How well do you listen marketing research in healthcare

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How well do you listen marketing research in healthcare

  1. 1. Market Research How Well Do You Listen?1011 Highway 6 SouthSuite 120Houston, Texas 77077281 759 3600www.gelbconsulting.com
  2. 2. Agenda• Getting Started• Qualitative Techniques• Quantitative Techniques• Closing
  3. 3. “Your most unhappy customers areyour greatest source of learning.”Bill GatesGETTING STARTED
  4. 4. Marketing Research Defined Systematic design, collection, analysis, and reporting of data and findings relevant to a specificmarketing situation facing a company
  5. 5. Experience Mapping Brand Equity Tracking Media Usage Customer Experience Customer Advisory Boards Employee Alignment Awareness, Attitude, Referring Physician Satisfaction Usage Studies Market Segmentation Advertising Marketing Effectiveness Effectiveness Market Trends Concept TestingQualitative QuantitativeMeasurement with Dashboards (on-going)Subscriptions (usually annual)
  6. 6. The Marketing Research Process
  7. 7. Managing Research Quality
  8. 8. Contrasting Approaches Qualitative Quantitative No predetermined categories of analysis Standardized measureSmall group of people, large amount of in-depth Large numbers of people, limited number of probing questions, broad data, generalized resultsGreater understanding of individual differences Greater understanding of group similarities Naturalistic and inductive Hypothetical and deductive Longer, more detailed outcome Succinct, easily aggregated Subjective Objective Interpretive Statistical Rigorous questionnaire design NOT anecdotal, but organized required
  9. 9. Prescriptions• Some objective feedback is better than none at all• Counts are good, but comments add insight• The objective of research is to reduce, not eliminate decision risk• You will often find a solution requires more than data (e.g., management experience, staff expertise, consensus)• Always take action on what you’ve learned
  10. 10. QUALITATIVETECHNIQUES
  11. 11. Definition Qualitative research is intended to gain an understanding of the underlying reasons andmotivations behind decisions. It is unstructuredin that the questions asked are formulated as the research proceeds (i.e., dynamic). It typically uses small samples. It produces non-statistical findings.
  12. 12. Techniques• Focus Groups • Ethnographic/Observational • Researcher works in the world of the respondent• In-depth Interviews • Online Focus Groups• Focus Panels • Occurs in a “virtual facility” – Respondents meet multiple times• Creativity Sessions • Piggyback Groups – Respondents work on “problem • Group A respondents participate in a solving” group while Group B observes, then Group B discussed Group A• Shopability Studies – Field trip to actual site where • Experience Mapping consumers are observed • Individual and small group interviews guided by process diagram• Mystery Shopper – Trained researcher acts like a • Customer Advisory Boards consumer
  13. 13. When Focus Groups Go WrongType of intervention Description • Make something abstract more real by using illustrations Flipchart • Write respondents’ words and ask if they see a trend • Provide respondents with a typed statement of an idea Concept Statement • Ask them to grade it • Circle positives, cross out negatives, star strongest element • Write reaction down, then share Audio/Video Stimuli • Discuss & grade elements • Utilize unrelated visuals to trigger feelings about or images of a Picture Sort product/brand/company • Imagine X is gone and you’ve been asked to write the eulogy Eulogy • Tell me about its life, accomplishments, family, and how it will be remembered • Everyone is given a title (CEO, VP of Marketing, etc.) Board of directors • Give them a problem to solve in their “board meeting” • Imagine the head of X is in the chair in front of you Empty Chair • Ask respondents to tell this person what they think about __
  14. 14. Experience Mapping• Experience Mapping is an in-depth qualitative research technique that utilizes a visual cue (the experience map) to help patients, family members, and/or referring physicians recall specific episodes in their journey• This technique allows us to assess the customer’s entire experience, rather than one particular encounter – Expectations prior to their first encounter with you – Multiple activities throughout their journey (e.g., parking, check-in, exams, follow-up) – Multiple touchpoints, or ways in which they interact with you (e.g., materials, conversations, website) – Recognizes changes in attitudes, if any, throughout their experience• The experience map provides a framework for action: – Each step has experience stewards (e.g., nursing, auxiliary) who are responsible for delivery – Every steward can appreciate the relationship of their actions to the remainder of the patient journey – Interactions or “touchpoints” are categorized at each step
  15. 15. Experience Map
  16. 16. Making Experience Mapping a Standard• M. D. Anderson, the world’s #1 ranked cancer center, has made an institution-wide commitment to experience mapping. Including radiation oncology, GU, thoracic, lymphoma, and pediatric, the marketing organization has partnered with service lines.• Each service line uses experience mapping to understand current expectations and develop meaningful action plans for growth.• Outputs have guided branding the Children’s Cancer Hospital, deploying a decision map for GU patients, and informing advertising campaigns.
  17. 17. Blitz User Testing• Blitz User Testing is an interactive, in-depth interviewing process in which users complete tasks and provide their opinions regarding features of websites• Facilitators record actions and ask follow- up questions regarding expectations and recommendations for improvement• Each session begins and concludes with a group discussion to summarize recommendations for the website evaluated
  18. 18. Provide more efficient access and adequate content to create value Element Patient Assessment Patient Recommendations Design Aesthetically pleasing, but Patients want to know the layouts cluttered key message for each page Navigation Patients are not given a clear Patients want direction on path to detailed content where to go first Content Patients want to know more Find content ideas in about the Duke patient sources of patient anxiety experience Functionality Patients found some existing Patients want tools that features desirable, but also make being a patient easier difficult to find/use Element order is not indicative of relative importanceSource: McKeever, Bonds; Marketing Health Services
  19. 19. Value drivers vary based on the severity of the condition and patient anxiety Value Drivers Heart Cancer Bariatrics Orthopaedics Pediatrics Convenience tools What it’s like to be a Duke patient Patient testimonials Physician profiles General health information Organization by condition Outcomes information High value Moderate value Low valueSource: McKeever, Bonds; Marketing Health Services
  20. 20. QUANTITATIVETECHNIQUES
  21. 21. DefinitionQuantitative research is intended to quantify the data and generalize results from the sample to the population of interest. It is structured in that every respondent is asked the same questions consistently. It typically uses large samples and produces statistical findings.
  22. 22. Techniques• Satisfaction Surveys • Customer Experience Dashboard• Concept Testing • Awareness, Attitude and Usage (AAU)• Brand Equity Measurement• Market Segmentation• Market Trends Data
  23. 23. Keys To Quantitative Success Issue Description •Questionnaire must be designed to screen out respondents Sample •Online sampling has become much better • Audit telephone and mall intercept interviews Validity • Look for completeness, especially online • Avoid generalizing small samples Interpretation • Note sample sizes on all charts • Ensure you have a “good list” Contact Method •Consider all sources (e.g., conferences for referring physicians) •Begin with the end in mindQuestionnaire Design •Understand how question phrasing can affect analysis •Questionnaires getting shorter and more specific Length •More advanced techniques can help make survey more efficient
  24. 24. Brand Equity MeasurementBrand Equity= Familiarity X Trust The quality of the experience delivered by the organization; how well the brand= Familiarity X (CV + CD + CE) lives up to its promiseThe attributes used to distinguishproduct/services from The criteria used by one company to decision makers to another establish the considered set Familiarity is required for consumers to recognize and choose brands A trusted brand consistently delivers superior value compared to competing brands
  25. 25. Strengthening the Brand Brand equity can best be built around treating people as a person and being more supportive Customer Competitive Consistent Value Difference ExperienceHIGHERIMPORTANCE Treats patient as a whole person Supportive Friendly overall staff Respected Has the top or highly rated doctors How well overall concerns are addressed Knowledgeable Frequently recommended by a trusted friend or family member Cleanliness of facility AttentiveLOWER Frequently recommended by my current physician Modern Medical outcomeIMPORTANCE Likelihood of Future Use Overall Reputation Overall SatisfactionHigh performance Moderate performance Low performance
  26. 26. Brand Building Checklist  Target profiles  Targets’ awareness and understanding of services provided  Clarity about the benefits (and costs) associated with your services  Understanding of how one hospital is distinguished from another  Brand performance against local and national benchmarks  Strength of current position  Willingness of organization to change to deliver on new brand promise  Believability of new positioningSource: Marketing Health Services, McKeever, DeVries (Barnes-Jewish Hospital)
  27. 27. Market Segmentation CVA shows how buyers makeCVA is comprised of 4 purchase decisions and relatesquestion areas. What are the this to their satisfaction with key buying factors? your offering. How do customers rate our Customer What is the relative competitors’ performance Value importance of key buying on these Analysis factors? factors?CVA measures competitive How do CVA moves beyond customeradvantages and disadvantages customers rate satisfaction by focusing thebased on market-perceived our performance organization’s attention onquality and market-perceived on these those components that createprice in context of the factors? the most value for theimportance measures. customer.
  28. 28. Decision Process Model Overview Doctor Refers Doctor Offers Several Options and Patient Requests Patient Chooses Patient Accepts Patient Requests Alternative Referral “Non-Chooser” “Chooser”Examining patient and physician empowerment in decision making process isimportant to understanding how influential stakeholders and the brand are to theprocess. This “Decision Process Model,” published by Kathy DeVries in MarketHealth Services, provides key insights on targets and the most important factorsin driving decisions. 28
  29. 29. Segments can be better identified on behavior and attitudes, not diagnosis or final selection Doctor Offers Patient Doctor Refers Several Options Requests 77% and Patient 10% Chooses 8% Patient Patient Accepts Requests Alternative 72% Referral 5% “Non-Chooser” “Chooser” Source: BJH Siteman Survey 72% 23%Doctor Refers: My doctor chose for meDoctor Offers Several Options: Actual text here N=583Patient Requests: I chose with little or no physician inputPatient Requests Alternative: My doctor made a recommendation, but I asked for alternatives; Ichose despite my physician’s discouragement 29
  30. 30. Choosers have higher incidence of switching Chooser Non-chooser 77% patients who did not switched treatment provider 90% 23% patients who switched treatment provider 10% All who changed hospitals (74 out of 583) - note drivers of satisfaction
  31. 31. OverviewActivity• Trigger event is documented in CRM• System Sends Email to Online Survey• Custom workflow rules and triggers inside of your system automatically email invitations when new patients are added to the system Response • Patients complete questionnaires relevant to their experience • Patient responses are then stored in database Escalation • At-risk patient responses are escalated for service recovery • Designees track resolution to issues Monitoring • Search and review results in dynamic tables for benchmarking • Review open-ended responses for themes, new product ideas, and economic impact
  32. 32. Systematic Escalation The At Risk Report brings at-risk issues to the attention of those designated in the system. This provides your organization an immediate opportunity to take action and monitor problem resolution. Account Managers and/or Executives are alerted to responses that warn that a client may be At- Risk. Actions are suggested or assigned. Each step taken to resolve an issue is stored in the system and available for postmortem.EXAMPLE
  33. 33. TrendingThe Report Card view provides an overview of keymetrics.This view is most commonly used by executivesto review the overall performance for geographic A snapshot of results can be taken at anareas or divisions. Administrator’s discretion, exported to PDF, and then emailed to account executives. Build your own custom crosstabs using the “Cross Tab” BuilderEXAMPLE
  34. 34. Experience Dashboard Results• Memorial Hermann Health System implemented a comprehensive customer service initiative to provide exceptional patient experiences.• Our initial scope of work for outpatient service was an experience mapping exercise to outline key steps in the process.• This tool allows patients to share their experiences through survey kiosks located at the clinic, escalates dissatisfied patient responses for service recovery action and distributes results to internal stakeholders in real-time.
  35. 35. Executives Expect ROMISource: 2009 Gelb study of academic medical center marketing executives
  36. 36. Demonstrating Results Advertising Awareness Interest Choice AdvocacyTelevision Houston 3% lift Call center More than 700 $300,000+ onlineRadio to 86% volume increased online self- donationsOnline 31% referrals after received fromPrint Nationally no online ad individualsSponsorships change 19,000 Microsite exposure exposed to the visits per month campaign Significant 600% increase in increase in patient Average of 5 "Tell online traffic from volume, Us Your Story" last campaign institution met online FY09 business submissions per Visitors from all goals month states in US All featured service lines increased in patient volume
  37. 37. In Closing…• These are just a few of the latest tools• Your marketing strategy and information needs should guide their use• Research “reports” are a waste of money• The information is only as valuable as your willingness to use it• If you do nothing else…demonstrate results
  38. 38. John McKeever281-759-3600jmckeever@gelbconsulting.comwww.gelbconsulting.comwww.marketinginhealthcare.com
  39. 39. ABOUT GELB
  40. 40. Gelb Consulting Group, Inc. is a strategic marketing firm thatmerges analysis, strategy and technology to help clients build andsustain revenue growth.Gelb helps organizations maximize their potential. Ourcollaborative and information-driven approach forms clarity ofpurpose for action.We are here to help you understand the complexities of yourmarket to develop and implement the right strategies. We useadvanced research techniques to understand your market,strategic decision frameworks to determine the best deploymentof your resources, and technology to monitor your successes.For over 45 years, we have worked with executives to: – Develop Strategic Marketing Plans – Build Trusted Brands – Manage Customer Experiences – Launch New Products – Develop New Products – Protect Their Brands
  41. 41. Scope of Service Brand Experience Marketing InterimStrategy Management Strategy CMOMarketing Product Innovation Marketing ExpertResearch and Go-to-Market Dashboards Witness

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