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 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.
We receive all sorts of questions about Net Promoter Score (NPS): Where did it come from? What are its major pros and cons? Is it the Holy Grail of marketing research or not? I answered many of these three years ago in an article for the AMA’s Marketing Research Magazine.
This post addresses the surprising volatility of NPS and how this continues to be a big challenge for users. We frequently hear statements like: “_____ seemed a bit surprised again this quarter by some of the [large] swings in NPS scores.” Our clients see differences that seem like they should be significant, yet turn out not to be. Just how volatile is this NPS measure, and how can we quantify this?
Has your brand forgotten about the customers?
The telecommunications industry is in the midst of merger and acquisition (M&A) mania. We have not seen this much activity since the mid-2000s when Cingular acquired AT&T Wireless, Verizon acquired Rural Cellular, SBC acquired BellSouth and Cingular became AT&T Mobility. As you can see below, it seems that almost everyone is getting in on the buying and selling bandwagon. Various factors are driving these moves: the desire to grow a customer base; to gain spectrum and network capacity to expand reach and product offerings, and even to simply stay alive and remain competitive.