Prototyping in a live environment

Come along and hear and about the ins and outs of rapid prototyping in a live environment, specifically medical centres that can see ~800 patients per day. In the first phase of this project we did a considerable amount of customer and staff research to define the customer problem/ opportunity. In parallel we analysed the organisation's operational data to see where our insights correlated with missed opportunity by the organisation.

In the second phase, we tested a range of concepts to see if we could make an impact on the problem areas/ areas of opportunity.
These concepts were anything from manually providing patients with numbers so they had a stronger indication of where they are in the queue, to providing a kids area to distract kids (and parents!) from the wait time. By measuring the impact the concept had we were able to see how desirable, feasible and viable they were. We'll talk about what we learnt and how we demonstrated to the organisation these concepts were worth the investment to implement on a real scale.

Presented by Sophie Lloyd at UX Australia 2017

Transcript

1. Sophie Lloyd Prototyping in a live environment August 2017
2. 2 Commercial in confidence Hi, let me introduce myself Who am I and what am I doing here?
3. Commercial in confidence 3 Prototyping in a medical centre
4. Commercial in confidence 4 Research synthesis Over 15 data points 60 customer interviews 7 centres in 3 states We spoke to customers and staff and reviewed data to find opportunities
5. Commercial in confidence 5 Opportunity areas Understand future service preferences Uplift customer service Make waiting easier Encourage patients to use other services Improve customer flow
6. Commercial in confidence 6 We’ll focus on the top three today Understand future service preferences Uplift customer service Make waiting easier Encourage patients to use other services Improve customer flow
7. 7 Commercial in confidence For each opportunity area there could be multiple solutions
8. Commercial in confidence 8 Before we started Have a hypothesis Measure results Time box it
9. Commercial in confidence 9 Make waiting easier
10. Commercial in confidence 10 Sit down... and wait... and wait...
11. 11 Commercial in confidence Hypothesis If we distract patients while they wait, the ‘Do Not Attends’ will decrease.
12. Commercial in confidence 12 The target – Reduce ‘Do Not Attends’ Kids’ play area Coffee cart Water dispensers Phone chargers
13. Commercial in confidence 13 Which do you think had the biggest impact? Kids’ play area Coffee cart Water dispensers Phone chargers A B C D
14. Commercial in confidence 14 Kids’ play area C Which do you think had the biggest impact?
15. Commercial in confidence 15 The target – Reduce ‘Do Not Attends’ Kids’ play area Coffee cart Water dispensers Phone chargers
16. Commercial in confidence 16 Uplift customer service
17. Commercial in confidence 17 Human interaction cannot be dictated by procedures
18. 18 Commercial in confidence Hypothesis If we implement customer needs- based conversation and NPS loops, customer satisfaction will increase. Net Promoter Score = % of promoters - % of detractors
19. Commercial in confidence 19 Daily NPS Huddles Customer needs based training Think customer The target – Increase NPS
20. Commercial in confidence 20 Improve customer flow
21. Commercial in confidence 21 Psychology of waiting Uncertain waits are longer than known finite waits NEXT Unoccupied time feels longer than occupied time Anxiety makes the wait seem longer Unfair waits are longer than equitable waits 1 2 3 4 People want to get started The more valuable the service, the longer you will wait Solo waits feel longer than group waits 5 6 7 8 Unexplained waits are longer than explained waits David Maister (1985) Psychology of Waiting Unmanaged queueing
22. 22 Commercial in confidence Hypothesis If we implement changes to customer flow, perceived wait time will decrease.
23. Commercial in confidence 23 Provide patients with numbers Directly allocate patients to Doctors Provide a concierge The target – reduce perceived wait time
24. 24 Commercial in confidence Let’s bring it up a level How do we equate these changes with revenue?
25. Commercial in confidence 25 % reduction in ‘Did Not Attends’ from pilot x Average revenue per patient Make waiting easier
26. Commercial in confidence 26 +1 NPS = +0.147% revenue Source: Advocacy Drives Growth, 2005, LSE and The Listening Company Positive word of mouth =$$$ Uplift service
27. Commercial in confidence 27 Calculated revenue of 1 in 3 patients visiting once more Improve customer flow
28. 28 Commercial in confidence Which opportunity area had the biggest bang for buck? a) Make waiting easy b) Uplift customer service c) Improved customer flow management
29. 29 Commercial in confidence Which opportunity area had the biggest bang for buck? a) Make waiting easy b) Uplift customer service c) Improved customer flow management
30. Commercial in confidence 30 NPS average uplift 18 points Average DNAs reduced by 28% Wait time perceived as 77% better The results These results proved that the concepts warranted an at-scale investment
31. Commercial in confidence 31 Things to remember Pivot quickly Capture stories Measure results
32. Commercial in confidence 32
33. Thank you Sophie Lloyd sophie.lloyd@cec.com.au www.customerexperience.com.au