Professional Documents
Culture Documents
CRM - Case Study Health Care
CRM - Case Study Health Care
Management
1
Agenda
Definition of CRM
Importance of CRM to General Managers
Statistics
Industry leaders
Success stories
Case Study – MU Healthcare System
Best Practices
Lessons Learned
2
CRM – What is it?
3
Importance of CRM to GM’s
CRM can….
Increase customer service levels
Improve efficiency of call centers
Cross-sell products more effectively
Help sales staff close deals quickly
Simplify marketing processes
Increase ROI
http://guide.darwinmag.com/technology/enterprise/crm/index.html?; last accessed September 27, 2004 .
4
Importance of CRM to GM’s
Mello, A., “Watch out for CRM’s hidden costs” October 17, 2001;
http://techupdate.zdnet.com/techupdate/stories/main/0,14179,2818263,00.html; last accessed on
October 29, 2004.
6
CRM Spending
Web Direct
Call Center E-mail Store Fax
Access Sales
Process
Business Intelligence
Improvement
Integrated database
Dyche, J., The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002 8
CRM Targets / Components
Applications
Infrastructure
Transformation
Ref 7, 16, 20 12
CRM Failure
Krass, P., “CRM: Once More, Without Reeling” March 17, 2003;
http://www.cfo.com/article/1,5309,8948/BS/12/4,00.html; last accessed October 15, 2004.
13
CRM Industry Leaders
14
Company Information
Headquarters in San Mateo, California
Founded 1993
5000 employees
2.8 million users at 4,000+ organizations
2003 revenue - $1.35 billion
Strategy
“CRM for Everyone” – CRM software solutions for any kind of organization, any type of user, and any budget
Product Offerings
Siebel Business Analytics
Siebel On Demand
Siebel Sales
Siebel Professional
15
Company Information
Headquarters in Pleasanton, California
Founded 1987
12,000 employees
Serving 12,200 organizations
2003 revenue - $2.3 billion
Strategy
Flexible and adaptable business solutions
Product Offerings
PeopleSoft Enterprise
PeopleSoft Enterprise One
PeopleSoft World
18
CRM and Electronic Medical
Records (EMR)
Goodhue, D. L., Wixon B. H., and Watson, H. J., “Realizing Business Benefits Through CRM: Hitting the Right Target In
The Right Way” MIS Quarterly Executive, Vol. 1, 2, 2002, pp. 79-96
19
Need for EMR
21
National Agenda for EMR
22
Electronic Medical Records
23
Electronic Medical Records
(EMR)
24
Case Study
MU Healthcare System
25
26
Case Study
27
MU School of Medicine
28
MU School of Medicine (SOM)
DEAN
Associate Deans
Chairpersons of Basic Science Departments
Chairpersons of Clinical Departments (Medicine,
General Surgery, Obstetrics and Gynecology,
Pediatrics, Family Medicine…)
UNIVERSITY PHYSICIANS
29
University Physicians
Headcount:
UP: 635 (370 physicians + 265 staff)
IT: 22 or 3.5% of total UP headcount
Budget:
UP ‘s revenue: 110 M
IT services: 2.7 M or 2.5% of revenue
Electronic medical records (EMR)
IDX system: scheduling and billing
30
MU Health Care
EXECUTIVE DIRECTOR
CIO, CFO
Hospital Directors
UNIVERSITY HOSPITAL
COLUMBIA REGIONAL HOSPITAL
CLINICS
31
University Hospital
32
University Hospital
33
34
Columbia Regional Hospital
Headcount:
MU Health Care: 5700 employees
ITS: 108 or 1.9% of the total headcount
Budget:
MU Health Care: 620 M
ITS:
13.5 M or about 2.2% of the total revenue
50% of budget for personnel
50% of budget for hardware, software and outside supporting services
Total beds: 522
Total in-patients served: 18009
Total out-patient visits: 544,395
36
MU Health Care System
Customers:
Health care providers: physicians
Patients
Electronic clinical information is the
organization’s effort to recruit and retain
customers.
Operational efficiency
Improved quality of care
37
MU HEALTH CARE
SYSTEM
38
MILESTONE
DEVELOPMENTS
39
CERNER RELATIONSHIP
December 2001
Technology fees, traditionally referred to as
“licensing and support”
Consulting (implementation) fees – pay as you
go
September 2003
Outside consultants to renegotiate the contract
40
CERNER CORPORATION
Founded in 1979
Headquartered in Kansas City
Leading supplier of healthcare information
technology, with more than 5,273 associates
and 1,500 clients worldwide.
In 2003, it had a revenue of $839.6 million
and net income of $42.8 million.
41
CERNER CORPORATION
42
ELECTRONIC MEDICAL
RECORDS
The cost of converting paper medical records
to electronic medical records is $10,000 –
30,000 per physician.
The cost of electronic clinical information is
between $50 M – $100 M for health care
system of 2- 3 hospitals
L. Kowalczyk, Global Staff
M. K McGee, Informationweek.com
43
EMR’s Progress
2002
The projects was launched but progress was
impaired by concerns about MU Health Care
System’s fiscal situation.
9/2003
The project was reactivated on an accelerated
time frame.
44
Patients' Medical Information
Clinics
45
Patients’ Medical Information
Hospitals
46
Patients’ Medical Information
Hospitals
Subsequent visits:
Progress notes: medical students, residents and
attending physicians
Physicians’ orders
Nursing notes: vital signs and assessment
47
Traditional Medical Information
Drawbacks
Important clinical information is not timely
available:
outpatient information is not available when the patient is
admitted to the hospital
Consultations
Inefficiency:
Duplication of effort
Time consuming
Illegible records
Missing medical records
48
HCFA
Compliance
Student Student
Policies JCAHO
Computer
49
Hospital Clinical Information System
UH CRH
Medical records Cerner HBOC
Orders Cerner HBOC
Materials management Procure IMMS
Clinical pathology ALG (UH only) ALG (CRH only)
Anatomic pathology CoPath M Western star
Pharmacy Pharmakon HBOC
Operating room SurgiServ ORSOS
Radiology MARS HBOC
Cardiac cath lab Whitt (UH only) Whitt (CRH only)
50
Accomplished Projects
52
Current Projects
2004
Pharmacy system – UH – complete
Operating Room Management system – UH
Replacing:
Radiology system - UH/CRH
Anatomic pathology system - UH/CRH
Clinical pathology system - UH/CRH
Blood bank system - UH/CRH
Physician and nursing documentation on-line for in-
patent documentation
“Power Chart office” in the clinics
53
EMR Program’s Goals
financial performance
54
EMR’s BENEFITS
55
What are medical errors?
56
Complex Nature of Medical
Care
ICU study
Average of 178 “activities” per patient per
day
99% proficiency rate means 1.7 errors per
patient per day
Even 99.9% may not be safe enough
57
Latent Errors in System Design
59
The Work of Providers
60
Information Processing
61
Information processing
ORDERS HANDWRITTEN
0:02min Doctor writes order
0:33 Average until unit secretary enters order
0:11 Unit secretary enters order
0:34 Average until nurse begins to verify order
0:06 Nurse verifies order
1:26 Pharmacy receives order
ORDERS GENERATED ONLINE
0:03 Doctor writes order/Pharmacy receives order
65
Documentation
66
Credibility of Medical Records
67
Physician Documentation
68
Plan of Care
69
Physicians and Information:
Knowledge at the Point of Care
On-line resources
Structured documentation
Order sets
Alerts & reminders
Continuous Quality & Safety Improvement
70
71
Health Insurance Portability and
Accountability Act (HIPAA)
72
Benefits of EMR
Ref 3, 4, 5, 6 73
Benefits of EMR
Ref 3, 4, 5, 6 74
CRM Strategy
Ref. 26 75
CRM Best
Practices
76
Best Practices
Vision / Strategy
Know your Customer
Differentiate
Technology – data requirements
Metrics
Monitor
Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
77
Vision / Strategy
Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
79
Technology – data requirements
Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
80
Metrics
Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
81
Monitor
Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
82
Lessons Learned
Spitz, Keith. “Lessons Learned by a CRM Veteran.” Computerworld. Sep 20, 2004. Vol. 38, p. 26
83
The Future of CRM
84
Questions
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? 85
References
1. Goodhue, D. L., Wixon B. H., and Watson, H. J., “Realizing Business Benefits Through CRM: Hitting the Right
Target In The Right Way” MIS Quarterly Executive, Vol. 1, 2, 2002, pp. 79-96.
2. Swift, Ronald S., “Executive Response: CRM is Changing Our Eras, the Information we Require, and our
Processes” MIS Quarterly Executive, Vol 1, 2, 2002, pp.95-96.
3. Chin, Tyler, “Data Mining,” American Medical News, Vol 46, p. 19.
4. Swartz, Nikki, “Doctors, Hospitals Advised to Keep Records Electronically” Information Management Journal,
Vol 38, 1, 2004, p.9.
5. Swartz, Nikki, “A Prescription for Electronic Health Records” Information Management Journal, Vol 38, 4, 2004,
p.20-22.
6. Finkelstein, Joel B., “Health IT chief: Public-private partnership needed for EMRs” American Medical News, Vol
47, 28, pp. 5-6.
7. Pastore, Michael, “CRM Spending Increases Despite Myriad of Market Players,” November 2, 2000;
http://www.clickz.com/stats/big_picture/hardware/article.php/5921_502171; last accessed on October 11, 2004.
8. http://www.crmtrends.com/crm.html; last accessed October 28, 2004.
9. McGovern, Todd and Panaro, Joseph. “The Human Side of Customer Relationship Management” Benefits
Quarterly, Vol. 20, 3, 2004, pp. 26-33.
10. Powers, Thomas L., and Bendall, Dawn. “The Influence of Time on Changes in Health Status and Patient
Satisfaction”. Health Care Management Review. Jul-Sep 2004. Vol. 29, 3; pp. 240-248.
11. Vandermerwe, Sandra. “Achieving Deep Customer Focus,” MIT Sloan Management Review. Spring 2004. Vol. 45,
3; pp. 26-34.
12. Mello, A., “Watch out for CRM’s hidden costs” October 17, 2001;
http://techupdate.zdnet.com/techupdate/stories/main/0,14179,2818263,00.html; last accessed on October 29, 2004.
86
References
13. Miller, Robert H. and Sim, Ida. “Physicians’ Use of Electronic Medical Records: Barriers and Solutions.” Health
Affairs: Mar/Apr 2004. Vol. 23, 2; p.p. 116-126.
14. Krass, P., “CRM: Once More, Without Reeling” March 17, 2003;
http://www.cfo.com/article/1,5309,8948/BS/12/4,00.html; last accessed October 15, 2004.
15. .
16. http://www.peoplesoft.com; last accessed October 17, 2004.
17. http://www.sap.com; last accessed October 17, 2004.
18. http://www.onyx.com; last accessed October 17, 2004.
19. http://www.amdocs.com; last accessed October 17, 2004.
20. http://siebel.com; last accessed October 17, 2004.
21. Spitz, Keith. “Lessons Learned by a CRM Veteran.” Computerworld. Sep 20, 2004. Vol. 38, p. 26.
22. Bleicher, Paul. “An Imposing Change.” Pharmaceutical Executive. Jun 2004. p.p. 26-30.
23. Lipscomb, Darrin, “Making the Case for Customer Relationship Management” CRM Guru, April 12, 2004;
http://www.crmguru.com/articles/2004/Making the Case for Customer Relationship Management; last accessed
October 15, 2004.
24. “Making the most of CRM” http://www.pharmafile.com/pharmafocus/Features/feature.asp?fID=357&m=7; last
accessed October 12, 2004
25. http://guide.darwinmag.com/technology/enterprise/crm/index.html?; last accessed September 27, 2004.
26. Nelson, Scott, “Eight Building Blocks of CRM” Gartner Group, June 19, 2003;
http://www2.cio.com/analyst/report1483.html; last accessed October 25, 2004.
27. Nancarrow, Clive and Rees, Sharon and Stone, Merlin, “New Directions in Customer Research and the Issue of
Ownership: A Marketing Research Viewpoint,” Journal of Database Marketing, Vol. 11, 1, 2003, pg. 26.
28. Dyche, J., The CRM Guide to Customer Relationship Management, Addison-Wesley, Boston, 2002
87
References
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