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an
Navigating the Roadmap impact!
to Trustability
March 28, 2012
#prghealthcare
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2. Today’s Speakers
Marc Ruggiano Dietrich Chen, Ph.D. Elizabeth Glagowski
Partner, Director, Executive Editor, Strategy
Peppers & Rogers Group Peppers & Rogers Group Peppers & Rogers Group
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3. Event logistics
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4. Agenda
Trust in Healthcare Research Summary
Building a Trust Platform
Trust Roadmap Case Example
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5. Trust in
Healthcare
Research Summary
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10. Customers’ Trust in the Health Insurance Sector
38%
43%
Trust
19%
Distrusters Neutral Trusters
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11. Customers’ Trust for Individual Health Insurers
100%
80%
Respondents
60%
40%
20%
0%
Health Insurer
Distrusters Neutral Trusters
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12. The Basics
10
9
8
7
6
Rating
5
4
3
2
1
0
Does a great job of Processes claims Demonstrates a Covers me when I'm Makes enrolling in Works well with my Is typically first to
keeping the accurately high level of traveling away from the plan easy and primary doctor's market with new
promises it makes business and home straightforward office services
technology
innovation that
directly benefits me
Distrusters Trusters
Scale: 0 = strongly disagree, 10 = strongly agree
Source: Peppers & Rogers Group research
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13. Communications from the Health Insurer
10
9
8
7
6
Rating
5
4
3
2
1
0
Communicates Proactively alerts Provides easy to Uses simple Communicates Sends me
clearly with me me to potential read statements language and with me on a communications
problems and and explanation of words I can easily timely basis that reflect my
issues that may benefits understand unique needs and
affect my interests
coverage
Distrusters Trusters
Scale: 0 = strongly disagree, 10 = strongly agree
Source: Peppers & Rogers Group research
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14. Trust and Communication Frequency and Channel
100%
80%
Trusters & Distrusters
60%
Truster
40% Distruster
20%
0%
Too little Just right Too much All of the Some of None of
time the time the time
Volume of communication Amount of time health insurer
from health insurer uses preferred channel of
communication
Source: Peppers & Rogers Group research
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15. Communications with the Health Insurer
10
9
8
7
6
Rating
5
4
3
2
1
0
Representatives I can typically Representatives I am able to My issues, At the conclusion I am asked for Representatives
of my health solve any do an excellent reach a problems and of a contact, I feedback on my of my health
insurer listen problem I am job of representative of concerns are am warmly and health insurer's insurer apologize
carefully to my having by understanding my health insurer typically resolved genuinely representatives immediately
issues and contacting my complex issues in a reasonable in one contact thanked for each time I make when a mistake
concerns health insurer amount of time being a customer contact has been made
Distrusters Trusters
Scale: 0 = strongly disagree, 10 = strongly agree
Source: Peppers & Rogers Group research
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16. Trust Impacts Loyalty
10
9
8
7
6
Loyalty*
5
4
3
2
1
0
Distrusters Trusters
Example Items
Because my health insurer has created a strong, delightful customer experience for me, I have no need to look for better alternatives..
I anticipate that I will remain a customer of my health insurer for a long time.
I feel a strong sense of loyalty to my health insurer.
* Factor weighted mean of responses to 5 questionnaire items assessing “loyalty.”
Source: Peppers & Rogers Group research
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17. Trust Impacts Advocacy
10
9
8
7
Advocacy* 6
5
4
3
2
1
0
Distrusters Trusters
Example Items
How likely would you be to recommend your current health insurer to a friend or colleague?
If asked by your health insurer to serve as an ambassador to your community on their behalf, how likely would you be to
participate?
* Factor weighted mean of responses to 2 questionnaire items assessing “advocacy.”
Source: Peppers & Rogers Group research
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18. Trust Impacts Health Outcomes
10
9
8
7
6
Rating
5
4
3
2
1
0
Follow Doctor's Instructions Follow Health Insurer's Healthier Because of Health
Instructions Insurer
Distrusters Trusters
Source: Peppers & Rogers Group research
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19. Customers Value Trustworthiness
How much more per month, if any, would you be willing
to pay in premiums for a health insurer with high levels of trustability?
50%
40%
Respondents
30%
20%
10%
0%
$0 $1-$25 $26-$50 $51-$100 $101-$150 $151-$250 $251 or more
Source: Peppers & Rogers Group research
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20. Building a
Trust Platform
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21. 6 Building Blocks of Trust
Goodwill Doing the right thing
Trust
Competence Doing things right
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22. 6 Building Blocks of Trust
Anticipate customers’ needs,
understand the context in which they
Empathy
present, and work to deliver
beneficial solutions
Proactively and reactively
communicate openly with customers
Goodwill Transparency
about information, policies, decisions,
and outcomes
Take ownership and action at the
individual and organizational level
Accountability
when customers encounter negative
experiences
Trust
Deliver accessible, convenient,
Customer
consistent, and credible experiences
Experience to customers regardless of all else
Train, enable, and authorize
Competence Empowerment employees to take actions that earn
customers’ trust
Recognize and reward trust-building
actions and customer-centric
Recognition
behaviors of high-performing
employees
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23. 6 Building Blocks of Trust
Anticipate customers’ needs,
understand the context in which they
Empathy
present, and work to deliver
beneficial solutions
Proactively and reactively
communicate openly with customers
Goodwill Transparency
about information, policies, decisions,
and outcomes
Take ownership and action at the
individual and organizational level
Accountability
when customers encounter negative
experiences
Trust
Deliver accessible, convenient,
Customer
consistent, and credible experiences
Experience to customers regardless of all else
Train, enable, and authorize
Competence Empowerment employees to take actions that earn
customers’ trust
Recognize and reward trust-building
actions and customer-centric
Recognition
behaviors of high-performing
employees
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24. Empathy
Anticipate customers’ needs,
understand the context in which they
Empathy
present, and work to deliver
beneficial solutions
Goodwill Do we understand our customers’ health-
related goals and objectives, and know what
motivates their health-related decisions?
?
Have we clearly defined the role we intend to
play and set customers’ expectations
appropriately?
?
Trust
Are insights about our customers’ needs
accessible to customer-facing employees? ?
Do we know which customers’ are best served
Competence by each of our different products and/or
services?
?
Do we match our customer-service staff to
customers based on personality traits, unique
perspectives, and/or necessary expertise?
?
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25. Transparency
Proactively and reactively
communicate openly with customers
Transparency
about information, policies, decisions,
and outcomes
Goodwill
Do we have an efficient method of 2-way
communication with each of our customers? ?
Do we make explanatory information
available to our customer-facing employees,
and via self-service channels?
?
Trust
Do customers’ receive explanatory information
in plain language and written at an
appropriate level?
?
Competence Do we proactively communicate with our
customers? ?
Do customers’ who believe they are not
getting the “truth” have an acceptable
alternative for appeal?
?
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26. Accountability
Take ownership and action at the
individual and organizational level
Accountability
when customers encounter negative
experiences
Goodwill Do we know what we have “promised” to our
customers, at both the company and
employee level?
?
Do we accept responsibility when we
communicate the wrong information, make the
wrong decision, or can’t be reached easily?
?
Trust
Do we track “broken” promises at the
individual customer level, and report on them
within the company?
?
Does the company and its employees have a
Competence process for resolving issues of ownership and
action?
?
Does the company or an employee act on
100% of negative customer experiences? ?
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27. Customer Experience
Deliver accessible, convenient,
Customer
consistent, and credible experiences
Experience to customers regardless of all else
Goodwill Can our customers reach us through their
desired channels and complete their
intended actions?
?
Are our customers served by trained, relevant,
empowered, understanding employees? ?
Trust
Do our customers receive the same messages
and have access to the same capabilities
across channels?
?
Do we ensure that we deliver on commitments
Competence we make to our customers (e.g. trackable
confirmation numbers, scheduled follow-up ?
actions, etc.)?
Do we measure our customer experience
performance and its impact on trustability? ?
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28. Empowerment
Train, enable, and authorize
Empowerment employees to take actions that earn
customers’ trust
Goodwill Does the company have well-defined trust
principles, and are all employees trained on
them?
?
Do customer-facing employees have the tools
they need to understand and act on individual
customer issues?
?
Trust
Are proper policies and permissions in place so
that employees have adequate guidance on
when and how to apply trust principles?
?
Competence Are the necessary controls in place to ensure
adequate oversight of trust-related programs? ?
Does a “culture of trust” exist within all levels,
functions, and locations of the company and
its business partners?
?
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29. Recognition
Recognize and reward trust-building
actions and customer-centric
Recognition
behaviors of high-performing
employees
Goodwill Are actions which build trust and enhance
customer-centricity tracked at the employee
level?
?
Do employee recognition programs include
trust-related components? ?
Trust
Does the performance management program
address trust-related performance metrics? ?
Do employees receive tangible rewards and
Competence clear recognition for trust-related performance
excellence?
?
Are trust leaders among the employee base
viewed as highly valuable assets? ?
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30. 6 Building Blocks of Trust
Anticipate customers’ needs,
understand the context in which they
Empathy
present, and work to deliver
beneficial solutions
Proactively and reactively
communicate openly with customers
Goodwill Transparency
about information, policies, decisions,
and outcomes
Take ownership and action at the
individual and organizational level
Accountability
when customers encounter negative
experiences
Trust
Deliver accessible, convenient,
Customer
consistent, and credible experiences
Experience to customers regardless of all else
Train, enable, and authorize
Competence Empowerment employees to take actions that earn
customers’ trust
Recognize and reward trust-building
actions and customer-centric
Recognition
behaviors of high-performing
employees
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31. Poll question
Which of the 6 building blocks provides the most
immediate opportunity to build trust within your
organization?
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32. Trust Roadmap
Case Example
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33. Building a Platform for Trustability
1 2 3
Trust Trust Platform Trust Roadmap
Assessment Development
• Conduct workshops and • Identify Trust gaps along • Prioritize initiatives
executive interviews to Moments of Truths • Prepare implementation
align trustability within the
• Develop Trust-building plans and capture
corporate strategy
initiatives that target Trust sequencing of initiatives on
• Conduct member survey to framework components a roadmap
assess trust baseline and
• Evaluate initiatives along, • Identify execution team,
benchmark against the
e.g., key dependencies, and
industry
– Trust impact constraints
• Gain additional trust insights – Ease of implementation • Provide on-going support
from employee surveys and – Financial and/or options
interviews satisfaction metrics
• Develop Trust guiding • Conduct workshops to
principles that are used to share and validate findings
guide the actions of
employees
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34. Trust Guiding Principles were developed with our client
Trust Guiding Principles
Empathy
1
We transparently communicate
Goodwill Transparency what is the best for our customers
Accountability
We provide our customers with the 2
Trust
expected customer experience for
Customer all products and services
Experience
Competence Empowerment
We empower our employees to earn 3
our customers’ trust and recognize
their trust-building behaviors
Recognition
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35. Voice of Employee questions were developed based on
the Trust Framework
Do you think our company is transparent in the way we
1
communicate with our customers? Why do you think so?
Goodwill
Do you think our organization assumes accountability
2
when customers go through negative experiences?
Trust
Do you think our company currently provides good and
3
consistent customer experience at all channels?
Competence
4 Do you think our company empowers frontline
employees to resolve complaints?
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36. Several Trust-building initiatives were identified based on
the gap assessment
Trust Gaps Discovered Initiative to Close the Trust Gaps
Lack of awareness about comparative product and price
advantages
1
Build awareness and educate
Lack of awareness about innovation-leading products members about competitive product
and price advantages
Lack of awareness about comparative customer service
quality
Lack of empathic communication after members have 2
negative member experiences Develop empathic communication
when members go through negative
experiences
Lack of empathic communication after members have
unresolved complaints
3
Provide clearer explanation of bills and
other educational material as part of
Members often do not understand the explanation of bill the onbaording process
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37. Trust initiatives were prioritized along 3 dimensions
L M H
H
M
Feasibility (+)
Trust (+) L
H
H
M
M
L L M H L
Impact (+)
Trust (-)
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38. To drive immediate results, the feasibility dimension was
given the largest weight
L M H
H
M
Feasibility (+)
Trust (+) L
H 1.3 1.2 1.1
H
M 2.3 2.2 2.1
M
L 3.3
L 3.2
M 3.1
H L
Impact (+)
Trust (-)
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39. Trust-building initiatives were then sequenced in 3 phases
2011 2012
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Phase 1 Initiatives
1.1 High 1.2 Med. 1.3 Low
Impact Impact Impact
27 Initiatives Phase 2 Initiatives 3 Initiatives
2.1 High 2.2 Med. 2.3 Low
Impact Impact Impact
14 Initiatives Phase 3 Initiatives
3.1 High 3.2 Med. 3.3 Low
Impact Impact Impact
End of Trust Project
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40. How to get started
Conduct internal working session to discuss trustability
with leadership team
Conduct trust survey to assess trust baseline and
benchmark against Peppers & Rogers Group trust research
Gain additional trust insights from employee surveys
and interviews
Develop trust guiding principles that are used to guide
the actions of employees
Review language used in member communication
(e.g., EOB) and revise if necessary for simplicity
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41. Poll question
Where does trust sit on your organization’s priority list?
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42. PRG Healthcare Practice Activity
1. Trustability Assessment and Working Sessions
• Conduct your own trust assessment and benchmark it against
Peppers & Rogers Group research
• Schedule your own on-site working session for your colleagues
• Contact Tom Schmalzl at tschmalzl@peppersandrogersgroup.com
2. Join us for upcoming webinars in the “Trust” series:
• “The Social Media Agenda for Healthcare” – April 25
• “Case Study: Making the Consumer-centric Transformation” – May 17
• Register at http://www.peppersandrogersgroup.com/healthcare
3. Come visit us at World Healthcare Congress – Booth #111
• April 16 – 18 in Washington, DC
4. Follow us on Twitter @PeppersRogers
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43. Q&A Session
Marc Ruggiano Dietrich Chen, Ph.D. Elizabeth Glagowski
Partner, Director, Executive Editor, Strategy
Peppers & Rogers Group Peppers & Rogers Group Peppers & Rogers Group
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44. Marc Ruggiano Dietrich Chen, Ph.D.
Partner Director
mruggiano@peppersandrogersgroup.com dchen@peppersandrogersgroup.com
+1.203.989.2189 (office) +1.203.989.2200 (office)
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