Posted on August 21st, 2009 by ldw06
1. Getting to ‘WOW’: Consumers describe what makes a great shopping experience
New Wharton research finds that 35% of shoppers have had an extraordinary -- or wow -- retail experience in the past six months. But in order to hit that mark, retailers must deliver on as many as 10 different elements of the shopping experience simultaneously. Retailers are rewarded when shoppers tell others about their experience. "Peoples' expectations are pretty high. It's easy to [fall short of those expectations], and hard to eclipse [bad experiences, even] with something that's over-the-top," says Wharton marketing professor Stephen Hoch. A report based on the research, titled "Discovering 'WOW' -- A Study of Great Retail Shopping Experiences in North America,"points to five major areas that contribute to a great shopping experience: 1) Engagement: being polite, genuinely caring and interested in helping, acknowledging and listening. 2) Executional excellence: patiently explaining and advising, checking stock, helping to find products, having product knowledge and providing unexpected product quality. 3) Brand Experience: exciting store design and atmosphere, consistently great product quality, making customers feel they're special and that they always get a deal. 4) Expediting: being sensitive to customers' time on long check-out lines, being proactive in helping speed the shopping process. 5) Problem Recovery: helping resolve and compensate for problems, upgrading quality and ensuring complete satisfaction. The best way to lay the foundation for customers to have great retail experiences is for store owners to hire and train staff who are able to take basic information about shopper preferences and convert that knowledge to customized service.
2. Live from the AHA Summit: Tom Peters’ 14 steps to prevent the awful hospital experience
Management guru-visionary-grump Tom Peters told the assembled leaders of the American Hospital Association's annual Leadership Forum Thursday that they have no more excuses for poor performance. He had personal evidence. He spent 5.5 hours recently waiting in an emergency room while his wife suffered from a broken ankle. So Peters offered his own list of "Principal Management and Leadership (as opposed to policy) Issues": 1) Should we be doing what we are doing? Will it work? How do we know? 2) Are we doing what we decided to do safely? 3) Do we do too much—are we in the overuse category as determined by agreed-upon standards measures? 4) Are we doing what we are engaged in doing effectively by local standards, by global standards (as determined by best practices, best hard evidence and minimal internal variation) in terms of quality, safety, and cost? 5) Is the situation systematically organized to very consistently deliver the goods in more or less optimal fashion (low variation)? 6) Do all the bits talk to-engage-consult obsessively with the other bits? Is the delivery turnkey? 7) Are the patient and the patient's family at the epicenter of the universe? 8) Is the institution acknowledged as a best place to work? 9) Do we acknowledge that the people issues-capabilities involving the entire staff affect the outcomes far more than capital-technology issues? 10) Is sustained follow-up at least as important as the event itself? "Do you want your tombstone to read 'He could have saved lives but instead wanted to get reimbursed." 1) Are we successful in terms of outcomes-quality of life-patient satisfaction with the overall experience? 2) Are all connected via an effective electronic network that extends the EMR to social networking? 3) Do we acknowledge that most of the choices involved in executing No. 1 through No. 12 are mostly within our discretion regardless of the nature of Obamacare? 4) Do we acknowledge that throughout the system there is today enormous variation in outcomes concerning every one of the above issues that can mostly be explained in terms of institutional leadership effectiveness?
HealthLeaders Media by Jim Molpus July 24, 2009
3. By the numbers: Evidence mounting of increase importance of patient experience, Healthcare consumerism
The healthcare industry is slow to embrace any kind of operational change and tends to be ambivalent about many marketing functions. That's why I was bowled over by the fact that a whopping 88% of senior healthcare executives in a recent HealthLeaders Media study said that patient experience is among their top five priorities—and the number jumped even higher when we asked them about their priorities five years from now. In the 2009 HealthLeaders Media Industry Survey, conducted late last year, 25% of CEOs put "consumer satisfaction" among their top three priorities in the next three years. They were indifferent about consumer-driven healthcare—the majority (51%) said it would have a neutral impact on their organization in the next three years. Transparency? Only 2% of CEOs said making price and quality data available to consumers was one of their top three priorities. But this new survey suggests that CEOs are rethinking the importance of improving the patient experience and other studies show that consumerism in healthcare—long talked about—might really be coming after all. Hospitals have been redesigning rooms, adding amenities, and even improving their menus for a while now. But the focus on patient experience and consumerism must move from cosmetic to strategic. Consider, for example, a recent survey of 800 Massachusetts adults. Only 24% said they trust their doctor completely to make the right decisions about where they should go to receive medical care. And in the survey, conducted by Boston-based brand communications firm PARTNERS+simons, nearly all respondents (98%) agreed that not all hospitals deliver the same quality of care.
HealthLeaders Media by Gienna Shaw, July 22, 2009
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