Translating Research to Action Marketing Research.

Translating Research to Action

Marketing Research

Agenda

• About Gelb

• Brand Management

• Experience Management

• Conclusion

ABOUT GELB

An Overview

Gelb helps organizations maximize their potential.

Our collaborative and information-driven approach forms clarity of purpose for action.

Some of our Clients

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.

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.

Strategic Marketing Planning

Marketing management decisions require foresight.

Our planning process assesses business strengths and market opportunities.

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.

Product Innovation

Innovation is not accidental.

Armed with four international benchmarking studies, our consultants define and implement processes for sustainable innovation.

Brand Protection

Your brand is an asset, so protect it.

Our team of expert witnesses stand ready to support your efforts in litigation of brand, trade dress and trademark issues.

Why consultants are hired…an important role for marketing research

• A quick fix

• A catalyst for change

• An investigator

• A shield

• But ultimately…

– Having a higher level of confidence – By reduction of decision risk– And getting an initiative completed

Reasons to Choose Gelb

• Collaborative: We ensure your team understands what we do, what we learn, and how to take action

• Insight-based: Each organization is different – particularly your capabilities and your customers’ expectations – so we use the “voice of the customer” to help guide your decision making

• Proven: Global organizations 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 and BMA

BRAND MANAGEMENT

A Brand…

• Is more than the product or service

• Adds dimensions that differentiate the organization in a meaningful way

• Is the promise made to employees, customers, and stakeholders

• Is a means for prospects to reduce decision risk

• Is forged by perceptions in the marketplace, but can be effectively managed by the organization

• Is delivered through various interactions or touchpoints

• Is NOT just your name or a logo

• Is NOT only a “marketing activity,” but will have an impact on all aspects of the organization

Trust Matters

A high performance brand is a trusted brand, one that customers will recommend to others

Therefore, a comprehensive, information-based framework is necessary to understand how customers make choices, how they distinguish one brand from another, and how they evaluate delivery of the brand’s promise.

Elements of Brand Trust

A trusted brand consistently delivers superior value compared to competing brands

Familiarity is required for consumers to recognize and choose brands

Brand Equity = Familiarity X Trust

The quality of the experience delivered by the organization; how well the brand lives up to its promise

The criteria used by decision makers to establish the considered set

The attributes used to distinguish one

product/services company from another

Our Process

Kick-offForm brand teamCreate project scheduleDef ine success criteria

Brand AuditCustomers/ProspectCompetitive analysisEmployees/stakeholdersDef ine current state of the brand

Brand StrategyBrand scenario developmentBrand promise Positioning statementValue propositionService standardsTouchpoint demonstrations

Brand Book

Brand ArchitectureVisual identityTaglinesTouchpoint inventory and prioritization

Internal Rollout Brand standards manualInternal communicationsBusiness operations changesTraining

External RolloutAdvertisingDirect mailWebsitesMarketing collateral

DashboardsCustomer experience

Assess Define Deploy Manage

Positioning with Perceptual Maps

Leveraging Brand Trust Elements

Customer Value

Consistent Experience

Competitive Difference

Expertise

Friendliness of staff Communication with customer

Offers latest technology

Responsible

Cheerful

Well-trained

Competitive

Product availability

Provides hope

Consistently delivers on its promises

TRUST

High performance

Moderate performance

Low performance

Moderate importance

High importance

Low importance

Translating Research into Strategy

Brand Equity

ElementFamiliarity

Customer Value

Competitive Difference

Consistent Experience

Trust

Description

The level of awareness and knowledge the

target has about the brand

How options are evaluated and decisions are

made

How brands are distinguished

How well the brand delivers its

promise

Strength of the relationship with

the brand

Research Metrics

Experience with the brand

Likelihood to choose the

brandReputation Satisfaction

Likelihood to recommend the

brand

Strategic Outputs

Market Segmentation

The perceived costs and

benefits of the brand

relationship

The distinctive place you occupy

in consumers’ minds

The ways in which brand touchpoints

deliver the promise

The essence of the brand that

drives confidence in it

Brand Guidance

High priority segments

Value proposition

Positioning statement

Service standards Brand promise

Case Studies

Senior management was faced with an opportunity to tap into a rapidly growing market. As a brand with strength in local, national, and international markets, it was important to redefine a brand strategy that met the demands of a changing marketplace. Using Gelb Consulting’s brand research approach, marketers examined the ways in which the brand consistently delivered customer value in a differentiated way. Focus group interviews and online surveys of consumers and referring physicians were used to understand current perceptions of the hospital brands vis-à-vis the competition. To formulate the new brand strategy, the highly leverageable attributes were identified. The marketing team and branding firm were able to use these elements to develop a branding strategy to craft a brand promise and value proposition. This research was also used to develop a messaging strategy and an advertising campaign to reposition the brand.

An international cancer center engaged Gelb Consulting to highlight its new children’s hospital. Their combined medical research and patient care focus was unique in the marketplace, but parents were not aware of the services offered by this institution. It was therefore important to establish a distinct brand for this service line/hospital. Marketing management engaged Gelb Consulting to help them define the customer value, competitive difference and experience provided by the program. The result of this research was a refined brand focused solely on the children’s hospital, aligned with overall marketing efforts. In addition to this work, Gelb assessed the appeal of their newly developed logo. The result was a visual identity that remained consistent with the brand and increased consumer preference.

OUR APPROACH

• Experience Mapping is an in-depth qualitative research technique that utilizes a visual cue (the experience map) to help patients, family members, and/or referring physicians recall specific episodes in their journey

• Respondents are interviewed at key steps in their journey:– In-clinic: to provide additional visual cues for recall– With their family/support system: to understand roles and needs– At various steps: to build a composite view of the total patient experience

• The experience map provides a framework for action:– Each step has experience stewards (e.g., nursing, auxiliary) who are responsible for

delivery– Every steward can appreciate the relationship of their actions to the remainder of the

patient journey– Interactions or “touchpoints” are categorized at each step

An Overview

Exceptional Experiences Endear

To increase customer volume…

You need customers and influencers who become

advocates…

Because they are enthusiastic about an

exceptional experience

Experience Touchpoints

• A touchpoint is the interaction between an organization and its customers; this is how customers recognize the promise of the organizations’ brand. Like a door enables one to access a room or building, a touchpoint enables customers to access an organization.

• Touchpoints include: written communications, personal interactions, websites, physical environments, telephone conversations

• Experience mapping enables us to rate the most important touchpoints at each step of the process as being of high, moderate, or low performance

Touchpoints

Diagnosis confirmation

Financial and medical paperwork

Nursing consultation

Scheduling visit

Pre-payments

Organizing accommodations/travel

Scheduling

Parking/valet

Registration

Finding the right area

Arrival

Waiting area

Consultation

Additional lab and diagnostic testing

Treatment prep

Treatment

Nursing/tech care

Physician care

Inpatient stay

Family support

Visit

Post treatment recovery

Treatment follow-up appointments

Communication with referring physician

Call-backs for assistance

Billing

Follow-up

The Experience Map

Symptoms

Diagnosis

Internet research

Evaluation and selection of healthcare provider

Need

Referral source:

Physician referred

Physician directed

Self-referred

Referral source:

Physician referred

Physician directed

Self-referred

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 of the customer

experience

• 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

empathy

Process

“What is the current experience?”

“How can we make this experience exceptional?”

“How do we deliver a consistent experience?”

“Are we meeting expectations?”

Strategic Questions

Touchpoint inventory

Staff interviews

Patient interviews

Referring physician interviews

Operations/ business processes review

Resources/technology review

Rollout plan

Customer satisfaction

Touchpoint performance

Employee commitment

Operational performance improvement

Activities Experience creation workshop

Implementation planning

Deliverables Touchpoint priority

Day in the Life

Ideal experience map

Touchpoint guidelines

Touchpoint performance dashboard

Experience dashboard

Organizational excellence dashboard

Implementation strategy

Understand Design Deliver Refine

Examples

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

Dashboard Process Overview

Customers provide feedback as part of

their experience

Reports are accessed via Gelb’s secure

portal

Results are tabulated in Gelb’s system in

real-time

Administrators can access the results from

anywhere and, depending on access,

view all results.

Our approach asks for participation in context

of the experience, rather than waiting for an arbitrary date. We

accommodate any interviewing mode.

As soon as results are entered, they are

tabulated. “At-risk” responses are escalated immediately via email.

General SatisfactionCompletely

SatisfiedMostly

Satisfied

Top

TwoSomewhat Satisfied

Not

SatisfiedTOTAL

Quality of the service 28% 59% 87% 12% 1% 100%

Friendliness of the staff 34% 27% 15% 19% 24% 100%

Response time 17% 34% 12% 8% 42% 100%

I felt my needs were met 10% 17% 31% 27% 15% 100%

Professionalism 28% 59% 87% 12% 1% 100%

Customer Experience Dashboard

2008 -Quarter- March March 2006

Survey Results

You are viewing “General Satisfaction” survey responses for March 2008

You are viewing the “Report Card” for Q1-2006

71

75

85

82

60 65 70 75 80 85 90

2002

2003

2004

2005

Overall Satisfaction

Percentage Completely/Mostly Satisfied

Recommend

Percentage Completely/Mostly Satisfied

71

75

85

82

60 65 70 75 80 85 90

2002

2003

2004

2005

Customer Experience Dashboard

2006 Quarter 1 -Month- Q1-2006

Survey Results

You are viewing the “Report Card” for Q1-2006

Year Sample Error

2002 n=684

2003 n=541

2004 n=937

2005 n=937

Year Sample Error

2002 n=684

2003 n=541

2004 n=937

2005 n=937

Emails

Sent

Hits on

Survey

Completed

Surveys

Completion

Rate

Overall

Response

Rate

Q1-2006 640 251 217 80% 31%

Customer Experience Dashboard

Response Rate

You are viewing “Response Rates” for Q1-2006

2006 Quarter 1 -Month- Q1-2006

At Risk Customers Phone Email Status

John Brown 555-5487 [email protected] Resolved

Ken Smith 555-9821 [email protected] In-Progress

Charles Johnson 555-3287 [email protected] Not Contacted

Susan Gray 555-2178 [email protected] Resolved

Jeff Wood 555-2149 [email protected] In-Progress

Customer Experience Dashboard

At Risk Customers

You are viewing “At Risk” customers for Q1-2006

2006 Quarter 1 -Month- Q1-2006

Status Not Contacted

Customer Name John Smith

Company Rig Tech, Inc.

Region North America

Phone 555-6587

Email [email protected]

Survey Date 8/5/06

Overall Satisfaction Not Satisfied

Likely to Recommend Not Likely

What was the worst part of your experience?

My interaction with your sales rep was unprofessional. Your sales staff should really learn to develop their people skills.

You indicated that [company name] performed below average. What specific actions can we take to improve your satisfaction?

Maybe you could hold training on how to interact with customers.

General SatisfactionCompletely

SatisfiedMostly

Satisfied

Top

TwoSomewhat Satisfied

Not

SatisfiedTOTAL

Quality of the service x 100%

Friendliness of the staff x 100%

Response time x 100%

I felt my needs were met x 100%

Customer Experience Dashboard

Survey Results

At Risk customer detail view

< Back to list

2006 Quarter 1 -Month- Q1-2006

Request A Call Customers Phone Email Status

John Brown 555-5487 [email protected] Resolved

Ken Smith 555-9821 [email protected] In-Progress

Charles Johnson 555-3287 [email protected] Not Contacted

Susan Gray 555-2178 [email protected] Resolved

Jeff Wood 555-2149 [email protected] In-Progress

Customer Experience Dashboard

Request a Call

You are viewing “Request A Call” customers for Q1-2006

2006 Quarter 1 -Month- Q1-2006

Benefits of the Dashboard

• A standardized way to elicit feedback from customers

• A volume of responses sufficient for tracking (sample size may vary based on survey process)

• Direct input into questionnaire design, customized to address your needs

• Automatic escalation of dissatisfied customer responses for action

• Ability to compare results across all locations

• Real-time distribution of responses to key internal stakeholders through an online system

• Ability to further refine the Experience Dashboard to incorporate additional metrics (e.g., touchpoint performance)

Case Studies

One of the country’s largest professional employer organizations hired Gelb Consulting to assess the demand for a customized suite of services for a new market segment. Our consultants helped them determine the “ideal customer experience.” Our process included an online survey to optimize a set of key benefits and price points. This information was then translated into a new marketing strategy for this segment. As a result of this effort, the organization now offers on-site human resources management to large clients.

An international cancer center engaged Gelb Consulting to define the ideal patient experience for a new clinical facility. The goal was to ensure high patient satisfaction by creating a patient-focused clinic experience. Through the use of Experience Mapping, administrators and marketers were able to identify and prioritize high importance patient needs. Working with the clinical and marketing teams, we determined how the clinic could meet patient expectations at each stage of their experience.

CONCLUSION

John [email protected]

Gelb Consulting Group, Inc.1011 Highway 6 South, Suite 120Houston, TX 77077+1 281.759.3600www.gelbconsulting.com