cx

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-Located in a fast growing region

-Population boom since opening as a part-time operation

-Demographics have changed (age, education, work type, backgrounds, etc.)

-Only vet clinic in the area

-Customers have to travel an inconvenient distance to another veterinary practice.

- Doing "business  as usual" pre-boom

- Population boom equals new customer type equals new expectations

- Expectations do not equal CX reality.

-Stress-inducing waiting room. 

-Cramped, stuffy, noisy, high-energy waiting room / outside area with other owners and a menagerie of animals.

-Issue magnified for dog with anxiety aggression.

-Long wait times for consultation is common (spent in waiting room)

-Impacts busy work schedule

-Impacts dog with anxiety

- Contact with the vets often requires a message to be left on the answering machine

- Vet clinic call backs occur at inconvenience times -- often resulting in a game of phone tag.

Name: Professional Emiliano

Age: 40-55      

Location: Everest, Tasmania

Professional Emiliano is an architect who runs his own firm from his house. He has a very busy work schedule. In his limited free time, he likes spending time outdoors with his animal companions, bushwalking and enjoying nature.

- Waiting room at vet clinic is small, stuffy, noisy, cramped.

- Waiting room is unsafe for dogs – particularly one with anxiety aggression. - Waiting room increases stress and anxiety for both human and animal companions, instead of decreasing it.

- Always cues or a wait time before and after appointment, sometimes for long periods of time.

- Eliminate wait times

- Eliminate the need to use the waiting room altogether (such as via the use of technology and / or building redesign)

- Create more time outside of work

- Spend more time enjoying nature and hiking with his dogs

- Find more ways to streamline work and home life to conserve his time and energy

Purchase and implement two pieces of wearable monitoring technology that will have the greatest impact on animal patient care for the clinic. Modelled on BP devices that are loaned to human patients and then returned to doctor to read the data (can be done at home, cost-effective, equality, accessibility, speaks to waiting room pain point).

New Clients – attract 5 new clients (just from this service offering)

Outcomes – Number of times it informed vets of health issues that would not usually be picked up with a once-off reading

Effectiveness – Did it work? How many times did a customer have issues with it / with collecting data, etc.?

Commence marketing Q2

Start – Q3 2023

Achieve Target – by end of Q3 2024.

Rollout a telemedicine service for basic consultations (modelled on existing human services). Speaks to waiting room pain point and the “Why” of equality (e.g. providing access to rural and disabled clients).

Quantity & Uptake – Start with 3 appointments per week and build up to 15 appointments per week by end target date. 

New Clients – attract 15 new clients (just from this service offering).

Service Effectiveness – Did appointment achieve what it was meant to (e.g. intended purpose / usefulness)? Employ “Measure of Effectiveness”. 

Customer Experience / Satisfaction – Email / post questionnaires; have a chat with customers one month after service.

Marketing ASAP

Start – Q2 2023

Achieve Target – by end of Q4 2023.

Hire a new vet part-time to carry out mobile visits. This speaks directly to the waiting room pain point, direct competition with another mobile vet in area, and speaks to equality and accessibility. 

Quantity – Increase new clients by 10% (just from this service offering).

Service Effectiveness – Did appointment achieve what it was meant to (e.g. intended purpose / usefulness)? Employ “Measure of Effectiveness”. 

Customer Experience / Satisfaction – Email / post questionnaires; have a chat with customers one month after service.

Marketing Q2 2023. 

Hire – Q3 2023

Achieve Target – end of Q4 2023

-CSAT and Churn Rate to measure whether the changes had improved the customer’s experience – that is, increased satisfaction and reduction of customer attrition. 

-The largest impact on customer satisfaction was the waiting room pain point. As the business goal is to increase / attract new customers and decrease customers leaving, to achieve this goal and alleviate this major pain point, 3 services were rolled out in an attempt to decrease the number of clients using the waiting room – telemedicine, wearable monitoring tracking vitals that can be used at home, and the mobile vet service. 

-How satisfied overall the customer was with the actual service being offered (telemedicine, collar monitoring, and mobile vet). 

-How satisfied with the ease at which the service was provided? How satisfied with the staff? How satisfied with the service being an alternative to avoiding or lessening the number of visits to the waiting room.

-Churn rate - after rolling out the three services that speak to the waiting room pain point --  i.e. telemedicine, monitoring collar and mobile vet service  -- is there a noticeable reduction in attrition. 

The insights provided by measurement will either result in the new service being tweaked or being cut from the offerings and new solutions to the major pain point being identified and perhaps rolled out.