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Case Study: IU Health, Living Our Promise

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Case Study: IU Health, Living Our Promise

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Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.




Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.




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Case Study: IU Health, Living Our Promise

  1. 1. IU HEALTH: LIVING OUR PROMISE Proprietary and confidential.Do not distribute. Prepared for National Healthcare Marketing Strategies Summit
  2. 2. The Challenge
  3. 3. Proprietary and confidential. Do not distribute. The Challenge 2 Following a long series of mergers and acquisitions, Clarian Health had a vision to become the most comprehensive and preferred health care provider in the state of Indiana and the most highly-respected and sought out source for medical expertise on a regional and national level. The scale of the system was big, to say the least: 6/14/2013 143,219 patient admissions 105,929 surgeries 2,244,320 outpatient visits 4,745,000 calls 6,821,732 website visits 30,000 team members
  4. 4. Proprietary and confidential. Do not distribute. Branding and Naming aHospital System 3 Prophet worked extensively with the marketing and executive leadership teams to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, Prophet developed a comprehensive brand strategy for the health system that involved: 6/14/2013 A new positioning which highlighted the breadth and depth of the entire system1 Changing the name from Clarian to Indiana University Health2 Developing a compelling and consistently deliverable patient experience across the system3 Developing the key elements that would bring the new brand to life and deliver the desired patient experience 4
  5. 5. The Problem – Lack of Brand Clarity and the Current Patient Experience
  6. 6. Proprietary and confidential. Do not distribute. FEAR LOSS OF CONTROL OBJECTIFICATION CONFUSION Patients consistently speak to four emotions they experience throughout the healthcare journey 56/14/2013 ASSURANCE EMPOWERMENT EMPATHY ADVOCACY EMOTIONS NEEDS
  7. 7. Proprietary and confidential. Do not distribute. 6 These emotions give rise to a series of higher-order needs that must be addressed 6/14/2013 FEAR • Based on results and implications, • High level of anxiety related to the unknown • Often due to tendency to jump to worst case scenario • Can be scary to put one‟s trust in care team LOSS OF CONTROL • Discussed in terms of both the situation and their bodies - Loss of privacy and control over health - Limited choice or involvement in treatment decisions • Feeling completely dependent on the treatment team is difficult “What ifthey can’tdiagnose my problem and then fix me? What if something goes wrong?” “You have to give up your control and that‟s difficult, because I hate being dependent on another person.” OBJECTIFICATION • Interactions with staff or the process of treatment can cause patients to feel like objects • Feel that physicians see them as a „case‟ or as their illness • Staff focusing on charts instead of talking directly to the patient can prompt this feeling CONFUSION • Patients‟ world as they know it is changing – they are going from a healthy person to a sick person • Patients and caregivers explain that they didn‟t always know what was going on • There is often also an oversaturation of information “I don‟t want to be treated like I’m a Ford going into the mechanic for a tune-up. I‟m not a car that they just have to „fix‟.” “I was completely lost in the conversation – they never asked if I understood what they were talking about.”
  8. 8. Proprietary and confidential. Do not distribute. 7 These emotions give rise to a series of higher-order needs that must be addressed 6/14/2013 ASSURANCE • Patients know they don‟t have the expertise or knowledge • Therefore, they look to physicians and staff for assurance that they are receiving the best care • Trust and confidence are critical elements EMPOWERMENT • Looking to be involved in the process and to be empowered even in small ways • The need for being involved in treatment is particularly evident when talking to caregivers - Often very knowledgeable about the patient‟s situation and want that to be acknowledged “What ifthey can’tdiagnose my problem and then fix me? What if something goes wrong?” “You have to give up your control and that‟s difficult, because I hate being dependent on another person.” EMPATHY • Empathy allows patient and family to know: • They are genuinely cared for and they are a a priority • They are receiving the best possible care • Can be demonstrated in both physical and verbal form • Currently, most felt from nurses and extended care team ADVOCACY • Condition or medication means patients are often not able to advocate for themselves • Burden is currently felt by caregiver • They feel need to advocate because no one else fills this role “I don‟t want to be treated like I’m a Ford going into the mechanic for a tune-up. I‟m not a car that they just have to „fix‟.” “I was completely lost in the conversation – they never asked if I understood what they were talking about.”
  9. 9. The IU Health Promise
  10. 10. “ Our promise to patients and their families is assurance that they are making the right choice when choice matters most.”
  11. 11. Proprietary and confidential. Do not distribute. Meaning of Assurance 106/14/2013 PATIENTS • The patient can trust the physician and care team • Have confidence in the decision they made and the care they are receiving REFERRING PHYSICIANS • Accessto the best specialists no matter what the issue • The patient is going to be treated by another physician in the same way they would treat them • Support and validation in their diagnosis or treatment concerns
  12. 12. Proprietary and confidential. Do not distribute. Standards of Assurance QUALITY We uphold the highest standards of quality care and service. ENVIRONMENT We maintain a welcoming environment. 11 COMMUNICATION We communicate clearly and with compassion. ACCESSIBILITY We make it easy and convenient for our customers to obtain our services. 6/14/2013 Defining assurance was critical to success. Often organizations speak with such lofty words, they are apt to be misinterpreted or misunderstood. Here, we took the step of defining our new vocabulary so that each term was understandable and actionable
  13. 13. Proprietary and confidential. Do not distribute. How to Make Assurance Actionable 126/14/2013 Smile and make eye contact.1 Use AIDET consistently. AIDET= Acknowledge the patient, Introduce yourself, tell the Duration of what you‟re doing, Explain what you‟re doing, Thank them 2 Anticipate needs and welcome questions.3 Reduce hassles.4 Keep it clean and clutter-free.5 Strive to make it right, right away.6
  14. 14. Training and Education - Building the IU Health Culture
  15. 15. Proprietary and confidential. Do not distribute. Building the IU Health Culture 14 IU Health needed to break through the clutter of mantras and messages to focus on assurance and related standards across key “touchpoints”: • Recruitment • New hire orientation • Post orientation • IU Health-wide customer service training • Internal communications/marketing campaign • Contribution management • Reward &recognition They measure progress, in part, through an internal Brand Equity Audit that ensured employees were understanding and living the brand. 6/14/2013
  16. 16. Proprietary and confidential. Do not distribute. Insider Insights 15 • In putting into place and building the culture that IU Health wanted, IU Health understood that the employees were key – not only in being able to engage with the brand to deliver it, but also to experience it for themselves. • To reinforce the importance of the role employees had in the organization, not only were patients polled on IU‟s ability to deliver on the brand promise, but so were employees whose family members went to the hospital. • This became “Insider Insights”, which answered the question: “Given what you know about what patients are SUPPOSED to experience in our system, how did you or your loved one actually experience it?” • Not only does this emphasize the value of employee feedback, it serves as a tool to reinforce behaviors/standards 6/14/2013
  17. 17. Proprietary and confidential. Do not distribute. IU Health Essentials 166/14/2013
  18. 18. Proprietary and confidential. Do not distribute. Brand Strength Training 17 ReorientIU Health Team Members • Reinforce essential IU Health behaviors and beliefs – Standards of Assurance – Assurance in Action • Reinforce evidence-based-practices and “must-haves” in the context of our promise • Energize team members around our collective responsibility 6/14/2013
  19. 19. Proprietary and confidential. Do not distribute. Creating an IU Health Look 18 The unique IU Dress & Decorum Committee was established to propose system policies. • Ron Stiver, SVP for Engagement & Public Affairs says, “If you are boarding a plane and catch a glimpse of the pilot and see that he is unshaven, poorly, dressed and slouching, wouldn‟t you question his ability to fly the plain? In healthcare, we do the same thing. Enforcing uniforms added professionalism to how we were being perceived.” This was one of the toughest initiatives to implement, but now – it‟s a moment of pride. Team members with patient-facing roles wear uniforms standardized to their relationship to the patient. Personal appearance policies are reviewed and updated. 6/14/2013
  20. 20. Bringing the Brand to Life
  21. 21. Proprietary and confidential. Do not distribute. Bringing the Brand to Life 206/14/2013 Not only did employees receive training, but we also revisited the patient experience to identify areas where IU Health can deliver impact and provide a more consistent brand experience that reinforces “assurance.” As the system embarks on a new brand launch under a unified name – Indiana University Health – and continues on its Leading to Preeminence journey, efforts are underway to create an enhanced customer experience for patients, families, caregivers, and referring physicians. These strategies are all intertwined and integral to providing our customers with the best possible care. The Customer Experience Team has proposed enhancements that focus on bringing to life key elements of the brand character and supporting messages, especially focusing on the brand promise of “assurance”. Throughout the enhancements you will see the following elements of assurance demonstrated: A New Brand. A New Customer Experience. Empowerment of patients and their families Better information sharing Emphasis on the skills of our clinical teams A tone of assurance in written and verbal communications A more human and approachable look and feel
  22. 22. Proprietary and confidential. Do not distribute. Printed Materials 21 Streamlining key materials into a consistent, cohesive kit: • Welcome Mailer • Admissions Packet • My IU Health Journal • Guest Guidebook 6/14/2013
  23. 23. Conclusion
  24. 24. Proprietary and confidential. Do not distribute. PROBLEM Differentiating a healthcare system in a competitive environment with increasing consumer expectations INSIGHT Indiana University is the largest employer in the state. Most people that go to med school in Indiana, stay and practice in Indiana. Linking the system more explicitly to the University created a competitive advantage and conveyed better care to patients as well as giving them an “academic medical center” association IDEAS IN ACTION Based on the new brand strategy Clarian was renamed to IU Health. The name change was supported with an enhanced patient experience across the system In Conclusion: 236/14/2013
  25. 25. Proprietary and confidential. Do not distribute. Interested in learning more? Please contact: Michael PetromilliAchimWirtz Senior Partner Partner (312) 878-4927+41 44 218 7819 mpetromilli@prophet.comawirtz@prophet.com Jeff Gourdji Paul Schrimpf Associate PartnerAssociate Partner (312) 878-4929(312) 878-4931 jgourdji@prophet.compschrimpf@prophet.com www.prophet.com/healthcare

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