Alison Lambert BVSc CMRS MRCVS Associate …behaviour changing –market intelligenceEmployees •...

transcript

behaviour changing – market intelligence

Alison Lambert

BVSc CMRS MRCVS

Associate Professor in Veterinary Business

meet Kato

My animal family

UK ….what's happening?

• Customers

• Business owners

• Practice teams

• Practice behaviours

Today was the future in 2006……..

Customers ……

• Customer pool static

• Pet ownership down across the UK

• Shift to small kg of dog

• Breed changes to “ fusion breeds”

• Cats moving into the home

• Rabbit and small pet ownership growing

• Trends for young adults to stay at home

Customers…all about “more”

• Want more

• Know more

• See more

• Access more

Internet of things

Employees

• Want less hours and more money

• Don’t see vet business as a “ life commitment “

• See as a job, clinical fulfilment by the hour

• Shift in vet degree – open to many more people,

more schools, more students

• Wage deflation across most markets

Employee wants

Battle ground for team members

Engage and Involve the team

Become Employer of Choice

• Develop a graduate engagement programme

• Develop “Employment outreach” for vets and nurses

• Think “Attract and retain team”

Become an Employer Brand

Investment funds

• Investment funds keen to invest across Europe

• Large opportunity to bring structure and discipline

to sector

• Customer spend strong

• Vet care delivery room to improve

• Drive to vertical integration: Lab , Cremation,

Recruitment, Own label meds, food & Insurance

1. UK 5

years ago

2. UK today4. UK in next

18 months

2.UK last 2-3 years

3.UK today

50% -60% of sites owned or

controlled by large groups

Listed Stock Market

What are practices doing to grow

and develop in this market?

(….and survive ….)

Appointment offer rates

SEVC 2016 data

Shows 3x more appointment

with Index sites

Day of week issues

WSAVA 2016

link between Index score and NPS

Appointment offer rate

2015 data BSAVA

EBVM Congress 2014

UK Corporate data October 2017

CVS Goddards IndependentVetcare

Medivet Pets at HomeVet Group

Vet Partners Village Vet White CrossVets

XL Vets NationalAverage

Appointments Offered

Your learnings from this session

• UK is heading to a mature/endstage of PE cycle

• Large groups manage over half of all sites in SA and a

significant number of sites in Equine and Farm

• Customer delivery is sub optimal and only one national brand

has UK wide campaign potential

• Operational factors have been focus of big groups now they

need to fix Customer delivery

• Attracting Team members is biggest challenge

• Fixing Customer touchpoints is key

• Offer Appointments

Actions for next week

1. Review your Customer reality, what new stuff did you do last year?

2. Review your “employer of choice” plan..….if you don't have a plan get one

3. Measure your First Call Resolution

#Train #Measure #Manage #Inspire

Clients

How to get them and

keep them

Alison Lambert

BVSc CMRS MRCVS

So you need marketing…….

What owners want from a Veterinary

practice?

The customer

experience

matters

Your clinical

competence

is assumed

Reception impact

Your target customers…

• Where are they?

• Who are they?

• What do they want?

Drive time critical

Drive time

Segmentation

Care with age profiles

Segments

Mintel

Customer wants and needs

Omnichannel

First Call Resolution

Its how you say things that matters…

1. Map your drive time catchment area – where are all the people?

2. Review how would a new owner know you are there?

3. Implement a keep in touch plan- be more digital

Turn clients into Raving fans

Alison Lambert

BVSc CMRS MRCVS

meet Kato

My animal family

Key words

• People- Team and Customers

• Customer Experience #CX

• Customer Journey and Touchpoints

• Values/Purpose/Mission/Vision

#OneVetTeam

#NoSh*tSherlock ☺

mmmmmm……. 24% Ave-poor

5* ratings …. 6-8% Ave – poor

Customer measures NPS

Essentially a business system developed

by Fred Reichheld

The ultimate question is :

“How likely are you to recommend this brand or

service to your friends or family ?”

NPS is at the heart of what you need

KOL group

Loyalty

Recommendation?

Foundation of trust is in the expectation that one party

will behave in a predictable and reliable manner

Three types of health care trust

Companion

Competence

Commitment

Value for money: Price versus value for

money??

Integrated care

Ability to work with others: professionals can work

with others when required; sometimes a client driven

phenomena

Tangibles

• Stock- have you got what the customer wants/ can

you order it in quickly?

• Location

• Accessibility

Communication

Openness: clear open lines of communication maintained

throughout the process

Respectfulness: professional talks to the client on the same level

Rapport: the practitioner is professionally personable and able to

relate to different clients

Professional interactivity: verbal and non-verbal client

communication always maintains professionalism.

Relationship Marketing

Relationship Marketing – foster loyalty through long

term engagement and active interaction

Can also be Customer Relationship Marketing (CRM)

Incorporates Co-Production

Communication

• Two-way communication essential

• Mutual acceptance

• Rapport and understanding

• Known to be an essential component of co-

production

Co-production

• What is co-production

• Delivering services in an equal and reciprocal

relationship between professions and clients

accessing the services

• Establishment of partnerships

• Identified in ALL areas of human health care (public

and private)

production

Challenges to patient centric care in animal

health

Collaboration How to

negotiate involvement

and co-production

Engendering mutual trust

Establishing two-way

communication

Developing rapport

Managing client

expectations

Uniqueness of each situation

Incorporating self care

Negotiating co-production

• Trust shapes communication quality

• Enhances the level of interaction between client and

professional

• Creates ”value in-use”

Benefits conferred

Loyalty & Business Competitiveness

Enhanced outcome

Client compliance

Build trust

Positive Word of Mouth and

Negative Word of Mouth

• PWOM and NWOM

• Known and well researched in service sector

• Experiences of PWOM and NWOM- we all have them

Customers as raving fans

• We know how to get them and keep them

• Its all about the experience

• Think Local

• Think WOM

• Think CX

1. Review your recruitment to make sure you define what people

you want to employ

2. Measure your NPS

3. Create your own KOL plan

Client experience its all about the details

Alison Lambert

BVSc CMRS MRCVS

The Customer

Experience “CX”

………..Why bother?

The Customer Journey, CX and Touchpoints

Peak end rules…

Where do we start with Customer

Experience Economy in Vet Care?

Normal in other business sectors

My Customer Experience

Improve your CX with …..

1. Anticipate

2. Acknowledge

3. Attend

Fix the little stuff that annoys

your customers

First Consult Resolution

7 Steps:

1. Prepare yourself

2. Create rapport

3. Ask open questions

4. An obvious patient exam

5. Make recommendations

6. Check and signpost

7. Au revoir!

Fat but beautiful …

The customer

experience

matters

Your clinical

competence

is assumed

Peak end ……

• That’s why the #CX matters

1. Have a team meeting to discuss the importance of CX &

Emotions

2. Measure your CX delivery at each key stage ..post it notes ☺

3. Pick your “Peak End” touchpoint and deliver it

Getting employed…beyond your resume.

Alison Lambert

BVSc CMRS MRCVS

You are not alone!

What do you recruit for?

Skills?

Knowledge?

Attitude?

Attitude

What makes you stand out?

Why you?

Do you have these?

Skills?

Knowledge?

Attitude?

Managing people is business critical

Define “manager”

– noun 1. a person who has control or direction of an

institution, business, etc., or of a part, division, or phase of

– 2. a person who manages: the manager of our track team.

– 3. a person who controls and manipulates resources and

expenditures, as of a household.

– 4. British . (formerly) a theatrical producer.

Leadership vs Management

You as a Manager You as a Leader

What are you settingout to do?

Planning, Budgeting, allocating resources

Developing a vision, establishing direction and strategies

How do you encourage people to deliver?

Establishing structure, delegating, providing policy and plans for guidance

Communicating the vision, creating teams and coalitions that understand the vision

How do you make it happen?

Controlling and problem solving

Motivating and inspiring,challenging barriers to change

What outcomes do you receive?

Predictable, orderly, key expected results

Change, innovation, new approaches and products/services

Managing the individual

• Understand the team members as individuals -

personality, motivating factors, strengths and

weaknesses

• Identify and agree appropriate individual responsibilities

and objectives in job descriptions

• Recognise good behaviour and reward with praise

• Where appropriate reward with extra responsibility,

advancement and status

• Utilise and develop individual capabilities and strengths

• Develop autonomy

Employee needs Employer needs

Practice Vision

Culture Fit

Knowledge

Experience

Customer focus

Attitude

Teamwork

Career opportunities

Training & Development

Good working

conditions

Salary

Goals ,common purpose and vision

alignment

• What does the business need done ?

• What jobs have to happen ?

• What tasks need delivered?

• How do you want it done – behaviour matters

• Skills are easier to find than the correct fit for your

business

Make it clear

• What exactly the role entails and associated

expectations

• 1:1 to outline description and gain agreement

• Training and development may be necessary

• Staff need the correct tools to do the job

• Daily personal/shift duties in addition

• Prevents certain issues arising……

“ Wants and Offers “

You as manager create 2 flip chart lists

1. What I will offer you as a team

2. What I want from you as a team

Ask the team to create 2 flip chart lists

1. What we want from you ( the manager )

2. What we offer you ( the manager )

“Wants and Offers”: Employee and

Employer

• You will now have a list of wishes from your team and

what they are prepared to offer you / managers

• They will have a list of what you/managers want from

them and what you will do in return

• These should match …starts a discussion and keeps

you all focussed

Invest in the team

So I am an old crusty MRCVS who

employs people ………

• So why would I pick you?

• What makes you stand out?

• What do employers look for

• Why not all the others?

So what makes you stand out!

Words to sum up what employers want

Care Enthusiasm

Compassion Connection

Clinical knowledge Personable

Empathy Willing

Confidence Team skills

Curiosity

Conscientious

Non clinical “stuff“ matters

Skills?

Attitude?

What would you do?

What do you see?

1. Develop your manager skills ..ask for feedback. Do Wants and

Offers with your team

2. Get a coach or mentor

3. Go to some non Vet Manager CE

Building a values-based business from

the core

Alison Lambert

BVSc CMRS MRCVS

What owners want from a vet

Values ……….

Really matter

Team values getting started

1. Enable the team to develop an understanding of

their ways of working

2. Values workshop and feedback

Values in action

Change

Awesome….but why?

Summary

• People- Team and Customers

• Customer Experience #CX

• Customer Journey and Touchpoints

• Values/Purpose/Mission/Vision

#OneVetTeam

1. Do a 3 word survey with the team

2. Have a Values workshop …define your values

3. Live your values …Do something you care about

Alison Lambert BVSc CMRS MRCVS Associate …behaviour changing –market intelligenceEmployees •...

Documents