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Transforming the Patient Experience to Drive Brand Loyalty

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Transforming the Patient Experience to Drive Brand Loyalty Laurie K. Baedke, FACHE, CMPE President LIFEworks Healthcare Group, Inc. Nebraska Optometric Association ... – PowerPoint PPT presentation

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Title: Transforming the Patient Experience to Drive Brand Loyalty


1
Transforming the Patient Experience to Drive
Brand Loyalty
  • Laurie K. Baedke, FACHE, CMPE
  • President
  • LIFEworks Healthcare Group, Inc.
  • Nebraska Optometric Association Fall Convention
  • September 23, 2011

2
  • Are you proud of the patient experience your
    medical group provides?

3
  • Are you confident that your medical group is the
    provider of choice in your community?

4
  • Does your medical group provide the experience
    you would want for your family members or
    friends?

5
What is a brand?
  • .

6
Engaging the Patient
  • As a result of their various encounters with a
    brand, customers can become emotionally attached
    or engaged with the brand, or more worrisome
    they can become disengaged.

7
Engaging the Patient
  • Customers have relationships with brands they
    use, and these relationships will ebb and flow
    over time based on how companies treat their
    customers.
  • Nurturing loyal customer relationships is
    critically important and has enormous financial
    consequences in tighter economic times.

8
Engaging the Patient
  • Patient relationships can be lasting, but often
    they arent. In part, this is because there are
    an increasing number of competing options, all
    equally attractive (or, at times, equally
    unattractive). Multiple medical groups with
    similar qualifications, locations, technology,
    etc.
  • This all results in me-too marketing with
    me-too brand promises.

9
Engaging the Patient
  • Similarity doesnt produce patient engagement.
  • Similarity produces commodities.

10
Engaging the Patient
  • How prevalent is engagement among U.S. consumers?
    How bonded are U.S. customers to the brands they
    use?
  • In a recent Gallup study, of more than 3,000
    customers across six product and service
    categories, about one in five (21) is fully
    engaged with the brands they use.

11
Engaging the Patient
  • Even more are actively disengaged. More than
    one in four (28) are actively disengaged with
    the brands they use and own.
  • Actively disengaged means that these
    individuals feel no sense of loyalty, exhibit no
    discernable pride in association with the brand,
    they have little trust in the brand or how it
    treats its customers. And, they view the brand
    as replaceable.

12
Engaging the Patient
  • 26 of individuals who purchased a new car in
    the past four years were actively disengaged
    with the brand they own.
  • Active disengagement among buyers of domestic
    U.S. autos is about twice as high (30) as among
    buyers of imports (16).
  • A staggering 43 of past-year domestic flyers
    evidence active disengagement with the airline
    they fly most often.

13
Dollars for Disengagement
  • One hotel chain that Gallup recently studied
    discovered that half (just under 49) of their
    allegedly loyal customers were in fact
    disengaged. These customers, it turns out,
    behaved quite differently than the chains
    engaged customers.
  • The share of business that actively disengaged
    customers gave to the chain was only about half
    (48) of the share that the hotels fully engaged
    customers returned to the chain.
  • Disengagement cost this hotel money about 700
    per customer per year.

14
Dollars for Disengagement
  • Similar evidence was found in studies of
    financial institutions.
  • At one bank, disengaged customers had deposits
    and assets that were 21 lower than those fully
    engaged customers a difference of just over
    8,000 per customer.
  • Add that up over the almost 600,000 actively
    disengaged customers, and thats an enormous
    wasted opportunity.

15
Dollars for Disengagement
  • How does your medical group stack up?
  • How many actively disengaged patients do you
    have?
  • How many fully engaged and loyal patients do you
    have?
  • What is your opportunity cost for allowing
    tolerating disengagement?

16
Achieving Engagement
  • Enduring relationships between a company and a
    consumer have four prerequisites
  • Confidence
  • Integrity
  • Pride
  • Passion
  • These four aspects of the relationship must be
    reinforced wherever, whenever, and however
    companies touch their customers.

17
Achieving Engagement
  • Whereas the core tenet of real estate is
  • LOCATION LOCATION LOCATION,
  • The four Ps of marketing are
  • PRODUCT
  • PLACE
  • PRICE
  • PROMOTION

18
Achieving Engagement
  • However, those four Ps merely represent the tip
    of the relationship building iceberg. The most
    important element of patient loyalty, one that
    leads to long and referral filled futures, is
  • PEOPLE

19
Achieving Engagement
  • The 1 reason to get customer service right in
    healthcare is
  • Its better for the patient
  • Its better for the family
  • Its better quality care
  • Its better for the medical staff
  • Its better for market share
  • Its better for risk management
  • Its better for reimbursement
  • Its better for patient safety

20
Achieving Engagement
  • The 1 reason to get customer service right in
    healthcare is
  • It makes the job easier!!!

21
A Team vs. B Team
  • Are there days when you come to work and see the
    people you are working with and think to
    yourself, Bring it on! Whatever weve got to do
    today, this team of people can make it happen!!

22
A Team vs. B Team
  • A Team Members
  • Positive Team player
  • Proactive Trustworthy
  • Confident Teacher
  • Competent Does whatever it takes
  • Compassionate Has a sense of humor
  • Communicator

23
A Team vs. B Team
  • Are there days when you come to work and see the
    people you are working with and think to
    yourself, Shoot me, shoot me, shoot me! I cant
    work with this person I worked with them
    yesterday!! Who in the world makes the schedule
    around here?

24
A Team vs. B Team
  • B Team Members
  • Negative Administrator Scrooge
  • Reactive Constant complainer
  • Confused Cant do
  • Always surprised Poor communicator
  • Lazy Nurse Ratched
  • Late Dr. Torquemada

25
A Team vs. B Team
  • How many B team members does it take to destroy
    an entire day?

26
A Team vs. B Team
  • The fundamental problem with B team members is
    not that their behaviors create patient
    dissatisfaction (although they clearly and
    predictably do), but that their actions and
    attitudes are systematically demoralizing the
    good work
  • provided by the remainder of the team.
  • If for no other reason, eliminating B team
    behaviors is essential to ensuring that employee
    satisfaction and morale can be maintained at the
    highest possible level under the admittedly
    difficult circumstances faced in medical groups
    today.

27
A Team vs. B Team
  • A team behaviors good customer service high
    employee satisfaction positive patient
    experience
  • B team behaviors bad customer service low
    employee satisfaction negative patient
    experience

28
Case Study

29
Programming Positive Patient Experience
  • Mission
  • Hire right
  • Environment
  • Structure workload
  • Cultivate relationships
  • Provide information
  • Set expectations
  • Service recovery
  • Celebrate successes

30
Goals
  • Goal 1 To make the job easier (the real reason
    to focus on service excellence).
  • Goal 2 To transform the patient experience and
    drive brand loyalty.
  • Goal 3 To help you and your staff realize anew
    that you are engaged in one of the worlds most
    honored professions giving care and comfort to
    those who entrust their life and health to us.

31
The Star Thrower

32
Questions Comments
33
  • Laurie K. Baedke, FACHE, CMPEPresidentLIFEworks
    Healthcare Group, Inc.1150 Westridge
    DriveBlair, NE 68008402.680.3311baedke_at_elifewor
    ks.com www.lauriebaedke.com/blog
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