We understand the nuances of healthcare having worked with some of the largest and most respected organizations in the country. Our healthcare marketing professionals lead stakeholders to make best use of market information to build and execute sound marketing strategies.
Our approaches recognize the unique relationships between referring physicians, faculty, staff, patients, families, business leaders, and donors. We uncover attitudes and expectations to develop a common understanding of the current situation and form consensus around which opportunities to pursue.
4. Our Experience
We work with other nationally-recognized Institutions:
• 5 “Honor Roll” institutions
Barnes-Jewish Hospital
• 3 out of the top 5 cancer programs Cleveland Clinic
Cincinnati Children’s Hospital
Duke Medicine
• 2 out of the top 4 pediatric hospitals Froedtert Health
Mayo Clinic
MD Anderson Cancer Center
National Benchmarking Studies: Memorial Sloan Kettering
Menninger Clinic
• Patient experience management Texas Children’s Hospital
The Ohio State University
• Marketing practices University of Colorado
University of Michigan
• Physician relations programs University of Chicago
• International programs
PAGE 4
5. Deep Knowledge in Healthcare
We understand the nuances of healthcare having worked with some of the largest and
most respected organizations in the country. Our healthcare marketing professionals lead
stakeholders to make best use of market information to build and execute sound marketing
strategies.
Our approaches recognize the unique relationships between referring physicians, faculty,
staff, patients, families, business leaders, and donors. We uncover attitudes and
expectations to develop a common understanding of the current situation and form
consensus around which opportunities to pursue.
Among the most frequent requests made of Gelb:
• Assess and improve patient or physician experiences to
increase market share
• Monitor the patient experience for immediate service
recovery with an experience dashboard
• Build a healthcare brand that’s an asset of increasing value
• Define marketing strategies to get ahead of the competition
50% of our clients are in healthcare,
• Develop and commercialize new products and services mainly academic medical centers
• Demonstrate marketing performance through brand
dashboards
PAGE 5
6. Market Knowledge
Our strategic planning processes maximizes the
value of your existing market information and
marketing research.
We describe market segments and identify
opportunities. By creating market segment
profiles, we can lead your team through a series of
discussions to prioritize those segments based on
your business strengths and the attractiveness of
the segment.
We then provide recommendations, based on our
knowledge of the market segments, as to how to
best influence selection decisions.
We have surveyed several thousand
referring physicians and patients
about healthcare brands, experience
and services
PAGE 6
7. Thought Leadership
Red Zone Management Thought Revolution
The Playbook for today’s troubled Demonstrates how to tap into the right
business environment…when all brain – the place where intuition and
businesses find themselves in the Red creativity exist – in a simple, easy and
Zone. The Principles of Red Zone dramatic fashion.
Management clearly spell out the proven
management roadmap for making
changes during these turbulent times.
Change Management Toolkit Change is the Rule
Purchased by more than 200 firms for This book is considered by many
use in guiding their Change to be the most useful and practical
Management projects. Including explanation of how changes are
detailed, proven and tested tools and managed in the modern
templates to ensure change success. organization.
PAGE 7
8. Strategic Issues
How do I improve my ability How do I sustain or How do I transition Should I enter new
to execute? increase growth? from my current markets?
strategy to a new
one?
How do I grow How do I improve How do I remake our How do I successfully
customer operational efficiency? organization into a deploy technology for
relationships? continually innovating one? stronger business
performance?
How do I find, attract, keep How do I make our business How do I strengthen How do I renew our
and motivate talent to more resilient to new or our competitive organization after a
create a competitive unpredictable position? dramatic downturn?
advantage? risks/sustainability?
PAGE 8
10. Overview
We believe that ordinary people can accomplish extraordinary results when
they share a passion for a common goal and have executive support along with
the resources necessary to plan and pursue their objectives.
We are committed to serving our clients by accomplishing goals and achieving
results that set them apart in their market.
We provide the necessary expertise and support to serve as a catalyst for your
teams to confidently architect and implement innovative yet practical solutions
to your strategic business challenges.
PAGE 10
12. Transformations Move through Red Zones
Future
Business
Model
The Red Zone
Strategic Marketing
Operations
Culture Design
Experience Management
Our experience indicates that organizations go through
Today’s a transformational growth curve; a lifecycle through
Business which each moves based on its ability to define the
Model desired future state, motivate the workforce to share
the vision, energize activities to achieve success
quickly and provide support systems to stay the course.
We call these transitory states Red Zones.
PAGE 12
13. Red Zones Require Concurrent Action
Future
Business
Model
The Red Zone
Managers Run
Employees
Transformational
Leaders “We must continue doing
business today while
simultaneously changing
Today’s
Business
the way we do business.”
Model
PAGE 13
17. Experience Management
When you provide exceptional experiences,
increased advocacy and revenues are your
reward.
We recognize the difference between loyalty
(customers recommend you when asked) and
enchantment (the highest order of advocacy – Experience Management Tools:
customers become part of making your •Experience Mapping
•Persona Development
business a success).
•Decision Factors
•Contact Center Review
We have developed unique methods to •Experience Design
demonstrate how each interaction with you •Target Operating Model
impacts customer experiences.
PAGE 17
18. Enchantment Requires Alignment
EXPERIENCE Culture and your brand promise are
linked through the experience
delivered.
Leaders translate customer
expectations to the organization and
reinforce desired employee behaviors.
Cultural Transformational Brand This alignment creates an exceptional
Alignment Leadership Promise experience and a sustainable
competitive advantage
EXPECTED BEHAVIORS We call this desired state
enchantment.
PAGE 18
19. How Enchantment is Different
Loyal Customers Enchanted Customers
Satisfied and might use again Raving Fans and Spread the Word
• Will recommend you if asked • Go out of their way to recommend you
• But won’t give you a second chance • They forgive you for missteps
• Have minimum investment in your future • Demonstrate a strong commitment
• See you as a choice among many • They are part of your future
PAGE 19
20. Experience Mapping
• Opportunities to positively influence
referral and choice are often developed
outside of actual treatment – from how
physicians/patients perceive you and how
they make choices
• Intimate knowledge of their experience is
essential for making key strategic
decisions around the facility, processes
and services offered
• Experience mapping increases your
understanding and ability to fulfill both
functional needs and emotional needs,
build stronger relationships and create
advocates
PAGE 20
21. Persona Development
• Uncover the goals, behaviors and
needs of your patients and
physicians
• When diverse segments are
studied, the personae of each Specialist
segment is assessed and outlined
based on their direct input
• Verbatim comments and data are
aggregated to determine attitudes to
reinforce and attitudes to overcome
in order to maximize opportunities
• This insight provides a rich
understanding of who you influence Primary Care
and serve
PAGE 21
22. Decision Factors
Doctor Refers Patient Requests Patient Chose With
Physician Input
Patient Patient
Accepts Requests
Alternative
Referral
Assisted
Non – Chooser Chooser
Chooser
• Quantify the influences over patients for better use of resources
• Determine patient willingness to travel and what is in the considered set for
different types of patients
• Gauge how frequently patient insurance coverage impacts where a patient will
go and what factors influence their decisions to circumvent existing pathways
PAGE 22
23. Contact Center Review
• Designing the right positions to meet customer expectations
Job Design • Structuring the optimal organization and reporting structure to help your business
run smoothly and cost-effectively
Sourcing • Defining the necessary skill sets to fill your key positions
and • Identifying the right way to reach the employees you need
Screening • Determining the right questions when screening applicants
• Ensuring the appropriate salary levels for your employees
Employee
• Creating bonus structures and plans that motivate and reward performance
Compensation
• Identifying what matters to your employees
Employee
• Defining the right strategies to create an environment that motivates and retains your
Retention
best employees
PAGE 23
24. Experience Design
High
Satisfaction
The Kano model shows how tangible
customer needs, wants, and
suggestions can be segregated into 3
Competitive Pressure
separate requirement categories:
Enchanted
Enchantment Needs
Unexpected and unspoken, Basic Requirements
adds value but not required Performance Meet these requirements quickly and
Needs
with the lowest cost possible
Quality Performance Requirements
Satisfied Selectively meet these requirements to
achieve highest ROI
Basic Needs Enchantment Requirements
Expected, minimum Meet these requirements to achieve
requirements
elite status
Dissatisfaction
communication coordination care
PAGE 24
25. Target Operating Model
The Target Operating Model Storyboard enables:
•Business identification of what they need to do to prepare for the changes
•Visibility of projects “fitting” together
•Identification of “hotspots” & overlapping of projects
•Preview of resource demands as projects roll out
FOM Mov ing and Controlling Controlling the Managing the
Marketing Planning Trading Settling
Tracking Trading Business Business
2014 Front Office
The outcome is business Marketing Planning Trading
Mov ing and
Tracking
Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
confidence that the 2013 Marketing
Front Office
Planning Trading
Mov ing and
Mid Office
Settling
Controlling Controlling the Managing the
Tracking Trading Business Business
projects support the 2012 Front Office Mid Office
Back Office
Mov ing and Controlling Controlling the Managing the
business strategy Marketing Planning Trading
Tracking
Settling
Trading Business Business
COM Front Office Mid Office
Mov ing and
Back Office
Controlling Controlling the Managing the
Marketing Planning Trading Settling
Tracking Trading Business Business
Front Office Mid Office Back Office
COM = Current Operating Model
Mid Office Back Office
FOM = Future Operating Model
Back Office
PAGE 25
27. Organizational Culture
• Your culture is an expression of your brand.
• It is deeply intertwined with the customer
experience and often described as “How
we do things around here” and “How we
really do things around here.”
• This can be a source of strength for growth
or a constraint on strategy and change.
Culture Design Tools:
•Benchmarking
•Measuring and Evaluating Culture
•Understanding the Employee Experience
•Transformational Leadership
PAGE 27
28. Cultural Design Methodology
7. Measure cultural change progress 8. Provide leadership
and provide ongoing feedback enable development for
cultural stewardship
5. Define enterprise cultural 6. Define and execute cultural
transition strategy energize transition initiatives and
celebrate success
3. Define and design 4. Identify and prioritize critical
future culture engage culture change solutions
1. Create a common
cultural framework envision 2. Establish cultural baseline
PAGE 28
30. Measuring and Evaluating Culture
Our research tools are designed to determine the relative effectiveness and
value of organizational cultural change and transformation initiatives.
Measure Culture
Cultural measurement and evaluation involves assessing the cultural enablers
and barriers of specific change initiatives. This information can be used to Structure
measure drivers of culture (programs, strategies, activities or tactics), impact of
culture (perceptions/attitudes) and outcomes of change of initiatives against a
predetermined set of objectives.
Evaluate Culture Evolution and it’s Impact
In the long-term, organizational culture evaluation involves assessing the
evolution of culture over time and the success or failure of broader
transformational efforts. Process
Questions we seek to answer:
• Will the cultural transformational efforts initiated actually have an effect in moving
culture in the right direction and, if so, how can we support and document that from
a research perspective?
• Will the activities we implement actually change what people know, what they think
and feel, and how they actually act?
People
• What impact will culture change initiatives have in supporting strategy and changing
culture over the long term?
PAGE 30
31. Discovery Framework
Through the use of the SLOCI and our discovery framework, we can deconstruct culture and distill the
organizational drivers that have the strongest impact on shared assumptions while identifying the resultant
individual behaviors. Our integrated assessment approach probes:
CULTURAL DESIRED DESIRED
DRIVERS ATTITUDES BEHAVIOR
ORGANIZATION SHARED ASSUMPTIONS INDIVIDUAL BEHAVIOR
What activities, systems and processes does How does the organization’s current activities, How do shared assumptions affect individual
the organization currently have in place that systems and process affect the shared behavior and performance?
impact culture? attitudes and perceptions of the individuals?
What mechanisms or levers can be utilized
What specific culture change programs are What are the attitudinal change points that to impact individual behavior and
currently in place and how effective are create or reinforce shared performance?
they? assumptions/perceptions?
PAGE 31
32. Understanding the Employee Experience
Discovers hidden assumptions and attitudinal
change points using data to probe:
• What people say (their verbal expressions)
• What they know and think (their mental or
cognitive predispositions)
• What they feel (their emotions)
• How they're inclined to act (their
motivational or drive tendencies)
PAGE 32
33. Transformational Leadership
We recognize that most managers possess
many of the skills and behaviors required,
but it is often the case there are leadership
developmental needs to successfully apply
such.
Leadership development is an important
component in business strategy, as well as
a risk management issue at the executive
level. Each year, corporations launch
mission-critical projects involving millions of
dollars in capital investments plus
significant requirements for project-savvy
human capital.
Preparing people to succeed in executing
their designated roles is a critical success
factor for all strategic projects. We have
certified coaches to perform this task.
PAGE 33
35. Brand Management
• Customers move toward brands they find
trustworthy – expressing a promise they
understand and value.
• A trusted brand is one that your customers,
employees and other stakeholders will
enthusiastically recommend to others.
Brand Management Tools:
• Our brand strategy design approach •Measuring Brand Equity
focuses on a thorough understanding of •Brand Tracker
market perceptions, identifying •Campaign Evaluation
opportunities for growth, and developing •Affiliation Branding
effective ways manage all brand •Message Mapping
touchpoints to achieve brand trust. •Engagement Mapping
PAGE 35
36. Measuring and Strengthening Brand Equity
The quality of the experience delivered
by the organization; how well the brand
lives up to its promise
The attributes used to The criteria used by
distinguish one decision makers to
product/services establish the
company from another considered set
Familiarity is required for consumers
to recognize and choose brands
A trusted brand consistently delivers superior value compared to competing brands
Brand Equity = Familiarity X Preference (CV + CD + CE)
300
PAGE 36
37. Measurement System
Campaign
Brand Tracker Affiliation Branding
Evaluation
Tracks brand equity Looks at a particular Analyzes co-brands,
What Does It Do? among consumers media execution in a parent brands, sub-
over time specific market brands & partnerships
Benchmarking vs. Determining the value
Evaluating the lift and
competition, brand added by each
What Is It For? impact of a marketing
health monitoring, element of a
program
goal setting compound brand
Continuous tracking, “Pre/Post” reads of a
When Does It typically either market just before and
A single point in time
Happen? monthly or quarterly during or just after a
reads media investment
PAGE 37
38. Message Mapping
We facilitate a session to gather for
How they see us How we want How we will
collective thinking regarding key today them to see us convince them
elements of the message map as
noted.
Decision Drivers Positioning concept
Messages will be driven by the brand Aligned Messaging
strategy, but serve of the purpose of Attitudes to Primary
Overcome Differentiating
reinforcing key initiatives. Messages
Touchpoint
Management
Attitudes to
Reinforce Reasons to Believe
Activities will include introduction and
purpose, brief of research conducted,
create master message map, identify
key touchpoints and organize action
items (if any) for the group.
PAGE 38
39. Engagement Mapping
We identify key touchpoints through which
to reinforce your brand promise.
This discipline will assist in building the
business case for investments in key
communications and program Brand
development.
In addition, it continually reinforces that
this type of brand management is not only
a marketing activity, but is reflected in
every interaction.
These are then translated into your longer
term program and will be measured in the
future.
PAGE 39
40. BrandHub
A Healthcare Brand Management System
BrandActive has adapted its leading
brand management system,
BrandHub, to create a solution with a
functional set, workflows, and a user
interface tailored to the unique needs
of hospitals and healthcare systems –
all supported by a business case for
change.
It’s simple to implement and manage •Online guidelines, specifications, and technical drawings
– while remaining flexible and •Enterprise leading digital asset management
•Collaboration, online proofing/mark-up, and approvals
adaptive – meaning it will get adopted, •Online templates and web2print
get used, and remain relevant. •Project management and campaign management
•Physical asset management and vendor integration/control
•As much control as you wish over site layout, content, and admin
PAGE 40
42. Strategic Marketing Planning
• Strategic planning represents a deep,
holistic look at your organization’s
ambitions.
• Strategic planning serves as the foundation
for achieving growth goals and a strong
portfolio strategy to improve, change and
grow. Strategic Marketing
Planning Tools:
• We work closely with team to challenge •Growth PlayBook
existing assumptions, define objectives and •Vision Mapping
build an actionable plan. •Marketing Benchmarking
•Segmentation
• We help you decide where to focus, where •Concept Development
to compete and how to allocate resources. •Concept Assessment/Positioning
•Site Analysis
•Alternative Analysis
PAGE 42
43. Growth PlayBook
The Growth PlayBook is our strategic
marketing planning tool that provides focus
for business priorities and segments.
It is intended to capture information about
the market, document strategic objectives,
prioritize opportunities, and develop launch
plans specific to your company and
industry.
A Growth PlayBook can be used during
product launch, market expansion, brand
launch or as part of an annual
strategic marketing process.
PAGE 43
44. Vision Mapping
Who do we want our CUSTOMERS to
be?
“Is our target market changing shape?”
Who will our OTHER STAKEHOLDERS What PRODUCTS/SERVICES do we want to
be? sell or offer?
“How powerful and compatible will our other “How different will our products and services
stakeholders be?” be from our competitors?”
Where do we want to stand in relation to What level of FINANCIAL VIABILITY/
our COMPETITORS? GROWTH do we wish to achieve?
“What will be our competitive strategy?” “What kind of returns are acceptable?”
How de we want to ORGANIZE the How do we want to behave towards our
breakdown of our activities? STAFF?
“How will we coordinate and control what we “What will be important to us as an
do?” organization?”
What SKILLS & TECHNOLOGIES will we How do we want to be perceived by
need? our CUSTOMERS?
“What level of flexibility do we want?” “What public responsibilities do we want?”
WHERE do we want to sell?
“How important will a geographic focus be?”
PAGE 44
45. Marketing Performance Benchmarking
Our Sales and Marketing Readiness
Assessment and Resource Tool (SMART)
uses best practice benchmarking, derived
from academic research and established
maturity models, as a frame to determine
current and desired states
Within each key area, we rate the client’s
capabilities
• Senior Leadership
• Business Strategy
• Marketing
• Physician Strategy
• Service Delivery
Scores on the left (1-2) represent the
greatest opportunity for improvement, while
scores on the right (3-4) indicate good
performance in that particularly capability
PAGE 45
46. Market Segmentation
Through primary and secondary research, we Demographics
support marketing teams to identify and
Psychographics
prioritize market segments.
Behaviors
What are the potential segments?
What are their key buying factors? Attitudes
What is their buying process?
What types of products/services do they buy?
What key needs do they have? (satisfied or not)
What is their business strategy? (e.g.,
leadership)
What are the segment sizes?
What are our corresponding business strengths?
PAGE 46
47. Product / Service Concept Development
Our proven methodology for the development of
product concepts provides a process to transform a
loose affiliation of ideas to a well-defined, testable
concept.
Our concept development techniques include:
• Ideation, Brainstorming, Force Field Analysis, SCAMPER
• Process / Experience Mapping for Needs Identification
• Competitive Analysis and Analogs
• Product Concept Design Criteria
• Design of Sustainable Ideation Techniques based on
Benchmarking
We employ a variety of research techniques to refine,
test and validate a concept, some of which include:
• Qualitative interviews
• Lead user interviews
• Contextual observation
• Conjoint analysis for feature optimization
• Concept testing with or without pricing
PAGE 47
48. Concept Assessment and Positioning
We utilize “gold standard” research techniques to assess concepts to determine appeal,
purchase intent and identify attractive market segments.
Our tools include:
• Discrete choice modeling
• Relevance, value, uniqueness
• Fit with brand measurement
• Maximum difference scaling
• Price-sensitivity modeling
• Market simulator to identify attractive market
segments
• Immersion techniques with simulated models or
physical demonstrations
We use a market simulator that captures trade-offs between price, features, benefits, and
brand. To This will help identify relevant product/service benefits and points of differentiation
relative to specific market segments,
PAGE 48
49. Site Analysis
•Use census information to develop market insight
• Demographics (meeting your segment criteria)
• Number of competitors in area
• Growth of population
• Disease incidence
• Traffic patterns
•Regress the current patient volumes against these criteria
for existing locations
• Helpful to have satellites in place
• Weight the criteria
• Among these data, what is highly correlated with current success
(to narrow list)
•Estimate the volume, update the model
• Site modeling will provide an estimated as to expected volumes
based on previous experience
• Can help when choosing among locations or setting targets
Source: AnySite
•Can also use this to determine best referral opportunities
PAGE 49
50. Alternatives Analysis
Strategic decision process to structure a decision
and analytically compare alternatives under
uncertainty to select a recommended strategy
Inputs from previous steps will be used to frame
the strategy, create alternatives, and identify
sources of risk
This process:
• Involves implementers in the strategic decision
• Uses analysis to focus brainstorming on key
issues to mitigate risk and realize upside value
• Evaluates trade-offs between added resources
and value
• Is utilized to help make major implementation
decisions
PAGE 50
52. Performance Dashboards
• Data is important, but the key to
success is what you do with your
information.
• We have pioneered the active
monitoring of the metrics that drive real-
time business decisions and
demonstrate the return on your Performance Dashboard Tools:
investments. •Experience Dashboard
•Culture Dashboard
• We work with you to design information •Customer Insights Dashboard
capture tools that align with existing
workflows to guide better decision
making and realize better results.
PAGE 52
53. Translates Data into Action
Action -- Profitable
Knowledge -- Useful
Information -- Educational
Data -- Interesting
PAGE 53
54. Experience Dashboard
Real-time feedback for service recovery
Measures key interactions such as:
• Call center performance
• Marketing campaign impact
• Physician referral process
• Patient satisfaction
• Donor / development
Replaces periodic surveys to put
measure in context of the experience
Results in better feedback, actionable results
PAGE 54
55. Culture Dashboard
Schweiger-Larkey Organizational Culture Index
We bring highly engaging, next generation
culture change methods to bridge the gap
between strategy, leadership and
behavior.
How we differ:
• We Incorporate an internal and external
view of corporate culture
• We use experience mapping to perform a
deep level of analysis and undercover tacit
assumptions and unspoken rules
• We monitor culture change in real time
PAGE 55
56. Customer Insights Dashboard
Integrates all research results in one,
searchable, secure portal. Provides
a portal for the entire organization to
utilize results.
Search capabilities allow users to find
individual pages or full reports.
Reports can be stored in native
format for easy integration with other
presentations.
Users can also save bookmarks to
their favorite reports.
Also allows users to comment/share
opinions regarding customer insights.
PAGE 56
57. Endeavor Management is a management consulting firm that leads
clients to achieve real value from their strategic transformational
initiatives. Endeavor serves as a catalyst by providing the energy to
maintain the dual perspective of running the business while changing the
business through the application of key leadership principles and
business strategy.
The firm’s 40 year heritage has produced a substantial portfolio of proven
methodologies, enabling Endeavor consultants to deliver top-tier
transformational strategies, operational excellence, organizational
change management, leadership development and decision support.
Endeavor’s deep operational insight and broad industry experience
enables our team to quickly understand the dynamics of client companies
and markets.
In 2012, Gelb Consulting became an Endeavor Management Company.
Combined with our Gelb Consulting experience (founded in 1965) we
also offer clients unique capabilities that focus their marketing initiatives
by fully understanding and shaping the customer experience through
proven strategic frameworks to guide marketing strategies, build trusted
brands, deliver exceptional customer experiences and launch new
products. Our experienced consultants and analysts use advanced
marketing research techniques to identify customer needs and spot high
potential market opportunities.
2700 Post Oak Blvd., Suite 1400 Endeavor strives to collaborate effectively at all levels of the client
Houston, TX 77056 organization to deliver targeted outcomes and achieve real results. Our
+800 846-4051 collaborative approach also enables clients to build capabilities within
their own organizations to sustain enduring relationships. For more
www.endeavormgmt.com information, visit www.endeavormgmt.com and www.gelbconsulting.com
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