Experience Mapping

Fuel for Your Marketing Organization

Our Healthcare Experience

• Surveys Say…Experience Matters
• Healthcare is Coming Along • How Can You Put This in Action

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

Satisfaction = Profits

There is a positive correlation between corporate performance and satisfaction

Fornell, Mithas, Morgeson III, & Krishnan, Journal of Marketing, 2006

Even Starbucks Gets Back to Basics
• Closes approximately 600 underperforming companyowned 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)

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

…And The Experience is Holistic Companies stage an experience when they engage customers in a memorable way

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”

…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

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

• 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."

We Have Some Resources…
• 96.8% on-going patient satisfaction survey
• 4% market research • 8% employee survey

• 36% advertising

SHSMD By the Numbers, 2008

…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

…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

Volume and Experience

To increase patient volume… You need patients and physicians who become advocates… Because they are enthusiastic about an exceptional experience

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

Personal Interactions


Physical Environments

Experience Management
Monitor Understand Design Implement

Understand Strategic Questions “What is the current experience?”
Touchpoint inventory Staff interviews Patient interviews Physician interviews

Design “How can we make this experience exceptional?”
Experience creation workshop Implementation planning

Implement “How will we deliver a consistent experience?”
Operations/ business processes review Resources/technology review Rollout plan

Monitor “Are we meeting expectations?”
Customer satisfaction Touchpoint performance Employee commitment Operational performance improvement Touchpoint performance dashboard Experience dashboard Organizational excellence dashboard



Touchpoint priority Day in the Life

Ideal experience map Touchpoint guidelines

Implementation strategy

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

The Experience Map
Need Scheduling Arrival Visit Follow-up

Symptoms Diagnosis Internet research Evaluation and selection of healthcare provider

Diagnosis confirmation Financial and medical paperwork Nursing consultation Scheduling visit Pre-payments Organizing accommodations/travel

Parking/valet Registration Finding the right area

Waiting area Consultation Additional lab and diagnostic testing Treatment prep Treatment Nursing/tech care Physician care Inpatient stay Family support

Post treatment recovery Treatment followup appointments Communication with referring physician Call-backs for assistance Billing

Referral source:

Physician referred
Physician directed Self-referred





• 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

Sample Discussion Areas
• Decision criteria
• Involvement versus Influence • Expectations

• Sources of anxiety
• Areas of praise • Experience conclusion

• Web
• Patient education • Physician relations

• Facility design
• Auxiliary - MDACC • Advertising - UM

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.

Touchpoint Performance


Day in the Life

Monitor Understand Implement


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

Action Plan




Process Overview
Customers Provide Feedback as Part of their Experience Results are tabulated in Gelb’s system in real-time

Reports are accessed via Gelb’s secure portal

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.

Administrators can access the results from anywhere and, depending on access, view all results.

Customer Experience Dashboard


Quarter 1



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

Overall Satisfaction
2005 2004 2003 2002 60 65 70 71 75 80 85 90 75 82 85

Sample Error n=684 n=541 n=937 n=937

2002 2003 2004 2005

Percentage Completely/Mostly Satisfied

You are viewing the “Report Card” for Q1-2006
2005 2004 2003 2002 60 65 70 71 75 80 85 90 75 82 85

Year 2002 2003

Sample Error n=684 n=541



Percentage Completely/Mostly Satisfied

Customer Experience Dashboard


Quarter 1



Survey Results
At Risk customer detail view Not Contacted

< Back to list
Customer Name Company John Smith Rig Tech, Inc. North America 555-6587 Jsmith@Rtech.com


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.

Phone Email Survey Date Overall Satisfaction Likely to Recommend

Not Satisfied Not Likely

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 Satisfaction Quality of the service Friendliness of the staff Response time

Completely Satisfied x

Mostly Satisfied

Top Two

Not Somewhat Satisfied Satisfied

TOTAL 100%

x x

100% 100%

I felt my needs were met



Gaining Commitment
• Find pain point that can be acted on
– Cross cutting – Service line – Audience

• Benchmarking • Scavenger Hunt

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

 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

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.

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

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

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.

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 coworker 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.

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.

About Gelb

An Overview
Gelb helps organizations maximize their potential

Our collaborative and insight-driven approach ensures clarity of purpose and focus for action

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.

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

John McKeever, jmckeever@gelbconsulting.com 800-846-4051 x22 Gelb Consulting Group, Inc. 1011 Highway 6 South, Suite 120 Houston, TX 77077 281-759-3600


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