Marketing Research

1. Marketing Research Translating Research to Action

2. Agenda About Gelb Brand Management Experience Management Conclusion

3. About gelb

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

5. Some of our Clients

6. Building Trusted Brands High performance brands engender a sense of trust. Our brand development process builds upon the ways key audiences evaluate, differentiate, and experience brands.

7. Go to Market Bringing new products takes planning and anticipating competitive response. Our team identifies the right segments, pricing/feature combinations, and approach to successfully launch new products.

8. Strategic Marketing Planning Marketing management decisions require foresight. Our planning process assesses business strengths and market opportunities.

9. Experience Management An exceptional experience creates customer loyalty and advocacy. We are pioneers in the area of experience mapping, a disciplined process aimed at orienting staff toward ideal service standards.

10. Product Innovation Innovation is not accidental. Armed with four international benchmarking studies, our consultants define and implement processes for sustainable innovation.

11. Brand Protection Your brand is an asset, so protect it. Our team of expert witnesses stand ready to support your efforts in litigation of brand, trade dress and trademark issues.

12. Why consultants are hired…an important role for marketing research • A quick fix • A catalyst for change • An investigator • A shield • But ultimately… • Having a higher level of confidence • By reduction of decision risk • And getting an initiative completed

13. Reasons to Choose Gelb Collaborative: We ensure your team understands what we do, what we learn, and how to take action Insight-based: Each organization is different – particularly your capabilities and your customers’ expectations – so we use the “voice of the customer” to help guide your decision making Proven: Global organizations have successfully used this approach and have embraced it as their means to organize service improvement and marketing efforts Leverageable: We strive to help our clients learn this process so it can be used repeatedly; we don’t use “black-box” processes Respected: Our work is recognized in publications, awards and presentations by the AMA and BMA

14. Brand management

15. A Brand… • Is more than the product or service • Adds dimensions that differentiate the organization in a meaningful way • Is the promise made to employees, customers, and stakeholders • Is a means for prospects to reduce decision risk • Is forged by perceptions in the marketplace, but can be effectively managed by the organization • Is delivered through various interactions or touchpoints • Is NOT just your name or a logo • Is NOT only a “marketing activity,” but will have an impact on all aspects of the organization

16. Trust Matters A high performance brand is a trusted brand, one that customers will recommend to others Therefore, a comprehensive, information-based framework is necessary to understand how customers make choices, how they distinguish one brand from another, and how they evaluate delivery of the brand’s promise.

17. Elements of Brand Trust 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 one product/services company from another Familiarity is required for consumers to recognize and choose brands A trusted brand consistently delivers superior value compared to competing brands Brand Equity = Familiarity X Trust

18. Our Process

19. Positioning with Perceptual Maps

20. Consistent Experience High importance High performance Moderate importance Moderate performance Low importance Low performance Leveraging Brand Trust Elements Communication with customer Friendliness of staff Expertise Offers latest technology Product availability TRUST Responsible Customer Value Provides hope Competitive Difference Competitive Cheerful Consistently delivers on its promises Well-trained

21. Translating Research into Strategy

22. Case Studies Senior management was faced with an opportunity to tap into a rapidly growing market. As a brand with strength in local, national, and international markets, it was important to redefine a brand strategy that met the demands of a changing marketplace. Using Gelb Consulting’s brand research approach, marketers examined the ways in which the brand consistently delivered customer value in a differentiated way. Focus group interviews and online surveys of consumers and referring physicians were used to understand current perceptions of the hospital brands vis-à-vis the competition. To formulate the new brand strategy, the highly leverageable attributes were identified. The marketing team and branding firm were able to use these elements to develop a branding strategy to craft a brand promise and value proposition. This research was also used to develop a messaging strategy and an advertising campaign to reposition the brand. An international cancer center engaged Gelb Consulting to highlight its new children’s hospital. Their combined medical research and patient care focus was unique in the marketplace, but parents were not aware of the services offered by this institution. It was therefore important to establish a distinct brand for this service line/hospital. Marketing management engaged Gelb Consulting to help them define the customer value, competitive difference and experience provided by the program. The result of this research was a refined brand focused solely on the children’s hospital, aligned with overall marketing efforts. In addition to this work, Gelb assessed the appeal of their newly developed logo. The result was a visual identity that remained consistent with the brand and increased consumer preference.

23. Our approach

24. An Overview • 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 • Respondents are interviewed at key steps in their journey: • In-clinic: to provide additional visual cues for recall • With their family/support system: to understand roles and needs • At various steps: to build a composite view of the total patient 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

25. Exceptional Experiences Endear To increase customer volume… You need customers and influencers who become advocates… Because they are enthusiastic about an exceptional experience

26. Experience Touchpoints A touchpoint is the interaction between an organization and its customers; this is how customers recognize the promise of the organizations’ brand. Like a door enables one to access a room or building, a touchpoint enables customers to access an organization. Touchpoints include: written communications, personal interactions, websites, physical environments, telephone conversations Experience mapping enables us to rate the most important touchpoints at each step of the process as being of high, moderate, or low performance

27. The Experience Map Need Scheduling Arrival Visit Follow-up Symptoms Diagnosis Internet research Evaluation and selection of healthcare provider Diagnosis confirmation Financial and medical paperwork Nursing consultation Scheduling visit Pre-payments Organizing accommodations/travel Parking/valet Registration Finding the right area Post treatment recovery Treatment follow-up appointments Communication with referring physician Call-backs for assistance Billing Waiting area Consultation Additional lab and diagnostic testing Treatment prep Treatment Nursing/tech care Physician care Inpatient stay Family support Referral source: Physician referred Physician directed Self-referred Touchpoints

28. Benefits of Experience Mapping • Reviews the total experience, including: • Expectations prior to the first encounter with the organization • Multiple activities (e.g., parking, check-in, exams, follow-up) • Multiple touchpoints (e.g., materials, conversations, website) • Recognizes changes in attitudes, if any, through each stage of the customer experience • Goes beyond mystery shopping: • By engaging actual patients and their stories, results provide rich insights beyond audit statistics • Taps into the emotional needs of patients, particularly those with life-changing events like cancer • Increases face validity for staff responsible for making changes • Does not tax medical resources • Includes actual comments (via digital audio files and verbatim comment) to improve empathy

29. Process Design Deliver Refine Understand Strategic Questions “What is the current experience?” “How can we make this experience exceptional?” “How do we deliver a consistent experience?” “Are we meeting expectations?” Touchpoint inventory Staff interviews Patient interviews Referring physician interviews Operations/ business processes review Resources/technology review Rollout plan Customer satisfaction Touchpoint performance Employee commitment Operational performance improvement Activities Experience creation workshop Implementation planning Deliverables Touchpoint priority Day in the Life Ideal experience map Touchpoint guidelines Implementation strategy Touchpoint performance dashboard Experience dashboard Organizational excellence dashboard

30. Examples

31. A Framework for Action Interactions are categorized using the experience map Each step/touchpoint has experience stewards who are responsible for delivery With an experience map, every steward can see the relationship of their actions to the rest of the journey

32. Dashboard Process Overview Customers provide feedback as part of their experience Results are tabulated in Gelb’s system in real-time Reports are accessed via Gelb’s secure portal Our approach asks for participation in context of the experience, rather than waiting for an arbitrary date. We accommodate any interviewing mode. As soon as results are entered, they are tabulated. “At-risk” responses are escalated immediately via email. Administrators can access the results from anywhere and, depending on access, view all results.

33. Customer Experience Dashboard 2008 -Quarter- March March 2006 Survey Results You are viewing “General Satisfaction” survey responses for March 2008

34. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Survey Results You are viewing the “Report Card” for Q1-2006 Overall Satisfaction Percentage Completely/Mostly Satisfied You are viewing the “Report Card” for Q1-2006 Recommend Percentage Completely/Mostly Satisfied

35. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Response Rate You are viewing “Response Rates” for Q1-2006

36. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 At Risk Customers You are viewing “At Risk” customers for Q1-2006

37. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Survey Results At Risk customer detail view Not Contacted < Back to list Status What was the worst part of your experience? My interaction with your sales rep was unprofessional. Your sales staff should really learn to develop their people skills. You indicated that [company name] performed below average. What specific actions can we take to improve your satisfaction? Maybe you could hold training on how to interact with customers.

38. Customer Experience Dashboard 2006 Quarter 1 -Month- Q1-2006 Request a Call You are viewing “Request A Call” customers for Q1-2006

39. Benefits of the Dashboard • A standardized way to elicit feedback from customers • A volume of responses sufficient for tracking (sample size may vary based on survey process) • Direct input into questionnaire design, customized to address your needs • Automatic escalation of dissatisfied customer responses for action • Ability to compare results across all locations • Real-time distribution of responses to key internal stakeholders through an online system • Ability to further refine the Experience Dashboard to incorporate additional metrics (e.g., touchpoint performance)

40. Case Studies One of the country’s largest professional employer organizations hired Gelb Consulting to assess the demand for a customized suite of services for a new market segment. Our consultants helped them determine the “ideal customer experience.” Our process included an online survey to optimize a set of key benefits and price points. This information was then translated into a new marketing strategy for this segment. As a result of this effort, the organization now offers on-site human resources management to large clients. An international cancer center engaged Gelb Consulting to define the ideal patient experience for a new clinical facility. The goal was to ensure high patient satisfaction by creating a patient-focused clinic experience. Through the use of Experience Mapping, administrators and marketers were able to identify and prioritize high importance patient needs. Working with the clinical and marketing teams, we determined how the clinic could meet patient expectations at each stage of their experience.

41. conclusion

42. John McKeever jmckeever@gelbconsulting.com Gelb Consulting Group, Inc. 1011 Highway 6 South, Suite 120 Houston, TX 77077 +1 281.759.3600 www.gelbconsulting.com