healthcare capabilities
DESCRIPTION
We understand the nuances of healthcare having worked with some of the largest and most respected organizations in the country. Our healthcare marketing professionals lead stakeholders to make best use of market information to build and execute sound marketing strategies.Our approaches recognize the unique relationships between referring physicians, faculty, staff, patients, families, business leaders, and donors. We uncover attitudes and expectations to develop a common understanding of the current situation and form consensus around which opportunities to pursue.TRANSCRIPT
Gelb Consulting Group An Endeavor Management Company
Healthcare Capabilities Review
www.endeavormgmt.com/healthcare
PAGE 2
Contents
Background Philosophy Healthcare Capabilities
• Experience Management
• Culture Design
• Brand Management
• Strategic Marketing Planning
• Performance Dashboards
About Us
BACKGROUND
1
PAGE 4
Our Experience
We work with other nationally-recognized Institutions:
• 5 “Honor Roll” institutions
• 3 out of the top 5 cancer programs
• 2 out of the top 4 pediatric hospitals
National Benchmarking Studies:
• Patient experience management
• Marketing practices
• Physician relations programs
• International programs
Barnes-Jewish Hospital
Cleveland Clinic
Cincinnati Children’s Hospital
Duke Medicine
Froedtert Health
Mayo Clinic
MD Anderson Cancer Center
Memorial Sloan Kettering
Menninger Clinic
Texas Children’s Hospital
The Ohio State University
University of Colorado
University of Michigan
University of Chicago
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Deep Knowledge in Healthcare We understand the nuances of healthcare having worked with some of the largest and
most respected organizations in the country. Our healthcare marketing professionals lead
stakeholders to make best use of market information to build and execute sound marketing
strategies.
Our approaches recognize the unique relationships between referring physicians, faculty,
staff, patients, families, business leaders, and donors. We uncover attitudes and
expectations to develop a common understanding of the current situation and form
consensus around which opportunities to pursue.
Among the most frequent requests made of Gelb:
• Assess and improve patient or physician experiences to
increase market share
• Monitor the patient experience for immediate service
recovery with an experience dashboard
• Build a healthcare brand that’s an asset of increasing value
• Define marketing strategies to get ahead of the competition
• Develop and commercialize new products and services
• Demonstrate marketing performance through brand
dashboards
50% of our clients are in healthcare,
mainly academic medical centers
PAGE 6
Market Knowledge
Our strategic planning processes maximizes the
value of your existing market information and
marketing research.
We describe market segments and identify
opportunities. By creating market segment
profiles, we can lead your team through a series of
discussions to prioritize those segments based on
your business strengths and the attractiveness of
the segment.
We then provide recommendations, based on our
knowledge of the market segments, as to how to
best influence selection decisions.
We have surveyed several thousand
referring physicians and patients
about healthcare brands, experience
and services
PAGE 7
Red Zone Management
The Playbook for today’s troubled
business environment…when all
businesses find themselves in the Red
Zone. The Principles of Red Zone
Management clearly spell out the proven
management roadmap for making
changes during these turbulent times.
Change is the Rule
This book is considered by many
to be the most useful and practical
explanation of how changes are
managed in the modern
organization.
Thought Revolution
Demonstrates how to tap into the right
brain – the place where intuition and
creativity exist – in a simple, easy and
dramatic fashion.
Change Management Toolkit
Purchased by more than 200 firms for
use in guiding their Change
Management projects. Including
detailed, proven and tested tools and
templates to ensure change success.
Thought Leadership
PAGE 8
Strategic Issues
How do I improve my ability
to execute?
How do I sustain or
increase growth?
Should I enter new
markets?
How do I transition
from my current
strategy to a new
one?
How do I grow
customer
relationships?
How do I improve
operational efficiency?
How do I successfully
deploy technology for
stronger business
performance?
How do I remake our
organization into a
continually innovating one?
How do I find, attract, keep
and motivate talent to
create a competitive
advantage?
How do I renew our
organization after a
dramatic downturn?
How do I make our business
more resilient to new or
unpredictable
risks/sustainability?
How do I strengthen
our competitive
position?
OUR PHILOSOPHY
2
PAGE 10
Overview
We believe that ordinary people can accomplish extraordinary results when
they share a passion for a common goal and have executive support along with
the resources necessary to plan and pursue their objectives.
We are committed to serving our clients by accomplishing goals and achieving
results that set them apart in their market.
We provide the necessary expertise and support to serve as a catalyst for your
teams to confidently architect and implement innovative yet practical solutions
to your strategic business challenges.
PAGE 11
Realizing Value from Strategic Transformation
PAGE 12
Today’s
Business
Model
Future
Business
Model
Experience Management
Culture Design
Operations
Strategic Marketing
The Red Zone
Transformations Move through Red Zones
Our experience indicates that organizations go through
a transformational growth curve; a lifecycle through
which each moves based on its ability to define the
desired future state, motivate the workforce to share
the vision, energize activities to achieve success
quickly and provide support systems to stay the course.
We call these transitory states Red Zones.
PAGE 13
Today’s
Business
Model
Future
Business
Model
The Red Zone
Red Zones Require Concurrent Action
Run
Employees Transformational
Leaders
Managers
“We must continue doing
business today while
simultaneously changing
the way we do business.”
HEALTHCARE CAPABILITIES
3
PAGE 15
Healthcare Capabilities
Experience
Management
Culture Design
Brand Management
Strategic Marketing
Planning
Performance
Dashboards
EXPERIENCE
MANAGEMENT
3.1
PAGE 17
Experience Management
Experience Management Tools:
•Experience Mapping
•Persona Development
•Decision Factors
•Contact Center Review
•Experience Design
•Target Operating Model
When you provide exceptional experiences,
increased advocacy and revenues are your
reward.
We recognize the difference between loyalty
(customers recommend you when asked) and
enchantment (the highest order of advocacy –
customers become part of making your
business a success).
We have developed unique methods to
demonstrate how each interaction with you
impacts customer experiences.
PAGE 18
Enchantment Requires Alignment
Culture and your brand promise are
linked through the experience delivered.
Leaders translate customer
expectations to the organization and
reinforce desired employee behaviors.
This alignment creates an exceptional
experience and a sustainable
competitive advantage
We call this desired state
enchantment.
EXPERIENCE
EXPECTED BEHAVIORS
Cultural
Alignment
Transformational
Leadership
Brand
Promise
PAGE 19
How Enchantment is Different
Satisfied and might use again
• Will recommend you if asked
• But won’t give you a second chance
• Have minimum investment in your future
• See you as a choice among many
Loyal Customers Raving Fans and Spread the Word
• Go out of their way to recommend you
• They forgive you for missteps
• Demonstrate a strong commitment
• They are part of your future
Enchanted Customers
PAGE 20
Experience Mapping
• Opportunities to positively influence referral and choice are often developed outside of actual treatment – from how physicians/patients perceive you and how they make choices
• Intimate knowledge of their experience is essential for making key strategic decisions around the facility, processes and services offered
• Experience mapping increases your understanding and ability to fulfill both functional needs and emotional needs, build stronger relationships and create advocates
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Persona Development
• Uncover the goals, behaviors and needs of your patients and physicians
• When diverse segments are studied, the personae of each segment is assessed and outlined based on their direct input
• Verbatim comments and data are aggregated to determine attitudes to reinforce and attitudes to overcome in order to maximize opportunities
• This insight provides a rich understanding of who you influence and serve
Specialist
Primary Care
PAGE 22
Chooser
Decision Factors
Assisted
Chooser Non – Chooser
Patient Requests
Patient Chose With
Physician Input
Patient
Accepts Patient
Requests
Alternative
Referral
Doctor Refers
• Quantify the influences over patients for better use of resources
• Determine patient willingness to travel and what is in the considered set for
different types of patients
• Gauge how frequently patient insurance coverage impacts where a patient will
go and what factors influence their decisions to circumvent existing pathways
PAGE 23
Contact Center Review
Job Design
Sourcing
and
Screening
Employee
Retention
Employee
Compensation
• Designing the right positions to meet customer expectations
• Structuring the optimal organization and reporting structure to help your business
run smoothly and cost-effectively
• Defining the necessary skill sets to fill your key positions
• Identifying the right way to reach the employees you need
• Determining the right questions when screening applicants
• Ensuring the appropriate salary levels for your employees
• Creating bonus structures and plans that motivate and reward performance
• Identifying what matters to your employees
• Defining the right strategies to create an environment that motivates and retains your
best employees
PAGE 24
Competitive Pressure
Satisfied
Performance
Needs
Enchanted
High
Satisfaction
Dissatisfaction
Experience Design
Quality
The Kano model shows how tangible customer needs, wants, and suggestions can be segregated into 3 separate requirement categories:
Basic Requirements
Meet these requirements quickly and
with the lowest cost possible
Performance Requirements
Selectively meet these requirements to
achieve highest ROI
Enchantment Requirements
Meet these requirements to achieve
elite status
Enchantment Needs
Unexpected and unspoken,
adds value but not required
Basic Needs
Expected, minimum
requirements
communication coordination care
PAGE 25
Target Operating Model
The Target Operating Model Storyboard enables:
•Business identification of what they need to do to prepare for the changes
•Visibility of projects “fitting” together
•Identification of “hotspots” & overlapping of projects
•Preview of resource demands as projects roll out
FOM Marketing
Front Office
Planning Trading Mov ing and
Tracking Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
Mid Office
Back Office
2014 Marketing
Front Office
Planning Trading Mov ing and
Tracking Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
Mid Office
Back Office
2013 Marketing
Front Office
Planning Trading Mov ing and
Tracking Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
Mid Office
Back Office
2012 Marketing
Front Office
Planning Trading Mov ing and
Tracking Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
Mid Office
Back Office
COM Marketing
Front Office
Planning Trading Mov ing and
Tracking Settling
Controlling
Trading
Controlling the
Business
Managing the
Business
Mid Office
Back Office
The outcome is business
confidence that the
projects support the
business strategy
COM = Current Operating Model
FOM = Future Operating Model
CULTURE DESIGN
3.2
PAGE 27
Organizational Culture
• Your culture is an expression of your brand.
• It is deeply intertwined with the customer experience and often described as “How we do things around here” and “How we really do things around here.”
• This can be a source of strength for growth or a constraint on strategy and change.
Culture Design Tools:
•Benchmarking
•Measuring and Evaluating Culture
•Understanding the Employee Experience
•Transformational Leadership
PAGE 28
Cultural Design Methodology
enable
energize
engage
envision 1. Create a common
cultural framework 2. Establish cultural baseline
3. Define and design future culture
4. Identify and prioritize critical culture change solutions
5. Define enterprise cultural transition strategy
6. Define and execute cultural transition initiatives and celebrate success
8. Provide leadership development for cultural stewardship
7. Measure cultural change progress and provide ongoing feedback
PAGE 29
Assess Maturity through Benchmarking
PAGE 30
Our research tools are designed to determine the relative effectiveness and
value of organizational cultural change and transformation initiatives.
Measure Culture
Cultural measurement and evaluation involves assessing the cultural enablers
and barriers of specific change initiatives. This information can be used to
measure drivers of culture (programs, strategies, activities or tactics), impact of
culture (perceptions/attitudes) and outcomes of change of initiatives against a
predetermined set of objectives.
Evaluate Culture Evolution and it’s Impact
In the long-term, organizational culture evaluation involves assessing the
evolution of culture over time and the success or failure of broader
transformational efforts.
Questions we seek to answer:
• Will the cultural transformational efforts initiated actually have an effect in moving
culture in the right direction and, if so, how can we support and document that from
a research perspective?
• Will the activities we implement actually change what people know, what they think
and feel, and how they actually act?
• What impact will culture change initiatives have in supporting strategy and changing
culture over the long term?
Measuring and Evaluating Culture
Structure
Process
People
PAGE 31
Through the use of the SLOCI and our discovery framework, we can deconstruct culture and distill the
organizational drivers that have the strongest impact on shared assumptions while identifying the resultant
individual behaviors. Our integrated assessment approach probes:
CULTURAL DRIVERS
DESIRED ATTITUDES
DESIRED BEHAVIOR
What activities, systems and processes does
the organization currently have in place that
impact culture?
What specific culture change programs are
currently in place and how effective are
they?
ORGANIZATION How does the organization’s current activities,
systems and process affect the shared
attitudes and perceptions of the individuals?
What are the attitudinal change points that
create or reinforce shared
assumptions/perceptions?
SHARED ASSUMPTIONS How do shared assumptions affect individual
behavior and performance?
What mechanisms or levers can be utilized
to impact individual behavior and
performance?
INDIVIDUAL BEHAVIOR
Discovery Framework
PAGE 32
Understanding the Employee Experience
Discovers hidden assumptions and attitudinal
change points using data to probe:
• What people say (their verbal expressions)
• What they know and think (their mental or
cognitive predispositions)
• What they feel (their emotions)
• How they're inclined to act (their
motivational or drive tendencies)
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Transformational Leadership
We recognize that most managers possess many of the skills and behaviors required, but it is often the case there are leadership developmental needs to successfully apply such. Leadership development is an important component in business strategy, as well as a risk management issue at the executive level. Each year, corporations launch mission-critical projects involving millions of dollars in capital investments plus significant requirements for project-savvy human capital. Preparing people to succeed in executing their designated roles is a critical success factor for all strategic projects. We have certified coaches to perform this task.
BRAND
MANAGEMENT
3.3
PAGE 35
Brand Management
• Customers move toward brands they find trustworthy – expressing a promise they understand and value.
• A trusted brand is one that your customers, employees and other stakeholders will enthusiastically recommend to others.
• Our brand strategy design approach focuses on a thorough understanding of market perceptions, identifying opportunities for growth, and developing effective ways manage all brand touchpoints to achieve brand trust.
Brand Management Tools:
•Measuring Brand Equity
•Brand Tracker
•Campaign Evaluation
•Affiliation Branding
•Message Mapping
•Engagement Mapping
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Measuring and Strengthening Brand Equity
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 Preference (CV + CD + CE)
300
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
PAGE 37
Measurement System
Brand Tracker Campaign
Evaluation Affiliation Branding
What Does It Do?
Tracks brand equity
among consumers
over time
Looks at a particular
media execution in a
specific market
Analyzes co-brands,
parent brands, sub-
brands & partnerships
What Is It For?
Benchmarking vs.
competition, brand
health monitoring,
goal setting
Evaluating the lift and
impact of a marketing
program
Determining the value
added by each
element of a
compound brand
When Does It
Happen?
Continuous tracking,
typically either
monthly or quarterly
reads
“Pre/Post” reads of a
market just before and
during or just after a
media investment
A single point in time
PAGE 38
Message Mapping
We facilitate a session to gather for
collective thinking regarding key
elements of the message map as
noted.
Messages will be driven by the brand
strategy, but serve of the purpose of
reinforcing key initiatives.
Activities will include introduction and
purpose, brief of research conducted,
create master message map, identify
key touchpoints and organize action
items (if any) for the group.
How they see us
today
How we want
them to see us
How we will
convince them
Decision Drivers
Attitudes to
Overcome
Attitudes to
Reinforce
Positioning concept
Primary
Differentiating
Messages
Reasons to Believe
Aligned Messaging
Touchpoint
Management
PAGE 39
Engagement Mapping
We identify key touchpoints through which to reinforce your brand promise. This discipline will assist in building the business case for investments in key communications and program development. In addition, it continually reinforces that this type of brand management is not only a marketing activity, but is reflected in every interaction. These are then translated into your longer term program and will be measured in the future.
Brand
PAGE 40
BrandHub A Healthcare Brand Management System
BrandActive has adapted its leading
brand management system,
BrandHub, to create a solution with a
functional set, workflows, and a user
interface tailored to the unique needs
of hospitals and healthcare systems –
all supported by a business case for
change.
It’s simple to implement and manage
– while remaining flexible and
adaptive – meaning it will get adopted,
get used, and remain relevant.
•Online guidelines, specifications, and technical drawings
•Enterprise leading digital asset management
•Collaboration, online proofing/mark-up, and approvals
•Online templates and web2print
•Project management and campaign management
•Physical asset management and vendor integration/control
•As much control as you wish over site layout, content, and admin
STRATEGIC
MARKETING
PLANNING
3.4
PAGE 42
Strategic Marketing Planning
• Strategic planning represents a deep, holistic look at your organization’s ambitions.
• Strategic planning serves as the foundation for achieving growth goals and a strong portfolio strategy to improve, change and grow.
• We work closely with team to challenge existing assumptions, define objectives and build an actionable plan.
• We help you decide where to focus, where to compete and how to allocate resources.
Strategic Marketing
Planning Tools:
•Growth PlayBook
•Vision Mapping
•Marketing Benchmarking
•Segmentation
•Concept Development
•Concept Assessment/Positioning
•Site Analysis
•Alternative Analysis
PAGE 43
Growth PlayBook
The Growth PlayBook is our strategic
marketing planning tool that provides focus
for business priorities and segments.
It is intended to capture information about
the market, document strategic objectives,
prioritize opportunities, and develop launch
plans specific to your company and
industry.
A Growth PlayBook can be used during
product launch, market expansion, brand
launch or as part of an annual
strategic marketing process.
PAGE 44
Vision Mapping
Who do we want our CUSTOMERS to
be?
“Is our target market changing shape?”
Who will our OTHER STAKEHOLDERS
be?
Where do we want to stand in relation to
our COMPETITORS?
How de we want to ORGANIZE the
breakdown of our activities?
What SKILLS & TECHNOLOGIES will we
need?
What PRODUCTS/SERVICES do we want to
sell or offer?
What level of FINANCIAL VIABILITY/
GROWTH do we wish to achieve?
How do we want to behave towards our
STAFF?
How do we want to be perceived by
our CUSTOMERS?
WHERE do we want to sell?
“How powerful and compatible will our other stakeholders be?”
“How will we coordinate and control what we do?”
“What level of flexibility do we want?”
“What will be our competitive strategy?”
“How different will our products and services be from our competitors?”
“What will be important to us as an organization?”
“What public responsibilities do we want?”
“What kind of returns are acceptable?”
“How important will a geographic focus be?”
PAGE 45
Marketing Performance Benchmarking
Our Sales and Marketing Readiness
Assessment and Resource Tool (SMART)
uses best practice benchmarking, derived
from academic research and established
maturity models, as a frame to determine
current and desired states
Within each key area, we rate the client’s
capabilities
• Senior Leadership
• Business Strategy
• Marketing
• Physician Strategy
• Service Delivery
Scores on the left (1-2) represent the
greatest opportunity for improvement, while
scores on the right (3-4) indicate good
performance in that particularly capability
PAGE 46
Market Segmentation
Through primary and secondary research, we
support marketing teams to identify and
prioritize market segments.
What are the potential segments?
What are their key buying factors?
What is their buying process?
What types of products/services do they buy?
What key needs do they have? (satisfied or not)
What is their business strategy? (e.g.,
leadership)
What are the segment sizes?
What are our corresponding business strengths?
Demographics
Psychographics
Behaviors
Attitudes
PAGE 47
Product / Service Concept Development
Our proven methodology for the development of
product concepts provides a process to transform a
loose affiliation of ideas to a well-defined, testable
concept.
Our concept development techniques include: • Ideation, Brainstorming, Force Field Analysis, SCAMPER
• Process / Experience Mapping for Needs Identification
• Competitive Analysis and Analogs
• Product Concept Design Criteria
• Design of Sustainable Ideation Techniques based on
Benchmarking
We employ a variety of research techniques to refine,
test and validate a concept, some of which include: • Qualitative interviews
• Lead user interviews
• Contextual observation
• Conjoint analysis for feature optimization
• Concept testing with or without pricing
PAGE 48
Concept Assessment and Positioning
We utilize “gold standard” research techniques to assess concepts to determine appeal,
purchase intent and identify attractive market segments.
Our tools include:
We use a market simulator that captures trade-offs between price, features, benefits, and
brand. To This will help identify relevant product/service benefits and points of differentiation
relative to specific market segments,
• Discrete choice modeling
• Relevance, value, uniqueness
• Fit with brand measurement
• Maximum difference scaling
• Price-sensitivity modeling
• Market simulator to identify attractive market
segments
• Immersion techniques with simulated models or
physical demonstrations
PAGE 49
Site Analysis
•Use census information to develop market insight • Demographics (meeting your segment criteria)
• Number of competitors in area
• Growth of population
• Disease incidence
• Traffic patterns
•Regress the current patient volumes against these criteria
for existing locations • Helpful to have satellites in place
• Weight the criteria
• Among these data, what is highly correlated with current success
(to narrow list)
•Estimate the volume, update the model • Site modeling will provide an estimated as to expected volumes
based on previous experience
• Can help when choosing among locations or setting targets
•Can also use this to determine best referral opportunities
Source: AnySite
PAGE 50
Alternatives Analysis
Strategic decision process to structure a decision
and analytically compare alternatives under
uncertainty to select a recommended strategy
Inputs from previous steps will be used to frame
the strategy, create alternatives, and identify
sources of risk
This process:
• Involves implementers in the strategic decision
• Uses analysis to focus brainstorming on key
issues to mitigate risk and realize upside value
• Evaluates trade-offs between added resources
and value
• Is utilized to help make major implementation
decisions
PERFORMANCE
DASHBOARDS
3.5
PAGE 52
Performance Dashboards
• Data is important, but the key to success is what you do with your information.
• We have pioneered the active monitoring of the metrics that drive real-time business decisions and demonstrate the return on your investments.
• We work with you to design information capture tools that align with existing workflows to guide better decision making and realize better results.
Performance Dashboard Tools:
•Experience Dashboard
•Culture Dashboard
•Customer Insights Dashboard
PAGE 53
Data
Information
Knowledge
Action -- Profitable
-- Useful
-- Educational
-- Interesting
Translates Data into Action
PAGE 54
Experience Dashboard
Real-time feedback for service recovery
Measures key interactions such as:
• Call center performance
• Marketing campaign impact
• Physician referral process
• Patient satisfaction
• Donor / development
Replaces periodic surveys to put
measure in context of the experience
Results in better feedback, actionable results
PAGE 55
Culture Dashboard Schweiger-Larkey Organizational Culture Index
We bring highly engaging, next generation
culture change methods to bridge the gap
between strategy, leadership and
behavior.
How we differ:
• We Incorporate an internal and external
view of corporate culture
• We use experience mapping to perform a
deep level of analysis and undercover tacit
assumptions and unspoken rules
• We monitor culture change in real time
PAGE 56
Customer Insights Dashboard
Integrates all research results in one,
searchable, secure portal. Provides
a portal for the entire organization to
utilize results.
Search capabilities allow users to find
individual pages or full reports.
Reports can be stored in native
format for easy integration with other
presentations.
Users can also save bookmarks to
their favorite reports.
Also allows users to comment/share
opinions regarding customer insights.
PAGE 57
Endeavor Management is a management consulting firm that leads
clients to achieve real value from their strategic transformational
initiatives. Endeavor serves as a catalyst by providing the energy to
maintain the dual perspective of running the business while changing the
business through the application of key leadership principles and
business strategy.
The firm’s 40 year heritage has produced a substantial portfolio of proven
methodologies, enabling Endeavor consultants to deliver top-tier
transformational strategies, operational excellence, organizational
change management, leadership development and decision support.
Endeavor’s deep operational insight and broad industry experience
enables our team to quickly understand the dynamics of client companies
and markets.
In 2012, Gelb Consulting became an Endeavor Management Company.
Combined with our Gelb Consulting experience (founded in 1965) we
also offer clients unique capabilities that focus their marketing initiatives
by fully understanding and shaping the customer experience through
proven strategic frameworks to guide marketing strategies, build trusted
brands, deliver exceptional customer experiences and launch new
products. Our experienced consultants and analysts use advanced
marketing research techniques to identify customer needs and spot high
potential market opportunities.
Endeavor strives to collaborate effectively at all levels of the client
organization to deliver targeted outcomes and achieve real results. Our
collaborative approach also enables clients to build capabilities within
their own organizations to sustain enduring relationships. For more
information, visit www.endeavormgmt.com and www.gelbconsulting.com
2700 Post Oak Blvd., Suite 1400
Houston, TX 77056
+800 846-4051
www.endeavormgmt.com