Four Trends Shaping Healthcare GTM in 2025
- February 25, 2025
It’s an exciting yet challenging time to be in healthcare. Between new technology, shifting regulations, and the pressures of respiratory season, there’s a lot going on. The healthcare players best positioned for success in 2025 are those who understand not only what the market demands today but also what’s in store for tomorrow.
These leaders have a constant pulse on technological innovations, customer demand and competitive differentiators. Their priorities can tell us a great deal about where the industry is headed next.
Alexander Group recently conducted a survey with healthcare executives and physicians to learn about their 2025 go-to-market (GTM) strategies. The findings reveal four key trends that will set the stage for the industry in the months to come.
1. Demand gen matters more than ever:
- Lead generation roles are the #1 demand generation investment category for executives.
- 72% of digital health organizations plan to increase investments in marketing automation for 2024.
Healthcare leaders are heavily investing in demand generation, which increases awareness of products or services. Having the right people in place is a must. Key roles include lead gen reps, business development executives and new logo hunters.
But getting demand gen right is about more than hiring and retaining talent—it’s about aligning this talent with strategy and broad business goals. If done well, this alignment will support superior productivity and profitability.
2. Omnichannel engagement drives results:
- Conferences and trade shows are the most commonly used engagement channels for commercial organizations, followed closely by email, physical collateral (brochures), and mobile apps.
- Hospital executives only want to engage with vendor personnel in 38% of interactions; for physicians, this number is only 26%.
Only 34% of the hospital executives Alexander Group spoke to said they preferred to receive product information directly from their sales rep. To accommodate this preference and meet buyer needs, healthcare organizations must be prepared with engagement material like emails, marketing collateral and social media content. These varied engagement channels must all be grounded in the same messaging and strategy.
Precise targeting is also a key component of any omnichannel strategy, and it’s unlocked by leveraging customer data to develop personalized engagement. Shifting to a data-first approach may be a big step for some organizations. Start small by using this approach on a small subset of accounts, iterate as necessary and expand when ready.
3. New products call for time and resources:
- 98% of hospital executives believe AI will have an impact on ability to deliver care in the future.
- ~60% of healthcare buyers will invest moderately or significantly in telehealth or patient engagement software in the next 12 months; 50% will invest moderately or significantly in practice management software.
With applications ranging from surgery and therapeutics to administrative tasks and patient engagement, AI is here to stay in healthcare. Alexander Group found near unanimity among healthcare executives with the idea that AI will have a major impact on care delivery. The technology presents a massive opportunity for healthcare organizations to drive results and improve their quality of care.
Investing in new products and technology requires a robust strategy. Leaders must collaborate with stakeholders to develop messaging campaigns, clarify team roles and responsibilities and define new value propositions well in advance of any go-live.
4. Post-sales motions offer immediate value to buyers:
- 54% of digital health companies surveyed increased headcount in customer success roles in 2024.
- Digital health customer success managers primarily enhance operational efficiency, automate processes and provide real-time insights for customers; some roles also conduct expansion and renewal motions.
Post-sales motions are imperative for driving expansion opportunities, reselling, and nurturing a positive customer experience. Crucially, post-sales helps buyers see immediate value from their investments.
Customer success managers (CSMs) have a big role to play here. Serving as quarterbacks for the account, they can liaise with internal teams and escalate up/cross-sell opportunities as necessary.

Takeaways
For modern healthcare executives, these four trends will be strategic imperatives for the year ahead, shaping organizational priorities and investment decisions. These pillars will not only help healthcare teams tackle today’s challenges but will also set them up for continued success in the years to come.
To schedule a complimentary readout of the research findings, click here.