1. Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
A Case Study of Patient Experience Design & Marketing Management
March 1, 2013; Harvard School of Public Health
Masters in Management Program
Laurie Gianturco, MD
Chair, Department of Radiology
Baystate Health
Springfield, MA
baystatehealth.org
2. Clinical & Marketing Partnership
Laurie Gianturco, MD
•Chair, Radiology Department,
Baystate Medical Center
•Associate Clinical Professor
and Deputy Chair, Radiology
Department, Tufts University
School of Medicine
MD role Patient Experience-Marketer role
Vision for program; leadership Vision for patient engagement; service culture
Interest in patient experience as differentiator; selected consultant
Met with referring MDs; listened, implemented
changes, coached, 1:1 communications
Drafted “latest milestone” newsletters, distribution
to MDs & staff
Supplied questions for patient input. Made priority for
all committees.
Conducted patient focus groups. Video highlights.
Planned, facilitated, co-led Patient Experience retreats; planned strategy, had weekly update meetings.
Set expectations for MDs, staff. Advocated with CEO,
CMO, CFO.
Advocated with CEOs/VPs. Communicated
commitments.
Planned campaign and creative. Availability. Shared metrics. Delivered on promises.
Suzanne Hendery, MA
•Vice President, Marketing
& Communications, Baystate
Health
3. Who we represent
Baystate Health, a Top 15 Integrated Delivery System of three hospitals,Baystate Health, a Top 15 Integrated Delivery System of three hospitals,
including Baystate Medical Center, the largest hospital outside of Bostonincluding Baystate Medical Center, the largest hospital outside of Boston
and the Western Campus of Tufts University School of Medicine. Baystateand the Western Campus of Tufts University School of Medicine. Baystate
Health is the health care leader in Western Massachusetts with anHealth is the health care leader in Western Massachusetts with an
insurance plan (HNE) and one of the largest employers with 400 employedinsurance plan (HNE) and one of the largest employers with 400 employed
physicians and 10,000 employeesphysicians and 10,000 employees..
4. Case Study; Patient Experience Design
Breast Health & Imaging at Baystate (Laurie)
•Starting Situation & Driving Trends
•Physician & Marketing Partnership
•6 Steps to Transform Culture
•Patient & Leadership Engagement Process
Marketing Management (Suzanne)
•The Experience Economy & Loyalty
•Building the Brand
•Focus & Marketing Plan
•Volumes & Results
Lessons Learned
Discussion
5. Inpatient
Opportunity: Outpatient Breast Imaging
•Escalating demand from aging population
•80% of healthcare decisions made by women
•Increased role and consumer demand for diagnostic imaging
•Medicare lowering rates for free-standing, consolidate under hospital OP model
•Align with ACO strategy
Sources: Impact of Change®
v12.0,, Sg2; NIS; PharMetrics; CMS; .
Growth Rate, US Adults, 2012-2022
Outpatient
Surgical Medical Ultrasound
Screening
Mammo
Diagnostic
Mammo Lumpectomy Chemo
Radiation
Therapy Visits
2012
Volumes
74,000 18,000 3.0M 34.4M 10.1M 278,000 2.1M 3.1M 11.1M
6. The Baystate Breast & Wellness Center
is the natural evolution of a partnership between the two premier breast programs
in western Massachusetts: Radiology & Imaging, and Baystate Health’s
Comprehensive Breast Center.
Our Vision
Baystate Health will transform the delivery and financing of health care to provide
a high quality, affordable, integrated and patient-centered system of care that will
serve as a model for the nation.
Two Organizations; One Baystate Vision
2010 Volumes R&I, site 1 R&I site 2 CBC Total
Mammo screening 7,679 7,211 13,168 28,058
Mammo DX 2,722 3,717 6,439
Biopsies 1,080 2,607 3,687
Total 11,481 7,211 19,492 38,184
10. Our Service Promise;
We inspire hope and promote wellness in our community
by creating outstanding experiences in a caring and compassionate environment.
12. Care Study in Patient Experience Design
Baystate Breast & Wellness Center
•Starting Situation & Driving Trends
•Physician & Marketing Partnership
•6 Steps to Transforming Culture
•Patient & Leadership Engagement Process
Marketing Management
•The Experience Economy and Loyalty
•Building the Brand
•Focus & Marketing Plan
•Volumes & Results
Lessons Learned & Recommendations
Discussion
13.
14. Strategy for growth:
Create a positive and memorable
patient & referrer experience,
consistently exceeding expectations
over time = Loyalty
Valued segmentsValued segments: Who will we serve?: Who will we serve?
Value propositionValue proposition: How will we meet their needs better than anyone else?: How will we meet their needs better than anyone else?
Marketing-Brand-Business AlignmentMarketing-Brand-Business Alignment: How will we design and align strategy,: How will we design and align strategy,
operations, clinical programs, culture and marketing investments to deliver onoperations, clinical programs, culture and marketing investments to deliver on
the strategy and value proposition every day?the strategy and value proposition every day?
Patient Experience &
Referrer Relationships
are Strategy-
Critical
ACCESS
SAFETY
COMPASSION
EXPERTISE
TIME SENSITIVITY
Building the Brand
Adapted from NavvisAdapted from Navvis
Strategy
Markets
Capabilities
Investments
Partnerships
Brand
Alignment
Framework
Operations
Environment
Quality/Safety
Customer Service
Business Processes
Culture
Mission
Vision, Values
Behaviors
Marketing
Targets
Services
Channels, Pricing
16. Year to Year “Snap shot” Volumes
10/11-1/12 vs 10/12-1/13 (4 months)
• Screening
mammography flat
(no loss of patients despite move)
• Diagnostic mammo
up 17%
• Biopsies up 36%
Volume by Modality
(Date Range Oct-Jan)
0
1000
2000
3000
4000
5000
6000
7000
8000
2010-2011 2011-2012 2012-2013
Volume
Total Screening
Mammo (MA offices)
Total Diagnostic
Mammos (Wason and
Liberty)
Total Breast Biopsies
(Wason and Liberty)
17. Lessons Learned; Transforming Culture
1. Set aside ‘investment’ of time
2. Have a clear, simple blueprint
3. Help each employee understand their role. Constantly communicate. Make
leaders present and accessible.
*Lots of listening / *1:1 time
*Repetition, repetition, repetition
*Reinforcement—be specific
*Celebrate success
4. Get people ‘off the bus’ if they do not believe/ behave.
5. Stress and reward collaboration and teamwork.
If you are not caring for a patient, you should be caring for someone who is.
6. Never take our eye off the ball. Share metrics and accountability.
18. Discussion
Stakeholders: Starting & Ending Views of Key Stakeholders:Stakeholders: Starting & Ending Views of Key Stakeholders:
Board, CEO, CFO, COO, CMO, CNO, Referring PhysiciansBoard, CEO, CFO, COO, CMO, CNO, Referring Physicians
Physician Leader & Marketing Collaboration: Impact on other
clinicians
Engaging Employed & Community Based Physicians: Impact andEngaging Employed & Community Based Physicians: Impact and
roles on brand, quality and service standardsroles on brand, quality and service standards
Patient Experience Design Strategy: Impact on related servicePatient Experience Design Strategy: Impact on related service
lineslines
Hinweis der Redaktion
Population aged 40+ 45 increase by 85% in the next decade. Advisory Board Company
Even more than the hospital downstream revenue from mammography—opportunity for loyalty in partnership with MDs and community. Focus on the female patient. “owning hearts and minds!”
Private practice that sold sites to hospital for coordinated care.
Assess; focus group w staff at all sites, referring MD interviews, patient focus groups.
Define culture=2 day retreat
Communications=newsletter, naming of building, pep rally, 1-1s to get buy-in
Leaders tool=retreat and training
Reward & recognition= on the spot, service recovery
New employee orientation= new people understand cultural norms
On-the-job-training=coaching, feedback from patients, etc.
patient video here
Employee video here
Framed poster. Wallet cards in packets
Our own Chair, Director and Managers team led the education and training process. Showed them video comments from patients, graffiti from staff, discussed “How we treat each “How we’ll do things around here…” service promise, BH mission and vision, how we make priorities and 8 compassionate behaviors, asked them how they’ll do things differently, how they will “localize” the promise and behaviors in their area.
The term Experience Economy was first described in a book published in 1999 by B. Joseph Pine II and James H. Gilmore, titled "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy.
Emotions drive decisions—an emotional connection makes the difference.
Pine and Gilmore argue that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product - the "experience". More advanced experience businesses can begin charging for the value of the "transformation" that an experience offers.
As Time Magazine makes clear—spotlight on pricing. As Healthcare becomes more as a a commodity—it’s experience that differentiates us. Emotional component to decision making.
Adjusted citation to Navvis
Marketing Plan in folder—explain. Plan for the year. 2 step operational component—whole facility together Feb 25. Waiting til operations is ready.
So far, first 4 months. Going great.
In anticipation of the Breast Center’s opening and in consideration of the consolidation of numerous R&I locations at this new site, Baystate is interested in understanding the following:
Who are Baystate’s current best customers (in terms of revenue), how many more like patients are in the market, and what is the best way to reach them?
Who are R&I’s best customers (in terms of volume) and what is the best way to engage with them?
Who are the women between the ages of 40-74 within additional Baystate channels (i.e., Spirit of Women, Health New England, physician roster, Board members, donors, volunteers) who are in need of mammography services and what is the best way to reach them?
Baystate Health believes they could benefit from a focused, customer segment driven, market specific approach to marketing campaign- and customer experience development around Women’s Services. Truven Health Analytics.
Trained call center as well. For easy accessibility, kept all our patients despite different ownership. Total delta 15 patients despite new location, new name.
And—no new employees.
Changed discussion to neutral topics v. assuming these are their concerns.
