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Sostac on mayo clinic
- 1. 1 Mayo Clinic vis-à-vis CLDH: a benchmark report Team Be_U_tful : AM De Pano YB Chan LS Chua SS Demecillo Ateneo Graduate School of Business –CLDH MBA-H Marketing Excellence
- 3. 3 Mayo Clinic vis-à-vis CLDH: a benchmark report Team Be_U_tful : AM De Pano YB Chan LS Chua SS Demecillo Ateneo Graduate School of Business –CLDH MBA-H Marketing Excellence
- 4. 1. Why is Mayo Clinic so good at customer service? What makes it different from other hospitals? LEARNING OBJECTIVES / QUESTIONS: Mayo Clinic:
- 5. 2. Do conflicts of interest exist between wanting to make your patient happy & providing the best medical care possible? LEARNING OBJECTIVES / QUESTIONS: Mayo Clinic:
- 6. • 3. Can the Mayo Clinic practices be adapted by other hospitals like CLDH? LEARNING OBJECTIVES / QUESTIONS: Mayo Clinic:
- 7. 1. S-ituation : Mayo Clinic - history & analysis of its medical marketing strategies Outline: SOSTAC
- 8. • 2. O-bjective: What can CLDH learn and apply from Mayo Clinic success so it will be the preferred hospital of both patients and doctors in Central Luzon? Outline: SOSTAC
- 9. • 3. S-trategy: – How can CLDH adapt Mayo Clinic’s practices ? • 4. T-actics: marketing mix, customer relationship mgt & marketing communicating channels Outline: SOSTAC
- 10. 5. A-ctions: activities, resources 6. C-ontrol: regular review process containing KPIs Outline: Mayo Clinic
- 11. • Humble beginning: • Started as a small out-patient facility • Pioneer : medical group practice concept OUTLINE#1: SITUATION: Facts about Mayo Clinic:
- 12. First & largest integrated not-for- profit medical group practice in the world Founded by William & Charles Mayo on September 30, 1889 OUTLINE#1: SITUATION Facts about Mayo Clinic
- 13. • Provider of exceptional medical care • Leader in many specialties: cancer, heart disease, respiratory disorders, urology OUTLINE#1: SITUATION Facts about Mayo Clinic:
- 14. • Consistently ranks at the top of US News & World Report’s Best Hospitals • 85% brand recognition OUTLINE#1: SITUATION Facts about Mayo Clinic:
- 15. • Mayo Clinic: Core Values / Motto • 1. patient’s interests’ above all others • 2. teamwork OUTLINE#1: SITUATION Facts about Mayo Clinic:
- 16. • Different building designs • Spectacular wide open spaces OUTLINE#1: SITUATION Facts about Mayo Clinic:
- 17. OUTLINE#1: SITUATION- 3 campuses Facts about Mayo Clinic:
- 19. OUTLINE#1: Situational Analysis: 3 main campuses
- 22. Main atriumDoctors’ offices: cozy & comforting
- 23. • Customized & most advanced aircraft OUTLINE#1: SITUATION Facts about Mayo Clinic:
- 24. • Focus: patient’s experience OUTLINE#1: Facts about Mayo Clinic
- 25. OUTLINE#1: Facts about Mayo Clinic – patient experience
- 26. • “I can feel it” • Welcomed by professional greeters • Greeted by name & warm smile OUTLINE#1: patient’s experience
- 27. OUTLINE#1: patient’s experience • Live music at the hospital main lobby
- 28. • On salary • Patient can come with or without patient referral • Team can work together to determine the most accurate diagnosis & best treatment • Very efficient processes OUTLINE#1: Teamwork
- 29. “The best interest of the patient is the only interest to be considered” OUTLINE#1: Teamwork - Motto
- 30. MISSION: - to inspire hope & contribute to health & well-being by providing the best care to every patient through integrated clinical practice, education and research OUTLINE#1: SITUATION Facts about Mayo Clinic
- 31. OUTLINE#1: SITUATION Facts about Mayo Clinic
- 32. - #1 IN 2018 – 2019 - >100 M from 140 countries ->63,000 employees - $12B in annual revenue OUTLINE#1: SITUATION: Where is Mayo clinic now?
- 33. - Founded in the late 1950s - Started as 25 bed capacity, 1M capitalization - June 2013: acquired by MetroPacific Investment Corporation - Today: 200 bed tertiary training hospital OUTLINE#1: Situation: CLDH
- 34. What can CLDH learn and apply from Mayo Clinic success so it will be the preferred hospital of both patients and doctors in Central Luzon? Outline#2: Objective
- 35. • Mission: – To provide superior personalized medical services with compassion to the community • Vision: – To be the leading medical center providing excellent patient experience , medical training and research in CL by 2023 Outline#2: Objective (where do we want to be?)
- 36. GET: 1. the market segment Class A and B 2. Doctors who are specialists Outline#3: Strategy – (how do we get there?)
- 37. Strategy is to target Class A & B population of Tarlac & nearby provinces: • 1. improve the structure, rooms , facilities & equipment Outline#3: Strategy – (how do we get there?)
- 38. • 2. improve the processes that would cut waiting time • 3. improve employee quality • OVER-ALL: “patient experience” Outline#3: Strategy – (how do we get there?)
- 39. • Doctors : – Entice doctors with varied subspecialties – Doctors ‘ offices at reasonable rates • Nurses: – proper training Outline#3: Strategy – (how do we get there?)
- 41. SOSTAC TACTIC
- 44. CONTROL - dashboard - Key Performance Indicator (KPI) - track progress towards objectives SOSTAC
- 45. SOSTAC
Editor's Notes
- How is it that in the middle of a relatively small town of Minnesota , with about 125,000 people, they’ve got the number 1 rated health care system in the world… (CLICK) the Mayo Clinic… Is there really (CLICK) a “mayo magic”?
- The learning objectives are (CLICK) 1st: Why is Mayo Clinic so good at customer service? What makes it different from other hospitals?
- Second: (CLICK) Do conflicts of interest exist between wanting to make your patient happy & providing the best medical care possible?
- We added a 3rd objective (CLICK) Can the Mayo Clinic practices be adapted by other hospitals like CLDH?
- The outline consists of 6 parts following the SOSTAC template. FIRST: (CLICK) Situational analysis of MayoClinic Vis-à-vis CLDH that includes history and its medical marketing strategies To be the leading hospital in Central Luzon a) To be the preferred hospital among patients b) to get the support of doctors to be part of the team work
- SECOND outline is(CLICK) Objective : (CLICK) What can CLDH learn and apply from Mayo Clinic success so it will be the preferred hospital of both patients and doctors in Central Luzon?
- Third is Strategy – How can CLDH adapt Mayo Clinic’s practices? Fourth are Tactics – relates to specific steps to address CLDH strategies Fifth are Actions - points to plans presented in a timeline Sixth refers to control that continuously review the tactics, strategies in order to meet the objectives segmentation, targeting & proposition
- concept - a model widely used today
- The buildings have been designed so that , in the words of one architect (CLICK) The patients feel a little better before they see their doctors!
- It has an emergency medical helicopter that is customized with high-tech medical equipment & one of the most advanced aircraft in the world
- The moment the patient walks into one of the Mayo facilities, he feels the difference
- New patients are welcomed by professional greeters
- An add on to patient’s experience is live music at the hospital main lobby at certain times
- The other significant difference in serving patients is Mayo Clinic’s concept of teamwork. A patient can come to Mayo Clinic with or without a physician’s referral. At that time, the patient’s team is assembled, which can include the primary physician, surgeons, radiation oncologists, radiologists, nurses, residents, or other specialists with the appropriate skill, experience, and knowledge. Teams of medical professionals work together to diagnose patients’ medical problems, including debating test results for hours to determine the most accurate diagnosis and best treatments. Once a team consensus has been reached, the leader meets with the patient and discusses his or her options. Throughout the process, patients are encouraged to take part in the discussion. If surgery is necessary, the procedure is often scheduled to take place within 24 hours, a dramatic difference from the long wait patients experience at many hospitals. Mayo Clinic’s doctors understand that those who seek their care want action as soon as possible. Mayo’s doctors are put on salary instead of being paid by the number of patients seen or tests ordered. As a result, patients receive more individualized attention and care, and physicians work together instead of against each other. As one pediatrician at Mayo explained, “We’re very comfortable with calling colleagues for what I call
- Caring with awareness Pursuing health equity Developing talent Balancing opportunities Welcoming to all Reflecting our community
- World-renowned reputation: #1 in 2018-2019 Cares for >100M people annually from 140 countries Employs >63,000 people $12B in annual revenue
- It believes in the values of
- Regular review of process on dashboard containing KPI (Key Performance Indicator) KPI vs Metrics: KPI is a metric performance success. Metrics – numbers within a KPI which track performance progress.