Your SlideShare is downloading. ×
0
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Case Study of Patient Experience Design & Marketing Management: Baystate Breast & Wellness Center

294

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
294
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Looked at various market segments to plan strategy
  • Slide 2; patient video here
  • Slide 3, Employee video here
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 10; Thanks to Dennis Chalke, Mike Favreau, Jason Newmark, Judi Bush, Paul Judd, Bill Mailler, Maura McCaffery, Donna Ross, Mark Keroack….
  • Slide 9
  • Slide 7
  • Slide 11
  • Slide 8
  • The term Experience Economy was first described in a book published in 1999 by B. Joseph Pine II and James H. Gilmore, titled "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy.
    Pine and Gilmore argue that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product - the "experience". More advanced experience businesses can begin charging for the value of the "transformation" that an experience offers.
    Experience economy is also considered as main underpinning for customer experience management. A core argument is that because of technology, increasing competition, and the increasing expectations of consumers, services today are starting to look like commodities. Products can be placed on a continuum from undifferentiated (referred to as commodities) to highly differentiated. Just as service markets build on goods markets which in turn build on commodity markets, so transformation and experience markets build on these newly commoditized services, e.g. Internet bandwidth, consulting help.
    The classification for each stage in the evolution of products is:
    A commodity business charges for undifferentiated products.
    A goods business charges for distinctive, tangible things.
    A service business charges for the activities you perform.
    An experience business charges for the feeling customers get by engaging it.
    A transformation business charges for the benefit customers (or "guests") receive by spending time there.
  • Suzanne
    We undertook a tour of the new facility, a journey, in fact, stopping at key areas of the building while staff, faculty physicians, and patients presented illustrative stories or messages with symbolic gifts appropriate for the travelers that we and our patients had truly become.
    r to the opening all cancer program members, staff, participants in our design process, architects and construction personnel, and community
  • Suzanne
  • Suzanne
  • Transcript

    • 1. Suzanne Hendery Vice President, Marketing & Communications Baystate Health Springfield, MA baystatehealth.org A Case Study of Patient Experience Design & Marketing Management March 1, 2013; Harvard School of Public Health Masters in Management Program Laurie Gianturco, MD Chair, Department of Radiology Baystate Health Springfield, MA baystatehealth.org
    • 2. Baystate Health Baystate Health, a Top 15 Integrated Delivery System of three hospitals,Baystate Health, a Top 15 Integrated Delivery System of three hospitals, including Baystate Medical Center, which is the largest hospital outside ofincluding Baystate Medical Center, which is the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine.Boston and the Western Campus of Tufts University School of Medicine. Baystate Health is the health care leader in Western Massachusetts and oneBaystate Health is the health care leader in Western Massachusetts and one of the largest employers with 400 employed physicians and 10,000of the largest employers with 400 employed physicians and 10,000 employeesemployees..
    • 3. Case Study; Patient Experience Design Breast Health & Imaging at Baystate •Starting Situation & Driving Trends •Initial Steps in Redesign & Stakeholder Goals •Patient & Leadership Engagement Process Marketing Management •Focus & Marketing Plan •Brand & Objectives •Creative & Results Lessons Learned & Recommendations Discussion
    • 4. Starting Situation & Driving Trends Common ground: new facilityCommon ground: new facility and combined leadershipand combined leadership
    • 5. Outpatient Areas Encounter Growth *Note: includes pap smear, biopsy of integument skin lesions and screening mammography. Source: Sg2, “Clinical Intelligence: Pushing Cancer Programs From Viability to Profitability,” 2008. What are the cancer care components that are driving outpatient growth? What are the cancer care components that are driving outpatient growth? 2008 Total U.S. OP Cancer Volume: 229 Million* Add New SG2 slide
    • 6. First Steps, Baystate Breast & Wellness Center: “Changing culture is challenging, time consuming, and totally worthwhile.” 1.1. Senior leaders (CFOs, CEOs, Boards) identified opportunities in efficiency,Senior leaders (CFOs, CEOs, Boards) identified opportunities in efficiency, care and collaboration through partnership. Purchased radiology practices.care and collaboration through partnership. Purchased radiology practices. 2.2. Identified leaders (Chair, VP-Marketing, Directors), executive sponsorsIdentified leaders (Chair, VP-Marketing, Directors), executive sponsors (CMO and CSO) and consultant.(CMO and CSO) and consultant. 3.3. Marketing solicited input from referrers, patients, staff on perceptions,Marketing solicited input from referrers, patients, staff on perceptions, changes needed. Videotaped comments.changes needed. Videotaped comments. 1.1. Leadership held 2 day retreat with representatives of each patientLeadership held 2 day retreat with representatives of each patient touchpoint, HR, PI, Marketing. Shared input. They planned improvementstouchpoint, HR, PI, Marketing. Shared input. They planned improvements (people/communications) (process) (physical setting).(people/communications) (process) (physical setting). 2.2. Held 1 day retreat for leadership, management. Coached on training andHeld 1 day retreat for leadership, management. Coached on training and presentation skills. Holding others accountable. Celebrating success.presentation skills. Holding others accountable. Celebrating success. ““Efforts quickly built visibility and credibility for the program and leadership.”Efforts quickly built visibility and credibility for the program and leadership.”
    • 7. Marketing - Physician partnership Laurie Gianturco, MD Chair, Department of Radiology, Baystate Medical Center, Springfield, MA Associate Clinical Professor and Deputy Chair, Department of Radiology, Tufts University School of Medicine MD role Patient Experience-Marketer role Vision for program; leadership Vision for patient engagement Interest in patient experience as differentiator; selecting consultant Met with referring MDs; listened, implemented changes, 1:1 comm Drafted “latest milestone” newsletters, distribution to MDs & staff Supplied questions for patient input. Made priority for all committees. Conducted patient focus groups. Video highlights. Planned, facilitated, mandatory “Patient Experience” retreats; planned strategy, weekly update meetings. Set expectations for MDs, staff. Advocated with CEO, CMO, CFO. Advocated with CEOs/VPs. Communicated commitments. Planned campaign and creative. Availability. Shared metrics. Delivery on promises.
    • 8. We asked patients…
    • 9. We identified our “Graffiti”
    • 10. Leaders trained staff
    • 11. Staff chose art for the facility Thanks! We’re all in this together! Opening Day for staff and patients Thanks!
    • 12. We are building our culture
    • 13. See what we built!
    • 14. Steps to Hardwire Cultural Transformations DefineDefine CultureCulture DefineDefine CultureCulture CommComm CampaignCampaign CommComm CampaignCampaign Leaders’Leaders’ ToolkitToolkit Leaders’Leaders’ ToolkitToolkit NewNew EmployeeEmployee OrientationOrientation NewNew EmployeeEmployee OrientationOrientation RewardReward & Rec& Rec RewardReward & Rec& Rec ACCOUNTABILITYACCOUNTABILITYACCOUNTABILITYACCOUNTABILITY On-the-On-the- JobJob TrainingTraining On-the-On-the- JobJob TrainingTraining RoundingRounding CoachingCoaching Performance EvalsPerformance Evals “Under construction!”
    • 15. Why Do Initiatives Die? Baseline Performance Performance Time Rollout Phase Campaign Phase Becomes “Business as Usual” Support Systems Initiative Fails Performance is lower than before!
    • 16. Tying it backThis effort furthers our vision, goals and strategy BH strategy map
    • 17. 5 Lessons Learned; Developing Culture Do not underestimate the amount of time this takes! 1. Have a clear, simple blueprint. 2. Help each employee understand their role. Constant communication. Leaders present and accessible. *Lots of listening *1:1 time *Repetition, repetition, repetition *Reinforcement—be specific *Celebrate success 3. Get people ‘off the bus’ if they do not believe. 4. Stress and reward collaboration and teamwork! If you are not caring for a patient, you should be caring for someone who is. 5. Never take your eye off the ball. Share metrics, accountability.
    • 18. Building the Facility “No one was excited; so we changed the conversation” 1. MD and Marketing leader engaged patient focus groups on experiences—good or poor. 2. MD and Marketing leader hosted retreats with staff, patients, advocates, architects, donors to design the program and experience. 3. Heard POVs; developed theme reorganized by functions instead of silos. 4. MD and Marketing leader created subcommittees to design areas w/ patients and leaders approving plans. 5. Reviewed by Core Group to ensure consistency with theme, goals, budget and timing. Strategy for growth: “An engaging customer experience.”Strategy for growth: “An engaging customer experience.”
    • 19. Center Built by Patients, for Patients “Architectural design and care to create harmony, comfort.” Open access, limit waits for informationOpen access, limit waits for information • Benchmark: 5 business daysBenchmark: 5 business days • Reduce no-value added follow up visitsReduce no-value added follow up visits • Complimentary shuttle from other hospitalsComplimentary shuttle from other hospitals Peaceful, healing environmentPeaceful, healing environment • BBright, natural light “the outside, in” • Reduce physical barriers (glass/desks) • Charts, phones and noise off patient floors • “Living Area” for community meetings, art, kitchen • Individual satellite radio to customize music in rad units. • Complimentary valet parking
    • 20. Personalizing the Patient Experience “Based on Listening and Learning from Patients” Care around the Patient •Multi-disciplinary consults; MDs work side by side. •Social work at every consult, re-inquiry at every visit. •Teaching appointment at conclusion of treatment (graduation); individualized manual on side-effects. •Private gowning areas; private and ‘public’ waiting space.
    • 21. Cancer Care Study in Patient Experience Design Baystate Health’s D’Amour Center for Cancer Care •Starting Situation & Driving Trends – 2000 •Initial Steps in Redesign & Stakeholder Goals •Patient Engagement Process Marketing Management •Focus & Marketing Plan •Brand & Objectives •Creative & Results Lessons Learned & Recommendations Discussion
    • 22. Marketing Aligns with Business Priorities MD & Marketing leader developed core positioning strategy to: • Define and articulate the value proposition • Select target markets and segments Product and pricing strategies to: • Adapt or design services meeting needs of target customers • Comprehensive approach to breast imaging and management Channel and customer service strategies to: • Enable access to services and optimize the delivery process • Cultivate MD, patient loyalty and repeat business/donations Promotions strategy: • Raise awareness and build recognition • Stimulate demand for target services Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company
    • 23. Creating a Targeted Marketing Plan for Oncology Services Adult hematology oncology: 15% market share (rest to private oncology) Radiation oncology: Declining consult volume (loss of 30% in 3 years) Surgical oncology: dramatic (90%) shift to community with departure of hospital based faculty MD satisfaction Only 15% of our MDs referred Patient satisfaction: Mediocre Consumer confidence: Low rating
    • 24. Valued segmentsValued segments: Who will we serve?: Who will we serve? Value propositionValue proposition: How will we meet their needs better than: How will we meet their needs better than anyone else?anyone else? Value networkValue network: How will we design and align our operations,: How will we design and align our operations, clinical programs, systems, processes, culture, and marketingclinical programs, systems, processes, culture, and marketing investments to deliver on the value proposition every day?investments to deliver on the value proposition every day? Patient Experience & Referrer Relationships are Strategy- Critical ACCESS EXPERTISE PERSONALIZATION COMPASSION Building the Brand Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company
    • 25. Designing the Brand Experience Strategy Markets Product Portfolio Capabilities Investments Partnerships Brand Alignment Framework Operations Operating Model Environment Quality/Safety Customer Service Business Processes Culture Mission Beliefs Values Behaviors Marketing Targets Products Channels Pricing R & D Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company
    • 26. Strategic MD-Marketing Partnership Objectives • Demonstrate leadership through actions. • Emphasis on expertise, positive relationships, clinical trials, research, teaching. Message: “Experts in Cancer, Every • Positive partnerships with patient advocacy groups. • Test messages with patients/families. • Position BH as a leader regionally and nationally. • Work inside—then out.
    • 27. Transforming Employee Culture & Experience • Passivity “not an option.”Passivity “not an option.” • MDs & staff engaged with direct feedback from patients, referrers.MDs & staff engaged with direct feedback from patients, referrers. • Signing of “Baystate Promise” contract of careSigning of “Baystate Promise” contract of care • Ongoing recognition/celebration, “why we’re here…what patients appreciateOngoing recognition/celebration, “why we’re here…what patients appreciate about you.”about you.” Opening Dedication ceremony not of the building, but of ourselves, as we opened the doors to a new way of caring for cancer patients.
    • 28. Baystate Regional Cancer Program; D’Amour Center for Cancer Care
    • 29. Add TV spot here
    • 30. Results Before Patient satisfaction 60-70% “very good” (PG) MD referrals: 15% Volumes: Flat Consumer confidence: - 50% said “best” AfterAfter 84% “Excellent” (PRC) 10084% “Excellent” (PRC) 100thth % nationally% nationally 70%70% Hem/Onc +43%; overall +30%Hem/Onc +43%; overall +30% 70% “best” (+20 points)70% “best” (+20 points) Revenues: up by 35%.Revenues: up by 35%.
    • 31. Cancer Program Experience = Competitive Advantage Baystate Mercy Hosp Dana-Farber Cancer Inst Other Uncertain 0.0% 20.0% 40.0% 60.0%
    • 32. First floor, radiation therapy Second floor, central concourse doubles as wayfinding and waiting areas. Natural light from open ceiling, “living wall” with glass floor insert. 35 Experience us now!
    • 33. Recommendations • Vision the final first.Vision the final first. • Ask for input. Listen.Ask for input. Listen. • Don’t compromise vision.Don’t compromise vision. • Include patients, families,Include patients, families, staff at every stepstaff at every step • Question past practicesQuestion past practices • Tell the story well and oftenTell the story well and often • Use Theme as guidepost forUse Theme as guidepost for decision making.decision making. • Deliver on the promiseDeliver on the promiseLinear Accelerator features clean lines enhanced by closets that maintain unsightly clinical equipment “off-stage” and artwork and music to reduce patient anxiety while in
    • 34. Discussion What were the starting and ending view of key stakeholders in thisWhat were the starting and ending view of key stakeholders in this process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians,process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians, and others)? What mattered most?and others)? What mattered most? This is all great. But my organization won’t authorize a $40mThis is all great. But my organization won’t authorize a $40m center.center. What can I do? How do I best work with my marketing department to get results? With both an employed and community medical staff caring forWith both an employed and community medical staff caring for patients at 3 sites,patients at 3 sites, how do you maintain your brand, quality and service standards? Have you been able to replicate this patient experience designHave you been able to replicate this patient experience design strategy across other service lines, facilities?strategy across other service lines, facilities?
    • 35. Notes Adamson, Gary, Starizon, Keystone, Colorado; starizon.org Corrigan, Karen, Marketing Cancer Service Lines webcast, Navvis & Company, 2010. B. Joseph Pine II, James H. Gilmore, The Experience Economy, Boston: Harvard Business School Press, 1999.
    • 36. Suzanne Hendery Suzanne HenderySuzanne Hendery serves as Vice President, Marketing andserves as Vice President, Marketing and Communications for Baystate Health.Communications for Baystate Health. Suzanne oversees an in-house marketing and communicationsSuzanne oversees an in-house marketing and communications agency of 23 professionals, providing market research andagency of 23 professionals, providing market research and plans, patient satisfaction/service, marketing communications,plans, patient satisfaction/service, marketing communications, e-marketing, social media and web services, photography,e-marketing, social media and web services, photography, graphic design, writing, special events, employeegraphic design, writing, special events, employee communications and two affinity programs (seniors, women)communications and two affinity programs (seniors, women) for the community.for the community. Suzanne has a Bachelor’s degree in Media Systems &Suzanne has a Bachelor’s degree in Media Systems & Management from Westfield State University, and a Master’sManagement from Westfield State University, and a Master’s degree in Marketing Communications from the University ofdegree in Marketing Communications from the University of Connecticut.Connecticut.

    ×