Making the patient experience a top priority is more critical than ever.
As marketers, we spend a lot of time and resources developing our brand promises. But how many of our organizations are as deliberate as they should be in making sure the patient experience delivers on the brand promise we tout in marketing?
Current research indicates that patience experience is at the top of CEOs’ priority lists. But, how is it working?
I came across an excellent post from consultant Anthony Cirillo, who recently spoke at Cleveland Clinic’s Patient Experience Summit.
His main point is that only with a Chief Experience Officer (CXO) at the top of an organization can you assure the patient experience is consistent and integrated with marketing efforts, especially as delivery mechanisms continue to change.
He recognizes there is a financial implication, particularly in the context of value-based purchasing.
Here’s an example from Cirillo:
The average hospital has $180 million in revenue. Say 50 percent is Medicare. That is $90 million. By 2017 you will have to hold back two percent of your Medicare revenue for a bonus pool. So you are starting almost two million in the hole. And what would you have to charge to net two? And what happens when other payers follow suit? Do you really want to leave patient experience to chance?
Given these circumstances, Cirillo asserts there are three roles the CXO should assume to enhance patient experience:
1. Chief Promise Keeper
The CXO must ensure patient experiences are consistent across the organization and consistent with the promise set forth by marketing. Cirillo points out the importance of storytelling in making sure the patient experience matches the expectation.
2. Chief Healing Officer
Cirillo asserts that healthcare workers often take the emotions of work home with them, which can have consequences that lead to quality issues. As Chief Healing Officer, the CXO is an advocate for employee assistance programs that include benefits such as pastoral care.
3. Chief Context Setter
The CXO should serve as a organizational leader who “infuses the patient experience into the culture” through employee orientation, training and other areas as appropriate, helping employees understand their ultimate role as healers.
I think this is great stuff. One of my favorite parts of working with clients is to help them articulate their brand promises. It’s even better when the promise is consistently delivered through the patient experience.
after working in the medical device field for 10 years, it seems to me that the opportunity to realize patient experience success is to start to engage consumer relationship marketers, marketers with strong business to consumer model experience (not typically found in healthcare verticals). Most healthcare marketing divisions I’ve been exposed to are strong in B2B, Health Administration (Contracts) and/or Healthcare practitioner experience – leaves out the end user – the patient/consumer.
Maybe if MD Anderson had a CXO about 10 years ago I wouldn’t hate the place so much. Love your thoughts. As a long-time patient, I think having someone at “the top” understanding if the brand promise is actually happening is key in medical marketing.
Thanks, Tracey and Danielle for your comments. I agree with both of you that starting with the patient/consumer’s needs
is the most important part of the process – both in crafting a brand promise and delivering on it.