gives us more latitude to inform, the strict rules around pharmacy advertising present more challenges.

Innovation within the constraints of these regulations is crucial. We need to maintain agility to adapt to changes while ensuring compliance. Our focus is on clear, transparent communication that conveys information responsibly, emphasizing the importance of health and life.

In the broader context, we are dedicated to enhancing the patient experience by developing new tools, such as patient portals and systems for managing healthcare declarations. These tools are designed to make it easy for patients to schedule appointments and manage their healthcare needs from the convenience of their homes.

As patient needs rapidly evolve, with increasing expectations for convenience and immediate access through digital channels, we are continually improving our existing solutions to enhance the user experience.

Furthermore, as we redefine our brand positioning, we are committed to inclusivity, aiming to be a brand for everyone. This involves creating clear, understandable communication and providing services that cater to all, including those with disabilities. We design our facilities to be accessible and strive to be seen as a brand that offers a caring and trustworthy environment.

Addressing the emotional needs and barriers patients face is also a key trend. We focus on understandable risk communication, acknowledgment of coexisting conditions, and a holistic health approach. We aspire to create a sense of being well cared for, alleviating fear and embarrassment, which can often be associated with medical visits.

Lastly, we aim to be perceived as a brand that genuinely cares for all individuals, ensuring our services are designed with every patient in mind, from those with disabilities to the general population. This comprehensive and empathetic approach is expected to be crucial in shaping Neuca’s actions in the realm of e-commerce and patient marketing in the years to come.

What three pieces of advice would you offer to future leaders in the field of marketing?

From my perspective, authenticity and coherence in what one thinks, says, communicates, and how one works and collaborates are vital. It can be challenging because we often find ourselves in diverse environments across different companies, but maintaining authentic behavior is crucial. People can sense when you’re genuine, which helps build trust. Openness to collaboration and the creation of a positive working atmosphere where competition is healthy and not cutthroat are also important. Lastly, hard work pays off. The higher you go, the more responsibilities you have – it’s not just about managing people but managing an increasing number of tasks. Being proactive and willing to try new things is key to getting noticed and fighting for your place, especially for women who may not have been taught to assert themselves as much in the past

Efi Heart

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