The patient experience encompasses much more than the time spent as a patient at your facility. It begins with awareness and information seeking and extends long after discharge and receiving the final bill. Today’s healthcare organizations understand the importance of the patient experience and its impact on business goals. From appointing a Chief Experience Officer to supporting process improvement, more and more health care leaders are implementing initiatives to focus on patient experience improvement. Three premier organizations in healthcare marketing and benchmarking research teamed up to conduct a national survey of leaders from various healthcare providers to gain insight into the best practices they employ to manage their patients’ experience and how they view this somewhat new concept. This research reveals many positive trends in experience management and identifies key priorities for further development of patient experience strategies. It sheds light on the importance of patient experience management as an organizational strategy rather than a one-off, isolated initiative. The purpose of this research is to identify some “best in class” practices used to achieve excellence in patient experience management. This white paper highlights the key findings from the research and webinar used to present this research with added commentaries not shared via the report.

1. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
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2. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Introduction and Overview
The
patient
experience
encompasses
much
more
than
the
time
spent
as
a
patient
at
your
facility.
It
begins
with
awareness
and
information
seeking
and
extends
long
after
discharge
and
receiving
the
final
bill.
Today’s
healthcare
organizations
understand
the
importance
of
the
patient
experience
and
its
impact
on
business
goals.
From
appointing
a
Chief
Experience
Officer
to
supporting
process
improvement,
more
and
more
health
care
leaders
are
implementing
initiatives
to
focus
on
patient
experience
improvement.
Three
premier
organizations
in
healthcare
marketing
and
benchmarking
research
teamed
up
to
conduct
a
national
survey
of
leaders
from
various
healthcare
providers
to
gain
insight
into
the
best
practices
they
employ
to
manage
their
patients’
experience
and
how
they
view
this
somewhat
new
concept.
This
research
reveals
many
positive
trends
in
experience
management
and
identifies
key
priorities
for
further
development
of
patient
experience
strategies.
It
sheds
light
on
the
importance
of
patient
experience
management
as
an
organizational
strategy
rather
than
a
one-­‐off,
isolated
initiative.
The
purpose
of
this
research
is
to
identify
some
“best
in
class”
practices
used
to
achieve
excellence
in
patient
experience
management.
This
white
paper
highlights
the
key
findings
from
the
research
and
webinar
used
to
present
this
research
with
added
commentaries
not
shared
via
the
report.
Using These Findings for Your Organization’s Benefit
Healthcare
administrators
and
executives
can
use
this
research
to
not
only:
• See
how
you
measure
up
against
other
healthcare
industry
leaders,
but
also
• Identify
current
trends
in
experience
management,
• Cite
common
challenges
your
colleagues
face
in
this
effort,
• Learn
about
tools
being
used
• Determine
opportunities
for
growth
and
improvement
in
your
organization’s
patient
experience
management
endeavors.
© 2012 Endeavor Management. All Rights Reserved.
Page 2

3. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
In
the
subsequent
pages
you
will
learn
about
our
methodology,
the
participating
institutions,
our
findings
and
how
you
can
use
this
to
benefit
your
organization.
However,
before
delving
further
we
present
to
you
three
stages
to
determine
in
which
stage
your
organization
is
along
the
patient
experience
strategy
continuum.
Consider
one
to
determine
where
your
organization
currently
stands.
© 2012 Endeavor Management. All Rights Reserved.
Page 3

4. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Study Methods
The
2012
Insights
into
the
Patient
Experience
Survey
was
Respondents by Facility Type
conducted
by
APQC
in
cooperation
with
Gelb
Consulting
Group
and
The
Beryl
Institute.
In
March
2012,
an
online
survey
was
sent
to
healthcare
affiliates
and
professional
friends
of
The
Beryl
Institute
and
Gelb
Consulting
Group.
Participating
institutions
are
healthcare
professionals
who
work
in
a
variety
of
settings
including
academic
medical
centers,
community
hospitals,
and
health
care
systems
across
the
nation.
An
analysis
of
70
completed
surveys
is
included
in
this
report.
The
margin
of
error
for
this
sample
size
of
70
is
12%
at
the
95%
confidence
interval.
Respondents by Job Function We
asked
participating
institutions
how
their
organization
perceived
the
importance
of
the
patient
experience
from
a
strategic
perspective,
what
is
currently
being
done
to
manage
the
experience,
how
their
organization
monitors
the
experience
and
what
tools
do
they
expect
to
use
in
the
future.
This
national
survey
was
designed
to
draw
out
some
of
the
“best
in
class”
practices
used
to
achieve
excellence
in
patient
experience.
PATIENT EXPERIENCE AND THE CONTINUUM OF CARE
This
study
takes
a
deep
dive
into
understanding
how
organizations
approach
the
patient
experience
throughout
each
phase
of
the
experience.
The
Beryl
Institute
defines
the
patient
experience
as
the
sum
of
all
interactions,
shaped
by
an
organization’s
culture,
that
influence
patient
perceptions
across
the
continuum
of
care.
© 2012 Endeavor Management. All Rights Reserved.
Page 4

5. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Managing
the
patient
experience
includes
interactions
well
before
an
individual
becomes
a
patient
and
extends
to
well
after
they
have
been
discharged
or
ended
treatment.
With
this
in
mind,
the
study
was
shaped
by
the
framework
or
continuum,
if
you
will,
to
make
a
more
distinct
connection
between
our
findings
about
patient
experience
management
efforts
and
the
patient
experience.
Awareness Access Visit Treatment Transition
• Symptoms • Choosing
healthcare
• Parking
• Scheduling
and
• Communication
with
• Diagnosis provider
• Getting
to
the
center
intake
referring
physician
• Evaluation
of
• Financial
paperwork
• Checking-­‐in
/
• Surgery
• Follow-­‐up
visits
healthcare
providers • Medical
paperwork
waiting
area
• Treatment
rooms
• Call-­‐backs
for
• Information
• Scheduling
first
visit
• Initial
treatment
• Treatment
assistance
gathering plan
• Nursing
Care
• Support/groups
/
• Research • Additional
lab
and
wellness
services
diagnostic
testing
• Advocacy
THE CURRENT APPROACH TO EXPERIENCE MANAGEMENT IN HEALTHCARE: STUDY FINDINGS
Strategic Imperative
Taking
a
strategic
approach
to
experience
management
can
improve
competitive
positioning
and
support
growth
in
market
share
and
patient
volume.
In
general,
we
found
over
90%
of
participating
institutions
believed
their
organization
considered
patient
experience
to
be
a
strategic
imperative.
As
you
can
see
from
the
patience
experience
and
the
continuum
of
care
chart,
having
a
strategy
in
place
for
how
your
organization
will
manage
your
patients’
experience
is
critical
as
the
patient
experience
is
being
shaped
as
we
speak
whether
your
organization
is
making
a
concerted
effort
to
manage
it
or
not.
Organization-­‐wide Strategy Reflective of Brand
The
awareness
stage
is
a
stage
in
which
they’ve
yet
to
become
a
patient
but
are
beginning
to
frame
and
impression
and
perception
of
your
organization.
Starting
with
the
‘awareness’
stage,
having
a
strategy
in
place
will
help
ensure
that
your
organization
is
reinforcing
your
brand
promise
through
the
touchpoints
that
affect
it.
These
touchpoints
in
the
awareness
stage
take
the
shape
of
online
communications
that
you
can
affect
and/or
control
such
as
banner
ads,
Internet
search
results,
organization
web
site
and
other
electronic
media.
Additional
touchpoints
that
come
into
play
at
this
stage
include
interpersonal
interactions
with
former
or
current
patients
and
family
or
friends
of
these
who
through
word
of
mouth
start
creating
an
impression
or
experience
with
your
organization.
Other
touchpoints
to
keep
in
mind
include
written
communications
such
as
mailings
or
print
ads,
articles
and
your
facilities,
which
consist
of
how
they
look
from
a
distance.
© 2012 Endeavor Management. All Rights Reserved.
Page 5

6. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Having
an
organization-­‐wide
strategy
on
how
to
manage
the
patient
experience
would
force
you
to
consider
and
plan
on
how
you
will
affect
and
mold
your
prospective
patients’
experience
with
your
organization
as
early
as
the
awareness
stage.
Competitive Positioning
For
some
organizations,
creating
a
warm
environment
and
personalized
experience
can
offset
the
“I
feel
like
a
number”
perception.
Only
20%
of
participating
institutions
agreed
that
their
organization’s
systems
are
designed
to
enable
each
person
who
interacts
with
a
patient
to
understand
his/her
preferences
indicating
the
need
for
a
greater
focus
on
personalized
care.
From
a
competitive
perspective,
hospitals
and
institutions
that
are
highly
ranked
due
to
clinical
excellence
can
turn
their
attention
to
improving
patient
experience
to
maintain
advantage
as
competitors
begin
to
close
the
gap
in
terms
of
clinical
and
technical
competence.
Differentiation with a Personalized Experience
Whether
a
small
community
hospital
or
large
urban
medical
center,
your
organization’s
clinical
excellence
and
expertise
is
important
but
is
no
longer
as
much
of
a
differentiator
as
in
the
past.
With
clinical
excellence
a
standard
expectation,
high
ranking
healthcare
organizations
are
shifting
their
focus
to
personalization
of
the
patient
experience.
Personalization
does
not
literally
mean
that
everyone
within
your
organization
is
expected
to
have
the
one
on
one
relationship
with
all
patients,
but
instead
has
the
systems
in
place
to
provide
the
feeling
of
a
more
personalized
experience.
As
examples,
some
high-­‐ranking
healthcare
organizations
create
a
personalized
environment
by
hiring
greeters
to
offer
patients
and
their
caregivers,
family
and
friends
a
warm
smile
and
wayfinding
assistance.
Training
your
receptionists
and
nurses
to
review
the
schedule
for
that
day
and
greet
all
patients
by
name
further
eliminates
the
feeling
of
being
just
another
number.
Differentiation with Ease of Access
Leveraging
technology
and
streamlining
processes
to
create
an
easy
and
efficient
experience
is
another
tactic
for
experience
management.
Only
25%
of
participants
reported
their
patient
information
systems
are
designed
to
take
most
of
the
burden
from
patients
in
getting
to
their
appointments
and
for
effective
medical
record
information
management
Local
providers
are
often
preferred
for
what
patients
perceived
to
be
more
common
services
due
to
© 2012 Endeavor Management. All Rights Reserved.
Page 6

7. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
the
convenience
offered
by
local
hospitals.
Fast
and
easy
appointment
setting
and
access
can
encourage
patients
to
travel
for
care.
Grow Market Share and Volume
Leaders
of
many
healthcare
facilities
agree
that
improving
the
patient
experience
supports
strategies
for
growth
in
market
share
and
increased
patient
volume.
About
77%
of
participants
responded
that
their
organization
believes
that
effective
patient
experience
management
generates
additional
patient
revenue.
Experience
management
may
result
in
additional
revenue
through
an
increase
in
referrals
from
patients,
caregivers
and
referring
physicians.
Providing
an
exceptional
experience
can
turn
satisfied
patients
into
advocates,
providing
recommendations
to
friends
and
family.
Experience
management
can
be
an
effective
form
of
marketing
(word-­‐of-­‐mouth)
and
about
87%
of
participating
institutions
agree
with
this
statement.
Developing Enchanted: Patients & Referring Physicians
Strategically
managing
the
patient
experience
management
enables
organizations
to
not
only
make
promoters
of
their
patients,
but
loyal
and
enchanted
followers.
An
enchanted
patient
contrary
to
a
loyal
and
satisfied
patient
does
not
need
to
be
prompted
to
recommend
your
organization.
An
enchanted
patient
will
mention
their
experience
and
adulation
of
your
organization
anecdotally
in
conversation
and
will
be
sure
to
say
‘And
if
you’re
ever
in
need
of
this
care,
then
you
must
go
to
XYZ
Hospital.”
Thus,
if
you’re
doing
a
successful
job
of
strategically
managing
your
patients’
experience,
then
be
ready
to
handle
additional
volume
as
word
of
mouth
travels
fast.
Word
of
mouth
is
hands
down
the
most
effective
way
of
marketing
your
organization
as
we
have
heard
time
and
time
again
in
the
myriad
patient
interviews
we’ve
conducted.
An
often
neglected,
but
powerful
ally
and
promoter
to
help
in
your
organization’s
effort
to
grow
market
share
and
volume
are
referring
physicians.
Referring
physicians
armed
with
the
proper
tools
to
refer
and
information
to
educate
themselves
and
their
patients
about
your
organization
can
become
loyal
advocates.
Referring
physicians
appreciate
clear,
consistent
communication
about
their
patient
from
the
rendering
physician
to
facilitate
the
continuation
of
care.
More
than
71%
of
participating’
organizations
currently
use
integrated
systems
with
other
healthcare
providers
allowing
efficient
and
timely
communications
between
referring
physicians
and
rendering
physicians.
© 2012 Endeavor Management. All Rights Reserved.
Page 7

8. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Referring
physicians
expect
healthcare
facilities
to
provide
the
same
quality
of
care
they
provide
their
patients.
Doing
so
can
increase
satisfaction,
build
strong
relationships
and
lasting
referral
patterns.
The
importance
of
referring
satisfaction
is
supported
in
this
study.
Almost
42%
of
participating
institutions
report
that
their
organization
monitors
referring
physician
satisfaction
annually.
These
loyal
advocates
can
easily
become
enchanted
promoters
when
an
organization
extends
the
personalization
that
we
mentioned
patients
yearn,
to
the
referring
doctor.
Leading
healthcare
institutions
often
accomplish
this
with
personalized
‘thank
you’
notes
and
even
phone
calls
that
not
only
establish
professional
rapport
but
also
acknowledge
the
referring
physician’s
efforts
for
the
added
business.
Another
best
practice
is
timely
delivery
of
detailed
notes/updates
about
the
referring
physicians’
patients
as
well
as
ongoing
needed
care
or
treatment
upon
discharge.
Seemingly
minor
personal
touches
and
courtesies
go
a
long
way
for
both
patients
and
referring
physicians.
Strategic Approach
While
providing
the
ideal
patient
experience
is
integrated
in
the
vision
principles
of
most
organizations,
more
and
more
healthcare
leaders
are
taking
a
strategic
approach
to
leveraging
experience
management
and
its
ability
to
drive
growth
and
create
competitive
advantage.
MANAGING THE PATIENT EXPERIENCE
As
mentioned
earlier,
patient
experience
management
needs
to
go
beyond
a
lone
departmental
initiative
to
truly
be
effective
and
affect
overall
market
share,
positioning,
and
volume.
Successful
efforts
into
managing
the
patient
experience
are
part
of
and
in
symphony
with
an
organization’s
overall
strategy.
Experience Management Today
Healthcare
organizations
understand
the
importance
of
experience
management.
Nearly
72%
of
institutions
reported
that
they
have
an
executive
designated
as
a
patient
experience
lead
and
71%
report
currently
using
patient
advisory
boards.
Yet
54%
of
participants
reported
that
their
organization
does
not
have
a
common
definition
for
patient
experience
management.
This
indicates
progress
has
been
made
with
regards
to
prioritizing
experience
management
yet
there
is
still
some
ambiguity
as
to
how
to
inject
those
priorities
into
operations.
While
it
is
key
to
have
the
appropriate
leadership
or
institutional
executives
as
proponents
of
patient
experience
management
as
an
overall
strategy
for
the
organization,
it
is
equally
critical
if
not
more
so
to
ensure
that
buy
in
is
attained
by
faculty
and
staff.
By
engaging
and
gaining
the
avid
© 2012 Endeavor Management. All Rights Reserved.
Page 8

9. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
support
of
faculty
and
staff
–
leadership
can
rest
assured
that
their
efforts
toward
a
patient
experience
management
strategy
will
be
strong
and,
with
the
right
programs
in
place,
long-­‐lasting.
Managing Experience with Technology
We
found
that
a
large
majority
of
organizations
currently
utilize
technology
as
a
means
to
manage
the
patient
experience.
Over
84%
report
their
organizations
rely
on
patient
electronic
medical
records.
In
addition,
68%
report
using
real-­‐time
patient
feedback
tools.
Integrated
systems
with
other
healthcare
providers
and
service
recovery
systems
are
being
used
by
most
organizations
today.
These
systems
improve
the
efficiency
of
many
activities
throughout
the
patient
experience,
from
making
an
appointment
to
following
up
with
their
primary
care
physician.
The
degree
to
which
these
systems
are
integrated
and
consistently
applied
across
the
experience
varies.
Use
of
technology
to
manage
the
patient
experience
will
continue
to
be
a
trend
in
the
future.
In
the
next
twelve
months,
24%
of
participating
institutions
stated
that
their
organization
intended
to
use
integrated
systems
with
other
healthcare
providers.
While
54%
of
participants
currently
use
a
customer
relationship
management
system,
another
24%
of
survey
participants
reported
their
organization
has
planned
to
use
a
customer
relationship
management
system
in
the
next
twelve
months.
These
technologies
in
the
form
of
CRM
systems
and
EMR
serve
to
complement
a
patient
experience
management
strategy
not
supplement
it.
Using
technology
to
measure
patient
satisfaction
in
real
time
via
a
dashboard
can
facilitate
and
expedite
service
recovery
and
continuous
service
improvements.
Using
technology
to
track
patient
preferences
or
customize
service
to
track
and
address
their
unique
needs
when
visiting
your
institution
can
make
for
a
better
experience.
However,
institutions
will
need
to
be
careful
to
ensure
technology
is
only
an
aid
and
not
a
substitute
for
human
touch,
which
will
have
a
strong
positive
impact
on
the
overall
experience
© 2012 Endeavor Management. All Rights Reserved.
Page 9

10. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Performance Improvement
Reducing
wait
times,
cleanliness
and
other
service
related
issues
can
have
a
big
impact
on
the
patient
experience.
Performance
improvement
initiatives
were
reported
as
common
tactics
to
manage
and
improve
the
patient
experience.
Over
92%
of
participating
institutions
agreed
with
the
statement
that
their
organization
has
work
teams
focused
on
service
improvement.
We
found
34%
of
participants
reported
that
their
organization
identifies
thematic
service
issues
and
runs
them
through
a
lean
process
to
breakthrough
inefficiencies.
About
43%
of
participating
institutions
reported
that
they
have
a
common
set
of
processes
to
manage
the
patient
experience
across
multiple
functions.
In
addition
to
performance
improvement
initiatives,
over
53%
of
participating
institutions
monitor
their
HCAHPS
results
and
62%
report
monitoring
patient
satisfaction
on
a
continuous
basis.
A
total
of
86%
of
participating
institutions
report
that
their
organization
currently
has
a
service
recovery
program
in
place
and
73%
report
service
recovery
issues
are
monitored
and
addressed
throughout
their
patients’
stay.
These
tactics
are
all
valuable
ways
of
monitoring
patient
satisfaction,
however,
arguably
offer
limited
insight
into
the
patient
experience
as
the
richness
that
comes
through
qualitative
research
is
missing.
For
a
better
pulse
on
the
voice
of
the
patient
and
to
gain
more
empathy
from
the
institutions’
faculty
and
staff,
one
on
one
in
depth
interviews
serve
as
great
complements
to
quantitative
research
methods
as
it
probes
deeper
into
areas
of
dissatisfaction.
Qualitative
research
is
widely
used
by
prominent
institutions
to
complement
their
quantitative
research
such
as
HCAHPS.
Opportunities
For
those
organizations
that
want
to
build
stronger
experience
management
programs,
there
are
three
areas
for
development
to
consider.
First,
only
43%
of
participating
institutions
report
that
their
organization
has
a
common
set
of
expected
behaviors
to
manage
the
patient
experience
across
multiple
functions.
Patients
often
experience
disjointed
processes
between
departments
in
the
form
of
long
wait
times
and
miscommunications
between
care
providers
leading
to
dissatisfaction.
This
is
an
issue
that
some
of
the
top
institutions
are
contending
with
as
they
struggle
to
align
the
various
departments
and
cut
through
institutional
red
tape.
© 2012 Endeavor Management. All Rights Reserved.
Page 10

11. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
Implementing
an
overarching
institutional
strategy
behind
patient
experience
management
with
departmental
buy-­‐in
and
support
is
a
step
in
the
right
direction
to
begin
addressing
this.
Second,
going
beyond
meeting
functional
needs
by
addressing
the
emotional
and
psychological
needs
of
patients
can
have
a
strong
impact
on
the
patient
experience.
For
many
patients,
this
is
a
very
stressful
time
in
their
life.
While
62%
of
participating
institutions
stated
that
their
organization
has
service
standards
that
acknowledge
the
anxiety
patients
have
with
their
condition
only
20%
report
having
systems
that
are
designed
to
enable
each
person
who
interacts
with
a
patient
to
understand
his/her
preferences.
The
ability
to
anticipate
a
patient’s
needs
can
help
staff
members
reduce
stress
and
consistently
meet
or
exceed
their
expectations.
Developing
uniform
service
standards
that
build
a
culture
of
empathy
and
caring
is
a
good
way
to
lay
the
groundwork
for
an
institution.
By
managing
the
patient
experience,
an
institution
can
eliminate
the
guesswork
for
their
faculty
and
staff
by
identifying
specific
needs
various
patient
groups
have
throughout
the
stages
of
their
experience.
While
87%
of
participating
institutions
report
that
their
organization
offers
support
groups,
unfortunately,
not
all
patients
take
advantage
of
these
services.
As
the
evolution
of
experience
management
strategies
continues,
identifying
methods
to
address
emotional
needs
should
be
considered
to
compliment
the
advances
made
through
technology-­‐related
and
performance
improvement
initiatives.
Finally,
not
having
a
shared
vision
and
understanding
within
the
organization
regarding
their
patient
experience
strategy
is
a
major
challenge.
Only
54%
of
participants
agreed
that
senior
executives
and
staff
are
aligned
in
their
view
of
patient
experience
management.
Ironically,
71%
of
participants
believed
that
their
organization
has
a
common
set
of
expected
behaviors
to
manage
the
patient
experience
at
the
individual
level.
Clearly,
there
is
a
gap
between
the
vision
and
the
execution
of
the
patient
experience
management
strategy
for
many
organizations.
Most
organizations
feel
strongly
that
patient
experience
is
a
strategic
imperative,
yet
nearly
half
believe
senior
executives
and
staff
are
not
aligned
in
their
view
of
patient
experience
management.
Closing
this
gap
will
require
a
shared
vision,
a
clearly
defined
patient
experience
strategy,
strong
© 2012 Endeavor Management. All Rights Reserved.
Page 11

12. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
leadership
to
execute,
and
a
patient-­‐
focused
culture
to
implement.
For
a
successful
endeavor
in
patient
experience
management,
leadership
needs
to
be
behind
the
patient
experience
management
strategy
on
an
institutional
level
and
develop
teams,
meetings
and
constant
communications
and
workshops
to
build
and
maintain
faculty
and
staff
support
and
engagement
in
these
efforts.
Conclusion
Managing
the
patient
experience
will
continue
to
be
a
top
priority
for
healthcare
organizations
and
their
leaders.
As
experience
management
strategies
evolve
from
implementing
technology
and
process
improvement
initiatives
to
deeper
organization
or
culture
changes,
those
who
invest
in
the
patient
experience
will
likely
continue
to
grow
and
thrive.
Patients,
as
any
other
service
customer,
shop
around
for
their
providers
and
beyond
looking
for
professionals
who
can
meet
their
medical
needs,
they
look
for
professionals
who
will
provide
them
a
high
quality
service
level
and
experience.
Your
patients
will
have
an
experience
with
your
institution,
but
it’ll
be
up
to
leadership
and
the
institution
as
a
whole
to
manage
and
mold
that
experience
into
the
ideal
experience
representative
of
your
institution’s
brand.
ABOUT THE COLLABORATORS
APQC
APQC
is
a
member-­‐based
nonprofit
and
one
of
the
world’s
leading
proponents
of
knowledge
management,
benchmarking,
and
best
practices
business
research.
Working
with
more
than
750
organizations
worldwide
in
all
industries,
APQC
provides
organizations
with
the
information
they
need
to
work
smarter,
faster,
and
with
confidence.
Visit
www.apqc.org
or
call
+1.713.681.4020
and
learn
how
to
Make
Best
Practices
Your
PracticesSM.
The Beryl Institute
The
Beryl
Institute
is
the
global
community
of
practice
and
premier
thought
leader
on
improving
the
patient
experience.
The
Institute
serves
as
a
reliable
resource
for
shared
information
and
proven
practices,
a
dynamic
incubator
of
leading
research
and
new
ideas
and
an
interactive
connector
of
leaders
and
practitioners.
The
Institute
is
uniquely
positioned
to
develop
and
publicize
cutting-­‐edge
concepts
focused
on
improving
the
patient
experience,
touching
thousands
of
healthcare
executives
and
patients.
Learn
more
at
www.theberylinstitute.org.
Gelb Consulting, An Endeavor Management Company
In
2012,
Gelb
Consulting
became
an
Endeavor
Management
Company.
With
our
Gelb
experience
(founded
in
1965)
,we
offer
clients
in-­‐depth
insights
in
the
healthcare
industry
and
unique
capabilities
that
focus
their
marketing
initiatives
by
fully
understanding
and
shaping
the
customer
© 2012 Endeavor Management. All Rights Reserved.
Page 12

13. 2012 Benchmarking Study:
Patient Experience Management in Healthcare
experience
through
proven
strategic
frameworks
to
guide
marketing
strategies,
build
trusted
brands,
deliver
exceptional
customer
experiences
and
launch
new
products.
Visit
www.endeavormgmt.com
or
call
+1.713.877.8130
for
more
information.
© 2012 Endeavor Management. All Rights Reserved.
Page 13