Continuation of "Better Market Research..." with permission to reprint from Az Medical Office (pt. 3):
When c-deck decision-makers consider their options for growth, they are likely to begin by reviewing the revenue streams brought by patient type and procedure. They then ask themselves whether future demand could be absorbed by increasing the capacity of their facilities and personnel. The answer to this question is invariably, Yes. In doing so, they miss large sources of primary decision-making data tailored to their specific situation, leaving their decisions premature or inept.
Future Patient Studies Find Opportunities to Serve
In addition to gleaning information from current and past patients, hospital organizations can now conduct future-patient studies to project how patients and their families would behave in a situation of dire medical need. The selection of these would-be healthcare recipients depends upon the core health deliverables the hospital might choose to provide. This kind of study relies less on the use of recent hospital patients, and more on the ideal target patients they want to attract. Healthcare intelligence firms can engage this more ideal population to help hospital systems predict behaviors based on the future of the local market space by creating realistic scenarios incorporating myriad market forces already in play. Predictive modeling makes sense when a market is in flux.
Healthcare Employee Studies Discover Hidden Investment
Costs
Additionally, health organizations should consider polling their respective staffs for intelligence that determines how patients and hospital staff interact and perform. A wealth of decision-quality information resides in this typically overlooked but readily available pool of intelligence. And not just the physicians and nurses, the administrative and frontline staff of health organizations see financial success as inextricably linked to health success among providers and patients and their respective staff and families. In our experience, hospital growth plans have been tremendously affected by the discoveries of the entire hospital system staff – most times saving the organization millions by uncovering “patient performance” issues affecting market success.
In your experiences, are decision-makers even interested in what internal customers (employees and other inside stakeholders) want and think? Have any experienced future patient studies to examine how people will engage the health system through their facilities? How can we infuse greater amounts of emotional and behavioral data about customers in the plans of those administering healthcare in our communities?
----Michael
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