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Growing markets by knowing referring physicians
 

Growing markets by knowing referring physicians

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    Growing markets by knowing referring physicians Growing markets by knowing referring physicians Presentation Transcript

    • Growing Markets by Knowing Referring Physicians Key Concepts and Tools You Can Use
    • PAGE 2 Agenda 1. Situation Overview 2. Key Trends 3. The Physician Experience 4. Segmentation and Prioritization Principles 5. Taking Action 6. Additional Resources / Handout Outline
    • SITUATION OVERVIEW 1
    • PAGE 4 Pressure…By the Numbers
    • PAGE 5 Physicians Today ... 77% are pessimistic about the future of medicine. 82% percent believe they have little ability to change the healthcare system. Factors driving widespread feelings of discontent • Liability / defensive medicine pressures • Medicare / Medicaid / government regulations • Reimbursement issues • Uncertainty/ changes of health reform Source: Physician Foundation Survey, 2012 Size = 13,575 physicians
    • PAGE 6 Communications Environment Channel/Message overload • Anxiety • Irrelevancy • Overlooked Audience confusion (physician) • Economic • Regulatory • Cultural
    • PAGE 7 Good Old Days of Physician Practice • Physician-based • Solitary • Focused • Controlled • Work on hook
    • PAGE 8 New Way: Collaborate to Win • Care continuum accountability • Emphasis on relationships • Team dependent • Constant communication
    • PAGE 9 What Credentials Do Doctors Find Most Important in a Physician Relations Rep?
    • PAGE 10 What Really Hasn’t Changed Focus on clinical quality Customer experience is a differentiator Brand management matters Market expansion requires insight
    • KEY TRENDS 2
    • PAGE 12 Internal vs. External Challenges • Consolidation is hitting many healthcare systems • Specialists who were competitors are now partnering • Unresolved political issues • Divided loyalties in referring clinicians • Adapting to new governance • Where does a liaison go with internal barriers to business development?
    • PAGE 13 Internal vs. External Challenges • Moving from “baby-boomer” clinicians to younger groups • Differing definitions of “great practice” • Program builders (baby boomers) • Quality of life with my “job” (gen X-ers) • Limited training hour challenges (gen X and Y) • How do you communicate with clinicians in each group?
    • PAGE 14 Internal vs. External Challenges • Clinician turnover in healthcare systems is much faster than in prior eras • How well do you know the providers in your system? • Are you keeping up with changes in the medical staff at your organization?
    • THE PHYSICIAN EXPERIENCE 3
    • PAGE 16 Physician Experience Benchmarking Source: Gelb Consulting Benchmarking survey
    • PAGE 17 Experience Management Best Practices Patients ReferrersInternal • Conducting weekly meetings between faculty and service staff • Enhancing the role of volunteers, including recruitment & their role in the patient experience • Offering amenities to paramedics • Sharing best practices across multiple departments • Including front-line staff in operational redesign, particularly for call center and scheduling • Implementing real-time organizational effectiveness feedback system • Developing uniform customer service standards across roles • Providing scripting for organizations, especially front line staff • Implementing weekly progress meetings • Creating non-traditional support groups • Improving waiting areas by providing laptops for checkout, pagers for patients and separate areas for adults and children • Customizing welcome packets based on geography and personal preferences • Offering patient advocates, particularly for destination and international patients • Screening interviewees to share their story for inclusion in marketing materials • Implementing real-time feedback system for patients and referring physicians • Mapping out the experience by setting expectations for every step and reiterating during steps • Including referrers on advisory boards • Sending “thank you” notes and/or calling to thank them for every referral • Adding photos and sub-specialty focus to faculty directory • Promoting availability of diagnostic center for undiagnosed patients • Revamping follow-up notes to include a concise summary upfront • Creating opportunities for on-site CME, backstage tours, and meet and greet with faculty • Courtesy calls for a personal touch and rapport with physicians
    • PAGE 18 Customer Enchantment
    • PAGE 19 Recognize Needs Functional Emotional
    • PAGE 20 Relationships Matter Source: Cleveland Clinic / Gelb Presentation
    • PAGE 21 Channels Matter, too Source: Cleveland Clinic / Gelb Presentation
    • PAGE 22 Engagement Process
    • PAGE 23 Video / Audio Recordings Physical Environment Communication s From Data… 1. Interview Transcripts 2.
    • PAGE 24 …to Insights Detailed Findings: • Key themes • Verbatim comments • Strengths and barriers Day in the Life Touchpoint Assessment: • Key Recommendations • Illustrate with pictures • Enrich with clips 3. 4.
    • Experience Map Awareness • Perceptions / knowledge of facility • Choice of hospitals for delivery / practice • Ideal relationship Need • Evaluation and selection of treatment providers • Discussion with patients (diagnosis, referral options) • Preparing patients for what to expect Scheduling • Initial contact • Timing and ease of process • Resources for patients and their families Treatment • Coordination of care with specialist • Progress notes and methods of communication • Family feedback about their clinical experience Transition of Care • Discharge summary • Coordination of on-going care • Ongoing patient care/support • Call-backs for assistance Primary Experience Stewards • Physician Liaisons • Faculty/Staff • Front Desk Staff • Faculty/Medical Staff • Faculty/Medical Staff • Support Staff • Faculty/Medical Staff • Support Staff • Faculty/Medical Staff • Support Staff Key Touchpoints
    • PAGE 26 What are your key challenges?
    • PAGE 27 Ways to Engage: Sample Discussion Areas Patients / Families • Current Perceptions • Decision Criteria • Sources of Frustration • Areas of Praise • Usefulness of Touchpoints • Likelihood to Recommend and How Physicians •Referral Roles / Process •Ideal Relationship •Self / Patient Experience Assessment •Recommendations •Likelihood to Refer and Why Staff / Executives • Vision of Ideal • Current Barriers • Patient Dissatisfiers • Opportunities for Improvement • Model Employee • Likelihood to Recruit and Why
    • PAGE 28 Ways to Engage: Advisory Boards Keys: Set a Clear Vision Recruit Thought Leaders True Collaboration Recognition, Exchange Value Right Mixture of Participants Use for: Industry Trends Organizational Strategy Outreach Planning Service Line Development Experience Enhancement / Concept Testing
    • PAGE 29 Internal Processes Key Activities Scheduling First Visit Treatment Follow-upNeed Physician contracts call center for additional information Pain Points • Calls not returned • Provided incorrect information • Need to repeat their “story” How can CRM support/improve process? Are we improving? Information Needs • What is currently collected, needs migrated • What needs to be collected • How should that information be organized Assessing, Monitoring and Tracking • Surveys • Key Metrics • Reports and Trends Liaison Pain Points • Incomplete records • Information needs • High volume of calls
    • PAGE 30 Service Recovery
    • PAGE 31 Real-time Insights
    • PAGE 32 Interested in growing practice Anxious about competitiveness PCPs and Specialists are different Concerned about staff Wants a seamless experience Uncertain about future Physician Partners and Personality Traits Wants to be a partner, know individuals to whom he refers Requires respect
    • PAGE 33 Action Planning Communication Coordination Care Awareness Need Scheduling Treatment Transition of Care
    • PAGE 34 Incorporating into Lean Work
    • SEGMENTATION AND PRIORITIZATION PRINCIPLES 4
    • PAGE 36 FY14 Plan Can We Grow It? Where? Who Controls Referrals? Sales- Verified Volume EBITDA Growth Opportunity Mapping Precision Targeting Revenue Sustained Growth Building “Right” Volume
    • PAGE 37 Service Quality & Outcomes Value & Opportunity Context System / Med Policy How We Make Your Practice Life Easier Why We are Best for Your Patient How Misunderstood Elements Fit In Benefits of Aligning with Us What You Need to Know to Practice Here GRAND NARRATIVE STORY Assets & Attributes Differentiator Strengths Programs & Initiatives Shared Goals Collaboration & Enrollment Mutually Beneficial Outcomes MESSAGE Desired Perception Source: SVP Strategies LLC Communications Engagement
    • PAGE 38 • Drive “Ease of Practice Life” Strategic Engagement with Physicians • Adapt Professional Sales Practices to Physician Relations • Physician Field Team Call Strategies are Aligned to FY14 System Strategies • Data-driven Field Activity Strategies • 40 “Quality” Calls to Physicians per Week w/ Incremental Volume Expectations • Systematic Surfacing of Barriers to Growth (Tickets) • Field Team Intelligence Puts Pressure on Operations for Timely Responsiveness • Sales Field Team Seen by Physicians as Relevant Advocate for Physicians • Hospital CEOs and A-Teams Have Specific Sales Call Expectations The Culture of Growth: Physicians
    • PAGE 39 Pre-Call Plan • Review Field Intelligence • Purpose for My Call • Define an Objective / Outcome • Prepare Message / Questions • Set Specific Volume Targets Create Relevance • Establish Rapport & listen • Relevant Information Exchange • Surface Needs / Growth Barriers • Ask and Answer Questions Offer Solutions • Understand Customer Needs • Address Objections • Facilitate Issues Management • Create Connections Gain Commitment • Negotiate • Set Follow Up • Close on Action Profile & Strategy Open the Call/Create Relevance Advocacy for Customer Close Professional Relationship Model
    • PAGE 40 Persona: Primary Care Providers Primary Care Provider GOALS • Grow their patient base • Strengthen reputation through excellent care for their patients • Build lasting relationships with their patients BEHAVIORS • Employed or affiliated PCPs refer to their institution • Refer locally for less complicated cases, believing their patients want convenience • Refer to The James for many types of cancer and to other areas of The OSU “My patient’s satisfaction with care directly impacts the success of my practice. When my patients are happy, they stay with me and refer me to their friends and family. When I refer a patient, my reputation is at stake.” NEEDS • Know what their patients can expect at The James so they can prepare them in advance • Secure timely appointments • Referral process that does not tax their resources and staff • Stay informed about their patient’s treatment and care • Have their patients perceive them as being engaged and involved in their careSource: OSUMC / Gelb Presentation
    • PAGE 41 Persona: Specialists GOALS • Grow their patient base • Strengthen reputation through excellent care for their patients • Building lasting relationships with Primary Care Physicians BEHAVIORS • Refers to sub-specialist at The James for complex cases • Manages more common cancer- related issues and screenings “I am an expert in my specialty. Almost every case I refer is complex. For rare cases or those that require special technology, I need a physician at the top of their field with very specific expertise- distance to travel is less important.” NEEDS • Ability to identify oncologists at The James based on expertise • Knowledge of technique/technology available • Have the patient referred back for specialist-level care when possible (such as common surgeries) Specialist Source: OSUMC / Gelb Presentation
    • TAKING ACTION 5
    • PAGE 43 Impact of Transformational Leaders Leaders translate customer expectations to the organization and reinforce desired employee behaviors. They also set strategies such as value equation, culture alignment and patient enchantment. Culture and your brand promise are linked through the experience delivered. This alignment creates an exceptional experience and a sustainable competitive advantage. EXPERIENCE STRATEGY Culture Leadership Brand Ensures alignment and sustainment RTB-CTB Impacts Culture Envisions Future Motivates Individuals Manages Red Zones
    • PAGE 44 Aligns the culture Creates a shared vision Builds trust on all levels Models moral behavior Advocates for the customer Motivates the heart Where It Begins - Transformational Leader Transformational leadership is the process whereby a person engages others and creates a connection that raises the level of motivation and morality in both the leader and the follower (Northouse). Challenges the status quo Develops and enables others to act
    • PAGE 45 Establishing a Dual Agenda The Red Zone As you progress with dual agenda, conflicts appear between them. You must look for opportunities in current operations to make changes. Use the momentum of Run the Business to sustain the Change agenda. The Red Zone Employees Transformational Leaders Managers Future Business Model Today’s Business Model
    • PAGE 46 Ensuring Commitment The Red Zone Your employees will travel up a commitment curve. While the speed with which this journey can vary, the steps are always the same. Our practices accelerate the timing. The Red Zone Acceptance • Rational • Emotional Enable T I M E COMMITMENT High Low Envision Engage Energize
    • PAGE 47 Prioritization Quality The Kano model shows how tangible customer needs, wants, and suggestions can be segregated into 3 separate requirement categories: Basic Requirements Meet these requirements quickly and with the lowest cost possible Performance Requirements Selectively meet these requirements to achieve highest ROI Enchantment Requirements Meet these requirements to achieve elite status Competitive Pressure Satisfied Performance Needs Enchanted High Satisfaction Dissatisfaction Enchantment Needs Unexpected and unspoken, adds value but not required Basic Needs Expected, minimum requirements
    • PAGE 48 Action Prioritization Basic Requirements Performance Requirements Enchantment Requirements C o m m u n i c a t i o n Awareness of Services Self-Service for Referrals Creative, Value-Added, Patient Education for Docs Accessible, Responsive Personnel Single Point of Contact Engage Physicians in Developing Services C o o r d i n a t i o n Improved Scheduling Coordination of Referrals Outside of Original Intent Real-time Status Updates Internal Coordination Web-Enabled Scheduling and Lab Results Nurse Navigators C a r e Consistent Quality and Quality Control Process Dedicated Physician Access Concierge Service Respect for Referrers Physician Sat Measurement Share Performance Results O v e r a l l E x p e r i e n c e Presenting a Clear Brand Promise Ownership Culture Engage Physicians Strategically
    • PAGE 49 Run the Business, Change the Business • Identify the RTB/CTB activities you engage in today: RTB CTB _________________ __________________ _________________ __________________ _________________ __________________ _________________ __________________ _________________ __________________ _________________ __________________ _________________ __________________ • How would you change this ratio to be a more effective transformational leader? • Discussion with table partner
    • PAGE 50 RTB/CTB worksheet Takeaways 1 2 3 How would you change your ratio of RTB/CTB activities? 1 2 3 Call to Action 1 2 3
    • PAGE 51 Personal Action Plan What is now clear to you that was not clear to you prior to this workshop? 1 2 3 What has been most valuable for you? 1 2 3 What are the top 3 commitments you will make to improve your effectiveness as a transformational leader? 1 2 3
    • PAGE 52 Managing the Transition The Business must be prepared for each step on the way to the Future Operating Model FOM Marketing Front Office Planning Trading Moving and Tracking Settling Controlling Trading Controlling the Business Managing the Business Mid Office Back Office 2014 Marketing Front Office Planning Trading Moving and Tracking Settling Controlling Trading Controlling the Business Managing the Business Mid Office Back Office 2013Marketing Front Office Planning Trading Moving and Tracking Settling Controlling Trading Controlling the Business Managing the Business Mid Office Back Office 2012Marketing Front Office Planning Trading Moving and Tracking Settling Controlling Trading Controlling the Business Managing the Business Mid Office Back Office COM Marketing Front Office Planning Trading Moving and Tracking Settling Controlling Trading Controlling the Business Managing the Business Mid Office Back Office COM = Current Operating Model FOM = Future Operating Model
    • PAGE 53 Q&A
    • ADDITIONAL RESOURCES 6
    • PAGE 55 Session Leader Contact Information Doug Backous, MD, Douglas.Backous@swedish.org Shannon Frazier, sfrazier@endeavormgmt.com Jeff Cowart, jcowart@barlowmccarthy.com
    • PAGE 56 Handout Key Challenges Discussion Guide Experience Map RTB/CTB Activities, Agenda Personal Action Plan
    • PAGE 57 Selected Physician Experience Resources Gelb referring physician experience management overview Ohio State University Medical Center Cleveland Clinic MD Anderson Texas Children’s University of Michigan Health System Experience Mapping Workshops Building Enduring Relationships with Referring Physicians Healthcare Growth Playbook Marketing in the Era of Health Reform Message Mapping – Creating a Communication Roadmap
    • PAGE 58 About Gelb Consulting We understand the nuances of healthcare having worked with some of the largest and most respected organizations in the country. Our healthcare professionals lead stakeholders to make best use of market information to build and execute sound strategies. We uncover attitudes and expectations to form consensus around which transformational strategy to pursue. We then provide recommendations, based on our knowledge of the market segments, as to how to best achieve real business value. Selected Clients Barnes-Jewish Hospital Boston Children’s Hospital Cleveland Clinic Cincinnati Children’s Hospital Duke Medicine Froedtert Health Mayo Clinic MDAndersonCancer Center Memorial Sloan Kettering Menninger Clinic TexasChildren’s Hospital TheOhio State University MedicalCenter University of Chicago Medicine University of Colorado Health University of Michigan Health System www.endeavormgmt.com/healthcare
    • PAGE 59 About Barlow/McCarthy Recognized as one of the nation’s top healthcare consulting firms, Barlow/McCarthy provides community hospitals, academic medical centers, systems and specialty providers with forward- thinking physician relationship strategies and solutions: • Physician relations/sales programs • Physician recruitment and onboarding • Engagement communications for physicians • Practice marketing strategy, design and implementation • Alignment and leakage; business strategy and model development • Retention, loyalty and physician leadership development • Medical staff development and community health needs assessments Barlow/McCarthy provides insightful and practical advice in physician relationships. We succeed because we listen and work systematically through hospital/physician challenges. We do the careful and detailed work it takes to inspire positive change and achieve lasting results.