Experience Mapping

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Loyalty is won by defining and delivering exceptional experiences. Whether it’s patients,
volunteers or physicians, the ways an organization meets emotional and functional needs drives advocacy. Our experience mapping approach has been used by healthcare organizations such as Texas Children’s Hospital, Froedtert & The Medical College of Wisconsin and M.D. Anderson Cancer Center to develop a better understanding of the experiences they deliver — and to grow smarter from it.

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Experience Mapping

  1. 1. Experience Mapping Fuel for Your Marketing Organization
  2. 2. Our Healthcare Experience
  3. 3. Agenda • Surveys Say…Experience Matters • Healthcare is Coming Along • How Can You Put This in Action
  4. 4. Forrester Finds… • For all 9 industries examined, there was a strong correlation between customer experience and loyalty • Customer experience quality could cause a swing of: – $242 million for a large bank – $184 million for a large retailer • Top 25% versus Bottom 25%: – 15% increase in repeat business – 18% decrease in likelihood to switch providers Source: Forrester‟s Customer Experience Index
  5. 5. Satisfaction = Profits There is a positive correlation between corporate performance and satisfaction Fornell, Mithas, Morgeson III, & Krishnan, Journal of Marketing, 2006
  6. 6. Even Starbucks Gets Back to Basics • Closes approximately 600 underperforming company- owned stores… • “…with a goal of enabling our organization to focus its efforts on locations where we can more effectively improve the customer experience.” – Howard Schultz, Chairman, President, CEO (7/1/2008)
  7. 7. Loyalty and Satisfaction Stem from Experiences Customer loyalty is more a result of how customers feel about the overall experience they receive from you than what they rationally think about your individual products and services
  8. 8. …And The Experience is Holistic Companies stage an experience when they engage customers in a memorable way
  9. 9. Requiring a Common Orientation… “For staff to delight customers, managers must do more than grant their employees freedom to do what is necessary, they must motivate employees to exercise that freedom”
  10. 10. …And Monitoring for Service Recovery “A good recovery can turn angry and frustrated customers into loyal customers” Bernhard Schindlholzer, The Customer Experience Labs, based on research in Journal of Services Marketing
  11. 11. Expectations Management “Success will be measured on how well customers‟ expectations are understood and delivered on a day to day basis.” Bill Gombeski Director of Strategic Marketing, University of Kentucky, Editor, Marketing Health Services
  12. 12. Leadership • Cleveland Clinic has hired Dr. Bridgett Duffy to the post of Chief Experience Officer • “A newly created role designed to ensure all aspects of the patient experience at Cleveland Clinic meet the highest standards.quot;
  13. 13. We Have Some Resources… • 96.8% on-going patient satisfaction survey • 4% market research • 8% employee survey • 36% advertising SHSMD By the Numbers, 2008
  14. 14. …But Marketing Isn’t Part of the Conversation • Internal communications…95% • Web management…89% • Market research…82% • Patient satisfaction tracking…33% • Physician relations…39% • Facility planning…25% • Operations? SHSMD By the Numbers, 2008
  15. 15. …So We Need a Game Plan “Organizations that simply tweak design elements or focus on the customer experience in isolated parts of their business will be disappointed in the results.” Leonard Berry, Ph.D., Texas A&M University, Professor of Marketing, Author, Discovering the Soul of Service and Management Lessons from Mayo Clinic
  16. 16. Volume and Experience To increase patient volume… You need patients and physicians who become advocates… Because they are enthusiastic about an exceptional experience
  17. 17. The Critical Role of Touchpoints • A Touchpoint is the interaction between an organization and its customers • It is the means by which a customer realizes the promise of your brand • And expectations are managed
  18. 18. Personal Interactions
  19. 19. Communications
  20. 20. Physical Environments
  21. 21. Experience Management Monitor Understand Implement Design Understand Design Implement Monitor Strategic “What is the current “How can we make “How will we deliver a “Are we meeting Questions experience?” this experience consistent expectations?” exceptional?” experience?” Activities Touchpoint inventory Experience creation Operations/ business Customer satisfaction workshop processes review Staff interviews Touchpoint performance Implementation planning Resources/technology Patient interviews Employee commitment review Physician interviews Operational performance Rollout plan improvement Deliverables Touchpoint priority Ideal experience map Implementation strategy Touchpoint performance dashboard Day in the Life Touchpoint guidelines Experience dashboard Organizational excellence dashboard
  22. 22. Benefits of Experience Mapping • Reviews the total experience, including: – Expectations prior to the first encounter with the organization – Multiple activities (e.g., parking, check-in, exams, follow-up) – Multiple touchpoints (e.g., materials, conversations, website) – Recognizes changes in attitudes, if any, through each stage • Goes beyond mystery shopping: – By engaging actual patients and their stories, results provide rich insights beyond audit statistics – Taps into the emotional needs of patients, particularly those with life-changing events like cancer – Increases face validity for staff responsible for making changes – Does not tax medical resources – Includes actual comments (via digital audio files and verbatim comment) to improve staff empathy
  23. 23. The Experience Map Need Scheduling Arrival Visit Follow-up Symptoms Diagnosis confirmation Parking/valet Waiting area Post treatment Diagnosis Financial and medical Registration recovery Consultation paperwork Treatment follow- Internet research Finding the right area Additional lab and Nursing consultation up appointments Evaluation and diagnostic testing selection of Scheduling visit Communication Treatment prep healthcare provider with referring Pre-payments Treatment physician Organizing Nursing/tech care Call-backs for accommodations/travel assistance Referral source: Physician care Physician referred Billing Inpatient stay Physician directed Family support Self-referred Touchpoints
  24. 24. Monitor Understand Implement Design
  25. 25. Interviews • In-clinic interviews provide visual cues for recall • Interviews with family/support system reveal unique roles and needs • By interviewing a large number of patients, a composite view of the total patient experience is attained
  26. 26. Sample Discussion Areas • Decision criteria • Involvement versus Influence • Expectations • Sources of anxiety • Areas of praise • Experience conclusion
  27. 27. Adaptations • Web • Patient education • Physician relations • Facility design • Auxiliary - MDACC • Advertising - UM
  28. 28. Emotional Needs “The coordinators are great and many of the patients are out of this world. I have even had a physician stop me in the hallway to thank me for volunteering.” I make a difference.
  29. 29. Touchpoint Performance
  30. 30. Profiles
  31. 31. Day in the Life
  32. 32. Monitor Implement Understand Design
  33. 33. A Framework for Action • Interactions are categorized using the experience map • Each step/touchpoint has experience stewards who are responsible for delivery • With an experience map, every steward can see the relationship of their actions to the rest of the journey
  34. 34. Action Plan
  35. 35. Understand Monitor Implement Design
  36. 36. Process Overview Customers Provide Results are tabulated Feedback as Part of in Gelb’s system in their Experience real-time Reports are accessed via Gelb’s secure portal Our approach asks for As soon as results are participation in context entered, they are of the experience, Administrators can tabulated. “At-risk” rather than waiting for access the results from responses are escalated an arbitrary date. We anywhere and, immediately via email. accommodate any depending on access, interviewing mode. view all results.
  37. 37. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Survey Results You are viewing the “Report Card” for Q1-2006 Overall Satisfaction Year Sample Error 2005 82 2002 n=684 2004 85 2003 75 2003 n=541 2002 71 2004 n=937 60 65 70 75 80 85 90 2005 n=937 Percentage Completely/Mostly Satisfied You are viewing the “Report Card” for Q1-2006 Recommend 2005 82 Year Sample Error 2004 85 2002 n=684 2003 75 2003 n=541 2002 71 2004 n=937 60 65 70 75 80 85 90 Percentage Completely/Mostly Satisfied 2005 n=937
  38. 38. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Survey Results At Risk customer detail view < Back to list Status Not Contacted Customer Name John Smith What was the worst part of your experience? Company Rig Tech, Inc. My interaction with your sales rep was unprofessional. Your Region North America sales staff should really learn to develop their people skills. Phone 555-6587 Email Jsmith@Rtech.com You indicated that [company name] performed Survey Date 8/5/06 below average. What specific actions can we take to Not Satisfied improve your satisfaction? Overall Satisfaction Maybe you could hold training on how to interact with Likely to Recommend Not Likely customers. Completely Mostly Top Somewhat Not General Satisfaction TOTAL Satisfied Satisfied Two Satisfied Satisfied Quality of the service x 100% Friendliness of the staff x 100% Response time x 100% I felt my needs were met x 100%
  39. 39. Gaining Commitment • Find pain point that can be acted on – Cross cutting – Service line – Audience • Benchmarking • Scavenger Hunt
  40. 40. Patient Care  Cooperative staff teamwork with multispecialty integration. A team of specialists is available and appropriately used  Unhurried exam with time to listen to the patient  A physician takes personal responsibility for directing patient care over time in a partnership with the local physician  Highest quality patient care provided with compassion and trust  Respect for the patient, family, and patient‟s local physician  Comprehensive evaluation with timely, efficient assessment and treatment  Availability of the most advanced, innovative diagnostic and therapeutic technology and techniques
  41. 41. Environment  Highest quality staff, mentored in the culture of Mayo and valued for their contributions  Valued processional allied health staff with a strong work ethic, special expertise, and devotion to Mayo  A scholarly environment of research and education  Physician leadership  Integrated medical record with common support services for all outpatients and inpatients  Professional compensation that allows a focus on quality, not quantity  Unique professional dress, decorum, and facilities
  42. 42. Patient-First Policy  „The needs of the patient come first‟ is a core value  Employees have the authority to serve patients first; they have power to make decisions and act in unique situations if they see a patient that requires attention  Patient centricity is the deciding factor when committees and governing boards are making complex decisions  This includes whole-person care, as the public spaces of Mayo contain design elements (beauty, art, music) to fill needs that science cannot fulfill  This is a working value that has been internalized. Employees do go through patient/employee communication programs (trainings) but „patient first‟ is primarily transmitted culturally, not didactically.
  43. 43. Practicing Team Medicine  All Mayo doctors are on salary – therefore there is no economic reason for a physician to hold onto a patient rather than referring them to a colleague to better suit their needs, and taking the time to assist a colleague does not result in lost personal income.  Staff members are encouraged to ask colleagues for help  Everyone is treated with equal respect – patient, colleague, physician, housekeeper  Integrated medical records (organized by patient, not by doctor) facilitates improvement of diagnosis and treatment
  44. 44. Destination Medicine  Everything is under one umbrella – instead of patients going to multiple clinics/doctors to receive a diagnosis, they can travel from out-of-town and get everything done in one week or less (it is one system)  The scheduling system is the backbone of this – web-based software program can create a schedule sequence and takes into account realistic times between appointments, as well as unique patient issues (developing this required major investments in technological innovations)  Diagnostic results are available same-day
  45. 45. Partnering for Leadership  Physicians know that Mayo is their practice – they are accountable to what happens throughout the institution  Administrators of each department bring their knowledge of management, while physicians bring their knowledge of medicine. Physicians are encouraged to act independently with a focus on what is best for the patient – the administrator and physician are peers with complementary responsibilities  Committees are an integral part, physicians on committees can work to achieve a consensus before a final decision is made  Salaries are established based on data from national salary surveys. Salary is not based on productivity, though physicians in leadership positions do receive small salary increases.
  46. 46. Hiring for Values and Talent  Mayo hires first for values - it is easier to modify skills than values  There is formal training at Mayo, but most of it is culture-based. For example, a co- worker explaining „We do that this way at Mayo‟  Mayo invests significant time, talent, and money into selecting and developing employees  Employees are given independence to make decisions, and are pushed to challenge their assumptions. Those who don‟t align to this usually leave within 5 years.
  47. 47. Realizing Human Potential  There is a higher purpose at Mayo – to help the sickest patients – and to contribute to the lives of others through a high quality of work  The Mayo Clinic provides employees with the resources to be excellent – their primary goal is better quality of life, not a bottom line. The clinic must sustain itself financially and be fiscally smart, but money doesn‟t drive the organization.  Everyone at Mayo must respect one another and the institution; they should be proud, yet not arrogant.
  48. 48. About Gelb
  49. 49. An Overview Gelb helps organizations maximize their potential Our collaborative and insight-driven approach ensures clarity of purpose and focus for action
  50. 50. Building Trusted Brands High performance brands engender a sense of trust. Our brand development process builds upon the ways key audiences evaluate, differentiate, and experience brands.
  51. 51. Go to Market Bringing new products takes planning and anticipating competitive response. Our team identifies the right segments, pricing/feature combinations, and approach to successfully launch new products.
  52. 52. Strategic Marketing Planning Marketing management decisions require foresight. Our planning process assesses business strengths and market opportunities.
  53. 53. Experience Management An exceptional experience creates customer loyalty and advocacy. We are pioneers in the area of experience mapping, a disciplined process aimed at orienting staff toward ideal service standards.
  54. 54. Product Innovation Innovation is not accidental. Armed with four international benchmarking studies, our consultants define and implement processes for sustainable innovation.
  55. 55. Our Client Experience • Collaborative: We ensure your team understands what we do, what we learn, and how to take action • Insight-based: Each healthcare organization is different – particularly your capabilities and your patients‟ expectations – so we use the “voice of the customer” to help guide your decision making • Proven: Academic medical centers and large healthcare systems have successfully used this approach and have embraced it as their means to organize service improvement and marketing efforts • Leverageable: We strive to help our clients learn this process so it can be used repeatedly; we don‟t use “black-box” processes • Respected: Our work is recognized in publications, awards and presentations by the AMA, SHSMD and Forum for Healthcare Strategists
  56. 56. John McKeever, jmckeever@gelbconsulting.com 800-846-4051 x22 Gelb Consulting Group, Inc. 1011 Highway 6 South, Suite 120 Houston, TX 77077 281-759-3600 www.gelbconsulting.com

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