Market Research

How Well Do You Listen?

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Agenda

• Getting Started

• Qualitative Techniques

• Quantitative Techniques

• Closing

GETTING STARTED

“Your most unhappy customers are your greatest source of learning.”

Bill Gates

Marketing Research Defined

Systematic design, collection,

analysis, and reporting of data

and findings relevant to a specific

marketing situation facing a company

Experience Mapping

Customer Advisory Boards

Market Segmentation

Market Trends

Measurement with Dashboards (on-going)

Subscriptions (usually annual)

Quantitative

Qualitative

Brand Equity Tracking

Employee Alignment

Advertising Effectiveness

Concept Testing

Customer Experience

Referring Physician Satisfaction

Marketing Effectiveness

Media Usage

Awareness, Attitude, Usage Studies

The Marketing Research Process

Managing Research Quality

Contrasting Approaches

Qualitative Quantitative

No predetermined categories of analysis Standardized measure

Small group of people, large amount of in-depth probing

Large numbers of people, limited number of questions, broad data, generalized results

Greater understanding of individual differences Greater understanding of group similarities

Naturalistic and inductive Hypothetical and deductive

Longer, more detailed outcome Succinct, easily aggregated

Subjective Objective

Interpretive Statistical

NOT anecdotal, but organizedRigorous questionnaire design

required

Prescriptions

• Some objective feedback is better than none at all

• Counts are good, but comments add insight

• The objective of research is to reduce, not eliminate

decision risk

• You will often find a solution requires more than data

(e.g., management experience, staff expertise,

consensus)

• Always take action on what you’ve learned

QUALITATIVE TECHNIQUES

Definition

Qualitative research is intended to gain an understanding of the underlying reasons and

motivations behind decisions. It is unstructured in that the questions asked are formulated as the

research proceeds (i.e., dynamic). It typically uses small samples. It produces non-statistical

findings.

Techniques

• Focus Groups

• In-depth Interviews

• Focus Panels

– Respondents meet multiple times

• Creativity Sessions

– Respondents work on “problem

solving”

• Shopability Studies

– Field trip to actual site where

consumers are observed

• Mystery Shopper

– Trained researcher acts like a

consumer

• Ethnographic/Observational

• Researcher works in the world of the

respondent

• Online Focus Groups

• Occurs in a “virtual facility”

• Piggyback Groups

• Group A respondents participate in a

group while Group B observes, then

Group B discussed Group A

• Experience Mapping

• Individual and small group interviews

guided by process diagram

• Customer Advisory Boards

When Focus Groups Go Wrong

Type of intervention Description

Flipchart• Make something abstract more real by using illustrations• Write respondents’ words and ask if they see a trend

Concept Statement• Provide respondents with a typed statement of an idea• Ask them to grade it• Circle positives, cross out negatives, star strongest element

Audio/Video Stimuli• Write reaction down, then share• Discuss & grade elements

Picture Sort• Utilize unrelated visuals to trigger feelings about or images of a product/brand/company

Eulogy• Imagine X is gone and you’ve been asked to write the eulogy• Tell me about its life, accomplishments, family, and how it will be remembered

Board of directors• Everyone is given a title (CEO, VP of Marketing, etc.)• Give them a problem to solve in their “board meeting”

Empty Chair• Imagine the head of X is in the chair in front of you• Ask respondents to tell this person what they think about __

• Experience Mapping is an in-depth qualitative research technique that utilizes

a visual cue (the experience map) to help patients, family members, and/or

referring physicians recall specific episodes in their journey

• This technique allows us to assess the customer’s entire experience, rather

than one particular encounter

– Expectations prior to their first encounter with you

– Multiple activities throughout their journey (e.g., parking, check-in, exams, follow-up)

– Multiple touchpoints, or ways in which they interact with you (e.g., materials,

conversations, website)

– Recognizes changes in attitudes, if any, throughout their experience

• The experience map provides a framework for action:

– Each step has experience stewards (e.g., nursing, auxiliary) who are responsible for

delivery

– Every steward can appreciate the relationship of their actions to the remainder of the

patient journey

– Interactions or “touchpoints” are categorized at each step

Experience Mapping

Experience Map

Making Experience Mapping a Standard

• M. D. Anderson, the world’s #1 ranked cancer

center, has made an institution-wide

commitment to experience mapping. Including

radiation oncology, GU, thoracic, lymphoma,

and pediatric, the marketing organization has

partnered with service lines.

• Each service line uses experience mapping to

understand current expectations and develop

meaningful action plans for growth.

• Outputs have guided branding the Children’s

Cancer Hospital, deploying a decision map for

GU patients, and informing advertising

campaigns.

Blitz User Testing

• Blitz User Testing is an interactive, in-depth

interviewing process in which users

complete tasks and provide their opinions

regarding features of websites

• Facilitators record actions and ask follow-

up questions regarding expectations and

recommendations for improvement

• Each session begins and concludes with a

group discussion to summarize

recommendations for the website evaluated

Provide more efficient access and adequate content to create value

Element Patient Assessment Patient Recommendations

Design Aesthetically pleasing, but

layouts cluttered

Patients want to know the

key message for each page

Navigation Patients are not given a clear

path to detailed content

Patients want direction on

where to go first

Content Patients want to know more

about the Duke patient

experience

Find content ideas in

sources of patient anxiety

Functionality Patients found some existing

features desirable, but also

difficult to find/use

Patients want tools that

make being a patient easier

Element order is not indicative of relative importance

Source: McKeever, Bonds; Marketing Health Services

Value drivers vary based on the severity of the condition and patient anxiety

Value Drivers Heart Cancer Bariatrics Orthopaedics Pediatrics

Convenience

tools

What it’s like to

be a Duke

patient

Patient

testimonials

Physician

profiles

General health

information

Organization by

condition

Outcomes

information

High value Moderate value Low value

Source: McKeever, Bonds; Marketing Health Services

QUANTITATIVE TECHNIQUES

Definition

Quantitative research is intended to quantify the

data and generalize results from the sample to

the population of interest. It is structured in that

every respondent is asked the same questions

consistently. It typically uses large samples and

produces statistical findings.

Techniques

• Satisfaction Surveys

• Concept Testing

• Brand Equity Measurement

• Market Segmentation

• Market Trends Data

• Customer Experience Dashboard

• Awareness, Attitude and Usage (AAU)

Keys To Quantitative Success

Issue Description

Sample•Questionnaire must be designed to screen out respondents•Online sampling has become much better

Validity• Audit telephone and mall intercept interviews• Look for completeness, especially online

Interpretation• Avoid generalizing small samples• Note sample sizes on all charts

Contact Method• Ensure you have a “good list”•Consider all sources (e.g., conferences for referring physicians)

Questionnaire Design•Begin with the end in mind•Understand how question phrasing can affect analysis

Length•Questionnaires getting shorter and more specific•More advanced techniques can help make survey more efficient

Brand Equity Measurement

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 Trust

= Familiarity X (CV + CD + CE)

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

product/services from one company to

another

HIGHERIMPORTANCE

LOWERIMPORTANCE

Brand equity can best be built around treating people as a person and being more supportive

High performance Moderate performance Low performance

Strengthening the Brand

Competitive Difference

Customer Value

Respected

Knowledgeable

Modern

Cleanliness of facility

Friendly overall staff

Consistent Experience

Treats patient as a whole person

Attentive

Medical outcome

Supportive

Frequently recommended by my current physician

How well overall concerns are addressed

Frequently recommended by a trusted friend or family member

Has the top or highly rated doctors

Likelihood of Future Use Overall Reputation Overall Satisfaction

Brand Building Checklist

Target profiles

Targets’ awareness and understanding of services provided

Clarity about the benefits (and costs) associated with your services

Understanding of how one hospital is distinguished from another

Brand performance against local and national benchmarks

Strength of current position

Willingness of organization to change to deliver on new brand

promise

Believability of new positioning

Source: Marketing Health Services, McKeever, DeVries (Barnes-Jewish Hospital)

Market Segmentation

Customer Value

Analysis

What are the key buying

factors?

What is the relative

importance of key buying

factors?

How do customers rate

our performance

on these factors?

How do customers rate

our competitors’ performance

on these factors?

CVA shows how buyers make purchase decisions and relates this to their satisfaction with your offering.

CVA moves beyond customer satisfaction by focusing the organization’s attention on those components that create the most value for the customer.

CVA measures competitive advantages and disadvantages based on market-perceived quality and market-perceived price in context of the importance measures.

CVA is comprised of 4 question areas.

Decision Process Model Overview

28

Doctor Refers Doctor Offers Several Options and Patient Chooses

Patient Requests

Patient Accepts Patient Requests Alternative Referral

“Non-Chooser” “Chooser”

Examining patient and physician empowerment in decision making process is

important to understanding how influential stakeholders and the brand are to the

process. This “Decision Process Model,” published by Kathy DeVries in Market

Health Services, provides key insights on targets and the most important factors

in driving decisions.

Segments can be better identified on behavior and attitudes, not diagnosis or final selection

Doctor Refers

77%

Doctor Offers

Several Options

and Patient

Chooses

8%

Patient

Requests

10%

Patient Accepts

72%

Patient

Requests

Alternative

Referral

5%

“Non-Chooser” “Chooser”

72% 23%Doctor Refers: My doctor chose for me

Doctor Offers Several Options: Actual text here

Patient Requests: I chose with little or no physician input

Patient Requests Alternative: My doctor made a recommendation, but I asked for alternatives; I

chose despite my physician’s discouragement

N=583

29

Source: BJH Siteman Survey

Choosers have higher incidence of switching

All who changed hospitals (74 out of 583) - note drivers of satisfaction

10%

90%

23%

77%

patients who switched treatment provider

patients who did not switched treatment provider

Chooser Non-chooser

Overview

Activity

• Trigger event is documented in CRM

• System Sends Email to Online Survey

• Custom workflow rules and triggers inside of your system automatically email invitations when new patients are added to the system

Response

• Patients complete questionnaires relevant to their experience

• Patient responses are then stored in database

Escalation

• At-risk patient responses are escalated for service recovery

• Designees track resolution to issues

Monitoring

• Search and review results in dynamic tables for benchmarking

• Review open-ended responses for themes, new product ideas, and economic impact

EXAMPLE

The At Risk Report brings at-risk issues to the attention of those designated in the system.

This provides your organization an immediate opportunity to take action and monitor problem resolution.

Account Managers and/or Executives are alerted to responses that warn that a client may be At-Risk. Actions are suggested or assigned.Each step taken to resolve an issue is stored in the system and available for postmortem.

Systematic Escalation

EXAMPLE

The Report Card view provides an overview of key metrics.

This view is most commonly used by executives to review the overall performance for geographic areas or divisions.

Build your own custom crosstabs using the “Cross Tab” Builder

A snapshot of results can be taken at an Administrator’s discretion, exported to PDF, and then emailed to account executives.

Trending

Experience Dashboard Results

• Memorial Hermann Health System

implemented a comprehensive

customer service initiative to

provide exceptional patient

experiences.

• Our initial scope of work for

outpatient service was an

experience mapping exercise to

outline key steps in the process.

• This tool allows patients to share

their experiences through survey

kiosks located at the clinic,

escalates dissatisfied patient

responses for service recovery

action and distributes results to

internal stakeholders in real-time.

Executives Expect ROMI

Source: 2009 Gelb study of academic medical center marketing executives

Demonstrating Results

Awareness Interest Choice AdvocacyAdvertising

TelevisionRadioOnlinePrintSponsorships

Houston 3% lift to 86%

Nationally no change

Call center volume increased 31%

19,000 Microsite visits per month

600% increase in online traffic from last campaign

Visitors from all states in US

More than 700 online self-referrals after online ad exposure

Significant increase in patient volume, institution met FY09 business goals

All featured service lines increased in patient volume

$300,000+ online donations received from individuals exposed to the campaign

Average of 5 "Tell Us Your Story" online submissions per month

In Closing…

• These are just a few of the latest tools

• Your marketing strategy and information needs should

guide their use

• Research “reports” are a waste of money

• The information is only as valuable as your willingness to

use it

• If you do nothing else…demonstrate results

John McKeever

281-759-3600jmckeever@gelbconsulting.com www.gelbconsulting.com

www.marketinginhealthcare.com

ABOUT GELB

Gelb Consulting Group, Inc. is a strategic marketing firm that merges analysis, strategy and technology to help clients build and sustain revenue growth.

Gelb helps organizations maximize their potential. Our collaborative and information-driven approach forms clarity of purpose for action.

We are here to help you understand the complexities of your market to develop and implement the right strategies. We use advanced research techniques to understand your market, strategic decision frameworks to determine the best deployment of your resources, and technology to monitor your successes.

For over 45 years, we have worked with executives to: – Develop Strategic Marketing Plans– Build Trusted Brands– Manage Customer Experiences– Launch New Products– Develop New Products– Protect Their Brands

BrandStrategy

Marketing Research

Marketing Strategy

Experience Management

Product Innovation and Go-to-Market

Marketing Dashboards

Expert Witness

Interim CMO

Scope of Service