Canadian blood services needs assessment demonstrates the value of analytics

Transcription

1 Canadian blood services needs assessment demonstrates the value of analytics Tony Steed Director of Market Knowledge and Donor Insights Canadian Blood Services

2 Canadian Blood Services: Our Products and services Plasma protein products Diagnostic services Fresh blood products Organ and tissue donation and transplantation Stem Cell program (adult and cord blood) 2

3 Where you ll find us 3

4 Our business by the numbers 400 communities with blood donation sites/events 600 hospitals served 808,000 units of blood collected in stem cell transplants facilitated to date 800 kidney transplants facilitated to date 4,300 employees 17,000 volunteers 810,000 blood, plasma, platelet donors and stem cell registrants $1.2B annual budget 4

5 Approach overview Business discovery & alignment Data audit Analytical snapshot Insights and recommendations Analytical roadmap Customer strategy Data strategy Tactical opportunities 5

6 Applicable best practices

7 Applicable best practices: research review Challenge: Improve blood collections tackled country by country: 40% of population eligible to give blood; only 5% of this population gives blood Most studies analyze/model 4-6 year donation pattern Year 1 key to establishing donation habit, but poor experience limits second donation Much of the work is academic Analytics working on... Predicting blood donors in a given month Improving customer experience Predicting blood donation using machine learning New site location forecasting Observation: Globally, blood services organizations approach challenges in a parsed manner rather than a comprehensive approach to analytics and tools. Source: 14 papers sourced 7

8 Applicable best practices + Need a picture or series of logos HOTELS Multi-location yield management NOT-FOR-PROFIT DONOR Recurring commitment flow management 8

9 Benchmarking Canadian blood services vis-à-vis Canadian businesses STRATEGY AND LEADERSHIP TECHNOLOGY AND TALENT ALIGNMENT AND CULTURE APPLICATION AND IMPACT ONE VIEW OF THE CUSTOMER Behind Behind On Par Behind On Par Increasing priority Internal groundswell Limited game plan Breadth of platforms Multitude of reports and spreadmarts Analytic silos Analytics not central to performance improvement Inconsistent application Looking historically at data, not looking forward Individual donor management not consolidated and leveraged as core strategic asset Source: Environics Analytics 2016 qualitative findings based on interviews with 24 Analytics Executives from across sectors of Canadian businesses 9

10 The challenge How do we cost-effectively deliver consistency of collection in a world where people might not do what they say? 10

11 Drivers of sustained performance RECRUITMENT APPOINTMENTS PROSPECT DONORS 14K Events Appts 1,470,148 No Shows 363,199 25% Of Appts Cancels 385,937 26% Of Appts Attendance 721,012 49% Of Appts Walk-Ins 232,307 24% Of Net Attend Net Attendance 953,319 Deferrals 144,650 15% Of Net Attend Collections 808,669 85% Collection Ratio Donor Base Total Active Last , New 83,788 21% Reinstated 136,571 34% Repeat 185,357 46% Collections 808,669 NO SHOWS & CANCELS ATTENDANCE & DEFERRALS 12 to 24 Month Lapsed 174,331 Older Lapsed 1,543,071 New Reinstated COLLECTIONS Donors Repeat Lapsed 11

12 Drivers of sustained performance RECRUITMENT APPOINTMENTS PROSPECT DONORS 14K Events NO SHOWS & CANCELS COST-EFFECTIVE CONSISTENT COLLECTIONS CORE INFRASTRUCTURE CUSTOMERS CLINICS & CULTURE ATTENDANCE & DEFERRALS Optimize supply chain Get closer to the donor Better manage staffing New Reinstated COLLECTIONS Donors Repeat Lapsed 12

13 PRESSING QUESTIONS AND DEFINED NEEDS COST-EFFECTIVE CONSISTENT COLLECTIONS COST-EFFECTIVE CONSISTENT COLLECTIONS CORE INFRASTRUCTURE CUSTOMERS CLINICS & CULTURE We have lots of platforms, spreadmarts, ETL processes, reports, dashboards and data but how do they come together We understand the historical rearview mirror perspective quite well but not looking forward to glean insights Is the right data there? Are we using data to make decisions? If so, why haven't things changed? We don't seem to have enough donors and we don't seem to have donors that show up enough. Do we need to expand the donor base or rank the donor base? What are the possibilities Predict attendance to donor events... forecast donor attendance Increase retention rate and reduce the time between collections If there is a disruption in something, instead of looking for the answer in the data, our default protocol is to go back to what worked in the past Make a change, unable to estimate the impact at clinic level Impact of decreasing staff and budget on clinics 13

14 transformational Analytic needs Key Performance Indicators growth Predictable appointment flow 825,000 xx% budget reduction Consistent blood supply for everyone Operational efficiencies for budget control productivity Donor Value Management to Drive Dependable Appointments CUSTOMERS + Donor Experience Management to Create a Collections Habit + CORE INFRASTRUCTURE Data-driven infrastructure and evidence based decision-making + CLINICS & CULTURE CULTURAL ADAPTATION & ADOPTION 14

15 transformational Analytic needs Key Performance Indicators growth Predictable appointment flow 825,000 xx% budget reduction Consistent blood supply for everyone Operational efficiencies for budget control productivity Donor Value Management to Drive Dependable Appointments CUSTOMERS Improve quality new donor acquisition Retain collections at risk Manage donor frequency Forecast steady stream donor attendance Effective urban/rural/ mobile/clinic alignment Donor Experience Management to Create a Collections Habit Elevate consistent clinic experience Optimize appointments by channel to donor Know your local donor market (B2C & B2B) CORE INFRASTRUCTURE Centralized data platform Data-driven infrastructure and evidence based decision-making Data governance & accessibility Centre of Excellence Predictive Donor Analytics Channel integration CRM response prompts CLINICS & CULTURE Timely forecast to actual Clinic/territory performance scorecard CULTURAL ADAPTATION & ADOPTION Elevate low/mid clinic performance Reporting relevancy & accuracy 15

16 Canadian Blood Services analytic opportunities 16

17 Canadian blood services analytic opportunities COST-EFFECTIVE CONSISTENT COLLECTIONS Models to Predict Appointments: Test and measure transition to digital appointments Create onboarding strategy for new (and newer donors) to encourage the habit of giving blood Develop models to improve win back rate of lapsed donors Appts 1,470,148 No Shows 363,199 25% Of Appts Cancels 385,937 26% Of Appts Attendance 721,012 49% Of Appts Walk-Ins 232,307 24% Of Net Attend Net Attendance 953,319 Deferrals 144,650 15% Of Net Attend Collections 808,669 85% Collection Ratio Donor Base Total Active Last , New 83,788 21% Reinstated 136,571 34% Repeat 185,357 46% Collections 808, to 24 Month Lapsed 174,331 Older Lapsed 1,543,071 New Reinstated Models to Predict Cancel and No Shows: Test and measure strategies to improve attendance rate Understand profiles and trends of walkins to improve forecasting Develop models to identify those who have potential to give more units per year Leverage Models to improve retention of Active donors Donors Repeat Lapsed 17

18 Benefits of Models Small improvements can have a big impact Appts 1,516,100 % Improve No Shows & Cancels by 10% 1,373,200 Improve No Shows & Cancels by 10%; Deferrals by 5% 1,357,200 Improve No Shows & Cancels by 15%; Deferrals by 5% 1,296,100 No Shows 374, % Cancels 398, % 22.2% 23.7% 22.2% 23.7% 21.0% 22.4% Attendance 742,889 Walk-Ins 230,000 Net Attendance 972,889 Deferrals 147, % 15.2% 14.4% 14.4% Collections 825, , , ,010 Reduction in Appointments Savings % 142, % 158, % 220, % 18

19 High Level Data Analytics Roadmap Short Term (0 to 6 months) Mid-Term (6-12 months) Long-Term (1 year plus) Donor Value Management Donor Experience Management Data Audit and Additional Analysis Build High Priority Models Donor management strategies Plan for testing digital concierge and other low cost digital and non-digital strategies Confirm and prioritize tool phase II models Develop and test donor management strategies Develop specific B-to-B donor acquisition strategies Channel management/optimization (cadence, channel, etc.) Confirm and prioritize tool and model recommendations (others) Develop and test donor management strategies based on models and other pragmatic rules based decisions CSAT modeling for improved satisfaction Data-Driven Infrastructure and Evidence- Based Decision making Sharing Accountability & Performance Management Data exploration and review (data discovery at the donor and clinic level) Create analytical file to enhance future analytics Identify opportunities and processes for embedded analytics at the donor and clinic level Streamline reporting audit all reports being produced. Identify key reports and develop training options to educate key team members on how to use. Create data mart to enhance future analytics Streamline reporting Forecast review look at current forecasting techniques at clinic/regional level. Investigate leveraging best practices and centralizing forecasting efforts. 19

20 Take-aways Map and quantify the customer journey Take the time to understand all stakeholders needs Develop a roadmap and gain internal alignment Have a short-, mid- and long-term implementation plan 20

21 Questions? 22

22 Thank You Tony Steed Director of Market Knowledge and Donor Insights Canadian Blood Services Larry Filler Senior Vice President of Consulting Environics Analytics #EAUC2017