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Confidential & Proprietary - Page 120 South Quaker Lane, Suite 230 • Alexandria, Virginia 22314 • Phone 703 823 9530 • Fax 703 823 9538 • www.customercaremc.com
Selling Quality to the CFO: Creating Patient Experience 3.0 to Dazzle the CFO
.
John Goodman, Vice Chairman
Customer Care Measurement & Consulting
VHQA
November 6, 2015
Confidential & Proprietary - Page 2
Challenge
• Patients are sicker• Care is more complex• Demands continue to escalate
Therefore…….• Need to change mindset & think and act creatively• Focus proactively on Culture, Communication, &
Commitment • Incentive – HCAHPS, revenue and right thing to
Problems Raise Sensitivity to Price, Hindering High Margins
10%
22%
46%
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
No problems 1 problem 2 to 5 problems 6 problems ormore
% D
i ss
ati s
fied
wit
h p
r ice
or
f ees
Percent of customers dissatisfied with fees rises with number of problems.
Confidential & Proprietary - Page 24
Word of Mouth Impacts
• Patients and families – especially given social media impacts
• Referring physicians
Confidential & Proprietary - Page 2525
Great Service Is A Word of Mouth Management Mechanism
10%delighted
80%satisfied
Telltwo
Tell
one
=
=
2,000
8,000
4,000
10,000customer
s
10%dissatisfie
d
Tell six
= -6,000
10,000 Referrals X 1 Action30 Referrals
= 333 New Customers
Confidential & Proprietary - Page 2626
Create an Integrated Voice of the Patient
• Customer surveys
• Contact & Social Media – provides root cause data
• Internal operations process, quality data
• Employee input – second source of root cause
• Together, these elements are used to quantify the cost of inaction on customer experience issues
+ = Total view of the customer
experience
Internal process and quality data
and employee input
+Customer
contact and interaction data
Surveys of customer
satisfaction and loyalty
Take The Role Of Chief Customer Officer
Confidential & Proprietary - Page 27
Effective Voice of the Customer Process
1. Well-defined ownership of process and
issues
2. Unified data collection
across whole lifecycle
3. Integration of multiple
data sources
4. Visible, granular,
actionable reporting
5. Clear revenue and profit
implications
6. Formal processes for
translating data into actions and
targets
7. Formal systems for
tracking impact
8. Process supported by
company-wide incentives
Confidential & Proprietary - Page 28
Prerequisites
• Linkage of CRM with all major data bases
• Granular recording of preventable patient problems
• Value of average customer
• Role of Word of Mouth in institution choice
• Marketing and sales willing to warn customers in advance
Confidential & Proprietary - Page 29
Working With The CIO
• Use journey map as basis
• Unified goals for CE
• Analysis of website failures, e.g. search
• Blur the lines for personnel− Joint presentations
− Joint happy hours
Confidential & Proprietary - Page 30
Starting Tomorrow
• Negotiate an average value of inpatient and outpatient • Ask five whys for top five issues• Understand your non-complaint rate (85-95%)• Incorporate operational data with your complaint and survey
data to create a unified picture of CE – add employee input• Create an economic imperative for each department based
on how many patients have encountered this issue• Pick your battles• Deliver Psychic Pizza and prevention
Confidential & Proprietary - Page 3131
Ten Myths About Service
1. Always exceed customer expectations
2. Answering the phone really fast is the key to success
3. People always prefer talking to people
4. The customer is always right
5. Complaints are down, things are getting better
6. Employees are the cause of most dissatisfaction
7. Price and cost cutting is the key to success
8. We’re better than the average in our industry – that’s great!
9. We’re at 90% satisfaction – let’s declare victory!
10. We measure Net Promoter and Customer Effort - we’re done!
Confidential & Proprietary - Page 32
Summary• Warn and educate customers to reduce surprises• Understand the full range of root causes of problems • Use technology to prevent workload by proactively
educating, connecting, and delivering psychic pizza • Quantify the revenue/WOM impact of status quo to get
CFO support
• Outlined in detail in Customer Experience 3.0 published by AMACOM
• For additional articles on your industry: [email protected] or 703-823-9540