Navigating the Roadmap to Trustability
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Navigating the Roadmap to Trustability

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Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the ...

Peppers & Rogers Group experts build on research on the state of consumer trust in the healthcare industry, giving you the tools to build trust at your own company. This presentation will reveal the elements of the trustability platform, and show you how to tie trust-based activity to ROI.

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Navigating the Roadmap to Trustability Navigating the Roadmap to Trustability Presentation Transcript

  • make an Navigating the Roadmap impact! to Trustability March 28, 2012 #prghealthcareCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 1
  • Today’s Speakers Marc Ruggiano Dietrich Chen, Ph.D. Elizabeth Glagowski Partner, Director, Executive Editor, Strategy Peppers & Rogers Group Peppers & Rogers Group Peppers & Rogers GroupCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 2
  • Event logistics Please turn off your pop-up blocker • You will not be able to participate in today’s survey Download a PDF of today’s slides • Click the green PDF icon Have a question for the presenters? • Click the red Q&A icon Helpful tools • Click the gold question mark for help with technical issues • Enlarge slides when needed • Twitter Hash tag: #prghealthcareCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 3
  • Agenda Trust in Healthcare Research Summary Building a Trust Platform Trust Roadmap Case ExampleCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 4
  • Trust in Healthcare Research SummaryCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 5
  • Consumer Perception of Today’s Health InsurersCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 6
  • Consumers Describe the Ideal Health InsurerCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 7
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  • Customers’ Trust in the Health Insurance Sector 38% 43% Trust 19% Distrusters Neutral TrustersCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 10
  • Customers’ Trust for Individual Health Insurers 100% 80% Respondents 60% 40% 20% 0% Health Insurer Distrusters Neutral TrustersCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 11
  • The Basics 10 9 8 7 6 Rating 5 4 3 2 1 0 Does a great job of Processes claims Demonstrates a Covers me when Im Makes enrolling in Works well with my Is typically first to keeping the accurately high level of traveling away from the plan easy and primary doctors market with new promises it makes business and home straightforward office services technology innovation that directly benefits me Distrusters Trusters Scale: 0 = strongly disagree, 10 = strongly agree Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 12
  • Communications from the Health Insurer 10 9 8 7 6 Rating 5 4 3 2 1 0 Communicates Proactively alerts Provides easy to Uses simple Communicates Sends me clearly with me me to potential read statements language and with me on a communications problems and and explanation of words I can easily timely basis that reflect my issues that may benefits understand unique needs and affect my interests coverage Distrusters Trusters Scale: 0 = strongly disagree, 10 = strongly agree Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 13
  • Trust and Communication Frequency and Channel 100% 80% Trusters & Distrusters 60% Truster 40% Distruster 20% 0% Too little Just right Too much All of the Some of None of time the time the time Volume of communication Amount of time health insurer from health insurer uses preferred channel of communication Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 14
  • Communications with the Health Insurer 10 9 8 7 6 Rating 5 4 3 2 1 0 Representatives I can typically Representatives I am able to My issues, At the conclusion I am asked for Representatives of my health solve any do an excellent reach a problems and of a contact, I feedback on my of my health insurer listen problem I am job of representative of concerns are am warmly and health insurers insurer apologize carefully to my having by understanding my health insurer typically resolved genuinely representatives immediately issues and contacting my complex issues in a reasonable in one contact thanked for each time I make when a mistake concerns health insurer amount of time being a customer contact has been made Distrusters Trusters Scale: 0 = strongly disagree, 10 = strongly agree Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 15
  • Trust Impacts Loyalty 10 9 8 7 6 Loyalty* 5 4 3 2 1 0 Distrusters Trusters Example Items Because my health insurer has created a strong, delightful customer experience for me, I have no need to look for better alternatives.. I anticipate that I will remain a customer of my health insurer for a long time. I feel a strong sense of loyalty to my health insurer. * Factor weighted mean of responses to 5 questionnaire items assessing “loyalty.” Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 16
  • Trust Impacts Advocacy 10 9 8 7 Advocacy* 6 5 4 3 2 1 0 Distrusters Trusters Example Items How likely would you be to recommend your current health insurer to a friend or colleague? If asked by your health insurer to serve as an ambassador to your community on their behalf, how likely would you be to participate? * Factor weighted mean of responses to 2 questionnaire items assessing “advocacy.” Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 17
  • Trust Impacts Health Outcomes 10 9 8 7 6 Rating 5 4 3 2 1 0 Follow Doctors Instructions Follow Health Insurers Healthier Because of Health Instructions Insurer Distrusters Trusters Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 18
  • Customers Value Trustworthiness How much more per month, if any, would you be willing to pay in premiums for a health insurer with high levels of trustability? 50% 40% Respondents 30% 20% 10% 0% $0 $1-$25 $26-$50 $51-$100 $101-$150 $151-$250 $251 or more Source: Peppers & Rogers Group researchCOPYRIGHT ©2012 ALL RIGHTS PROTECTED AND RESERVED COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 19
  • Building a Trust PlatformCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 20
  • 6 Building Blocks of Trust Goodwill Doing the right thing Trust Competence Doing things rightCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 21
  • 6 Building Blocks of Trust Anticipate customers’ needs, understand the context in which they Empathy present, and work to deliver beneficial solutions Proactively and reactively communicate openly with customers Goodwill Transparency about information, policies, decisions, and outcomes Take ownership and action at the individual and organizational level Accountability when customers encounter negative experiences Trust Deliver accessible, convenient, Customer consistent, and credible experiences Experience to customers regardless of all else Train, enable, and authorize Competence Empowerment employees to take actions that earn customers’ trust Recognize and reward trust-building actions and customer-centric Recognition behaviors of high-performing employeesCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 22
  • 6 Building Blocks of Trust Anticipate customers’ needs, understand the context in which they Empathy present, and work to deliver beneficial solutions Proactively and reactively communicate openly with customers Goodwill Transparency about information, policies, decisions, and outcomes Take ownership and action at the individual and organizational level Accountability when customers encounter negative experiences Trust Deliver accessible, convenient, Customer consistent, and credible experiences Experience to customers regardless of all else Train, enable, and authorize Competence Empowerment employees to take actions that earn customers’ trust Recognize and reward trust-building actions and customer-centric Recognition behaviors of high-performing employeesCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 23
  • Empathy Anticipate customers’ needs, understand the context in which they Empathy present, and work to deliver beneficial solutions Goodwill Do we understand our customers’ health- related goals and objectives, and know what motivates their health-related decisions? ? Have we clearly defined the role we intend to play and set customers’ expectations appropriately? ? Trust Are insights about our customers’ needs accessible to customer-facing employees? ? Do we know which customers’ are best served Competence by each of our different products and/or services? ? Do we match our customer-service staff to customers based on personality traits, unique perspectives, and/or necessary expertise? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 24
  • Transparency Proactively and reactively communicate openly with customers Transparency about information, policies, decisions, and outcomes Goodwill Do we have an efficient method of 2-way communication with each of our customers? ? Do we make explanatory information available to our customer-facing employees, and via self-service channels? ? Trust Do customers’ receive explanatory information in plain language and written at an appropriate level? ? Competence Do we proactively communicate with our customers? ? Do customers’ who believe they are not getting the “truth” have an acceptable alternative for appeal? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 25
  • Accountability Take ownership and action at the individual and organizational level Accountability when customers encounter negative experiences Goodwill Do we know what we have “promised” to our customers, at both the company and employee level? ? Do we accept responsibility when we communicate the wrong information, make the wrong decision, or can’t be reached easily? ? Trust Do we track “broken” promises at the individual customer level, and report on them within the company? ? Does the company and its employees have a Competence process for resolving issues of ownership and action? ? Does the company or an employee act on 100% of negative customer experiences? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 26
  • Customer Experience Deliver accessible, convenient, Customer consistent, and credible experiences Experience to customers regardless of all else Goodwill Can our customers reach us through their desired channels and complete their intended actions? ? Are our customers served by trained, relevant, empowered, understanding employees? ? Trust Do our customers receive the same messages and have access to the same capabilities across channels? ? Do we ensure that we deliver on commitments Competence we make to our customers (e.g. trackable confirmation numbers, scheduled follow-up ? actions, etc.)? Do we measure our customer experience performance and its impact on trustability? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 27
  • Empowerment Train, enable, and authorize Empowerment employees to take actions that earn customers’ trust Goodwill Does the company have well-defined trust principles, and are all employees trained on them? ? Do customer-facing employees have the tools they need to understand and act on individual customer issues? ? Trust Are proper policies and permissions in place so that employees have adequate guidance on when and how to apply trust principles? ? Competence Are the necessary controls in place to ensure adequate oversight of trust-related programs? ? Does a “culture of trust” exist within all levels, functions, and locations of the company and its business partners? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 28
  • Recognition Recognize and reward trust-building actions and customer-centric Recognition behaviors of high-performing employees Goodwill Are actions which build trust and enhance customer-centricity tracked at the employee level? ? Do employee recognition programs include trust-related components? ? Trust Does the performance management program address trust-related performance metrics? ? Do employees receive tangible rewards and Competence clear recognition for trust-related performance excellence? ? Are trust leaders among the employee base viewed as highly valuable assets? ?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 29
  • 6 Building Blocks of Trust Anticipate customers’ needs, understand the context in which they Empathy present, and work to deliver beneficial solutions Proactively and reactively communicate openly with customers Goodwill Transparency about information, policies, decisions, and outcomes Take ownership and action at the individual and organizational level Accountability when customers encounter negative experiences Trust Deliver accessible, convenient, Customer consistent, and credible experiences Experience to customers regardless of all else Train, enable, and authorize Competence Empowerment employees to take actions that earn customers’ trust Recognize and reward trust-building actions and customer-centric Recognition behaviors of high-performing employeesCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 30
  • Poll question Which of the 6 building blocks provides the most immediate opportunity to build trust within your organization?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 31
  • Trust Roadmap Case ExampleCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 32
  • Building a Platform for Trustability 1 2 3 Trust Trust Platform Trust Roadmap Assessment Development • Conduct workshops and • Identify Trust gaps along • Prioritize initiatives executive interviews to Moments of Truths • Prepare implementation align trustability within the • Develop Trust-building plans and capture corporate strategy initiatives that target Trust sequencing of initiatives on • Conduct member survey to framework components a roadmap assess trust baseline and • Evaluate initiatives along, • Identify execution team, benchmark against the e.g., key dependencies, and industry – Trust impact constraints • Gain additional trust insights – Ease of implementation • Provide on-going support from employee surveys and – Financial and/or options interviews satisfaction metrics • Develop Trust guiding • Conduct workshops to principles that are used to share and validate findings guide the actions of employeesCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 33
  • Trust Guiding Principles were developed with our client Trust Guiding Principles Empathy 1 We transparently communicate Goodwill Transparency what is the best for our customers Accountability We provide our customers with the 2 Trust expected customer experience for Customer all products and services Experience Competence Empowerment We empower our employees to earn 3 our customers’ trust and recognize their trust-building behaviors RecognitionCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 34
  • Voice of Employee questions were developed based onthe Trust Framework Do you think our company is transparent in the way we 1 communicate with our customers? Why do you think so? Goodwill Do you think our organization assumes accountability 2 when customers go through negative experiences? Trust Do you think our company currently provides good and 3 consistent customer experience at all channels? Competence 4 Do you think our company empowers frontline employees to resolve complaints?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 35
  • Several Trust-building initiatives were identified based onthe gap assessment Trust Gaps Discovered Initiative to Close the Trust Gaps Lack of awareness about comparative product and price advantages 1 Build awareness and educate Lack of awareness about innovation-leading products members about competitive product and price advantages Lack of awareness about comparative customer service quality Lack of empathic communication after members have 2 negative member experiences Develop empathic communication when members go through negative experiences Lack of empathic communication after members have unresolved complaints 3 Provide clearer explanation of bills and other educational material as part of Members often do not understand the explanation of bill the onbaording processCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 36
  • Trust initiatives were prioritized along 3 dimensions L M H H M Feasibility (+) Trust (+) L H H M M L L M H L Impact (+) Trust (-)COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 37
  • To drive immediate results, the feasibility dimension wasgiven the largest weight L M H H M Feasibility (+) Trust (+) L H 1.3 1.2 1.1 H M 2.3 2.2 2.1 M L 3.3 L 3.2 M 3.1 H L Impact (+) Trust (-)COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 38
  • Trust-building initiatives were then sequenced in 3 phases 2011 2012 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 Phase 1 Initiatives 1.1 High 1.2 Med. 1.3 Low Impact Impact Impact 27 Initiatives Phase 2 Initiatives 3 Initiatives 2.1 High 2.2 Med. 2.3 Low Impact Impact Impact 14 Initiatives Phase 3 Initiatives 3.1 High 3.2 Med. 3.3 Low Impact Impact Impact End of Trust ProjectCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 39
  • How to get started Conduct internal working session to discuss trustability with leadership team Conduct trust survey to assess trust baseline and benchmark against Peppers & Rogers Group trust research Gain additional trust insights from employee surveys and interviews Develop trust guiding principles that are used to guide the actions of employees Review language used in member communication (e.g., EOB) and revise if necessary for simplicityCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 40
  • Poll question Where does trust sit on your organization’s priority list?COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 41
  • PRG Healthcare Practice Activity 1. Trustability Assessment and Working Sessions • Conduct your own trust assessment and benchmark it against Peppers & Rogers Group research • Schedule your own on-site working session for your colleagues • Contact Tom Schmalzl at tschmalzl@peppersandrogersgroup.com 2. Join us for upcoming webinars in the “Trust” series: • “The Social Media Agenda for Healthcare” – April 25 • “Case Study: Making the Consumer-centric Transformation” – May 17 • Register at http://www.peppersandrogersgroup.com/healthcare 3. Come visit us at World Healthcare Congress – Booth #111 • April 16 – 18 in Washington, DC 4. Follow us on Twitter @PeppersRogersCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 42
  • Q&A Session Marc Ruggiano Dietrich Chen, Ph.D. Elizabeth Glagowski Partner, Director, Executive Editor, Strategy Peppers & Rogers Group Peppers & Rogers Group Peppers & Rogers GroupCOPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 43
  • Marc Ruggiano Dietrich Chen, Ph.D. Partner Director mruggiano@peppersandrogersgroup.com dchen@peppersandrogersgroup.com +1.203.989.2189 (office) +1.203.989.2200 (office)COPYRIGHT © 2012. ALL RIGHTS PROTECTED AND RESERVED. 44