Creating Patient Enchantment

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Creating Patient Enchantment

  1. 1. Creating Patient EnchantmentIowa Society for Healthcare Marketing and Public RelationsMay 2012
  2. 2. Agenda1. About Us (Briefly, I promise)2. Satisfaction ≠ Advocacy3. Who Are Your Patients?4. The Holistic View5. Tools You Can UsePAGE 2
  3. 3. 1.0Gelb Consulting, an Endeavor Management CompanyABOUT US
  4. 4. Our Strategic Competency Enable our Clients to Design and Execute their Transformational Endeavors Enable the organization to perform Energize the organization to pursue the endeavor e4 Engage the organization to see how to achieve the outcome Envision the desired future outcome and align the leadershipPAGE 4
  5. 5. The Basis of Our InsightsWork with Nationally-recognized Institutions:• 5 “Honor Roll” institutions• 3 out of the top 5 cancer programs• 2 out of the top 4 pediatric hospitals• Similar client base in top rated, orthopedics, cardiovascular specialtiesNational Benchmarking Studies:• Patient experience• Marketing• Physician relations• International programsPAGE 5
  6. 6. Our Thought Leadership books… We wrote the Change is the Rule Red Zone Management This book is considered by many to be THE Playbook for today’s troubled business the most useful and practical environment…when all businesses find explanation of how changes are themselves in the Red Zone. The Principles of managed in the modern organization. Red Zone Management clearly spell out the proven management roadmap for making changes during these turbulent times. Engineering Organizational Change THE template for dealing with organizational change as a technical as well as a social engineering problem. Includes step-by-step moves that are absolute requirements for an organization to have lasting change. Change Management Toolkit Purchased by more than 200 firms for use in guiding their Change Management projects. Including detailed, proven and tested tools and templates to ensure change success.PAGE 6
  7. 7. 2.0Customer EnchantmentSATISFACTION ≠ ADVOCACY
  8. 8. Links EXPERIENCE Culture and your brand promise are linked through the experience delivered. Leaders translate customer expectations to the organization and reinforce desired employee behaviors. Cultural Transformational Brand This alignment creates an exceptionalAlignment Leadership Promise experience and a sustainable competitive advantage EXPECTED BEHAVIORS We call this desired state enchantment.PAGE 8
  9. 9. How Enchantment is Different Loyal Customers Satisfied and might use again • Will recommend you if asked • But won’t give you a second chance • Have minimum investment in your future • See you as a choice among manyPAGE 9
  10. 10. How Enchantment is Different Enchanted Customers Raving Fans and Spread the Word • Go out of their way to recommend you • They forgive you for missteps • Demonstrate a strong commitment • They are part of your futurePAGE 10
  11. 11. Elements EXPERIENCE Realization Care Delivering Communication the Ideal Coordination Communicating a Experience Resonant Brand Promise Cultural Alignment Transformational Leadership Brand PromiseEmployee Enthusiasm Leadership Index Brand Trust Tenure Transformational Strategy Familiarity Employee Pride Drives Cultural Alignment Customer Value Employee Value Operational / Organizational Alignment Competitive Difference Employee Experience Consistent Experience EXPECTED BEHAVIORS
  12. 12. Process Reinforce the promise Listen to customers, their and deliver in all Reinforce Listen influencers and other communications & stakeholders interactions Deliver Define Define how your Deliver flawlessly on the organization will meet or Promise exceed needs Promise Communicate a resonant PromisePAGE 12
  13. 13. 3.0Customer EnchantmentWHO ARE YOUR PATIENTS?
  14. 14. Anatomy of a Complete Patient Profile Demographic descriptors Psychographic descriptors Behaviors Attitudes Don’t be fooled by shorthand – not all patients are the same nor should your approachPAGE 14
  15. 15. Behaviors What is your percentage? The general population is most often physician directed… • Physician referred Patients who are choosers (self referred) are often those seeking a • Self referred second opinion. • Physician directed Unknown Self Referred Use these break downs to determine where best to allocate efforts…PhysicianReferred Physician Directed PAGE 15
  16. 16. Needs Functional Emotional What we do… How we do it… • Services offered • Inclusion in treatment • Clinical outcomes • “Feel” of the interactions • Transfer efficiency • Subjective quality judgments • Scheduling delays • Feeling valuedPAGE 16
  17. 17. Differences in Insight Functional Emotional NUMBERS STORIES What we measure… What they say… • Satisfaction scores • Richness and detail • HCAHPS scores • Connection • Mystery shopping • ContextPAGE 17
  18. 18. Personae: Female Cancer Patient (A) A “No other case is like mine. I’ve done my homework. Respect me and I’ll respect you. I need a physician who is at the top of her game – someone who will be my care partner. Let’s beat this together.” KarenDESCRIPTORS BEHAVIORS NEEDS• 90% Females (due to diagnoses) • Despite her attitudes, is more likely • Ability to qualify physician expertise• 60% from outside PSA to consult physician specialists in • Knowledge of technique/technology• Anxious about diagnosis developing options • Indirectly evaluates facility• Demonstrates “take charge” in • Will choose among many options “outcomes” based on WOM personal life, health care • Distance does not appear to be a • Manage their own referral process constraint SR PD PR PAGE 18
  19. 19. 4.0 “Customer experience is bigger than customer service in that it is the full, and end experience. It starts when you first hear about Amazon from a friend and ends when you get the package in the mail and open it.” Jeff Bezos, CEO, Amazon.comCustomer EnchantmentTHE HOLISTIC VIEW
  20. 20. Touchpoint Management • A Touchpoint is the interaction between an organization and its customers • It is the means by which a physician or patient realizes the promise of your brand • These touchpoints are service clues and Personal Interactions require management Environments Written and Digital CommunicationsPAGE 20
  21. 21. Experience Mapping: Fitting it All TogetherExperience Mapping is an in-depth qualitative research technique that utilizes a visualcue (the experience map) to help patients, staff, and other influencers recall specificepisodes in their journey.Assessment of the entire experience• Expectations - before first encounter through each step• Activities and Touchpoints• Changes in attitudes, if anyFramework for action• Experience stewards who are responsible for delivery• Steward can see the big picture for better planning / behaviors• Interactions or “touchpoints” are categorized at each step for resourcingPAGE 21
  22. 22. Experience Map Need Scheduling Visit Treatment Follow-up• Symptoms • Education • Wayfinding • Instructions • Communication• Medical/family • Financial • Checking-in (verbal/written) with referring History paperwork • Waiting Area • Hand-offs physician• Undiagnosed lab • Medical • Nursing care • Contact information • Prevention plan results Paperwork • Physician care • Staff assistance • Follow-up visits• Self-Education • Contact Info • Assessments • Call-backs for • Patient portal• On-line Assessment • On-line Assistance • Diagnostics/Exams assistance• Diagnosis • Call Center • Faculty/Medical Staff • Faculty/Medical • Faculty/Medical• Family/friends • Front Desk Staff • Support Staff Staff Staff• Referring physician • Faculty/Medical Staff • Family/friends • Support Staff • Support Staff• Internal referrals • Family/friends • Volunteers • Family/friends • Family/friends• Website hosts • Volunteers • Volunteers Primary Experience Stewards Key Touchpoints
  23. 23. Experience Mapping – Not “Lean”• Limited “VOC” input• Main focus on functional needs, not emotional• Complement to design, not panacea• Often too focused on incremental changePAGE 23
  24. 24. 4.0 People are not inherently opposed to change…but they don’t like surprises. It is a leader’s responsibility to let people know what the issues are.” Mark Wallace, CEO, Texas Children’s HospitalCustomer EnchantmentTOOLS YOU CAN USE
  25. 25. Process Overview IMPLEMENT DESIGN ANALYZE DISCOVER FRAME • Monitor Progress • Define Ideal • Day in the Life • Translate • Employees • Prioritize Practices • Identify Sphere of Action • Physicians • Touchpoint Touchpoints Assessment • Demonstrate • Patients • Create Results • Review Messaging Communications • Cultural • Families Assessment • Develop Key • Review Existing • Volunteers Roles/ Information • Decision Factors Responsibilities • Readiness • Create Action Assessment PlansPAGE 25
  26. 26. Get Ready…Transformational Leader Demonstrates Creates a shared vision self-awareness Builds trust on all levels Motivates the heart Challenges the process Models moral behavior Develops and enables others to act 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).PAGE 26
  27. 27. Sphere of ActionBreadth:  Clinical service line  Physician experience  Department/unit/division  Patient education  Call centerDepth:  Business processes  Organization, roles, and skills  Management systems  CultureLeadership:  Strategic imperative  Change agency  Ownership  Enthusiasm  ResourcesPAGE 27
  28. 28. Gain Foundational InsightsExamine hundreds of practices Preservingacross 6 dimensions critical to Legacybuilding a culture, brand, and Creating, Practicingexperience. Extending, Protecting the Team Medicine Brand• Provide report and scorecard Culture• Enterprise dimension Orchestrating Practicing Clues of Destination Quality Medicine• Determine evolution level Partnering for Leadership• Develop recommendations• Prioritize initiatives Source: Management Lessons from Mayo ClinicPAGE 28
  29. 29. In Their EyesUsing on-site observation, prioritize andassess touchpoints and the patientsexperience at key steps of their journey.Snapshots and other multimedia should beused to illustrate meaningful observations,with a particular focus on areas that haveimproved and those that require furtherresources.Consider this:Capture the patient perspective by “sitting”in each of the chairs they do through thejourney. Document what you see.PAGE 29
  30. 30. Experience Mapping InterviewsA similar technique can be applied to internaland external audiences, current/past/potentialpatientsSet up the respondent requirements based onsegments and sphere of actionThese interviews are in-depth – so plan for anhour each – and pay patients / families /physicians for their timeTypically, 20-30 patient interviews yieldssufficient insights for a specific areaOn-site is preferred to phone to aid in recall, butsimilar results can be achieved in both methodsPAGE 30
  31. 31. Sample Discussion AreasPatients / Families Physicians Staff / Executives• Current Perceptions • Referral Roles / Process • Vision of Ideal• Decision Criteria • Ideal Relationship • Current Barriers• Sources of Frustration • Self / Patient Assessment • Patient Dissatisfiers• Areas of Praise • Recommendations • Opportunities for Improvement• Usefulness of Touchpoints • Likelihood to Refer and Why • Model Employee• Likelihood to Recommend and How • Likelihood to Recruit and Why PAGE 31
  32. 32. From Data…1. Communications Video / Audio Recordings Physical Environment 2. Transcripts: Patients Physicians Staff PAGE 32
  33. 33. …to Insights 4. Day in the Life Touchpoint Assessment:3. • Key Recommendations Detailed Findings: • Illustrate with pictures • Enrich with clips • Key themes • Verbatim comments • Strengths and barriersPAGE 33
  34. 34. Prioritizing Recommendations High Satisfaction The Kano model shows how tangible customer needs, wants, and suggestions can be segregated into 3 Competitive Pressure separate requirement categories: Enchanted Enchantment Needs Unexpected and unspoken, Basic Requirements adds value but not required Performance Meet these requirements quickly and Needs with the lowest cost possible Quality Performance Requirements Satisfied Selectively meet these requirements to achieve highest ROI Basic Needs Enchantment Requirements Expected, minimum Meet these requirements to achieve requirements elite status DissatisfactionPAGE 34
  35. 35. Defining Ideal OutcomesPhase Ideal Outcome Key Activities Success MeasuresNeed “This is my best Engaging physicians to ensure they First visits option for cancer are familiar with reasons to choose us 800 number calls care” Requests for information Aligns with service Aligns with standards phase in experience Moments of Truth that ensures successPAGE 35
  36. 36. Things We Do Well TodayIn what areas can we deliver an exceptional experience?What are ways to surprise our patients that we currently do not do?What should be done more consistently that should be reinforced? Need Scheduling Arrival Visit Follow-up Review for each stepPAGE 36
  37. 37. Opportunities For ImprovementWhere are we not achieving the expected outcome?Among these, where can we focus our efforts for processimprovement? Need Scheduling Arrival Visit Follow-up Review for each stepPAGE 37
  38. 38. Manage CommunicationsTeam members gather collective thinkingregarding key elements of the messagemap. How they see us How we want How we will today them to see us convince themMessages will be driven by the brandstrategy, targeted at segments. This Decision Drivers Positioning concept Aligned Messagingincludes employees and physicians. PrimaryActivities include: Attitudes to Touchpoint Differentiating Overcome Management•Introduction and purpose, brief of Messagesresearch conducted Reasons to Believe•Review deliverables (end-state) Attitudes to Lasting Reinforce•Create master message map Impressions•Identify key touchpoints and organizeaction items (if any) for the groupPAGE 38
  39. 39. Touchpoint PrioritizationThrough the experience map andaudits, identify key touchpointsthrough which to reinforce the brandexperience.This discipline will assist in buildingthe business case for investments in Brandkey communications and servicedelivery.In addition, it continually reinforcesthat brand management is not only amarketing activity, but is reflected inevery interaction throughout theexperience.PAGE 39
  40. 40. Organizing the Team Care Communication Coordination
  41. 41. Creating the Action Plan 1. Basic Requirements 2. Performance Requirements 3. Enchantment Requirements Awareness of Services (internal) Self-Service (What is Available) Creative, Value-Added, Patient EducationCommunication Accessible, Responsive Personnel Single Point of Contact Engage Patients in Developing Services Medical Knowledge Marketing Collateral Status Updates (Wait Times, Scheduling Improved Scheduling Consolidated Billing Queue)Coordination Internal Coordination Web-Enabled Scheduling and Lab Results Nurse Navigators Accurate Billing Speedy Issue Resolution Successful Transition of Care Service Staff Accessible, Helpful, Accountable Proactive Notification of Delays Consistent Quality and Quality Control Process Private Rooms Concierge Service Care Clean Facilities Courteous Staff (HCAHPS) Family Focus On-Time Appointments Overall Engage customers in Developing Presenting a Clear Brand Promise Ownership Culture Experience Techniques Designing “Swim Lanes” in this context clarifies roles, processes, and measures of success. This technique also prioritizes by things which are basic requirements, performance requirements, and enchantment requirements. PAGE 41
  42. 42. Experience Map…to DashboardPAGE 42
  43. 43. Resources•White papers Today: On USB drives or mail•Articles•Presentations Tomorrow: www.endeavormgmt.comOr contact:email: jmckeever@gelbconsulting.comphone: 800-846-4051PAGE 43
  44. 44. Endeavor Management is a strategic transformation and management consulting firm that leads clients to achieve real value from their initiatives. Endeavor serves as a catalyst by providing the energy to maintain the dual perspective of running the business while changing the business through the application of key leadership principles an-d business strategy. The firm’s 40 year heritage has produced a substantial portfolio of proven methodologies, enabling Endeavor consultants to deliver top-tier transformational strategies, operational excellence, organizational change management, leadership development and decision support. Endeavor’s deep operational insight and broad industry experience enables our team to quickly understand the dynamics of client companies and markets. 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 experience through proven strategic frameworks to guide marketing strategies, build trusted brands, deliver exceptional customer experiences and launch new products. Endeavor strives to collaborate effectively at all levels of the client organization to deliver targeted outcomes and achieve real results. Our collaborative approach also enables clients to build capabilities within2700 Post Oak Blvd., Suite 1400 their own organizations to sustain enduring relationships. For moreHouston, TX 77056 information, visit www.endeavormgmt.com and www.gelbconsulting.com+1 713.877.8130www.endeavormgmt.comPAGE 44

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