Download - Marketing Research
Translating Research to Action
Marketing Research
Agenda
• About Gelb
• Brand Management
• Experience Management
• Conclusion
ABOUT GELB
An Overview
Gelb helps organizations maximize their potential.
Our collaborative and information-driven approach forms clarity of purpose for action.
Some of our Clients
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.
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.
Strategic Marketing Planning
Marketing management decisions require foresight.
Our planning process assesses business strengths and market opportunities.
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.
Product Innovation
Innovation is not accidental.
Armed with four international benchmarking studies, our consultants define and implement processes for sustainable innovation.
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.
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
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
BRAND MANAGEMENT
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
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.
Elements of Brand Trust
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
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
Our Process
Kick-offForm brand teamCreate project scheduleDef ine success criteria
Brand AuditCustomers/ProspectCompetitive analysisEmployees/stakeholdersDef ine current state of the brand
Brand StrategyBrand scenario developmentBrand promise Positioning statementValue propositionService standardsTouchpoint demonstrations
Brand Book
Brand ArchitectureVisual identityTaglinesTouchpoint inventory and prioritization
Internal Rollout Brand standards manualInternal communicationsBusiness operations changesTraining
External RolloutAdvertisingDirect mailWebsitesMarketing collateral
DashboardsCustomer experience
Assess Define Deploy Manage
Positioning with Perceptual Maps
Leveraging Brand Trust Elements
Customer Value
Consistent Experience
Competitive Difference
Expertise
Friendliness of staff Communication with customer
Offers latest technology
Responsible
Cheerful
Well-trained
Competitive
Product availability
Provides hope
Consistently delivers on its promises
TRUST
High performance
Moderate performance
Low performance
Moderate importance
High importance
Low importance
Translating Research into Strategy
Brand Equity
ElementFamiliarity
Customer Value
Competitive Difference
Consistent Experience
Trust
Description
The level of awareness and knowledge the
target has about the brand
How options are evaluated and decisions are
made
How brands are distinguished
How well the brand delivers its
promise
Strength of the relationship with
the brand
Research Metrics
Experience with the brand
Likelihood to choose the
brandReputation Satisfaction
Likelihood to recommend the
brand
Strategic Outputs
Market Segmentation
The perceived costs and
benefits of the brand
relationship
The distinctive place you occupy
in consumers’ minds
The ways in which brand touchpoints
deliver the promise
The essence of the brand that
drives confidence in it
Brand Guidance
High priority segments
Value proposition
Positioning statement
Service standards Brand promise
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.
OUR APPROACH
• 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
An Overview
Exceptional Experiences Endear
To increase customer volume…
You need customers and influencers who become
advocates…
Because they are enthusiastic about an
exceptional experience
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
Touchpoints
Diagnosis confirmation
Financial and medical paperwork
Nursing consultation
Scheduling visit
Pre-payments
Organizing accommodations/travel
Scheduling
Parking/valet
Registration
Finding the right area
Arrival
Waiting area
Consultation
Additional lab and diagnostic testing
Treatment prep
Treatment
Nursing/tech care
Physician care
Inpatient stay
Family support
Visit
Post treatment recovery
Treatment follow-up appointments
Communication with referring physician
Call-backs for assistance
Billing
Follow-up
The Experience Map
Symptoms
Diagnosis
Internet research
Evaluation and selection of healthcare provider
Need
Referral source:
Physician referred
Physician directed
Self-referred
Referral source:
Physician referred
Physician directed
Self-referred
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
Process
“What is the current experience?”
“How can we make this experience exceptional?”
“How do we deliver a consistent experience?”
“Are we meeting expectations?”
Strategic Questions
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
Touchpoint performance dashboard
Experience dashboard
Organizational excellence dashboard
Implementation strategy
Understand Design Deliver Refine
Examples
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
Dashboard Process Overview
Customers provide feedback as part of
their experience
Reports are accessed via Gelb’s secure
portal
Results are tabulated in Gelb’s system in
real-time
Administrators can access the results from
anywhere and, depending on access,
view all results.
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.
General SatisfactionCompletely
SatisfiedMostly
Satisfied
Top
TwoSomewhat Satisfied
Not
SatisfiedTOTAL
Quality of the service 28% 59% 87% 12% 1% 100%
Friendliness of the staff 34% 27% 15% 19% 24% 100%
Response time 17% 34% 12% 8% 42% 100%
I felt my needs were met 10% 17% 31% 27% 15% 100%
Professionalism 28% 59% 87% 12% 1% 100%
Customer Experience Dashboard
2008 -Quarter- March March 2006
Survey Results
You are viewing “General Satisfaction” survey responses for March 2008
You are viewing the “Report Card” for Q1-2006
71
75
85
82
60 65 70 75 80 85 90
2002
2003
2004
2005
Overall Satisfaction
Percentage Completely/Mostly Satisfied
Recommend
Percentage Completely/Mostly Satisfied
71
75
85
82
60 65 70 75 80 85 90
2002
2003
2004
2005
Customer Experience Dashboard
2006 Quarter 1 -Month- Q1-2006
Survey Results
You are viewing the “Report Card” for Q1-2006
Year Sample Error
2002 n=684
2003 n=541
2004 n=937
2005 n=937
Year Sample Error
2002 n=684
2003 n=541
2004 n=937
2005 n=937
Emails
Sent
Hits on
Survey
Completed
Surveys
Completion
Rate
Overall
Response
Rate
Q1-2006 640 251 217 80% 31%
Customer Experience Dashboard
Response Rate
You are viewing “Response Rates” for Q1-2006
2006 Quarter 1 -Month- Q1-2006
At Risk Customers Phone Email Status
John Brown 555-5487 [email protected] Resolved
Ken Smith 555-9821 [email protected] In-Progress
Charles Johnson 555-3287 [email protected] Not Contacted
Susan Gray 555-2178 [email protected] Resolved
Jeff Wood 555-2149 [email protected] In-Progress
Customer Experience Dashboard
At Risk Customers
You are viewing “At Risk” customers for Q1-2006
2006 Quarter 1 -Month- Q1-2006
Status Not Contacted
Customer Name John Smith
Company Rig Tech, Inc.
Region North America
Phone 555-6587
Email [email protected]
Survey Date 8/5/06
Overall Satisfaction Not Satisfied
Likely to Recommend Not Likely
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.
General SatisfactionCompletely
SatisfiedMostly
Satisfied
Top
TwoSomewhat Satisfied
Not
SatisfiedTOTAL
Quality of the service x 100%
Friendliness of the staff x 100%
Response time x 100%
I felt my needs were met x 100%
Customer Experience Dashboard
Survey Results
At Risk customer detail view
< Back to list
2006 Quarter 1 -Month- Q1-2006
Request A Call Customers Phone Email Status
John Brown 555-5487 [email protected] Resolved
Ken Smith 555-9821 [email protected] In-Progress
Charles Johnson 555-3287 [email protected] Not Contacted
Susan Gray 555-2178 [email protected] Resolved
Jeff Wood 555-2149 [email protected] In-Progress
Customer Experience Dashboard
Request a Call
You are viewing “Request A Call” customers for Q1-2006
2006 Quarter 1 -Month- Q1-2006
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)
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.
CONCLUSION
John [email protected]
Gelb Consulting Group, Inc.1011 Highway 6 South, Suite 120Houston, TX 77077+1 281.759.3600www.gelbconsulting.com