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Creating a “Heart-Wired” organization – an interview with Chrisie Scott, VP Marketing at Meridian Health

CAS headshotWhile all customer experience strategies are important, healthcare brings it to a whole new level. Patient experience, and the potential for harm, amps up the significance of customer experience principles, creating literally life-changing outcomes.

That’s why I really enjoyed working with Chrisie Scott, VP Marketing at Meridian Health, a leading and still growing integrated health network in New Jersey. Our work with them will be published as a case study in the forthcoming book Mapping Experiences. After our project I had the chance to interview Chrisie about her organization’s overall approach to customer experience.

 

Approaching CX

She begins by contending that patient or customer experience isn’t so much what you do, but more about who you are and what you value as an organization.  At Meridian, they take a comprehensive approach to experience, collaborating across the organization to create consistent expectations and improvement. “Marketing, nursing, HR, operations, guest relations, and quality are coming together so that our ideas and initiatives are note created in silos,” Chrisie explains. “We’re changing how we approach patients and families and viewing those we serve as true partners. This view is helping us humanize the experience.” This core philosophy influences how Meridian recruits for talent and takes care of team members, how they set expectations for how team members treat and interact with each other, how they respond to consumer inquiries, and how they support front line caregivers who take care of the ultimate customers — patients. Read more

Manual Contact Center Productivity Tools Aren’t Fit for the Modern Era

contact-center-productivity-tools_9816895_s-2015Here’s the story: A health insurance company came up with an innovation for their health savings accounts, allowing account holders to select among three pricing plans. This would allow their customers to select the plan that best fit their needs.

Their market research confirmed interest in the plan, so they implemented the new account types. They built the software changes, sent letters to their 400,000 account holders, and created marketing and sales plans to stimulate demand.

After a few months they wanted to check the success of the new plans. The first piece of bad news was that far fewer account holders changed their pricing than expected. But the second piece of bad news was that operational costs were through the roof, and the time it took to update a consumer’s pricing plan was much higher than expected. Worse, the time it took from requesting to actually receiving the new pricing was much longer than expected – often taking weeks.

Why the high costs and slow turnaround? Manual processes. Read more

The customer of my customer… is my customer?

Who is the customerWho, exactly, is your customer?

That might sound like a dumb question. We’re in customer experience. We’d better know the answer to that question!

But for some, it’s not so easy to answer. B2B2C companies in particular often struggle with this. When your service is delivered through agents it’s easy to get confused. Is the agent my customer, or is their customer my customer?

There’s no one right answer. Some customer experience programs choose their distribution channel, and others select the end customer. But you do need to spend some time making this decision. Without that choice your CX program will stumble, uncertain of who you’re trying to serve. It is possible to choose both, so long as you have the resources to implement that choice. But it does dilute your efforts.

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Reimagining Journey Map Design

Journey maps are game-changing tools to illustrate your current customer experience, highlighting friction points that impact loyalty.

If you’ve researched the topic, you may have noticed that different creators apply the 10+4 criteria of an effective customer journey map very significantly. As a critical input to your customer journey design, journey maps need to grab your reader’s attention and quickly communicate the emotional impact of your experience, highlighting areas that most require focus.. Read more

There are no bathrooms in the USS Enterprise

starship-enterpriseAs I was leading a journey map session this week, one participant asked, “When you’re putting in the customer’s steps on the journey, how do you know which ones to include? It feels like it could get really long”

My response was that, from what I can tell, Captain Kirk never goes to the bathroom.

She paused, clearly trying to decide whether I was saying something insightful or just stupid. I don’t know if she ever decided which it was. Read more

Serving Diverse Customers – an Interview with Ghita Worcester, Senior Vice-President of Public Affairs and Marketing, UCare

Aiming for the Heart of their Customers

This is the second in our Aiming for the Hearts of their Customers interview series, with seven Minnesota customer experience leaders sharing their strategy for the coming year. You can see all of the interviews here:

Overview

Imagine leading a customer experience program serving a very diverse population that speaks dozens of languages, has many members new to this country, and many on medical assistance, struggling to raise a family without a stable home. And you’re doing this as a non-profit. That’s the challenge UCare faced when they began formalizing their customer experience program in 2013.

Ghita Worcester, Senior VP of Public Affairs and Marketing, UCare

UCare is a health plan primarily serving members through government programs, such as Medicare, Medicaid and other government assistance programs. Ghita Worcester is the Senior Vice President of Public Affairs and Marketing at UCare, one of two executive sponsors of their customer experience program.

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Customer-Based Capabilities – Focus on the Journey

This is the fourth post in the Real-World series where I use Heart of the Customer’s Customer Experience model to show how the 2012 Temkin Customer Experience Award finalists actually go about building their customer experiences. Previous posts showed how finalists:

Now let’s Focus on the Journey the second effort in building Customer-Based Capabilities.

Businesses typically manage touch points such as call centers and websites. Focusing on the Journey tells us that customers don’t think about touch points – they focus on accomplishing tasks, regardless of internal functions or business units.

Typical efforts at this stage involve customer journey mapping and ecosystem mapping workshops, designing interactions around customer efforts. Unfortunately, respondents were more focused on outcomes, so didn’t go into much detail here. However, there were a few teasers available. Read more

Real-World Stories of Creating Customer Intelligence

Heart of the Customer's Customer Experience ModelHow do Temkin Customer Experience finalists Bombadier Aircrafts, Citrix, Fidelity, Oracle and Blue Cross Blue Shield of Michigan create the Customer Intelligence that feeds their customer experience programs?

The first stage of creating a world-class customer experience is Customer Intelligence – a 360 degree view that brings your customers to life for employees from front-line staff to executives.

I outlined some ways to build Customer Intelligence in this post. I recently ran across a gold mine of examples, courtesy of the Temkin Group. On Customer Experience Day they offered for free the submissions of their 11 finalists for their 2012 Customer Experience Excellence Award. Read more

Drivers: The Secret to Customer Experience Success

iStock_000025403053XXLargeI was meeting with a global restaurant company’s COO, Chief People Officer, and key franchisees. I knew I was losing in the first 10 minutes.

We met to discuss ways to improve sales.  I brought a driver analysis on what drove repeat business with his restaurants, and the leading driver was “The Warmth of the Greeting.”  But as a stereotypical COO, he obsessed with repeatable processes – cleanliness, speed of service, etc.  He was unwilling to consider that perhaps something as fuzzy as a greeting was responsible for repeat business.  This led to a very long meeting.

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Customer Effort Score: How Hard is it to be Your Customer?

How much effort is your customer experience?Are you familiar with the Customer Effort Score (CES)?  It is rapidly gaining converts as a way to measure the transactions that make up your customer experience.

(Editor’s note: More details on the CES 2.0 can be found here.)

The Net Promoter Score, or NPS, measures your overall customer experience.  But it doesn’t show where to focus to improve your results.  Imagine telling your store manager, B2B sales team, or director of your call center only that “Your NPS scores are low. Fix them!”  Where do they begin?

Transactional measurements show what segments of your experience impact your customer loyalty. Some companies have tried to use NPS to measure transactions, but it was never designed for this.  Asking “Would you recommend your call center rep?” doesn’t work, as most customers have no desire to call your call center in the first place.  Similarly, “Would you recommend [Company] website”  causes confusion – are your customers recommending the company behind the website, the design, the functionality, or all three?  This is where the Customer Effort Score shines.

When customers have to expend more effort than they expect, they leave.  High effort equals low customer loyalty.  The CES helps you monitor this.

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