Patients have changed healthcare forever, but nobody told the providers.

1. The last, best consumer experience anyone
has anywhere
Becomes their minimum expectation for the
healthcare experiences they want
everywhere

2. “Your Call May Be Recorded For Quality Purposes”
2
The
moment
a
customer
hears
that
statement
they
know
that
what
is
about
to
happen
will
not
be
pleasant.

3. How Do Customers Access You Today?

4. Patient Access Today…
A
remarkable
experience
for
every
pa;ent
every
;me
(on
any
device)
Call
Center

5. 5
Patient Access Tomorrow…
A
remarkable
experience
for
every
pa;ent
every
;me
(on
any
device)
Call
Center
Customer
Portal
Mobile
Strategy
Social
Media

6. Customers Don’t Want…
! Better faxing processes
! Quicker responses to snail mail
! Faster talk times
67% of callers are frustrated before they even make the call
75% of customers are frustrated are frustrated after they
speak with an agent

7. How Do People Rate Access?
A
remarkable
experience
for
every
pa;ent
every
;me
(on
any
device)
Ease
of
Access
Process
Efficiency
Process
Consistency
Clinical
Outcomes
Con;nuity
of
Care
Customer
Service
Mobility
Process
Transparency

8. What Are The ROIs Of Patient Access?
A
remarkable
experience
for
every
pa;ent
every
;me
(on
any
device)
Improve retention & referrals
Reduce Admissions &
Readmissions
Reduce Back Office Support
Costs
Revenue Assurance

9. Customers Have To Work Hard To Meet
Their Needs
! Find the phone number
! Find my account number
! Use the IVR—’Your call may be recorded for quality purposes’
! Wait on hold, Be transferred, Wait on hold
! Repeat my information
! Fight business rules that conflict with their needs
! Hope the agent does what they need done
! Rinse and repeat

10. Customer Experience…
The future started a decade ago. The best CX firms recognize:
! Web and mobile have overtaken all other channels
! 56% of adults use online communities
! Web Chat provides a low friction interaction with an agent
! Call centers have become the escalation channel, and those calls are more complex
! Customers use an average of three channels to resolve customer issues

11. What Do Customers Do If…?
! They do not want to call
! The hours are not helpful
! Calling isn’t efficient or effective
! The agents can’t meet their needs
! They’ve called repeatedly to meet their needs

12. How Do Companies Measure CX Success?
! Average handle time
! Average talk time
! Percent of repeat calls
! Percent of abandoned calls
! Average wait time
Companies measure efficiency—speed. Success is
equated to the call, not the caller.

13. How Do Customers Measure CX Success?
Customers want to be able to conduct as much of their
business as possible via a mobile, cognitive portal
! Many customers want Average Handle Time to be Zero
! Can I solve my issue without speaking to you
! Can you provide me with real-time answers via chat and
video
! Can I solve my issue whenever I want

14. 14
Mul;ple
calls
to
several
people
Rou;ng
requests
through
mul;ple
calls
and
faxes
through
several
people
over
several
days
Actual
;me
Needed
to
Complete
the
task
Time
Spent
By
Agent
To
Complete
The
Task
Elapsed
;me
to
complete
a
task
The Time Invested By A Customer Is A Key Component Of
Their Satisfaction

15. What Do Consumers Question?
! Why do I have to call?
! Why can’t I do everything I need online?
! Why can’t I do it when I want on a device I want?
! Why don’t you know me?
! Why didn’t you ask me what I expect?

16. What Are The Top CX Challenges?
! 54% say meeting the CX ROI
! 51% say creating s single view of the customer
! 51% sat creating the new CX
! 50% say creating a customer focused organization
! 47% say connecting CX investment to business
outcomes
(HBR)

17. What Are The Biggest Obstacles?
! 41% systems integration
! 37% omni channel complexity
! 33% organizational
! 33% data integrity
! 32% lack of effective strategy & plan
(HBR)

18. Tying CX To Business Outcomes?
! Businesses with a defined omni channel CX
strategy and plan found it to be 67% easier to
implement sustained CX improvement
! Leading-edge CX approaches outperform on
desired business outcomes by almost double
! The best firms use analytics more effectively
(HBR)

19. What Is A Vision Of Remarkable CX?
Innovative CX is a remarkable experience for:
• Every person
• Every time
• At any time
• On any device

20. Good Consumerism Is
a strategic tool to drive care, wellness, acquisition & retention
member &
Customer
Experience
member &
Customer
Access
member &
Customer
Engagement

21. What Does Remarkable CX Look Like?
The best CX must be Omni-Channel
! Customers demand a choice in access and experience
! Mobile-First, and 2nd and 3rd
! Natural Language processing of select call types
! Effective real-time online and video chat
! Real-time email exchange
! Self-help for simple issues

22. Remarkable CX Must Be Designed To Be Effective
Most customer experiences were never designed, they simply
evolved.
! To design a remarkable experience requires asking customers
what they want
! It must be contextually relevant
! Design Thinking is a process that reflects customer expectations
! It should provide a consistent experience across channels
! It should have interactive links to social media

23. What if Consumers & Members Could Access Their Way?
! 24 x 7 real-time access & engagement
! User-Centered-Design for a great user experience
! Reduces the number of calls & repeat calls
! Triples the customer service hours
! Increases customer acquisition & retention
! Increases customer satisfaction
! Reduces cost per contact

24. A Vision for Recasting how members & Consumers Manage their
Health
Consumers demand a Healthcare Consumerism Model that is:
User-Friendly
Portable
Interactive
Omni-Channel
Omni-Present
Habitual

25. 25
OFFERING
CEO COO CIO CMO CNO PXO CFO CMedO
CX STRATEGY
PROCESS AUTOMATION
CUSTOMER PORTAL
MOBILE ACCESS
CALL CENTER
CRM
✔"
✔" ✔"
✔"
✔"
✔" ✔"
✔"
C-­‐SUITE
POSITION
✔"
✔"
✔"
Needs By C-Suite Position

26. 26
ROI MEASURE
CEO COO CIO CMO CNO PXO CFO CMedO
INCREASED RETENTION
INCREASED REFERRALS
DECREASED SERVICE
COSTS
REDUCED INPATIENT
READMISSIONS
REDUCED OUTPATIENT
ADMISSIONS
IMPROVED PHM
✔"
✔" ✔"
✔"
✔"
✔" ✔"
✔" ✔"
C-SUITE POSITION
✔"
✔"
✔"
ROIs By C-Suite Position

27. 3 Steps To Innovate Consumerism, Access, & Engagement
Define Enterprise-Wide
Access/Experience
Strategy
Implement Interactive
Digital Access
Implement Effective
Voice Access
Create and implement an omni-channel (voice & digital) access and engagement
strategy using user-centered-design
• Understand how stakeholders access &
engage today
• Meet with executives and their stakeholders
to define their requirements
• Create stakeholder personas & journey
maps
• Define a vision for access and experience
• Define the access & engagement GAP
• Create the roadmap for change
• Assess the digital effectiveness
• Assess the benefits of an interactive and
cognitive digital, mobile-first, and social
media strategy
• Evaluate creating a consumer portal in
addition to the patient portal
• Evaluate the findings
• Define an implementation roadmap
• Implement the roadmap
• Assess the effectiveness of the call
center(s)
• Recommend what can be improved & the
process and technology that should be
included
• Evaluate the value of the recommendations
• Define an implementation roadmap
• Use user-centered-design to design a more
effective call center experience
• Implement the findings

28. Our Approach To Innovating Access
Focus
Area
Offerings
Enterprise-­‐Wide
Access/
Experience
Strategy
o Enterprise-­‐wide
Touch
Point
Inventory
o Pa;ent
Personas
&
Journey
Mapping
o Touch
Point
Scorecard
o Experience
GAP
Analysis
o Enterprise-­‐wide
Strategy
o Solu;on
Road
Map
Interac@ve
Digital
Access
o Design
&
Build
Customer
Portal
o Design
&
Implement
Mobile
Strategy
o Design
&
Implement
Social
Media
Experience
Programs
Voice
Access
o Design
Access
&
Experience
Strategy
for
Call
Center
o Define
Requirements
&
Create
RFP
for
CRM
o Select
&
Implement
CRM
Process
Elimina@on/
Automa@on
o Eliminate
duplicate,
manual
and
paper
processes
o Create
automated
2-­‐way
processes
o Design
Change
Management
Ini;a;ves

29. Next Steps…
! Define an Omni-Channel Customer Access & Experience
Strategy
! Document the Current State
! Define Customer Personas and Journey Maps
! Define the To-Be State
! Create a Roadmap
! Develop a cost-benefit analysis

30. Excerpts From A Sample Deliverable…

31. Through
interviews
and
process
observa;ons,
the
following
gaps
were
iden;fied
against
industry
Leading
Prac;ces:
Leading
Prac@ce
Indicator
Assessment
Agents
are
able
to
complete
a
caller’s
request
95%
of
the
;me
First
contact
resolu;on
is
above
90%
Agents
feel
respected
by
the
organiza;ons
they
represent
Agents
have
the
access
they
need
to
the
organiza;on
to
be
successful
Agents
have
the
tools
they
need
and
access
to
informa;on
The
desired
pa;ent
experience
is
defined
and
designed
Standardized
policies
and
procedures
exist
Pa;ents
call
with
a
belief
that
their
needs
will
be
met
No
concerns
Some
concerns
Requires
AIen@on
Organizational Readiness
Leading Practice Indicators – Patient Access/Experience

32. Leading
Prac@ce
Observa@ons
/
Outcomes
Assessment
Customers
have
the
all
of
the
required
tools
need
to
meet
their
needs
! Customers
do
not
have
online
or
video
chat,
they
cannot
email
the
call
center
agents,
customers
cannot
complete
any
transac;ons
online,
the
mobile
pla_orm
did
not
employ
‘Design
Thinking’
and
does
not
u;lize
‘Responsive
Design’
Recommenda@ons
! Define
an
effec;ve
omni-­‐channel
strategy
that
is
consistent
across
each
channel
! Design
the
‘To-­‐Be’
experience
using
contextual
inquiry
to
capture
how
customers
want
to
contact
you
! Deploy
these
‘quick
wins’:
Online
chat,
email
access
! Define
enterprise-­‐wide
customer
requirements
for
access
and
engagement
No
concerns
Some
concerns
Requires
AIen@on
Customer Satisfaction
Leading Practice Indicators – Customer Access/Experience
Page
32

33. Leading
Prac@ce
Observa@ons
/
Outcomes
Assessment
First
contact
resolu;on
is
above
90%
! There
is
no
data
about
how
many
people
have
to
call
back
more
than
once,
in
part
because
so
many
calls
are
transferred,
and
because
other
callers
quit
calling
! Conversa;ons
suggest
more
than
30%
of
the
people
call
mul;ple
;mes,
some
people
call
daily.
! +5,600
people
were
unable
to
schedule
appointments
last
year
Recommenda@ons
! To
increase
first
contact
resolu;on
the
organiza;on
must
first
define
the
business
problems
the
call
center
should
handle
! Equip
the
call
center
with
the
tools
(IVR,
CRM)
to
allow
agents
to
complete
the
calls
! Align
the
opera;ons,
policies,
processes,
and
scheduling
of
the
clinics
! Imbed
the
authoriza;on
process
within
the
call
center
! Reengineer
the
referral
process
! Place
nurses/MAs
within
the
call
center
to
avoid
placing
callers
on
hold
! Create
a
24
x
7
nurse
hotline
No
concerns
Some
concerns
Requires
AIen@on
Organizational Readiness
Leading Practice Indicators – Patient Access/Experience
Page
33

34. Together, We Can Redefine Healthcare Consumerism