In the rapidly evolving healthcare marketplace, the role of a primary care physician (PCP) is changing. Healthcare organizations are working to surround PCPs with broader care teams—nutritionists, mental health professionals, social workers and physical therapists—to provide PCPs time to focus on the most critical patients. In addition, PCPs provide a valuable link in referring patients to a healthcare organization’s specialty care offering, leveraging the power of a unified electronic medical record, driving pay-for-performance reimbursements, and strengthening patient loyalty. It’s probably not surprising, therefore, that health systems we work with are seeking to learn more about the patient/provider relationship.
How Customer Service is Being Transformed by the Growth of Mobile Messaging
The world watched in astonishment a few weeks ago as a video surfaced of a United Airlines passenger being physically dragged from a plane after he refused to give up his seat on an over-booked flight. The airline’s initial response was almost as catastrophic a PR disaster as the actual event, going into detail on the policies and procedures, but showing none of the human compassion that all of us would expect from a brand that purports to care about its customers.
The Role of the Patient-Physician Relationship in Marketing Healthcare
Editor’s Note: This is a first look at findings from our recent omnibus study that examines the patient/provider relationship. Also read our latest post for a full analysis and download the report, Commitment to the Patient/Provider Relationship.
Many of our health system clients have begun to investigate more deeply the patient-physician relationship—a relationship that is complicated, multi-faceted and, for many, vitally important. For example, we’ve uncovered information people rely on when selecting a new provider, the most appealing characteristics of a physician’s practice and aspects of the patient-physician encounter that matter most. These studies are important given an employed primary care provider’s critical role in referring patients to a health system’s specialty care, leveraging the power of a system’s EMR capabilities and improving employed providers’ HCAHPS scores.
Technology is disrupting the insurance industry, including the claims arena, from new claims management systems and mobile apps that enable consumers to submit loss reports to a remote adjuster to the use of drones to efficiently gather structure damage data. But are the benefits all one-sided or do customers perceive value in these innovations, too?
Editor’s Note: Our Consumer & Retail team is launching a blog series for the retail and FMCG industries. In the coming months, we’ll share our thoughts on recent advancements—backed by real-world examples—around the consumer journey from innovation and personalization to channel attribution/interaction and omnichannel marketing. Subscribe to FreshMR now so you don’t miss any updates.
The retail and FMCG industries face an uncertain marketplace where prior known certainties can no longer be relied upon. In that reality, there is nothing quite as exciting in product development research as helping clients discover the products of the future.
One notable example is the number of clients who have asked us to help them develop “company-specific norms.” Many clients have relied on ‘generic’ norms for their simulated market testing, but they’re now ready to move in a different direction. Why? One client responded quite clearly, “We’ve found ourselves developing concepts to ‘beat’ the testing process to move forward, rather than to actually meet consumer and market needs.” The tail was wagging the dog, and potential new products were being designed to beat the process. As a result, the process had become more important than the outcome. Changing the way they looked at normative data was just one way in which this company was trying to reassess their innovation journey to change success/failure outcomes.
The world is always changing, and the pharmaceutical industry is no exception.
The Way Things Were
Customer experience research in pharma used to be heavily centered on sales representative performance because they were the “face” of the pharma company and the primary touch point with physicians. They had significant opportunity to form close, personal relationships. Research studies focused on whether sales reps were knowledgeable and professional, respected the physician’s time and helped enable physicians to better take care of patients. But a lot has changed in the past few years…
Turn Outages Into Positive Customer Satisfaction and Brand Trust Scores
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Hurricane Hermine, a category 1 hurricane, knocked out power for more than 300,000 people in Florida before it creeped up and away from the east coast. Most of the electric utilities responsible for the territories in the wake of the storm spent their holiday weekend scrambling to restore power. How each utility performed and communicated with its customers will impact their satisfaction with and trust in their utility. Most utilities’ customer satisfaction and trust scores will decline, but a handful of utilities have figured out how to actually improve their satisfaction and trust scores during power outages.
Don’t Be Afraid of the Dark
Up to half of a utility’s Operational Satisfaction score is driven by reliability, according to the Utility Trusted Brand & Customer Engagement™: Residential study. Additionally, slightly over one-third of a utility’s Brand Trust score directly relates to how the utility responds when the power does go out. For decades, utilities have assumed that power outages depress customer satisfaction and trust, and for good reason—most utilities see this phenomenon in their customer research.
But it doesn’t have to be that way.
I had the pleasure of attending “How Advertising Works Now: The Consumer and Customer in Charge,” a really cool event run by The Advertising Research Foundation (ARF) in Minneapolis last week. The day was hosted by UnitedHealth Group (UHG) at a facility owned by its Optum brand. This was very appropriate as the day focused a good deal on data, analytics and creating meaningful insights—a bit like Optum. Of course, these are issues we focus on every day—how to best use the data at our fingertips to help clients make confident business decisions.
While Market Strategies has a long history in advertising and communications research, this event featured some great speakers and original research that the ARF had commissioned, so even for those of us who have been in the business a long time, it was of great interest.
Utility communication professionals need to become more strategic as technology changes the way customers want to access information.
Utilities have a widening communication gap with their customers, hindering utilities’ ability to engage with customers and build brand trust.
According to our recent Utility Trusted Brand & Customer Engagement™: Residential study, 54% of residential customers want to hear from their utility via digital media—email, texts, mobile apps, online advertising, social media or websites—making digital communication the most preferred of any communication channel. And yet, only 33% of consumers recall any digital communication from their utility.
That’s a significant mismatch of 21 percentage points. Today, utility communication strategies are stuck in the past, at a time prior to the rise of the smartphone and the tablet. In order to remain relevant, utilities need to develop communication plans that embrace new technologies to address consumer expectations of the new millennium.
How many times have you been on an airplane waiting to take off when the announcement comes on that there’s a ‘minor repair’ to be fixed that will delay departure by 20 minutes? Chances are we’ve all been there, but we typically view this as a minor inconvenience, especially if we make our connections and arrive at our final destination safe and sound. Or, what if your baggage doesn’t arrive? That may be a bigger pain point but perhaps still tolerable, if it gets delivered. When inconveniences are resolved quickly, most customers remain loyal to the airline—especially if they have status—but, it does influence your overall perception.
For brands, these pain points represent opportunity. We often put most of our attention and goal setting based purely on ratings of performance metrics for areas we do or don’t do well. Yet how often do we look through a different lens to identify specific moments of truth that represent problem areas for improvement?
To design a more robust customer experience (CX) research program that measures interactions across all aspects of the consumer journey, brands need to combine the power of a modeling key driver analysis with a “Things Gone Wrong” analysis to get a strategic view of what to do more of and less of.