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Healthcare Capabilities


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We understand the nuances of healthcare having worked with some of the largest and most respected organizations in the country. Our healthcare marketing professionals lead stakeholders to make best use of market information to build and execute sound marketing strategies.
Our approaches recognize the unique relationships between referring physicians, faculty, staff, patients, families, business leaders, and donors. We uncover attitudes and expectations to develop a common understanding of the current situation and form consensus around which opportunities to pursue.

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Healthcare Capabilities

  1. 1. Gelb Consulting Group An Endeavor Management Company Healthcare Capabilities
  2. 2. Contents Background Philosophy Healthcare Capabilities • Experience Management • Culture Design • Brand Management • Strategic Marketing Planning • Performance Dashboards About UsPAGE 2
  4. 4. Our ExperienceWe work with other nationally-recognized Institutions:• 5 “Honor Roll” institutions Barnes-Jewish Hospital• 3 out of the top 5 cancer programs Cleveland Clinic Cincinnati Children’s Hospital Duke Medicine• 2 out of the top 4 pediatric hospitals Froedtert Health Mayo Clinic MD Anderson Cancer CenterNational Benchmarking Studies: Memorial Sloan Kettering Menninger Clinic• Patient experience management Texas Children’s Hospital The Ohio State University• Marketing practices University of Colorado University of Michigan• Physician relations programs University of Chicago• International programsPAGE 4
  5. 5. Deep Knowledge in Healthcare We understand the nuances of healthcare having worked with some of the largest and most respected organizations in the country. Our healthcare marketing professionals lead stakeholders to make best use of market information to build and execute sound marketing strategies. Our approaches recognize the unique relationships between referring physicians, faculty, staff, patients, families, business leaders, and donors. We uncover attitudes and expectations to develop a common understanding of the current situation and form consensus around which opportunities to pursue. Among the most frequent requests made of Gelb: • Assess and improve patient or physician experiences to increase market share • Monitor the patient experience for immediate service recovery with an experience dashboard • Build a healthcare brand that’s an asset of increasing value • Define marketing strategies to get ahead of the competition 50% of our clients are in healthcare, • Develop and commercialize new products and services mainly academic medical centers • Demonstrate marketing performance through brand dashboardsPAGE 5
  6. 6. Market Knowledge Our strategic planning processes maximizes the value of your existing market information and marketing research. We describe market segments and identify opportunities. By creating market segment profiles, we can lead your team through a series of discussions to prioritize those segments based on your business strengths and the attractiveness of the segment. We then provide recommendations, based on our knowledge of the market segments, as to how to best influence selection decisions. We have surveyed several thousand referring physicians and patients about healthcare brands, experience and servicesPAGE 6
  7. 7. Thought Leadership Red Zone Management Thought Revolution The Playbook for today’s troubled Demonstrates how to tap into the right business environment…when all brain – the place where intuition and businesses find themselves in the Red creativity exist – in a simple, easy and Zone. The Principles of Red Zone dramatic fashion. Management clearly spell out the proven management roadmap for making changes during these turbulent times. Change Management Toolkit Change is the Rule Purchased by more than 200 firms for This book is considered by many use in guiding their Change to be the most useful and practical Management projects. Including explanation of how changes are detailed, proven and tested tools and managed in the modern templates to ensure change success. organization.PAGE 7
  8. 8. Strategic Issues How do I improve my ability How do I sustain or How do I transition Should I enter new to execute? increase growth? from my current markets? strategy to a new one? How do I grow How do I improve How do I remake our How do I successfully customer operational efficiency? organization into a deploy technology for relationships? continually innovating one? stronger business performance? How do I find, attract, keep How do I make our business How do I strengthen How do I renew our and motivate talent to more resilient to new or our competitive organization after a create a competitive unpredictable position? dramatic downturn? advantage? risks/sustainability?PAGE 8
  10. 10. OverviewWe believe that ordinary people can accomplish extraordinary results whenthey share a passion for a common goal and have executive support along withthe resources necessary to plan and pursue their objectives.We are committed to serving our clients by accomplishing goals and achievingresults that set them apart in their market.We provide the necessary expertise and support to serve as a catalyst for yourteams to confidently architect and implement innovative yet practical solutionsto your strategic business challenges.PAGE 10
  11. 11. Realizing Value from Strategic TransformationPAGE 11
  12. 12. Transformations Move through Red Zones Future Business Model The Red Zone Strategic Marketing Operations Culture Design Experience Management Our experience indicates that organizations go throughToday’s a transformational growth curve; a lifecycle throughBusiness which each moves based on its ability to define theModel desired future state, motivate the workforce to share the vision, energize activities to achieve success quickly and provide support systems to stay the course. We call these transitory states Red Zones. PAGE 12
  13. 13. Red Zones Require Concurrent Action Future Business Model The Red Zone Managers Run Employees Transformational Leaders “We must continue doing business today while simultaneously changingToday’sBusiness the way we do business.”Model PAGE 13
  15. 15. Healthcare Capabilities Performance Experience Dashboards Management Strategic Marketing Culture Design Planning Brand ManagementPAGE 15
  17. 17. Experience Management When you provide exceptional experiences, increased advocacy and revenues are your reward. We recognize the difference between loyalty (customers recommend you when asked) and enchantment (the highest order of advocacy – Experience Management Tools: customers become part of making your •Experience Mapping •Persona Development business a success). •Decision Factors •Contact Center Review We have developed unique methods to •Experience Design demonstrate how each interaction with you •Target Operating Model impacts customer experiences.PAGE 17
  18. 18. Enchantment Requires Alignment 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 18
  19. 19. How Enchantment is Different Loyal Customers Enchanted Customers Satisfied and might use again Raving Fans and Spread the Word • Will recommend you if asked • Go out of their way to recommend you • But won’t give you a second chance • They forgive you for missteps • Have minimum investment in your future • Demonstrate a strong commitment • See you as a choice among many • They are part of your futurePAGE 19
  20. 20. Experience Mapping• Opportunities to positively influence referral and choice are often developed outside of actual treatment – from how physicians/patients perceive you and how they make choices• Intimate knowledge of their experience is essential for making key strategic decisions around the facility, processes and services offered• Experience mapping increases your understanding and ability to fulfill both functional needs and emotional needs, build stronger relationships and create advocatesPAGE 20
  21. 21. Persona Development• Uncover the goals, behaviors and needs of your patients and physicians• When diverse segments are studied, the personae of each Specialist segment is assessed and outlined based on their direct input• Verbatim comments and data are aggregated to determine attitudes to reinforce and attitudes to overcome in order to maximize opportunities• This insight provides a rich understanding of who you influence Primary Care and servePAGE 21
  22. 22. Decision Factors Doctor Refers Patient Requests Patient Chose With Physician Input Patient Patient Accepts Requests Alternative Referral Assisted Non – Chooser Chooser Chooser • Quantify the influences over patients for better use of resources • Determine patient willingness to travel and what is in the considered set for different types of patients • Gauge how frequently patient insurance coverage impacts where a patient will go and what factors influence their decisions to circumvent existing pathwaysPAGE 22
  23. 23. Contact Center Review • Designing the right positions to meet customer expectations Job Design • Structuring the optimal organization and reporting structure to help your business run smoothly and cost-effectively Sourcing • Defining the necessary skill sets to fill your key positions and • Identifying the right way to reach the employees you need Screening • Determining the right questions when screening applicants • Ensuring the appropriate salary levels for your employees Employee • Creating bonus structures and plans that motivate and reward performanceCompensation • Identifying what matters to your employees Employee • Defining the right strategies to create an environment that motivates and retains your Retention best employeesPAGE 23
  24. 24. Experience Design 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 Dissatisfaction communication coordination carePAGE 24
  25. 25. Target Operating Model The Target Operating Model Storyboard enables: •Business identification of what they need to do to prepare for the changes •Visibility of projects “fitting” together •Identification of “hotspots” & overlapping of projects •Preview of resource demands as projects roll out FOM Mov ing and Controlling Controlling the Managing the Marketing Planning Trading Settling Tracking Trading Business Business 2014 Front OfficeThe outcome is business Marketing Planning Trading Mov ing and Tracking Settling Controlling Trading Controlling the Business Managing the Businessconfidence that the 2013 Marketing Front Office Planning Trading Mov ing and Mid Office Settling Controlling Controlling the Managing the Tracking Trading Business Businessprojects support the 2012 Front Office Mid Office Back Office Mov ing and Controlling Controlling the Managing thebusiness strategy Marketing Planning Trading Tracking Settling Trading Business Business COM Front Office Mid Office Mov ing and Back Office Controlling Controlling the Managing the Marketing Planning Trading Settling Tracking Trading Business Business Front Office Mid Office Back Office COM = Current Operating Model Mid Office Back Office FOM = Future Operating Model Back Office PAGE 25
  26. 26. 3.2CULTURE DESIGN
  27. 27. Organizational Culture• Your culture is an expression of your brand.• It is deeply intertwined with the customer experience and often described as “How we do things around here” and “How we really do things around here.”• This can be a source of strength for growth or a constraint on strategy and change. Culture Design Tools: •Benchmarking •Measuring and Evaluating Culture •Understanding the Employee Experience •Transformational LeadershipPAGE 27
  28. 28. Cultural Design Methodology 7. Measure cultural change progress 8. Provide leadership and provide ongoing feedback enable development for cultural stewardship 5. Define enterprise cultural 6. Define and execute cultural transition strategy energize transition initiatives and celebrate success 3. Define and design 4. Identify and prioritize critical future culture engage culture change solutions 1. Create a common cultural framework envision 2. Establish cultural baselinePAGE 28
  29. 29. Assess Maturity through BenchmarkingPAGE 29
  30. 30. Measuring and Evaluating Culture Our research tools are designed to determine the relative effectiveness and value of organizational cultural change and transformation initiatives. Measure Culture Cultural measurement and evaluation involves assessing the cultural enablers and barriers of specific change initiatives. This information can be used to Structure measure drivers of culture (programs, strategies, activities or tactics), impact of culture (perceptions/attitudes) and outcomes of change of initiatives against a predetermined set of objectives. Evaluate Culture Evolution and it’s Impact In the long-term, organizational culture evaluation involves assessing the evolution of culture over time and the success or failure of broader transformational efforts. Process Questions we seek to answer: • Will the cultural transformational efforts initiated actually have an effect in moving culture in the right direction and, if so, how can we support and document that from a research perspective? • Will the activities we implement actually change what people know, what they think and feel, and how they actually act? People • What impact will culture change initiatives have in supporting strategy and changing culture over the long term?PAGE 30
  31. 31. Discovery FrameworkThrough the use of the SLOCI and our discovery framework, we can deconstruct culture and distill theorganizational drivers that have the strongest impact on shared assumptions while identifying the resultantindividual behaviors. Our integrated assessment approach probes: CULTURAL DESIRED DESIRED DRIVERS ATTITUDES BEHAVIOR ORGANIZATION SHARED ASSUMPTIONS INDIVIDUAL BEHAVIOR What activities, systems and processes does How does the organization’s current activities, How do shared assumptions affect individual the organization currently have in place that systems and process affect the shared behavior and performance? impact culture? attitudes and perceptions of the individuals? What mechanisms or levers can be utilized What specific culture change programs are What are the attitudinal change points that to impact individual behavior and currently in place and how effective are create or reinforce shared performance? they? assumptions/perceptions?PAGE 31
  32. 32. Understanding the Employee Experience Discovers hidden assumptions and attitudinal change points using data to probe: • What people say (their verbal expressions) • What they know and think (their mental or cognitive predispositions) • What they feel (their emotions) • How theyre inclined to act (their motivational or drive tendencies)PAGE 32
  33. 33. Transformational LeadershipWe recognize that most managers possessmany of the skills and behaviors required,but it is often the case there are leadershipdevelopmental needs to successfully applysuch.Leadership development is an importantcomponent in business strategy, as well asa risk management issue at the executivelevel. Each year, corporations launchmission-critical projects involving millions ofdollars in capital investments plussignificant requirements for project-savvyhuman capital.Preparing people to succeed in executingtheir designated roles is a critical successfactor for all strategic projects. We havecertified coaches to perform this task.PAGE 33
  35. 35. Brand Management• Customers move toward brands they find trustworthy – expressing a promise they understand and value.• A trusted brand is one that your customers, employees and other stakeholders will enthusiastically recommend to others. Brand Management Tools:• Our brand strategy design approach •Measuring Brand Equity focuses on a thorough understanding of •Brand Tracker market perceptions, identifying •Campaign Evaluation opportunities for growth, and developing •Affiliation Branding effective ways manage all brand •Message Mapping touchpoints to achieve brand trust. •Engagement MappingPAGE 35
  36. 36. Measuring and Strengthening Brand Equity The quality of the experience delivered by the organization; how well the brand lives up to its promise The attributes used to The criteria used by distinguish one decision makers to product/services establish thecompany from another considered set Familiarity is required for consumers to recognize and choose brands A trusted brand consistently delivers superior value compared to competing brands Brand Equity = Familiarity X Preference (CV + CD + CE) 300 PAGE 36
  37. 37. Measurement System Campaign Brand Tracker Affiliation Branding Evaluation Tracks brand equity Looks at a particular Analyzes co-brands, What Does It Do? among consumers media execution in a parent brands, sub- over time specific market brands & partnerships Benchmarking vs. Determining the value Evaluating the lift and competition, brand added by each What Is It For? impact of a marketing health monitoring, element of a program goal setting compound brand Continuous tracking, “Pre/Post” reads of a When Does It typically either market just before and A single point in time Happen? monthly or quarterly during or just after a reads media investmentPAGE 37
  38. 38. Message MappingWe facilitate a session to gather for How they see us How we want How we willcollective thinking regarding key today them to see us convince themelements of the message map asnoted. Decision Drivers Positioning conceptMessages will be driven by the brand Aligned Messagingstrategy, but serve of the purpose of Attitudes to Primary Overcome Differentiatingreinforcing key initiatives. Messages Touchpoint Management Attitudes to Reinforce Reasons to BelieveActivities will include introduction andpurpose, brief of research conducted,create master message map, identifykey touchpoints and organize actionitems (if any) for the group.PAGE 38
  39. 39. Engagement MappingWe identify key touchpoints through whichto reinforce your brand promise.This discipline will assist in building thebusiness case for investments in keycommunications and program Branddevelopment.In addition, it continually reinforces thatthis type of brand management is not onlya marketing activity, but is reflected inevery interaction.These are then translated into your longerterm program and will be measured in thefuture.PAGE 39
  40. 40. BrandHubA Healthcare Brand Management SystemBrandActive has adapted its leadingbrand management system,BrandHub, to create a solution with afunctional set, workflows, and a userinterface tailored to the unique needsof hospitals and healthcare systems –all supported by a business case forchange.It’s simple to implement and manage •Online guidelines, specifications, and technical drawings– while remaining flexible and •Enterprise leading digital asset management •Collaboration, online proofing/mark-up, and approvalsadaptive – meaning it will get adopted, •Online templates and web2printget used, and remain relevant. •Project management and campaign management •Physical asset management and vendor integration/control •As much control as you wish over site layout, content, and adminPAGE 40
  42. 42. Strategic Marketing Planning• Strategic planning represents a deep, holistic look at your organization’s ambitions.• Strategic planning serves as the foundation for achieving growth goals and a strong portfolio strategy to improve, change and grow. Strategic Marketing Planning Tools:• We work closely with team to challenge •Growth PlayBook existing assumptions, define objectives and •Vision Mapping build an actionable plan. •Marketing Benchmarking •Segmentation• We help you decide where to focus, where •Concept Development to compete and how to allocate resources. •Concept Assessment/Positioning •Site Analysis •Alternative AnalysisPAGE 42
  43. 43. Growth PlayBookThe Growth PlayBook is our strategicmarketing planning tool that provides focusfor business priorities and segments.It is intended to capture information aboutthe market, document strategic objectives,prioritize opportunities, and develop launchplans specific to your company andindustry.A Growth PlayBook can be used duringproduct launch, market expansion, brandlaunch or as part of an annualstrategic marketing process. PAGE 43
  44. 44. Vision Mapping Who do we want our CUSTOMERS to be? “Is our target market changing shape?” Who will our OTHER STAKEHOLDERS What PRODUCTS/SERVICES do we want to be? sell or offer?“How powerful and compatible will our other “How different will our products and services stakeholders be?” be from our competitors?” Where do we want to stand in relation to What level of FINANCIAL VIABILITY/ our COMPETITORS? GROWTH do we wish to achieve? “What will be our competitive strategy?” “What kind of returns are acceptable?” How de we want to ORGANIZE the How do we want to behave towards our breakdown of our activities? STAFF?“How will we coordinate and control what we “What will be important to us as an do?” organization?” What SKILLS & TECHNOLOGIES will we How do we want to be perceived by need? our CUSTOMERS? “What level of flexibility do we want?” “What public responsibilities do we want?” WHERE do we want to sell? “How important will a geographic focus be?”PAGE 44
  45. 45. Marketing Performance BenchmarkingOur Sales and Marketing ReadinessAssessment and Resource Tool (SMART)uses best practice benchmarking, derivedfrom academic research and establishedmaturity models, as a frame to determinecurrent and desired statesWithin each key area, we rate the client’scapabilities • Senior Leadership • Business Strategy • Marketing • Physician Strategy • Service DeliveryScores on the left (1-2) represent thegreatest opportunity for improvement, whilescores on the right (3-4) indicate goodperformance in that particularly capability PAGE 45
  46. 46. Market SegmentationThrough primary and secondary research, we Demographicssupport marketing teams to identify and Psychographicsprioritize market segments. BehaviorsWhat are the potential segments?What are their key buying factors? AttitudesWhat is their buying process?What types of products/services do they buy?What key needs do they have? (satisfied or not)What is their business strategy? (e.g.,leadership)What are the segment sizes?What are our corresponding business strengths?PAGE 46
  47. 47. Product / Service Concept DevelopmentOur proven methodology for the development ofproduct concepts provides a process to transform aloose affiliation of ideas to a well-defined, testableconcept.Our concept development techniques include:• Ideation, Brainstorming, Force Field Analysis, SCAMPER• Process / Experience Mapping for Needs Identification• Competitive Analysis and Analogs• Product Concept Design Criteria• Design of Sustainable Ideation Techniques based on BenchmarkingWe employ a variety of research techniques to refine,test and validate a concept, some of which include:• Qualitative interviews• Lead user interviews• Contextual observation• Conjoint analysis for feature optimization• Concept testing with or without pricingPAGE 47
  48. 48. Concept Assessment and Positioning We utilize “gold standard” research techniques to assess concepts to determine appeal, purchase intent and identify attractive market segments. Our tools include: • Discrete choice modeling • Relevance, value, uniqueness • Fit with brand measurement • Maximum difference scaling • Price-sensitivity modeling • Market simulator to identify attractive market segments • Immersion techniques with simulated models or physical demonstrations We use a market simulator that captures trade-offs between price, features, benefits, and brand. To This will help identify relevant product/service benefits and points of differentiation relative to specific market segments,PAGE 48
  49. 49. Site Analysis•Use census information to develop market insight • Demographics (meeting your segment criteria) • Number of competitors in area • Growth of population • Disease incidence • Traffic patterns•Regress the current patient volumes against these criteriafor existing locations • Helpful to have satellites in place • Weight the criteria • Among these data, what is highly correlated with current success (to narrow list)•Estimate the volume, update the model • Site modeling will provide an estimated as to expected volumes based on previous experience • Can help when choosing among locations or setting targets Source: AnySite•Can also use this to determine best referral opportunitiesPAGE 49
  50. 50. Alternatives AnalysisStrategic decision process to structure a decisionand analytically compare alternatives underuncertainty to select a recommended strategyInputs from previous steps will be used to framethe strategy, create alternatives, and identifysources of riskThis process: • Involves implementers in the strategic decision • Uses analysis to focus brainstorming on key issues to mitigate risk and realize upside value • Evaluates trade-offs between added resources and value • Is utilized to help make major implementation decisionsPAGE 50
  52. 52. Performance Dashboards• Data is important, but the key to success is what you do with your information.• We have pioneered the active monitoring of the metrics that drive real- time business decisions and demonstrate the return on your Performance Dashboard Tools: investments. •Experience Dashboard •Culture Dashboard• We work with you to design information •Customer Insights Dashboard capture tools that align with existing workflows to guide better decision making and realize better results.PAGE 52
  53. 53. Translates Data into Action Action -- Profitable Knowledge -- Useful Information -- Educational Data -- Interesting PAGE 53
  54. 54. Experience DashboardReal-time feedback for service recoveryMeasures key interactions such as:• Call center performance• Marketing campaign impact• Physician referral process• Patient satisfaction• Donor / developmentReplaces periodic surveys to putmeasure in context of the experienceResults in better feedback, actionable resultsPAGE 54
  55. 55. Culture DashboardSchweiger-Larkey Organizational Culture IndexWe bring highly engaging, next generationculture change methods to bridge the gapbetween strategy, leadership andbehavior.How we differ:• We Incorporate an internal and external view of corporate culture• We use experience mapping to perform a deep level of analysis and undercover tacit assumptions and unspoken rules• We monitor culture change in real timePAGE 55
  56. 56. Customer Insights DashboardIntegrates all research results in one,searchable, secure portal. Providesa portal for the entire organization toutilize results.Search capabilities allow users to findindividual pages or full reports.Reports can be stored in nativeformat for easy integration with otherpresentations.Users can also save bookmarks totheir favorite reports.Also allows users to comment/shareopinions regarding customer insights. PAGE 56
  57. 57. Endeavor Management is a management consulting firm that leads clients to achieve real value from their strategic transformational 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 and 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. Combined with our Gelb Consulting experience (founded in 1965) we also offer clients 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. Our experienced consultants and analysts use advanced marketing research techniques to identify customer needs and spot high potential market opportunities.2700 Post Oak Blvd., Suite 1400 Endeavor strives to collaborate effectively at all levels of the clientHouston, TX 77056 organization to deliver targeted outcomes and achieve real results. Our+800 846-4051 collaborative approach also enables clients to build capabilities within their own organizations to sustain enduring relationships. For information, visit and www.gelbconsulting.comPAGE 57