Customer Satisfaction

Transcription

1 Customer Satisfaction Rich Kortum Director, Strategic Partnerships We live in a world where everyone measures Customer Satisfaction! 2 1

2 Why Measure Customer Satisfaction Identifies at risk customers Quickly see trends Find common problems Hold employees accountable Discovers what makes your customers loyalists 3 60% 54% 50% 40% 30% 20% 27% 12% 24% 25% 20% 38% 18% 10% 0% Lowest 'Rate' Quartile Low 'Rate' Quartile High 'Rate' Quartile Highest 'Rate' Quartile Moving from the lowest quartile to the highest quartile could mean a 9 point decrease in rehospitalizations. Rehospitalization Rate Avg. 'Rate as a Place to Live' Score 4 2

3 The Price of Not Listening is High 5 Digital Experience -> Purchasing Decisions 73 percent view online ratings/reviews before purchasing a product/service 54 percent say positive reviews cause them to trust a brand more 41 percent say negative reviews cause them to avoid a brand SOURCE: NRC Health s Digital Decision Maker study, n size = 3,002 3

4 Digital Experience -> Purchasing Decisions 73 percent view online ratings/reviews before purchasing a product/service 83 percent of years old 82 percent of years old 69 percent of years old 52 percent of 65+ years old SOURCE: NRC Health s Digital Decision Maker study, n size = 3,002 We now live in a consumer driven healthcare economy 4

5 Consumer expectations of healthcare have changed PERSONALIZATION Not generalization CONSTANT IMPROVEMENT Not status quo OUTCOMES Not diagnoses CONVENIENCE Not complexity only 24% of consumers trust post acute 5

6 77% of consumers begin their healthcare search online 2016 Healthcare Consumer Trends Survey Importance of online ratings and review when selecting a Long Term Care Facility NRC Health Marketing Insights study: N = 24,

7 When do your customer actually become your customers? 13 It s all about the Customer Experience We think of the Experience as our relationship with you from the time you visit our website or call us to when you arrive at your destination and all points in between Gary Kelly CEO-Southwest Airlines 14 7

8 The Customers Journey Where should I live as I age? What will it feel like to live here? What happens if my health declines? AWARENESS CONSIDERATION ENGAGEMENT SERVICE LOYALTY Which is the best community for me? Am I supported, known and cared for? Would I recommend this for my friends or family? Does your online presence represent reality? % 4650 The number of online searches related to senior living communities made EVERY HOUR The percent of consumers who lack trust or confidence in Long Term Care organizations Roughly 4650 of 6000 consumers are searching with negative perception of your services 16 8

9 Digital Experience -> Healthcare Experience Online ratings/reviews are important 1 st step: 21% of consumers have already rated or reviewed a healthcare provider online 45% have already viewed healthcare-related ratings/reviews online 30% feel viewing ratings/reviews online is their first step in seeking care SOURCE: NRC Health s Digital Decision Maker study, 2015, n size = 3,002 Where are your customers talking about you? 18 9

10 Social Media Driving Online Patterns 74% of online consumers use social media websites 1 in 5 interacted w/ local healthcare provider 64% passively interact; 36% actively interact Average age of user is 45 years old SOURCES: NRC Health s Market Insights survey, n size = 231,482, PEW Research Center, n size = 857 Popular Social Media Sites for Healthcare What form of social media do you use as a source of health information? 55% trust or highly trust information received from providers via social media sites SOURCE: NRC Health s Market Insights survey, n size = 231,482 10

11 Design Experiences that Inspire Loyalty 22 11

12 The Customers Journey Where should I live as I age? What will it feel like to live here? What happens if my health declines? AWARENESS CONSIDERATION ENGAGEMENT SERVICE LOYALTY Which is the best community for me? Am I supported, known and cared for? Would I recommend this for my friends or family? AWARENESS Monitoring Strategy Monitor 3 rd party rating / review sites daily Respond to Negative Reviews 12% of consumers left a negative review for a healthcare provider 51% of consumers received a response from the healthcare provider 58% of consumers removed their negative rating or review Respond to Positive Reviews Solicit feedback to other review sites SOURCE: NRC Health s Digital Decision Maker study, 2015, n size = 3,

13 Use case: reputation monitoring in senior living Organization in the southeast: 204 Locations 23,000 Employees The goal: Manage brand reputation within their market and drive more traffic to their website Immediate Service Recovery by responding to negative reviews Foster a culture of accountability within their organization and community In the first three months: 226% Increase in Reviews % Increase in average Star Ratings 25 CONSIDERATION Tour Short Assessment Understanding How did they hear about us? First Impressions Likelihood to move-in What would prevent them from moving in? Open ended feedback 26 13

14 ENGAGEMENT Move-In / Admission Short Assessment Understanding How was their transition of care Reason for choosing Referral source First impressions Open ended feedback 27 SERVICE LOYALTY Customer Experience Survey 3 Separate Demographics Long-Stay Resident Long-Stay Family Short-Stay Patient CoreQ + Short Question Set In recommending this facility to your friends and family, how would you rate it overall? Overall how would you rate the staff? How would you rate the care you receive? Overall, how would you rate the food? (AL Resident only) How would you rate how well your discharge needs were met? (Short-Stay only) Open ended Question Share your data Website, social media, referral partners 28 14

15 Change the Narrative SOURCE: NRC s Market Insights survey, national consumer results, , n size = 395,147, Top 2 Box only What gets measured, gets improved. Peter Drucker 15

16 The importance of Recommendation Provides crucial information Tells you loyalty of respondents Correlates to other quality outcomes: All items in survey Occupancy Quality indicators Employee satisfaction That is why this question is used for Priority Action Agenda 31 Research shows that, in most industries, there is a strong correlation between a company s growth rate and the percentage of its customers who are raving fans that is, those who say they are extremely likely to recommend the company to a friend or colleague. For NRC Health users, this is Excellent or Top Box 16

17 Key Findings Across the Continuum Important to managing Residents: Top Drivers for Recommendation to Others Nation s SNF Residents Say: 1. Care (Concern) of Staff 2. Competency of Staff 3. Responsiveness of Management 4. Choices/Preferences 5. RN/LVN/LPN Care Nation s AL Residents Say: 1. Responsiveness of Management 2. Choices/Preferences 3. Comparison of Charges 4. Competency of Staff 5. Care (Concern) of Staff Source: NRC Health Resident Experience Surveys collected in

18 Short-Stay Rehab: Top Drivers for Recommendation to Others Nation s Short-Stay Patients Say: 1. Care (Concern) of Staff 2. Competency of Staff 3. Choices/Preferences 4. Responsiveness of Management 5. Quality of Medical Care Source: NRC Health Skilled Nursing Short-Stay Patient Experience Surveys collected in Families: Top Drivers for Recommendation to Others Nation s SNF Families Say: 1. Care (Concern) of Staff 2. Competency of Staff 3. Choices/Preferences 4. Responsiveness of Management 5. RN/LVN/LPN Care Nation s AL Families Say: 1. Competency of Staff 2. Care (Concern) of Staff 3. Responsiveness of Management 4. Choices/Preferences 5. Responsiveness of Staff Source: NRC Health Family Experience Surveys collected in

19 Top Drivers for Recommendation to Others Nursing Home Resident Care (concern) of Staff Competency of Staff Responsiveness of Management Choices/Preferences RV/LVN/LPN Care Skilled Nursing Family Care (Concern) of Staff Competency of Staff Choices/Preferences Responsiveness of Management RV/LVN/LPN Care Assisted Living Resident Responsiveness of Management Choices/Preferences Comparison of Charges Competency of Staff Care (Concern) of Staff Assisted Living Family Competency of Staff Care (Concern) of Staff Responsiveness of Management Choices/Preferences Responsiveness of Staff Short Stay Patients Care (Concern) of Staff Competency of Staff Choices/Preferences Responsiveness of Management Quality of Medical Care IT S ALL ABOUT Relationships 19

20 Performance Improvement Plan 39 Action Planning (6-Steps to Action) 1. Establish a Goal Be Specific & Set a Timeline 2. Determine Desired Performance Personal Experience, Identify What Key Performers are Doing 3. Determine Actual Performance Go Back to Your Source, Identify What Poor Performers are Doing 4. Identify the Gap Desired Performance vs Actual Performance 5. Root Cause Analysis Knowledge, Motivation, Physical Resources, Structure Process, Information, & Wellness 6. Establish a Solution The Solutions must match the Cause 40 20

21 Customer Experience is a Journey Not a Destination

22 Rich Kortum Director Strategic Partnerships e rkortum@nrchealth.com 22