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Driving to consumerism
The document discusses consumer loyalty in healthcare, emphasizing the importance of understanding patient needs to build long-term relationships and improve satisfaction. It highlights factors that influence consumer choices, the evolution of the healthcare market, and the necessity for healthcare providers to adapt their strategies to enhance patient engagement and outcomes. Additionally, it presents various consumer mindsets and expectations, suggesting that personalized communication and transparency are key to fostering loyalty in this increasingly competitive sector.
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Driving to consumerism
- 1. Consumer loyalty and buildingloyal relationships HEALTH
- 2. 2 © dunnhumby2017 Consumer Centric See the whole patient Address patient journey Embrace technology Win in choice Create strategic partnerships Hospital Centric Facilities Bed towers Lounges, cafeterias, lobbies Patient Centric Medical home Patient-friendly billing, office, open access appointments Physician Centric Office hours Surgical preferences Rounding and call preferences ’70s and ‘80s ‘90s and ‘00s Present Future The health care industry continues to evolve* rapidly On the heels of DRG implementation Disrupter: HMOs Physician practice consolidation, vertical system integrations Disrupters: bankruptcies & high cost of care Advent of the reform era, further integration, consolidation Disrupters: HITECH, ACA & technology Information age sweeps through the healthcare delivery market; further consolidation Disrupters: AI, Cognitive Machines, Genomics, Internet of Things Recently, HITECH, ACA are attempting to drive accountability, transparency and consumer choice to healthcare *Examples provided are illustrative and not inclusive
- 3. Today, we… Towin consumers, we will… Demonstrated loyalty by consumers consider market share our success see the consumer pulled to a service they want push the patient towards a service Realize a consumers delight through loyalty measure patient satisfaction manage the consumer experiencemanage around the physician tell a patient to go to the facility reach out to the consumer treat a passive patient work with a proactive consumer Consumer centric transformation requires a new culture Leadership needs to re-think, communicate and act in a way that creates a cultural shift in their workforce to achieve success in consumer centric market
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- 5. 5 © dunnhumby2017 Building long-term lasting loyal relationships with patients as consumers of health – What is at stake? Existing patient volumes/revenues Patient engagement activated (Network retention/ leakage reduction) Loyalty builds; more consumers seek provider (Revenue and market share growth) Numberofconsumers/patients Percent of spend – Total Cost of Care This area might represent a vertically integrated system (e.g. Kaiser, Geisinger Health) 0 n 100% environment of loyal consumers with needs met through your network: Better managed total cost of care Improved satisfaction Improved outcomes = VALUE DRIVES REVENUE GROWTH
- 6. 6 © dunnhumby2017 A journey to consumer loyalty begins with understanding consumer needs* enabling stronger patient relationships Care Belonging Recognition Self expression Control ConnectednessIndividuality Growth Save me time Save money Get everything Match my values Feel better Discover new Learn something Be rewarded Be noticed Help me Talk to me Welcome me Give me status Listen to me * Patient needs are captured and covered in a broader perspective of the health consumer
- 7. Loyalty creates evangelicalbrand champions & drive healthy behaviors Search Schedule Track Pay Check-in Talk Connect Collect Mobile App Social Online Browsing & Purchase Online talk & engage Location Experience HOW PATIENTS INTERACT HOW WE CAN LISTEN HOW WE SAY THANK YOU Recognize Reward Win Surprise & Delight Save Take part Share Help Status WHAT THIS MEANS • Richer patient understanding • Patients want to be treated like individuals • More opportunities to engage and serve – focus on better outcomes • Brand experience - opportunities to get it right • Patients influence each other more
- 8. 8 © dunnhumby2017 Anchoring on what a “Loyalty Journey” consists of, defined Mindsets that can turn this… who out of store remind me sales & events easy rewards no stress respond make me look good inspire creativity options recognize help in-store surprises information help same time new ideals flexibility connection inspiration select good choice feel welcome feel supported surprise savings suggestions unexpected rewards save time fix problems appreciate me flexibility consider visit reward loyalty exceptional service suggest ideas ask my opinion reflect appeal flexibility decide best prices interesting range save time inform flexibility celebrate savings redeem rewards what services products rewards when day of week time of day time of year occasion online offline how lifestyle lifestage mission needs segment interests behavior where fun surprise connect simplify curate educate delight surprise deals selection suggestions new products inform me reward comment easy search
- 9. 9 © dunnhumby2017 Into this…a framework of four distinct mindsets that guide us to understanding the health consumer’s journey lifestyle what who where lifestage mission out of store needs online surprise deals delight selection save time fun reward celebrate savings comment sales & events easy rewards no stress respond make me look good inspire creativity recognize easy search help time of day in-store time of year when rewards occasion connect interesting range information same time new ideals flexibility connection inspiration flexibility best prices save time good choice feel welcome feel supported surprise savings suggestions unexpected rewards fix problems inform me appreciate me flexibility decide visit reward loyalty suggest ideas ask my opinion reflect help day of week interests how products offline appeal curate simplify select educate remind me inform suggestions flexibility surprises surprise services behavior options redeem rewards exceptional service new products segment save time consider
- 10. 10 © dunnhumby2017 Mind-sets matter and in differing proportions when consumer needs are understood ** Data is for illustrative purposes ** 41% 33% 19% 7% Where consumers want the MOST HELP from healthcare networks 25% 35% 25% 15% Benchmarks Consider Preparation before you visit a health care provider Decide After you have decided to get medical help, but before you actually go to the health care provider selected. Visit Talking with your doctor, undergoing any tests, procedures or treatments they recommend, and paying for your visit. Reflect Sharing your experience, providing feedback, and follow-up visits or appointments
- 11. 11 © dunnhumby2017 Key Loyalty Drivers for Healthcare Consumers The samples provided are taken from the four mind-sets and from over 40 different Loyalty Drivers Consider Decide Visit Reflect • Inform me of what services you are best known for • Give me someone I can talk to who is invested in my health • Inform me of what is covered by my insurance • Make scheduling visits quick and easy • Listen to me • Be transparent about billing and pricing • Make me feel better emotionally as well as physically • Explain test results to me
- 12. 12 © dunnhumby2017 Using a Loyalty Driver analysis, we begin to understand actual consumer expectations of their personal health journey (sample) 9 10 12 13 26 31 Inform me of what services you are best known for Make me aware of your services Tell me what my “ideal” personal healthcare regimen should be Inform me of what facilities are available in my area Tell me how quickly I should seek medical attention Give me someone I can talk to who is invested in my health Consider Mindset 2 4 6 7 8 11 11 14 15 21 Give me the ability to fill out… Provide me with ratings for… Provide services that fit with my… Provide physicians that fit my… Make scheduling visits quick and… Give me relevant facilities/doctors… Give me access to the latest and… Demonstrate to me the quality of… Inform me of what is covered by… Provide services that fit my… Decide Mindset 1 1 1 2 3 4 5 5 7 8 9 9 10 11 11 12 Greet me on the way in and walk… Make me feel at home Be sensitive to my financial situation Keep facility clean, orderly,… Know my personal as well as… Proactively be my healthcare… Treat me with respect and… Give me treatment options Visit Mindset 2 3 4 5 5 6 6 7 7 10 14 15 16 Give me a way to share my… Know how to reach me and… Make me feel better… Give me access to my health… Make sure my medical… Go above and beyond if… Explain test results to me Reflect Mindset
- 13. 13 © dunnhumby2017 How loyal can consumers be? Today, consumers have more choices ** Data on 7 of over 40 statements is for illustrative purposes ** 94 90 81 80 73 67 55 100 99 89 86 88 83 76 Give me someone I can talk to who is invested in my health Make me aware of your services Tell me how quickly I should seek medical attention Inform me what facilities are available near me Inform me of what services you are best known for Tell me what my ideal personal health regimine should be Provide physicians that fit my lifestyle and value Best in class Client Lowest score Numerical score values represent the percent of respondents who say they are satisfied with the driver
- 14. 14 © dunnhumby2017 Leverage new consumer insights to extend competitive advantage where it matters most to consumers ** Sample is for illustrative purposes ** Consider Decide Visit Reflect Develop a 24/7 triage line (even for specific diagnosis, patient populations, service lines, etc.) Build single source/access and scheduling resources throughout network Make your health system a one-stop resource for health and wellness information Train phone and admitting personnel on cost/payment estimating; provide useful tools to achieve trust and accuracy Publish physician and consumer ratings – rising tide raises all boats – will be influential in the future Achieve more than market or industry benchmarks – aim at industry success known for hospitality, retail, “uber” like satisfaction Train all staff in a visit encounter in hospitality approaches Achieve “whole person knowledge” in advance of and during the visit through EMR Develop consistent communication throughout all channels Use phone, email, internet, MyChart to provide demonstrations for treatment expectations
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- 16. 16 © dunnhumby2017 “Going to the same facility helps cut paperwork time and they already know what's going on with you.” Continuous Care Access to Medical Records Convenience Service Options “… providers know what other services are available there and refer you as needed” “If they keep good records of my past visits and can provide me updates on the latest healthcare enhancements in the care I need, and if they remember me, it is worth my time to return.” Consumer Journey “If I am not treated properly then I bring it to someone's attention and decide from there if I will continue with the provider and/or facility.” Little things matter: “Continuity of care and the establishment of rapport are reasons for returning to the same facility - and not having to start over with all of the forms, etc.” Beyond providing great care, consumers are looking for an experience that works for them Compared to the past, consumers are more aware of healthcare networks and a majority see the benefits of staying within a network
- 17. 17 © dunnhumby2017 Using Consumer Behavioral Analysis we begin to realize how consumers access and use your network Use your data to know more than the number of visits – i.e. who is likely to return, when and for what – and apply to developing attitudes and mindsets Year 1 Year 2 Year 3 Year 4 HOSPITAL AMBULATORY HOME HEALTH 38.9%55.5% 30.4% 9.6%27.4% 5.0% 63.9%76.6% 55.3%
- 18. 18 © dunnhumby2017 “Most Frequent” Consumers Profile ** Sample data is for illustrative purposes ** TOP 5 HIGH LEVEL DIAGNOSIS CODES (% of visits) PAYMENT TYPE (% of consumers) TOP 5 SERVICE LINES (% of visits) EMPLOYMENT STATUS (% of cons.) Ext. Injury & Supp. 29.8% 25.0% Circulatory Sys. 15.1% 12.6% Musculoskeletal 9.1% 9.6% Symptoms / Signs 8.0% 10.4% Respiratory Sys. 6.8% 7.2% Primary Care 21.2% 29.7% Rehab/Therapy 16.9% 8.8% Cardiovascular 9.2% 7.7% Radiology/Imaging 7.8% 8.7% Women’s Health 6.7% 7.7% NOTE: Items highlighted in GREEN have an index >= 120 and in RED have an index <=80. Index is based on All Segments AGE BANDS (% of consumers) Frequent Frequent Total Network Total Network OVERALL STATS 11% OF CONSUMERS 21.5 VISITS PER YR. 58.3 AVERAGE AGE 63.7% FEMALE 50.8% MARRIED 21.9% SINGLE 99.2% HAVE WEB PORTAL 38.4% USED WEB PORTAL IN RECENT YEAR 94.6% HAVE A PRIMARY CARE PHYSICIAN 2.9% HAVE NETWORK HEALTH PLAN FREQUENT ALL CONSUMERS MOST FREQUENT SEGMENT HIGHLIGHTS
- 19. 19 © dunnhumby2017 To better understand the differences among consumers segment them based on engagement Demographics • Youngest segment – average age is 30 • Most likely to have a child in the household • Most likely to be on Medicaid coverage Activity & Engagement • Least likely to use home health services • Least likely to have access or use MyChart • Least likely to have a Primary Care Physician New Consumer 7% of consumers Demographics • 2nd oldest segment – average age is 44 • Evenly split between being married or single • Most likely to be a full-time employee Activity & Engagement • More likely to visit Hospital for services • Less likely to visit Primary Care Physician for services • Least likely to use MyChart despite having access to it Lapsed-Returned Consumer 17% of consumers Demographics • 2nd youngest segment – average age is 39 • More likely to be single • Least likely to have health system Health Plan coverage Activity & Engagement • Most likely to visit Hospital for services • Most likely to have ED visits • Least likely to visit Primary Care Physician for services Lapsed Consumer 23% of consumers Demographics • Oldest segment – average age is 50 • Most likely to be retired and on Medicare • Most likely to have health system Health Plan coverage Activity & Engagement • Most likely to have a Primary Care Physician • Most likely to use MyChart recently • Least likely to go to hospital ED & Trauma for services Returned Consumer 52% of consumers ** Sample data is for illustrative purposes **
- 20. Success along TheTriple Aim* is achieved from patients with increased loyalty, engagement and compliance ENHANCE EXPERIENCE Generate a frictionless and personalized consumer experience to develop loyalty and greater share of healthcare wallet IMPROVE HEALTH Omni channel consumer engagement and incentive programs to build loyalty, engagement and promote care program compliance REDUCE COST Data driven insights to evaluate evolving patient & member needs and preferences to inform investments PRACTICE LIFE Loyal consumers advocate for physicians; much like physicians advocate for patients * Research reported in The Annals of Family Medicine have described the deterioration of physician and clinical worker practice life as a necessary fourth aim
- 21. 21 © dunnhumby2017 The goal is to bring customer text together from different sources such as surveys, emails, written, texted, primary research, and social media to understand consumer sentiment Today much of this text resides in silos where a specific purpose may be served Yet when brought together and understood as a whole a rich source of customer perception and need is brought to life: • in measurable form • into context and • in a digestible and communicable form Using what consumers provide in text form …to take action against and be able to manage what you are now measuring
- 22. 22 © dunnhumby2017 Behavioral Analytics define access and use; lets understand their sentiments as they use and access the network How can you effectively use what you “pick-up” in the myriad consumer communication channels ** Sample is for illustrative purposes ** Give me medical resources Provide high-quality care Make it easy for me to schedule my appointments Provide information on doctors Consider Decide Visit Reflect Listen to me Know my medical and personal history Give me access to my health records Go above and beyond if something goes wrong “I searched the internet for possible causes. I tried a few internet recommendations to no avail.” “I go with my primary care physician's advice because I trust him. I have been going to him for about 10 years. My other Doctor recommended him when he retired.” “I would like to have a website where I can go to schedule any services I need… I would feel more in control of my health care decisions.” “There is a central database online to get positive and negative feedback from patients so I was able to research these doctors.” “… if you don't feel your provider is listening to you I don't think you will listen to them and may not come back or seek future treatment because you don't feel like what you say matters…” “Well - the fact that the doctor & staff actually listened and took the time to look into learning about us personally really meant something… it really means something to have that "personal connection" with medical staff.” “I also love that you now have MyChart, a confidential online system which enables me to access some of my medical information as well as communicate with my providers and make appointments online.” “… they had lost my test results and that I was going to have to go through the testing again. I was so disappointed and frustrated… There was nothing else they could offer... I told them that I would not be seeking treatment from their practice anymore.”
- 23. 23 © dunnhumby2017 Objectives of “scraping” consumer textual input Create actionable insights from text data Identify how a consumer’s sentiments have changed Visualize the output to easily communicate findings to users who need to know and can act upon the findings
- 24. 24 © dunnhumby2017 Reading over text documents can be an arduous manual process ** non-Result: more time spent gathering less or mis–information ** Customer feedback, Tweets, FB posts, reviews, or promises tracker (Text input over time) Somebody has to look for specific key words from the tracker, and highlight it Then prepare a communication piece for multiple users
- 25. 25 © dunnhumby2017 Under an automated process richer, quantified metrics can be communicated to more users Redirect the texts to appropriate team member Customer feedback, Tweets, FB posts, reviews, or promises tracker (Text input over time) Classify text into actionable categories (using Machine Learning techniques) Use of a scoring algorithm, estimate the sentiment of each comment as -2 , -1, 0, +1, +2 (very negative, negative, neutral, positive, very positive) PROGRESS: More actionable information from your best source in less time Track sentiments over time and correlate with patient encounters from each location Understand causes and reactions to changes in market, sentiments, products, services, etc. Feed the dashboard
- 26. 26 © dunnhumby2017 Sample interactive dashboard tool from text communication The screen shot to the left represents interactive metrics from a recent retail client of dunnhumby Customized categories here could be around key customer promises, strategic pillars or new initiatives
- 27. What could consumerismlook like Putting the consumer first at touch points throughout your health system Do I need to see a doctor? • 24/7 Nurse Triage Line Schedules an evening appointment • Sets up portal access and Pre-registers online • Is warmly greeted at appointment • told approximate wait time Loyalty grows Receives text reminder to schedule annual checkup before year-end • Prompted to get biometrics in advance Which doctor is right for me? • Call Center, Website, App • Physician Reviews Logs into patient portal • Writes review for visit • Receives personalized health management tips • Is reminded her annual breast exam is due with a link for scheduling Referred to specialist for chronic condition • Immediately scheduled • PCP sends records with note Provided with a link to download health and wellness activity and charges for her family for the year • Allows her to assess overall health status • Personalized feedback
- 28. Thank You Bill Wachs VicePresident – Health Networks and Consumer Connections Dunnhumby, Inc. O – 312-981-8354 M – 630-308-0423 E – bill.Wachs@dunnhumby.com