Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact? Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients. + Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally + Learn how it is possible to segregate the impact of different touch points on the overall patient experience + See patient experience strategy maps that help inform investment decisions + Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others) + Learn some specific steps that can be taken to improve the hospital experience Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."

1. A Siegel+Gale webinar
July 23, 2014
Managing the
Hospital In-Patient
Experience

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Our promise
S+G is the simplicity company.
We define, design and deliver
compelling brand experiences
that are both unexpectedly
fresh and remarkably clear.

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We create
simplicity
Research
Brand strategy
Brand architecture
Experience strategy
Simplification
Content strategy
Content development
Naming
Visual identity
Environments
Global implementation
Employee engagement
Digital experiences

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Rolf M. Wulfsberg, PhD
Global Director, Quantitative Research
• Nationally recognized expert in survey
research with 44 years of experience
• Author of the book Fact-Based Branding in
the Real World: A Simple Survival Guide for
CMOs and Brand Managers.
• PhD and MA in statistics from the American
University and BA in mathematics and
economics from Luther College (summa cum
laude)
• Former Rhodes candidate and Woodrow
Wilson scholar
• Served as an expert witness before the U.S.
House of Representatives and the
Pennsylvania Supreme Court
!

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Rolf M. Wulfsberg, PhD
Global Director, Quantitative Research

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The in-patient experience affects a hospital from
both an acquisition and retention standpoint

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An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints

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An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint

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An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects

10. 10
An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
4. Determine the importance of each touchpoint to the overall experience

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An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
4. Determine the importance of each touchpoint to the overall experience
5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital

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An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
4. Determine the importance of each touchpoint to the overall experience
5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital
6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact

13. 13
An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
4. Determine the importance of each touchpoint to the overall experience
5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital
6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact
7. Estimate the difficulty and/or cost associated with improvements to each
performance aspect

14. 14
An 8-step process for prioritizing touchpoints and
subsequent investments in those touchpoints
1. Create a journey map that identifies the various touchpoints
2. Create a list of various service aspects within each touchpoint
3. Measure satisfaction with the touchpoint and various performance aspects
4. Determine the importance of each touchpoint to the overall experience
5. Determine the percent of all patients who experience the touchpoint in a
given period of time and the resulting impact on the hospital
6. Repeat Steps 4 and 5 for the performance aspects within each touchpoint
to determine their importance and impact
7. Estimate the difficulty and/or cost associated with improvements to each
performance aspect
8. Create a plan for short-term, medium-term and long-term improvement
investments

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Step 1:
Create a journey
map that identifies
the various
touchpoints

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An example of a journey map

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Siegel+Gale’s nationwide hospital in-patient
survey
Last year, Siegel+Gale conducted a nationwide survey of
500 patients or primary caregivers of patients who spent
at least one night in a hospital in the previous 6 months

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Siegel+Gale’s nationwide hospital in-patient
survey
1. Scheduling
2. Emergency room
3. Admitting (non-ER)
4. Signage and way-finding
5. Physicians
6. Nurses
7. Technicians
8. Hospital room
9. Testing facilities
10. Patient transport
11. Food
12. Treatment/Procedure
13. Status updates
14. Discharge
15. Billing
The survey explored the in-patient experience with
15 touchpoints:

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Step 2:
Create a list of
various service
aspects within
each touchpoint

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Example of service aspects for the hospital
room touchpoint
a. Level of privacy I/my family
member was provided
b. Comfort of the room
c. Cleanliness of the room
d. Bathroom facilities
e. Amount of room for visitors/
family
f. Noise level in the room
g. Availability of a working TV in
the room
h. Temperature in the room
i. Comfort of the bed
j. Adequacy of storage for
personal items
k. Lighting in the room
l. Visitor policies/visiting hours
m. Accessibility of call button
and intercom to summon
assistance

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Step 3:
Measure the
satisfaction with
each touchpoint
and each aspect of
service within the
touchpoint

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Traditional measurement focuses on a single
touchpoint
Typically, a hospital
measures the in-patient
experience by conducting
transactional surveys of
patients who recently
experienced a given
touchpoint. The problem
with this approach is that
the various experiences are
not independent of each
other

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Consider the following example of a business
traveler on her way to an important meeting
1. After being delayed in
traffic, she arrived at
the kiosks to pick up
her ticket only to learn
that she has to see a
representative at the
counter

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Consider the following example of a business
traveler on her way to an important meeting
2. After a long wait in
the counter line, she
learns that the ticket
was issued incorrectly
and has to be reissued

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Consider the following example of a business
traveler on her way to an important meeting
3. She then encounters
horribly long lines at the
airport security checkpoint

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Consider the following example of a business
traveler on her way to an important meeting
4. Once through
security, she realizes
that her gate is at the
end of a very long
corridor

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Consider the following example of a business
traveler on her way to an important meeting
5. Upon arrival at her
gate, she sees that her
plane has already
departed

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Consider the following example of a business
traveler on her way to an important meeting
6. She calls the airline
customer service
number to complain,
but the damage has
already been done: she
missed her meeting

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The result is an angry customer, but which
touchpoint is to blame? If multiple touchpoints,
how do you quantify how much each contributed?
• The initial reservations
representative?
• The counter agent?
• TSA?
• The customer service
representative?
• Someone or something
else?

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Step 4:
Determine the
importance of
each touchpoint

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Traditional methods of prioritizing touch points
Hospital staff discuss recent
patient feedback, complaints,
etc., and identify touchpoints
that generate the most
“noise”
The hospital conducts
transactional surveys and
compares satisfaction to
the stated importance of
touchpoints

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Touchpoints for a hospital patient

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The fact that different patients touch different
sets of touchpoints creates “missing data”
✔
H
✔
✔
H
✔
H ✔
H
✔
✔
H
✔
H
H

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Siegel+Gale’s nationwide hospital in-patient
survey
1. Scheduling
2. Emergency room
3. Admitting (non-ER)
4. Signage and way-finding
5. Physicians
6. Nurses
7. Technicians
8. Hospital room
9. Testing facilities
10. Patient transport
11. Food
12. Treatment/Procedure
13. Status updates
14. Discharge
15. Billing
Take a minute or two and rank what you believe are
the top 5 most important touchpoints

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Nurses have the highest importance of the 15
touchpoints, followed by status updates and the
emergency room admission process
21%
16%
13%
9%
8%
8% 7%
7%
5%
3%
1% 1% 1% 1% 1%
0%
5%
10%
15%
20%
25% Share of Importance

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Step 5:
Determine the
incidence of
exposure and
impact for each
touchpoint

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Due to the low incidence of the emergency room
among patients who stayed more than one night,
ER contributes only 1% to the overall NPS
*Emergency room incidence low due to overnight stay screening criteria

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Nurses and status updates are the highest
contributors to NPS
Share of Impact

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Touchpoint prioritization map

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Step 6:
Determine the
importance and
impact of various
performance
aspects

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Performance Aspect Map within the hospital
room touchpoint

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Step 7:
Estimate the
difficulty and/or
cost associated
with each
improvement

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Performance Aspect Map within the hospital
room touchpoint, by difficulty and/or cost

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Difficulty/Cost summary for hospital room
touchpoint

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Step 8:
Create a short-,
medium- and long-
term improvement
plan

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Q+A

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@siegelgale
Today’s presenters:
Rolf Wulfsberg, PhD
Global Director, Quantitative Insights
rwulfsberg@siegelgale.com
Jessica Kirk, Vice President
jkirk@siegelgale.com
Related links:
www.siegelgale.com
We offer
• Research
• Brand strategy
• Brand architecture
• Experience strategy
• Simplification
• Content strategy
• Content development
• Naming
• Visual identity
• Environments
• Global implementation
• Employee engagement
• Digital experiences

48. siegel+galesiegel+gale
The most important element nurses can
contribute is responsiveness to requests
48
1%
1%
3%
3%
4%
6%
11%
13%
15%
18%
25%
0% 5% 10% 15% 20% 25% 30%
Explaining my/my family member's situation in
language that I could understand
The access I/my family member was given to the
nurse(s)
The extent to which it was clear that I was
interacting with a nurse vs. a physician, technician
Willingness to answer my questions openly and
honestly
Friendliness of the nurse(s)
Frequency of the nurses' checkups
Amount of time they gave me/my family member
during the stay
Attentiveness of the nurse(s)
The extent to which I felt the nurse(s) understood
my/my family member's situation
Respect shown to me/my family member
Responsiveness to requests and/or issues
Attribute Contribution – Nurses
8.58
8.88
8.68
8.74
8.73
8.73
8.88
8.85
9.01
8.82
8.98
Attribute Satisfaction

49. siegel+galesiegel+gale
Frequency and timing of Patient Updates with
combat the anxiety that affects satisfaction
49
5%
10%
17%
18%
22%
27%
0% 5% 10% 15% 20% 25% 30%
Consistency of information received from various
hospital staff members
The extent to which the hospital staff communicated
about my/my family member's situation in language
I could understand
Willingness of the hospital staff to answer questions
about my/my family member's condition openly and
honestly
Availability of technology to communicate status
updates (e.g., beepers, electronic status boards,
etc.)'
Length of time between a procedure/test/etc. and
receiving a status update from the hospital staff
Frequency of updates about my/family member's
situation
Attribute Contribution – Patient Status Updates
8.58
8.88
8.68
8.74
8.73
8.73
Attribute Satisfaction