Experience Mapping

Fuel for Your Marketing Organization

Our Healthcare Experience
 Agenda

• Surveys Say…Experience Matters

• Healthcare is Coming Along

• How Can You Put This in Action

 Forrester Finds…

• For all 9 industries examined, there was a strong

correlation between customer experience and loyalty

• Customer experience quality could cause a swing of:

– $242 million for a large bank
– $184 million for a large retailer

• Top 25% versus Bottom 25%:

– 15% increase in repeat business
– 18% decrease in likelihood to switch providers

Source: Forrester‟s Customer Experience Index

 Satisfaction = Profits

There is a positive
correlation between
corporate performance
and satisfaction

Fornell, Mithas, Morgeson III, & Krishnan, Journal of Marketing, 2006

Even Starbucks Gets Back to Basics

• Closes approximately 600

underperforming company-
owned stores…

• “…with a goal of enabling our

organization to focus its
efforts on locations where we
can more effectively improve
the customer experience.”

– Howard Schultz, Chairman,

President, CEO (7/1/2008)
Loyalty and Satisfaction Stem from Experiences

Customer loyalty is
more a result of how
customers feel about
the overall experience
they receive from you
than what they
rationally think about
your individual
products and services
 …And The Experience is Holistic

Companies
stage an
experience when
they engage
customers in a
memorable way
Requiring a Common Orientation…

“For staff to delight

customers, managers
must do more than
grant their employees
freedom to do what is
necessary, they must
motivate employees to
exercise that freedom”
 …And Monitoring for Service Recovery

“A good
recovery can
turn angry and
frustrated
customers into
loyal
customers”

Bernhard Schindlholzer, The Customer Experience Labs, based on research in Journal of Services Marketing
 Expectations Management

“Success will be
measured on how well
customers‟ expectations
are understood and
delivered on a day to
day basis.”

Bill Gombeski
Director of Strategic Marketing, University of Kentucky,
Editor, Marketing Health Services
Leadership

• Cleveland Clinic has hired Dr.

Bridgett Duffy to the post of Chief
Experience Officer

• “A newly created role designed to

ensure all aspects of the patient
experience at Cleveland Clinic
meet the highest standards."
 We Have Some Resources…

• 96.8% on-going patient satisfaction survey

• 4% market research

• 8% employee survey

• 36% advertising

SHSMD By the Numbers, 2008

 …But Marketing Isn’t Part of the Conversation

• Internal communications…95%

• Web management…89%

• Market research…82%

• Patient satisfaction tracking…33%

• Physician relations…39%

• Facility planning…25%

• Operations?
SHSMD By the Numbers, 2008
 …So We Need a Game Plan

“Organizations that simply tweak

design elements or focus on the
customer experience in isolated
parts of their business will be
disappointed in the results.”

Leonard Berry, Ph.D., Texas A&M University,

Professor of Marketing,
Author, Discovering the Soul of Service and
Management Lessons from Mayo Clinic
Volume and Experience

To increase patient volume…

You need patients and

physicians who become
advocates…

Because they are

enthusiastic about an
exceptional experience
The Critical Role of Touchpoints

• A Touchpoint is the
interaction between an
organization and its
customers

• It is the means by which

a customer realizes the
promise of your brand

• And expectations are

managed
Personal Interactions
Communications
Physical Environments
 Experience Management

Monitor

Understand Implement

Design

Understand Design Implement Monitor

Strategic “What is the current “How can we make “How will we deliver a “Are we meeting
Questions experience?” this experience consistent expectations?”
exceptional?” experience?”

Activities Touchpoint inventory Experience creation Operations/ business Customer satisfaction

workshop processes review
Staff interviews Touchpoint performance
Implementation planning Resources/technology
Patient interviews Employee commitment
review
Physician interviews Operational performance
Rollout plan
improvement

Deliverables Touchpoint priority Ideal experience map Implementation strategy Touchpoint performance
dashboard
Day in the Life Touchpoint guidelines
Experience dashboard
Organizational excellence
dashboard
 Benefits of Experience Mapping

• Reviews the total experience, including:

– Expectations prior to the first encounter with the organization
– Multiple activities (e.g., parking, check-in, exams, follow-up)
– Multiple touchpoints (e.g., materials, conversations, website)
– Recognizes changes in attitudes, if any, through each stage

• Goes beyond mystery shopping:

– By engaging actual patients and their stories, results provide rich insights beyond
audit statistics
– Taps into the emotional needs of patients, particularly those with life-changing
events like cancer
– Increases face validity for staff responsible for making changes
– Does not tax medical resources
– Includes actual comments (via digital audio files and verbatim comment) to
improve staff empathy
 The Experience Map

Need Scheduling Arrival Visit Follow-up

Symptoms Diagnosis confirmation Parking/valet Waiting area Post treatment

Diagnosis Financial and medical Registration recovery
Consultation
paperwork Treatment follow-
Internet research Finding the right area Additional lab and
Nursing consultation up appointments
Evaluation and diagnostic testing
selection of Scheduling visit Communication
Treatment prep
healthcare provider with referring
Pre-payments Treatment physician
Organizing Nursing/tech care Call-backs for
accommodations/travel assistance
Referral source: Physician care
Physician referred Billing
Inpatient stay
Physician directed Family support
Self-referred

Touchpoints
 Monitor

Understand Implement

Design
 Interviews

• In-clinic interviews provide visual

cues for recall

• Interviews with family/support

system reveal unique roles and
needs

• By interviewing a large number of

patients, a composite view of the
total patient experience is attained
 Sample Discussion Areas

• Decision criteria

• Involvement versus Influence

• Expectations

• Sources of anxiety

• Areas of praise

• Experience conclusion
 Adaptations

• Web

• Patient education

• Physician relations

• Facility design

• Auxiliary - MDACC

• Advertising - UM
 Emotional Needs

“The coordinators are

great and many of the
patients are out of this
world. I have even had a
physician stop me in the
hallway to thank me for
volunteering.”
I make a
difference.
Touchpoint Performance
Profiles
Day in the Life
 Monitor

Implement
Understand

Design
 A Framework for Action
• Interactions are categorized
using the experience map

• Each step/touchpoint has

experience stewards who are
responsible for delivery

• With an experience map,

every steward can see the
relationship of their actions to
the rest of the journey
Action Plan
Understand
Monitor Implement

Design
 Process Overview
Customers Provide Results are tabulated
Feedback as Part of in Gelb’s system in
their Experience real-time

Reports are
accessed via
Gelb’s secure
portal

Our approach asks for As soon as results are

participation in context entered, they are
of the experience, Administrators can
tabulated. “At-risk”
rather than waiting for access the results from
responses are escalated
an arbitrary date. We anywhere and,
immediately via email.
accommodate any depending on access,
interviewing mode. view all results.
 Customer Experience Dashboard

2006 Quarter 1 -Month- Q1-2006

Survey Results
You are viewing the “Report Card” for Q1-2006

Overall Satisfaction
Year Sample Error
2005 82

2002 n=684
2004 85

2003 75 2003 n=541

2002 71 2004 n=937

60 65 70 75 80 85 90
2005 n=937
Percentage Completely/Mostly Satisfied
You are viewing the “Report Card” for Q1-2006

Recommend

2005 82 Year Sample Error

2004 85 2002 n=684

2003 75
2003 n=541
2002 71
2004 n=937
60 65 70 75 80 85 90

Percentage Completely/Mostly Satisfied 2005 n=937

 Customer Experience Dashboard

2006 Quarter 1 -Month- Q1-2006

Survey Results
At Risk customer detail view

< Back to list Status Not Contacted

Customer Name John Smith

What was the worst part of your experience?
Company Rig Tech, Inc.
My interaction with your sales rep was unprofessional. Your
Region North America sales staff should really learn to develop their people skills.
Phone 555-6587
Email Jsmith@Rtech.com
You indicated that [company name] performed
Survey Date 8/5/06 below average. What specific actions can we take to
Not Satisfied
improve your satisfaction?
Overall Satisfaction
Maybe you could hold training on how to interact with
Likely to Recommend Not Likely
customers.

Completely Mostly Top Somewhat Not

General Satisfaction TOTAL
Satisfied Satisfied Two Satisfied Satisfied

Quality of the service x 100%

Friendliness of the staff x 100%

Response time x 100%

I felt my needs were met x 100%

Gaining Commitment

• Find pain point that can be acted on

– Cross cutting
– Service line
– Audience

• Benchmarking

• Scavenger Hunt
 Patient Care

 Cooperative staff teamwork with multispecialty integration. A team of specialists is

available and appropriately used

 Unhurried exam with time to listen to the patient

 A physician takes personal responsibility for directing patient care over time in a
partnership with the local physician

 Highest quality patient care provided with compassion and trust

 Respect for the patient, family, and patient‟s local physician

 Comprehensive evaluation with timely, efficient assessment and treatment

 Availability of the most advanced, innovative diagnostic and therapeutic technology

and techniques
 Environment

 Highest quality staff, mentored in the culture of Mayo and valued for their
contributions

 Valued processional allied health staff with a strong work ethic, special
expertise, and devotion to Mayo

 A scholarly environment of research and education

 Physician leadership

 Integrated medical record with common support services for all outpatients
and inpatients

 Professional compensation that allows a focus on quality, not quantity

 Unique professional dress, decorum, and facilities

 Patient-First Policy

 „The needs of the patient come first‟ is a core value

 Employees have the authority to serve patients first; they have power to make
decisions and act in unique situations if they see a patient that requires attention

 Patient centricity is the deciding factor when committees and governing boards are
making complex decisions

 This includes whole-person care, as the public spaces of Mayo contain design
elements (beauty, art, music) to fill needs that science cannot fulfill

 This is a working value that has been internalized. Employees do go through

patient/employee communication programs (trainings) but „patient first‟ is primarily
transmitted culturally, not didactically.
 Practicing Team Medicine

 All Mayo doctors are on salary – therefore there is no economic reason for a
physician to hold onto a patient rather than referring them to a colleague to better suit
their needs, and taking the time to assist a colleague does not result in lost personal
income.

 Staff members are encouraged to ask colleagues for help

 Everyone is treated with equal respect – patient, colleague, physician, housekeeper

 Integrated medical records (organized by patient, not by doctor) facilitates

improvement of diagnosis and treatment
 Destination Medicine

 Everything is under one umbrella – instead of patients going to multiple

clinics/doctors to receive a diagnosis, they can travel from out-of-town and get
everything done in one week or less (it is one system)

 The scheduling system is the backbone of this – web-based software program can
create a schedule sequence and takes into account realistic times between
appointments, as well as unique patient issues (developing this required major
investments in technological innovations)

 Diagnostic results are available same-day

 Partnering for Leadership

 Physicians know that Mayo is their practice – they are accountable to what happens
throughout the institution

 Administrators of each department bring their knowledge of management, while

physicians bring their knowledge of medicine. Physicians are encouraged to act
independently with a focus on what is best for the patient – the administrator and
physician are peers with complementary responsibilities

 Committees are an integral part, physicians on committees can work to achieve a

consensus before a final decision is made

 Salaries are established based on data from national salary surveys. Salary is not
based on productivity, though physicians in leadership positions do receive small
salary increases.
 Hiring for Values and Talent

 Mayo hires first for values - it is easier to modify skills than values

 There is formal training at Mayo, but most of it is culture-based. For example, a co-
worker explaining „We do that this way at Mayo‟

 Mayo invests significant time, talent, and money into selecting and developing
employees

 Employees are given independence to make decisions, and are pushed to challenge
their assumptions. Those who don‟t align to this usually leave within 5 years.
 Realizing Human Potential

 There is a higher purpose at Mayo – to help the sickest patients – and to contribute to
the lives of others through a high quality of work

 The Mayo Clinic provides employees with the resources to be excellent – their
primary goal is better quality of life, not a bottom line. The clinic must sustain itself
financially and be fiscally smart, but money doesn‟t drive the organization.

 Everyone at Mayo must respect one another and the institution; they should be
proud, yet not arrogant.
About Gelb
An Overview

Gelb helps organizations

maximize their potential

Our collaborative and

insight-driven approach
ensures clarity of purpose
and focus for action
 Building Trusted Brands

High performance brands

engender a sense of trust.

Our brand development

process builds upon the ways
key audiences evaluate,
differentiate, and experience
brands.
Go to Market

Bringing new products takes

planning and anticipating
competitive response.

Our team identifies the right

segments, pricing/feature
combinations, and approach
to successfully launch new
products.
 Strategic Marketing Planning

Marketing management
decisions require foresight.

Our planning process assesses

business strengths and market
opportunities.
Experience Management

An exceptional experience
creates customer loyalty and
advocacy.

We are pioneers in the area of

experience mapping, a
disciplined process aimed at
orienting staff toward ideal
service standards.
 Product Innovation

Innovation is not accidental.

Armed with four international

benchmarking studies, our
consultants define and
implement processes for
sustainable innovation.
 Our Client Experience

• Collaborative: We ensure your team understands what we do, what we

learn, and how to take action

• Insight-based: Each healthcare organization is different – particularly your

capabilities and your patients‟ expectations – so we use the “voice of the
customer” to help guide your decision making

• Proven: Academic medical centers and large healthcare systems have

successfully used this approach and have embraced it as their means to
organize service improvement and marketing efforts

• Leverageable: We strive to help our clients learn this process so it can be

used repeatedly; we don‟t use “black-box” processes

• Respected: Our work is recognized in publications, awards and

presentations by the AMA, SHSMD and Forum for Healthcare Strategists
John McKeever, jmckeever@gelbconsulting.com
800-846-4051 x22

Gelb Consulting Group, Inc.

1011 Highway 6 South, Suite 120
Houston, TX 77077
281-759-3600

www.gelbconsulting.com