5. 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
6. Satisfaction = Profits
There is a positive
correlation between
corporate performance
and satisfaction
Fornell, Mithas, Morgeson III, & Krishnan, Journal of Marketing, 2006
7. 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)
8. 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
9. …And The Experience is Holistic
Companies
stage an
experience when
they engage
customers in a
memorable way
10. 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”
11. …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
12.
13. 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
14. 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.quot;
15. We Have Some Resources…
• 96.8% on-going patient satisfaction survey
• 4% market research
• 8% employee survey
• 36% advertising
SHSMD By the Numbers, 2008
16. …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
17. …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
18.
19. Volume and Experience
To increase patient volume…
You need patients and
physicians who become
advocates…
Because they are
enthusiastic about an
exceptional experience
20. 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
25. Experience Management
Monitor
Understand Implement
Design
Design Implement Monitor
Understand
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?”
Touchpoint inventory Operations/ business Customer satisfaction
Experience creation
Activities
processes review
workshop
Staff interviews Touchpoint performance
Resources/technology
Implementation planning
Patient interviews Employee commitment
review
Physician interviews Operational performance
Rollout plan
improvement
Touchpoint priority Ideal experience map Implementation strategy Touchpoint performance
Deliverables
dashboard
Day in the Life Touchpoint guidelines
Experience dashboard
Organizational excellence
dashboard
26. 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
27. The Experience Map
Need Scheduling Arrival Visit Follow-up
Symptoms Diagnosis confirmation Parking/valet Post treatment
Waiting area
recovery
Diagnosis Financial and medical Registration Consultation
paperwork Treatment follow-
Internet research Finding the right area Additional lab and
up appointments
Nursing consultation diagnostic testing
Evaluation and
Communication
selection of Scheduling visit Treatment prep
with referring
healthcare provider
Pre-payments physician
Treatment
Organizing Call-backs for
Nursing/tech care
accommodations/travel assistance
Referral source: Physician care
Billing
Physician referred Inpatient stay
Physician directed Family support
Self-referred
Touchpoints
29. 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
30. Sample Discussion Areas
• Decision criteria
• Involvement versus Influence
• Expectations
• Sources of anxiety
• Areas of praise
• Experience conclusion
32. 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.
37. 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
40. 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.
41. 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 n=541
2003 75
2004 n=937
2002 71
60 65 70 75 80 85 90
2005 n=937
Percentage Completely/Mostly Satisfied
You are viewing the “Report Card” for Q1-2006
Recommend
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
42. Customer Experience Dashboard
2006 Quarter 1 -Month- Q1-2006
Survey Results
At Risk customer detail view
Not Contacted
< Back to list Status
John Smith
Customer Name
What was the worst part of your experience?
Rig Tech, Inc.
Company
My interaction with your sales rep was unprofessional. Your
North America
Region sales staff should really learn to develop their people skills.
555-6587
Phone
Jsmith@Rtech.com
Email You indicated that [company name] performed
below average. What specific actions can we take to
8/5/06
Survey Date
improve your satisfaction?
Not Satisfied
Overall Satisfaction
Maybe you could hold training on how to interact with
Not Likely
Likely to Recommend
customers.
Mostly Top Not
Completely Somewhat
General Satisfaction TOTAL
Satisfied Satisfied Satisfied
Satisfied Two
Quality of the service x 100%
Friendliness of the staff x 100%
Response time x 100%
I felt my needs were met x 100%
43.
44.
45. Gaining Commitment
• Find pain point that can be acted on
– Cross cutting
– Service line
– Audience
• Benchmarking
• Scavenger Hunt
46. 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
47. 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
48. 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.
49. 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
50. 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
51. 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.
52. 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.
53. 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.
55. An Overview
Gelb helps organizations
maximize their potential
Our collaborative and
insight-driven approach
ensures clarity of purpose
and focus for action
56. 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.
57. 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.
58. Strategic Marketing Planning
Marketing management
decisions require foresight.
Our planning process assesses
business strengths and market
opportunities.
59. 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.
60. Product Innovation
Innovation is not accidental.
Armed with four international
benchmarking studies, our
consultants define and
implement processes for
sustainable innovation.
61. 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
