How to Ensure an Ideal Omnichannel Client Experience With Key Performance Indicators

Author(s):  
Anne-Flore Maman Larraufie ◽  
Lucile Arsov Gouriou ◽  
Cécilia Goutran

By 2025, electronic sales (e-sales) of luxury goods are expected to triple, reaching about €74 billion and standing for one-fifth of total luxury sales. This mix of online and offline client journeys increases the number of digital points and touchpoints. Thus, the journey of the omnichannel client is worth a deep focus. The omnichannel client experience (CX) requires key performance indicators (KPIs) to assess and understand disruption, enhance the experience, and present the “wow” factor. To get fresh insights on CX in luxury/digital retail, a qualitative study (with focus groups) on the omnichannel luxury client journey was conducted to identify specific pain points and KPIs. Results from an online survey quantitative study on poorly or uncovered omnichannel KPIs are disclosed. Ultimately, an overall list of relevant KPIs for CX in the luxury omnichannel retail industry is provided as a guideline for managers.

2021 ◽  
Vol 74 (4) ◽  
Author(s):  
Mia Losier ◽  
Douglas Doucette ◽  
Olavo Fernandes ◽  
Sarah Mulrooney ◽  
Kent Toombs ◽  
...  

Background: The clinical pharmacy key performance indicators (cpKPIs) are quantifiable measures of quality to advance clinical pharmacy practice and improve patient care. Although when delivered in combination they have been linked to important patient outcomes, no data are available relating to their impact on hospital pharmacists’ job satisfaction. Objectives: To determine the level of job satisfaction among Canadian hospital pharmacists and whether participation in cpKPI activities contributes to hospital pharmacists’ job satisfaction. Methods: A mixed-methods study was conducted. An electronic survey, consisting of 36 questions, was developed using a validated pharmacist job satisfaction tool and was then distributed nationally to hospital pharmacists between January 30 and March 14, 2019. Focus groups were conducted with pharmacists at Horizon Health Network in New Brunswick to further explore activities that contribute to their job satisfaction. Results: Overall, 284 pharmacists from 9 provinces completed the electronic survey. The mean job satisfaction score among hospital pharmacists was 3.93 (standard deviation 0.85) out of 5. Job satisfaction scores increased with increases in self-identified time spent performing cpKPI activities (r = 0.148, p = 0.014). Pharmacist satisfaction increased with time spent performing medication reconciliation on admission (β = 0.140, p = 0.032) and decreased with time spent identifying and resolving drug therapy problems (β = –0.153, p = 0.030). Three focus groups, comprising a total of 13 pharmacists, were conducted; during these sessions, some cpKPIs were highlighted favourably, although pharmacists described some ambivalence toward patient education. The importance of having an impact and receiving appreciation was highlighted. Conclusions: Canadian hospital pharmacists are generally satisfied with their jobs, and participation in cpKPI activities was found to be positively associated with hospital pharmacists’ job satisfaction. RÉSUMÉ Contexte : Les indicateurs clés de performance de la pharmacie clinique (ICPpc) sont des mesures quantifiables de la qualité qui permettent de faire avancer la pratique en pharmacie et d’améliorer les soins du patient. Bien qu’ils aient été associés à des résultats importants pour les patients lorsqu’ils sont utilisés conjointement, aucune donnée concernant leur impact sur la satisfaction professionnelle des pharmaciens d’hôpitaux n’est disponible. Objectifs : Déterminer le degré de satisfaction professionnelle des pharmaciens d’hôpitaux canadiens et noter si la participation aux activités liées aux ICPpc y contribue. Méthodes : Une étude à méthodologie mixte a été menée. À l’aide d’un outil validé mesurant la satisfaction professionnelle du pharmacien, les investigateurs ont préparé une enquête électronique comprenant 36 questions, qui a été distribuée à l’échelle nationale aux pharmaciens d’hôpitaux entre le 30 janvier et le 14 mars 2019. Des groupes de travail comprenant des pharmaciens au Réseau de santé Horizon au Nouveau-Brunswick ont exploré plus en profondeur les activités qui contribuaient à leur satisfaction professionnelle. Résultats : Globalement, 284 pharmaciens de neuf provinces ont répondu à l’enquête électronique. Le score moyen de satisfaction des pharmaciens d’hôpitaux était de 3,93 (écart type 0,85) sur 5. Les scores relatifs à la satisfaction professionnelle augmentaient lorsque le temps passé à faire des activités liées aux ICPpc augmentait (r = 0,148, p = 0,014). La satisfaction du pharmacien augmentait quand il passait du temps à faire le bilan comparatif des médicaments au moment de l’admission (β = 0,140, p = 0,032) et diminuait quand il devait déterminer et résoudre des problèmes de pharmacothérapie (β = –0,153, p = 0,030). Trois groupes de discussion comprenant 13 pharmaciens au total se sont penchés sur la question. Pendant leurs séances, ils ont mis en valeur certains ICPpc, bien que les pharmaciens aient décrit des ambivalences concernant les instructions données au patient. Ils ont aussi souligné l’importance d’avoir un effet positif et d’être apprécié. Conclusions : Les pharmaciens d’hôpitaux canadiens sont généralement satisfaits de leur travail et la participation à des activités liées aux ICPpc est associée à leur satisfaction professionnelle.


2019 ◽  
Vol 2 ◽  
pp. 18 ◽  
Author(s):  
Aileen McCabe ◽  
Maria Brenner ◽  
Philip Larkin ◽  
Sinéad Nic An Fhailí ◽  
Brenda Gannon ◽  
...  

Background: Good-quality data is required for valid and reliable key performance indicators. Little is known of the facilitators and barriers of capturing the required data for emergency department key performance indicators. This study aimed to explore and understand how current emergency department data collection systems relevant to emergency department key performance indicators are integrated into routine service delivery, and to identify the resources required to capture these data elements. Methods: Following pilot testing, we conducted two focus groups with a multi-disciplinary panel of 14 emergency department stakeholders drawn from urban and rural emergency departments, respectively. Focus groups were analyzed using Attride–Stirling’s framework for thematic network analysis. Results: The global theme “Understanding facilitators and barriers for emergency department data collection systems” emerged from three organizing themes: “understanding current emergency department data collection systems”; “achieving the ideal emergency department data capture system for the implementation of emergency department key performance indicators”; and “emergency department data capture systems for performance monitoring purposes within the wider context”. Conclusion: The pathways to improving emergency department data capture systems for emergency department key performance indicators include upgrading emergency department information systems and investment in hardware technology and data managers. Educating stakeholders outside the emergency department regarding the importance of emergency department key performance indicators as hospital-wide performance indicators underpins the successful implementation of valid and reliable emergency department key performance indicators.


CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.


Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance


2007 ◽  
Vol 30 (4) ◽  
pp. 61
Author(s):  
S. Malhotra ◽  
R. Hatala ◽  
C.-A. Courneya

The mini-CEX is a 30 minute observed clinical encounter. It can be done in the outpatient, inpatient or emergency room setting. It strives to look at several parameters including a clinical history, physical, professionalism and overall clinical competence. Trainees are rated using a 9-point scoring system: 1-3 unsatisfactory, 4-6 satisfactory and 7-9 superior. Eight months after the introduction of the mini-CEX to the core University of British Columbia Internal Medicine Residents, a one hour semi-structured focus group for residents in each of the three years took place. The focus groups were conducted by an independent moderator, audio-recorded and transcribed. Using a phenomenological approach the comments made by the focus groups participants were read independently by three authors, organized into major themes. In doing so, several intriguing common patterns were revealed on how General Medicine Residents perceive their experience in completing a mini-CEX. The themes include Education, Assessment and Preparation for the Royal College of Physicians and Surgeons Internal Medicine exam. Resident learners perceived that the mini-CEX process provided insight into their clinical strengths and weaknesses. Focus group participants favored that the mini-CEX experience will benefit them in preparation, and successful completion of their licensing exam. Daelmans HE, Overmeer RM, van der Hem-Stockroos HH, Scherpbier AJ, Stehouwer CD, van der Vleuten CP. In-training assessment: qualitative study of effects on supervision and feedback in an undergraduate clinical rotation. Medical Education 2006; 40(1):51-8. De Lima AA, Henquin R, Thierer J, Paulin J, Lamari S, Belcastro F, Van der Vleuten CPM. A qualitative study of the impact on learning of the mini clinical evaluation exercise in postgraduate training. Medical Teacher January 2005; 27(1):46-52. DiCicco-Bloom B, Crabtree BF. The Qualitative Research Interview. Medical Education 2006; 40:314-32.


Sign in / Sign up

Export Citation Format

Share Document