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Case Study: IU Health, Living Our Promise

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Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.




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Case Study: IU Health, Living Our Promise

  1. 1. IU HEALTH:LIVING OUR PROMISEProprietary and confidential.Do not distribute.Prepared for National Healthcare Marketing Strategies Summit
  2. 2. The Challenge
  3. 3. Proprietary and confidential. Do not distribute.The Challenge2Following a long series of mergers and acquisitions, Clarian Health had a vision to become the mostcomprehensive and preferred health care provider in the state of Indiana and the most highly-respectedand sought out source for medical expertise on a regional and national level.The scale of the system was big, to say the least:6/14/2013143,219 patient admissions105,929 surgeries2,244,320 outpatient visits4,745,000 calls6,821,732 website visits30,000 team members
  4. 4. Proprietary and confidential. Do not distribute.Branding and Naming aHospital System3Prophet worked extensively with the marketing and executive leadership teams to develop andimplement a new, system-wide brand and customer experience strategy to help achieve this vision.Leveraging extensive qualitative and quantitative research across different stakeholders as thefoundation, Prophet developed a comprehensive brand strategy for the health system that involved:6/14/2013A new positioning which highlighted the breadth and depth of the entire system1Changing the name from Clarian to Indiana University Health2Developing a compelling and consistently deliverable patient experience across the system3Developing the key elements that would bring the new brand to life and deliver the desiredpatient experience4
  5. 5. The Problem –Lack of Brand Clarity and theCurrent Patient Experience
  6. 6. Proprietary and confidential. Do not distribute.FEARLOSS OF CONTROLOBJECTIFICATIONCONFUSIONPatients consistently speak to four emotions they experience throughout thehealthcare journey56/14/2013ASSURANCEEMPOWERMENTEMPATHYADVOCACYEMOTIONS NEEDS
  7. 7. Proprietary and confidential. Do not distribute. 6These emotions give rise to a series of higher-order needs that must beaddressed6/14/2013FEAR• Based on results and implications,• High level of anxiety related to theunknown• Often due to tendency to jump to worstcase scenario• Can be scary to put one‟s trust in careteamLOSS OF CONTROL• Discussed in terms of both the situationand their bodies- Loss of privacy and control overhealth- Limited choice or involvement intreatment decisions• Feeling completely dependent on thetreatment team is difficult“What ifthey can’tdiagnose my problemand then fix me? What if something goeswrong?”“You have to give up your control andthat‟s difficult, because I hate beingdependent on another person.”OBJECTIFICATION• Interactions with staff or the process oftreatment can cause patients to feel likeobjects• Feel that physicians see them as a „case‟or as their illness• Staff focusing on charts instead of talkingdirectly to the patient can prompt thisfeelingCONFUSION• Patients‟ world as they know it is changing– they are going from a healthy person to asick person• Patients and caregivers explain that theydidn‟t always know what was going on• There is often also an oversaturation ofinformation“I don‟t want to be treated like I’m a Fordgoing into the mechanic for a tune-up.I‟m not a car that they just have to „fix‟.”“I was completely lost in the conversation– they never asked if I understood whatthey were talking about.”
  8. 8. Proprietary and confidential. Do not distribute. 7These emotions give rise to a series of higher-order needs that must beaddressed6/14/2013ASSURANCE• Patients know they don‟t have theexpertiseor knowledge• Therefore, they look to physicians andstaff for assurance that they are receivingthe best care• Trust and confidence are critical elementsEMPOWERMENT• Looking to be involved in the process andto be empowered even in small ways• The need for being involved in treatment isparticularly evident when talking tocaregivers- Often very knowledgeable about thepatient‟s situation and want that tobe acknowledged“What ifthey can’tdiagnose my problemand then fix me? What if something goeswrong?”“You have to give up your control andthat‟s difficult, because I hate beingdependent on another person.”EMPATHY• Empathy allows patient and family to know:• They are genuinely cared for and they area a priority• They are receiving the best possible care• Can be demonstrated in both physical andverbal form• Currently, most felt from nurses andextended care teamADVOCACY• Condition or medication means patientsare often not able to advocate forthemselves• Burden is currently felt by caregiver• They feel need to advocate because noone else fills this role“I don‟t want to be treated like I’m a Fordgoing into the mechanic for a tune-up.I‟m not a car that they just have to „fix‟.”“I was completely lost in the conversation– they never asked if I understood whatthey were talking about.”
  9. 9. The IU Health Promise
  10. 10. “ Our promise to patients and their familiesis assurance that they are making theright choice when choice matters most.”
  11. 11. Proprietary and confidential. Do not distribute.Meaning of Assurance106/14/2013PATIENTS• The patient can trust the physician and care team• Have confidence in the decision they made and the carethey are receivingREFERRING PHYSICIANS• Accessto the best specialists no matter what the issue• The patient is going to be treated by another physician in thesame way they would treat them• Support and validation in their diagnosis or treatment concerns
  12. 12. Proprietary and confidential. Do not distribute.Standards of AssuranceQUALITYWe uphold the higheststandards of qualitycare and service.ENVIRONMENTWe maintain awelcomingenvironment.11COMMUNICATIONWe communicateclearly and withcompassion.ACCESSIBILITYWe make it easy andconvenient for ourcustomers to obtainour services.6/14/2013Defining assurance was critical to success. Often organizations speak with such lofty words, they areapt to be misinterpreted or misunderstood. Here, we took the step of defining our new vocabulary sothat each term was understandable and actionable
  13. 13. Proprietary and confidential. Do not distribute.How to Make Assurance Actionable126/14/2013Smile and make eye contact.1Use AIDET consistently.AIDET= Acknowledge the patient, Introduce yourself, tell the Duration of what you‟re doing,Explain what you‟re doing, Thank them2Anticipate needs and welcome questions.3Reduce hassles.4Keep it clean and clutter-free.5Strive to make it right, right away.6
  14. 14. Training and Education -Building the IU Health Culture
  15. 15. Proprietary and confidential. Do not distribute.Building the IU Health Culture14IU Health needed to break through the clutter ofmantras and messages to focus on assuranceand related standards across key “touchpoints”:• Recruitment• New hire orientation• Post orientation• IU Health-wide customer service training• Internal communications/marketing campaign• Contribution management• Reward &recognitionThey measure progress, in part, through aninternal Brand Equity Audit that ensuredemployees were understanding and living thebrand.6/14/2013
  16. 16. Proprietary and confidential. Do not distribute.Insider Insights15• In putting into place and building the culturethat IU Health wanted, IU Health understoodthat the employees were key – not only inbeing able to engage with the brand todeliver it, but also to experience it forthemselves.• To reinforce the importance of the roleemployees had in the organization, not onlywere patients polled on IU‟s ability to deliveron the brand promise, but so wereemployees whose family members went tothe hospital.• This became “Insider Insights”, whichanswered the question: “Given what youknow about what patients are SUPPOSEDto experience in our system, how did you oryour loved one actually experience it?”• Not only does this emphasize the value ofemployee feedback, it serves as a tool toreinforce behaviors/standards6/14/2013
  17. 17. Proprietary and confidential. Do not distribute.IU Health Essentials166/14/2013
  18. 18. Proprietary and confidential. Do not distribute.Brand Strength Training17ReorientIU Health Team Members• Reinforce essential IU Health behaviors andbeliefs– Standards of Assurance– Assurance in Action• Reinforce evidence-based-practices and“must-haves” in the context of our promise• Energize team members around our collectiveresponsibility6/14/2013
  19. 19. Proprietary and confidential. Do not distribute.Creating an IU Health Look18The unique IU Dress & Decorum Committee wasestablished to propose system policies.• Ron Stiver, SVP for Engagement & PublicAffairs says, “If you are boarding a plane andcatch a glimpse of the pilot and see that he isunshaven, poorly, dressed and slouching,wouldn‟t you question his ability to fly theplain? In healthcare, we do the same thing.Enforcing uniforms added professionalism tohow we were being perceived.”This was one of the toughest initiatives toimplement, but now – it‟s a moment of pride.Team members with patient-facing roles wearuniforms standardized to their relationship to thepatient.Personal appearance policies are reviewed andupdated.6/14/2013
  20. 20. Bringing the Brand to Life
  21. 21. Proprietary and confidential. Do not distribute.Bringing the Brand to Life206/14/2013Not only did employees receive training, but we also revisited the patient experience to identify areaswhere IU Health can deliver impact and provide a more consistent brand experience that reinforces“assurance.”As the system embarks on a new brand launch under a unified name – Indiana University Health – and continues on its Leading toPreeminence journey, efforts are underway to create an enhanced customer experience for patients, families, caregivers, and referringphysicians. These strategies are all intertwined and integral to providing our customers with the best possible care.The Customer Experience Team has proposed enhancements that focus on bringing to life key elements of the brand characterand supporting messages, especially focusing on the brand promise of “assurance”. Throughout the enhancements you will seethe following elements of assurance demonstrated:A New Brand. A New Customer Experience.Empowermentof patients andtheir familiesBetter informationsharingEmphasis onthe skills of ourclinical teamsA tone ofassurance inwritten and verbalcommunicationsA more humanand approachablelook and feel
  22. 22. Proprietary and confidential. Do not distribute.Printed Materials21Streamlining key materials into aconsistent, cohesive kit:• Welcome Mailer• Admissions Packet• My IU Health Journal• Guest Guidebook6/14/2013
  23. 23. Conclusion
  24. 24. Proprietary and confidential. Do not distribute.PROBLEMDifferentiating a healthcare system in a competitive environment with increasing consumerexpectationsINSIGHTIndiana University is the largest employer in the state. Most people that go to med school in Indiana,stay and practice in Indiana. Linking the system more explicitly to the University created a competitiveadvantage and conveyed better care to patients as well as giving them an “academic medical center”associationIDEAS IN ACTIONBased on the new brand strategy Clarian was renamed to IU Health. The name change was supportedwith an enhanced patient experience across the systemIn Conclusion:236/14/2013
  25. 25. Proprietary and confidential. Do not distribute.Interested in learning more? Please contact:Michael PetromilliAchimWirtzSenior Partner Partner(312) 878-4927+41 44 218 7819mpetromilli@prophet.comawirtz@prophet.comJeff Gourdji Paul SchrimpfAssociate PartnerAssociate Partner(312) 878-4929(312) 878-4931jgourdji@prophet.compschrimpf@prophet.comwww.prophet.com/healthcare

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