The Story
SMBs are constantly bombarded with the allure of proprietary technology options to satisfy various marketing and operational needs. These platforms promise streamlined workflows, industry-specific tools, and time savings. It’s easy to get caught up in the excitement of automated billing, optimized inventory management, and a team freed up to focus on higher-level tasks. The promise of a well-oiled back office is undeniably appealing.
While such platforms can provide additional benefits, the overwhelming majority are primarily and deeply focused on addressing a singular operational painpoint. As appealing as this may be for a business owner, it can create unforeseen consequences for the customer’s experience. Let’s use Electronic Health Record (EHR) management tools as an example to help paint the picture.
ACME Orthopedics witnessed a demo of an extremely user-friendly EHR platform designed specifically for the orthopedics industry. Its features are almost unimaginable, and the team’s reaction was pure joy — morale has undoubtedly improved. They begin to discuss the implications for their daily operations:
“Do you realize how much time this is going to save us? And wait until John sees how easy it is to instantly filter and select the exact orthopedic procedure codes he needs without having to sift through thousands of unrelated ones! Such enhancements will not only streamline our workflow but also mean quicker, more focused care for their patients! We’ll have so much more time to address their questions and needs, and they will love the ability to schedule appointments online.”
The practice couldn’t subscribe to the platform fast enough!
(Three months later – Launch time!)
“We finished transferring all of the patient data to the new platform, which was tedious and took weeks – but it’s going to be so worth it!”
(Three months later – Launch time!)
The ACME Orthopedics team has been fully trained and is already flying through their work like never before!
About a week after launching their new EHR, the front desk at ACME started to hear concerning customer feedback. At first, the team didn’t make much of it—after all, it always takes time to adjust to something new. But then, they received a notification—they received… (Scary Music: da da dahhhhh)… their first negative Google review!
“I was trying to register for the new system, but there are so many pages, and I couldn’t save them as drafts. Also, Chrome’s autofill tool won’t work on these forms. Why didn’t my existing profile information get automatically added to the new system? I like Dr. Hogan but don’t have time for this.” – Sandy Duncan, former patient.
The team was so satisfied with the new platform; “how is this possible?”
The team begins listening more astutely to customer comments –
“Why am I receiving so many appointment reminders?”
“I replied with ‘C,’ but still received a text today to confirm my appointment.”
“I filled out the entire web form, but the submit button doesn’t work.”
“I wanted to confirm my appointment, but it required my password, which is on my computer.”
“The appointment maker on your website won’t let me pick a date on my iPhone.”
“Why can I create an appointment but not modify or cancel it?”
“I tried filling out the online form, but a message came up saying I need to access it on a computer. I don’t own one anymore because I have my tablet.”
The team has a meeting –
“We can’t upset our customers, but it took three months for all our patient records to transition to the new platform.”
“Yeah, and we signed a three-year contract with the provider to save money.”
The team’s morale has never been lower, and their anxieties have never been higher. They submit a HelpDesk ticket to the EHR provider, citing the feedback from patients and asking how to configure the EHR to improve their experience. The auto-reply email confirms they will receive a response in 24 hours; in that time, they can search for answers in their ‘community.’
Approximately 24 hours later, ACME received a response. Amidst three paragraphs of prewritten (and irrelevant) information, they are presented with the all-too-common refrain: “These seem like some great suggestions! Please visit our community to suggest these great ideas, and our team may add them to our product roadmap.”
The office manager at ACME’s first thought was, “I shared several examples of customer complaints and asked how to address them. My questions were ignored, and I don’t have time to register for a community or await responses. Our business is at risk!”
What now?
Did the promise of improved operations cloud their judgment, inadvertently causing them to put their needs ahead of their patients’? Or was it simpler than that, where they really weren’t qualified to vet the platform and should have gotten help? After all, a pizza looks simple and delicious; have you ever tried to stretch a dough? The customers are upset, and ACME Orthopedics can’t exactly switch platforms quickly.
Why Does This Happen?
This common tale occurs due to what I call the Eric Ries Effect. Eric Ries is an entrepreneur and the visionary behind the Lean Startup methodology. This approach has traditionally been applied by startup tech founders, although it has since expanded into other areas. Ries’ work centers around helping businesses avoid costly mistakes by emphasizing a customer-centric approach during product or service development. While this sounds great, such an approach is really only beneficial in a B2C environment. Think about the term customer-centric, and it will become clear why I make this claim. With B2C, companies sell directly to end-users when utilizing a CRM platform. However, with B2B, utilizing a CRM (or CRM functionality within a platform such as an EHR) means a business reaches out to its customers, who, in turn, are reaching out to their customers (I rewrote this sentence no less than 5x. It is confusing, so here’s a visual to demonstrate the relationship):
Again, to which ‘customer’ is Ries referring when introducing such a customer-centric approach?
The core principle of the Lean Startup methodology is about minimizing waste to maximize learning. Instead of spending substantial time and money perfecting a solution behind closed doors, Ries advocates creating a Minimum Viable Product (MVP). An MVP is a basic version of an offering with just enough features to gather valuable feedback from real customers. By quickly getting an MVP into the hands of users, businesses can discover what works, what doesn’t, and pivot their development strategy accordingly while securing revenue sooner (in many cases). Say it with me…“This all sounds great”…but who are the “real customers?”
Proof in the Pudding
Although well-intentioned, the focus on addressing the needs of ‘real customers’ means less attention is placed on the end users (e.g., ACME Orthopedics patients).
The impact of the Eric Ries Effect on ACME Orthopedics –
- The Solutions Provider’s Lean Approach: By prioritizing the Client’s needs (ACME Orthopedics in this case), the Solutions Provider likely focused on building hyper-efficient internal tools for appointment scheduling, procedure coding, etc. This narrow focus is a hallmark of the Lean Startup philosophy – creating a Minimum Viable Product (MVP) validated by the primary customer (e.g., a solutions provider).
- The Overlooked Patient: The Solutions Provider might not have given the same level of attention and customer validation to the features used directly by ACME Orthopedics patients. This lack of focus on that aspect of the user experience potentially led to missing crucial features or shortcomings in functionality.
- The Eric Ries Effect in Action: The Solutions Provider’s success in optimizing the platform for ACME Orthopedics reinforced the perceived effectiveness of their customer-centric approach. However, ACME’s patients’ dissatisfaction highlights a critical blind spot: not sufficiently considering the true end-user when applying the Lean Startup framework.
Quick Sidebar
I decided to include the following key as it is impossible to interchangeably reference the client of a solutions provider versus their clients’ customer. Even writing it here is confusing. So, moving forward, when I reference these titles, they refer to what I described beside them.
- Solutions Provider: The B2B startup that develops the platform.
- Client: The business that purchases and uses the platform.
- Customer: The end user who interacts with the platform, typically a customer of the Client.
OK. Let’s continue…
Whose Fault Is It?
Nobody’s really. It’s a classic case of a fragmented ecosystem. Here’s why:
- The Solutions Provider Focuses On What They Know Best: Technology Tech startups often choose industries based on market demand (their “market entry point”) rather than personal expertise. They laser-focus on solving their chosen industry’s problems by applying Lean Methodologies. While this focused approach can yield excellent results for businesses such as ACME Orthopedics, they may inadvertently neglect the end user’s needs (the patient in this example).
- The Excitement Factor: SMBs become captivated by the prospect of streamlining internal operations. This understandable excitement can sometimes cloud their vision of the bigger picture – the impact on their customers (e.g., the SMB may be satisfied upon learning the provider offers online appointment management but doesn’t dig any further to gauge what is included in this vaguely named feature). This isn’t about a lack of concern for the customer but rather how easy it is to get swept away by the promise of efficiency.
- The Disconnect Between Layers: There remains a gap in communication and consideration between the Solutions Provider, the Client, and ultimately, the end user.
Consider this admittedly qualitative representation of a significant factor here. I looked across five industries, and 41-52 technology providers were founded by developers and technologists, not specialists in a given field.
Now What?
Take Back Control!
The ACME Orthopedics example highlights a common challenge for SMBs. Luckily, a simple, cost-effective way to prevent this problem is to involve your patients.
- Demo Access: Offer your patients the opportunity to try out demos of shortlisted platforms. Gather their feedback on ease of use, navigation, and whether the features align with their needs and expectations.
- Prioritize Patient-Facing Features: Before the selection process, collaborate with patients to identify the features that are most important to them. Use this list as a key criterion when evaluating potential platforms.
- Advocate for Patient-Centricity: Stress to potential providers that patient experience is non-negotiable. Inquire about their track record in designing user-friendly solutions and commitment to ongoing patient feedback. And if there is a ‘product roadmap,’ work into your contract that a given feature must be available by ‘X’ quarter, or the contract with them will become instantly void.
Along the way, constantly gut-check yourself by asking, “Am I putting my customers first?” G2Crowd is a great resource, but it isn’t specific to your customers’ needs.
The Path to Customer-Focused Technology
ACME Orthopedics’ story is a cautionary tale, but it doesn’t have to be your own. By shifting your perspective and making a few strategic changes, you can harness technology to elevate both your internal operations and the customer experience.
The Eric Ries Effect is powerful, but it shouldn’t dictate your business decisions. Remember these key takeaways:
- The True “End Customer”: Customer-facing features are as important, if not more, than back-end functionality. Prioritize the needs of those who ultimately sustain your business.
- Collaboration is Key: Involve customers throughout the decision-making process. Their input is invaluable in ensuring a platform truly serves their needs.
- Advocate for Excellence: Don’t settle for “good enough.” Demand technology providers prioritize user-friendliness and demonstrate a commitment to ongoing improvements.
By embracing a customer-centric mindset and taking proactive steps, you can confidently navigate the fragmented technology landscape. Choose solutions that streamline your business and delight your customers. In doing so, you will unlock a powerful competitive advantage and position your company to achieve its greatest potential.
The Survey Says!
The following is a survey you can use to help you effectively advocate for your customers upon vetting a solutions provider.
Understanding Your Preferences
To improve your experience with our company, we’d love to learn about how you prefer to interact with businesses online. Your feedback is valuable in helping us select the best platform for communication and management tools.
1. Preferred Communication Methods:
Please rate how you prefer to communicate with businesses (1 = Least preferred, 5 = Most preferred):
- Secure messaging portal (on the company’s website)
- Phone call
- Text message (SMS)
- Other (Please specify): _____
2. Online Interactions:
- How do you typically interact with businesses online? (Select all that apply):
- If you selected any of the options above, please rate the importance of the following features (1 = Not important, 5 = Very important):
3. Access to Information:
- Have you ever used an online portal a business provides to manage your account or access information?
3. If you answered “yes” to the previous question, please rate the importance of being able to access the following information through a customer portal (1 = Not important, 5 = Very important):
- Order history
- Billing information
- Communication history
- Account settings/profile
Why We’re Asking:
Your feedback will help us improve our online services and communication tools to provide a better customer experience.
