Transcript Document

Right Sizing Collection While
Planning for Future Challenges
November 2009
Moira Carter
About SNBTS
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National Blood Service
No competition
Funded by central government
Blood provided to hospitals ‘free’ at the point of
use
No incentives to donate
Annual Donor Attends ~300,000
Demand has declined by 7% since 2007
Platelet demand has increased by 9% in last
year
Step change in regulatory stringency in last five
years
vCJD risk reduction measures have had a
major impact on the service
vCJD Risk reduction measures
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2005
2010
Background and Context
Impact of Regulatory Change on Scotland's Donor Base
Donors Remaining
7%
PTD losses
4%
BSQR losses
89%
By December 2007, the active blood donor
base was at lowest level since national
records began
The need for corrective action was clear
Additionally, these losses impact of overall
productivity of the collection program
 SNBTS have invested
in a highly effective
integrated publicity and
marketing strategy to
deliver rapid recovery,
forming effective
partnerships with
media stakeholders
and other bodies
 To build in resilience to
withstand the loss of
10% of the donor base
as a result of a vCJD
test and avoid blood
shortage
Integrated Marketing
Strategy
For Effective Marketing -Integration Is Vital
C
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Public
Relations
•Above the Line
•TV,Radio,
•Press, Outdoor
Non Donors
Registered
Donors
O
F
Below the Line
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Direct marketing
Telerecruitment
Messaging
Lapsed
Donors
ACTIVE
DONORS
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D
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Need to monitor
the effectiveness
of both creative
and media buying
strategy
Need for
message to
progress
Emotion into
Action
Emotion into
Action into Act
Now
Must be
underpinned by
sound research
Value of PR
Advertisin Equivalence Value generated by PR
The use of Pro active Patient
focussed Planned PR at key times
of the year reduces overall media
spend
£1,800,000
£1,600,000
Media Spend
AEV
£1,400,000
£1,200,000
£1,000,000
£800,000
£600,000
£400,000
£200,000
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 Since Dec 08 PR
messages ‘softer’ with
more good news tone due
to high stock levels
When stocks high, message is
softer and more difficult to attract
coverage
 Almost inverse relationship
between strength of creative
message and PR
SEGMENTATION
Revised Deferral Criteria
‘Winback’?: Hi BP,
Diabetes & Age
>24 MONTHS
TRACKED
CONTACTS
•‘Winback’ Initiative
ACTIVE
DONORS
Last 12
Months
18-24 MONTHS
•Lapsing intervention‘
NEW DONORS
•Improved conversion
•Thank You & 2nd Don’n Reminder
• Blood Group Specific
Initiatives
14%
8%
9%
DONATED IN LAST 8
MONTHS
70%
• Kit Kat to reduce donor
attendance frequency
• Blood Donor 24
• NOT DONATED IN
LAST 9 MONTHS
Donor loyalty reduces with time
• ‘Its not some one
else we’re missing’
Intervention
•New Donor Contract
Delivering : The Right Message to the Right Donor at
Dthe Right Time and achieving the Right response
New & Returning Donor
Recruitment
New & Returning
Donors at 98.2% of
target YTD
New & Returning Donor Recruitment Analysis
6,000
5,000
22% up on 2007/08
4,000
New
3,000
Returning
Total N&R
2,000
1,000
0
Average Pre
Average Post Funding
Jan 08
Post Campaign
Launch June 08
61% of donors of
N&R donors
recruited are new
Average monthly
recruitment up by
28% post campaign
launch
Donor Base Trends
Reduced
ATL & BTL
activity
Active donors: Trend to end Q2 2009/10
190000
185000
180000
175000
170000
165000
160000
155000
Au
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150000
Donor base declined by 2% since Mar 09
Remains @ 4% up on Dec 07 and 95% of current
resilience target
Excess Inventory & Donor
Base
Therefore
Donor Base and Blood Stock Trends
184000
Active
Donor Base
182000
Total Stock
14.0
10.0
Active Donors
Trigger
Level
12.0
180000
178000
8.0
176000
6.0
174000
4.0
172000
Stock Level (days)
186000
9 days
7 days
5 days
3 days
2.0
170000
168000
0.0
 Need to
segment the
donor base
Sep-09
Aug-09
Jul-09
Jun-09
May-09
Apr-09
Mar-09
Feb-09
Jan-09
Dec-08
Nov-08
Oct-08
Sep-08
Aug-08
Jul-08
Jun-08
May-08
Apr-08
Mar-08
Feb-08
Jan-08
Dec-07
Nov-07
Oct-07
Sep-07
Aug-07
Jul-07
Jun-07
May-07
Apr-07
Mar-07
 Or to change
our collection
footprint to
reduce
frequency and
extend our
reach
 Leads us
Excess inventory required reduction in ATL &
towards
BTL activity (Blood Group Specific)
service
Difficult to expand the donor base when
stocks are high and demand under control
redesign
Inventory Imbalance
Continuous pressure on O Neg
14.0
12.0
Days Stock
10.0
O Neg
Total Stock
8.0
3 day trigger
5 day trigger
6.0
7 day trigger
4.0
9 day trigger
2.0
30/06/2009
30/03/2009
30/12/2008
30/09/2008
30/06/2008
30/03/2008
30/12/2007
30/09/2007
30/06/2007
30/03/2007
0.0
 When in stock surplus the ratio of Days Total Stock to Days
O Neg rises to 3
Current stock levels of O neg very good
Considering reducing activity level
The Future
 Need to improve our ability to
segment the donor base by
improving our Customer Relation
management skills at each point
of contact
 To achieve this we need to take a
360 degree approach to donor
management
 In Short we need an effective
CRM tool
 An effective CRM tool could
become cost neutral within 3-5
years and has the potential to
generate significant savings in
terms of consumables and staffing
costs
 Would require a reduction in
wastage of ~ 2% to become cost
neutral without estimating staffing
cost savings
Donor Behaviour
Current Situation Analysis
 Blood Stocks have been extremely high with exception of
O negative
 Demand 7% below level predicted at the outset of plan
 By April 2009 - Clear need to correct the inventory in order
to prevent excessive waste
 Donor Deferral rates reduced by >1% ytd and have been
at ~15% in last two months (last year @ 18.3%).
Collection losses down to 3.5% from 3.8%
 The productivity gains result in an additional 4100 useable
donations per annum
 New Donor Deferral reduced to 32% v 36% last year
 Demand 5% lower than original estimate
 vCJD research indicates that we should plan for ~5-10%
losses rather than 10-20% losses
 Depending on agreed communications strategy and
tactics these could be as low as 2%
Recalibrating the Plan
 vCJD test delayed now anticipated 2011
 Good progress on confirmatory assay
 Supply & Demand forecast suggests that we require
between 190K to 193K active donors to cope with 5%
losses
 This requires attendance frequencies between 1.57
and 1.55 respectively to withstand 5% losses
 At current attendance frequency we require 183K
active donors (current level 181K)
Thank You
- Any Questions?