Supernova Award Category
The Problem
When Jacqui Darcy joined NextGen Healthcare as Director of Client Satisfaction, she encountered a multi-divisional organization that did not share a common platform for managing client feedback. The company’s client base – primarily healthcare providers, practitioners, and other stakeholders – were being surveyed independently by divisions and departments, with no centralized ownership of customer data, no governance, and very silo’d approach for clients.
The Solution
Darcy’s initial goal was to establish a uniformed, company-wide, Voice of the Client (VoC) program to consolidate all client feedback; drive continuous improvements to significantly increase client satisfaction; evaluate captured insights; and use the consolidated data to establish priorities for the company as a whole rather than relying on unconnected pieces of input.
Through the Voice of the Client Improvement Program, over 40 actions have been identified in the past 24 months, with over 70% implemented, focused on driving improvements to the client experience. Another important aspect was predictability in client retention and the early identification of clients at risk.
After researching and evaluating several options, Darcy’s team implemented the MaritzCX platform with MaritzCX Case Management to disseminate surveys and experience evaluations, centralize client feedback and give frontline workers real-time information to continually improve the client experience.
The results
Implementing MaritzCX enabled the organization to have a clear view of the client experience, to task internal teams to follow-up on client issues/concerns to close the loop, as well as centrally manage client insights to develop Voice of the Client Improvement Actions. By providing teams with functional and individual dashboards and client insights at their fingertips, they are able to make better decisions to help clients.
Within eight quarters, Darcy and her team, in collaboration with teams throughout the organization, developed more than 40 VoC Improvement action plans by leveraging client insights. New action plans are continually added and these action plans are tied to the company’s Client Experience (CX) pillars, which are based on the overall drivers of CX improvement.
The new client-centric approach has even changed the company’s Management Incentive Program. The company’s CEO, Rusty Frantz, believes that product quality and client service go hand in hand, and as such, has designated client satisfaction as one of the three primary metrics upon which management teams are evaluated.
NextGen Healthcare is driving client-centric change throughout the organization by relying on its highly developed VoC program. The organization is also using key data elements as captured via client feedback in its new Pulse of the Client initiative to better predict clients at risk, enabling account team to be more engaged and proactive earlier.
Metrics
Each year Darcy’s team uses the platform to distribute relationship assessment surveys to approximately 55,000 individual client touchpoints. Additionally, her team manages a large number of experience-based listening posts to capture client feedback from all touchpoints across client organizations based on engagement, project milestone or training experience.
Quantifiable results comparing current period to prior 12 months:
• Compared to 12 months prior, NextGen’s Net Promoter’s Score (NPS) increased 56 points while overall client satisfaction scores (CSAT) saw 11% improvement.
• Increased client support satisfaction 18% and enhanced the client care experience by 19%.
• 85% of clients would recommend NextGen Healthcare.
• 23% improvement in making it easier to do business with NextGen Healthcare
• Managed relationship, transactional and ad hoc surveys on a single platform to 55,000 individuals.
• Achieved 35% participation rate on relationship survey and 50% overall client participation.
• Manually implemented Pulse of the Client [Predictive client at risk tool] and identified percentage of clients potentially at risk. Teams are engaged and proactively managing the client issues.
The Technology
MaritzCX Platform with MaritzCX Case Management.
Disruptive Factor
Incentives: Though survey participation has been much higher than industry averages (38% for relationship assessments and 50% overall), most recently, NextGen has recently began to offer substantial incentives, which resulted in an increased response rate of 67% in comparison to the prior quarter and generated double the valuable commentary received from clients.
Communications: The CX team developed a ‘Commitment to Our Clients’ deliverable focused on NextGen’s commitment to improving client experience. This placemat provides an overview of the company’s VoC Program specific to new clients within the sales process.
Internal Comms and Incentives: The Company has adopted numerous initiatives/action plans in direct response to client feedback, which are regularly communicated to the internal teams as well as to clients. In addition, the new client-centric approach has changed the company’s Management Incentive Program.
Vision and Values: The new Pulse of the Client project to predict client behaviors and identify at-risk clients is one very valuable component of a total program. The VoC team played a pivotal role in contributing to the company’s vision and values, which stress that it doesn’t matter if you are working with internal or external clients, everyone needs to be delivering the same level of service inside and out to strengthen the overall value chain and client retention.
Shining Moment
NextGen’s Voice of the Client team in partnership with the marketing organization developed a Voices Inspiring Progress (VIP) website for client communication and to serve as a central location for clients to access updates on action items, what changes to expect, and what is currently in process. This helps keep clients engaged, as the organization continues to rebuild trust and gains greater confidence in NextGen’s commitment to its clients.