Redefining Customer Experience in Healthcare, Plus Much More…
Is Customer Experience Broken?
According to a recent report from WSJ Intelligence and Code and Theory:
- 93% of C-suite executives surveyed say their organization’s customer experience (CX) is “broken.”
- At the same time, 94% say that CX strategy contributes directly to business success.
Reasons Why CX is Broken for so Many Brands
The report shared the significant reasons why senior leaders feel their organizations struggle with CX:
- Leadership misalignment (49%)
- Creative talent shortages (44%)
- Organizational silos (43%)
- Cultural dysfunction (56%)
Return on eXperience
If nearly all senior executives believe their CX is “broken,” this points to a major strategic risk for many organizations. The report also reveals that companies that are mastering CX are generating ~30% more revenue than CX laggards. So, beyond perception, there’s a business case for “fixing” CX (particularly digital/connected CX) in terms of revenue impact.
The Key Takeaways
The gap is less about tech and more about organization/culture/alignment. As a result, 86% of senior executives expect CX to become a top-tier investment priority. While 53% of respondents say they’re “very ready” for CX transformation, the gap between intention and capability reveals deep structural issues.
This week’s Customer Experience Microlearning
Kindness is not an act; it is a lifestyle. Share with your team.
How Gulf Coast Blood Center is Redefining Customer Experience in Healthcare
by Dave Murray
When it comes to saving lives, every drop counts—and at Gulf Coast Blood Center, so does every interaction. Over the past several years, the organization has made remarkable strides in transforming its customer experience approach, setting new standards for donor engagement, retention, and satisfaction.
From Service Training to Strategic Integration
Gulf Coast’s customer experience evolution began with a simple but powerful insight: exceptional service starts from within. Associate Vice President of Community Engagement Kevin Shipley, Customer Experience Executive Academy (CXEA) Class of ’24, explained that while early supervisor-led service training efforts didn’t gain traction, the team learned from experience. Today, customer experience principles are woven directly into new hire training and standard operating procedures (SOPs), ensuring that service excellence is embedded into every role from day one.
*Related – Register for our 2026 CXEA Class Starting in January
The initiative reflects a broader organizational shift toward empathy-driven operations. Shipley and his team personally engaged with more than 90% of their 800 employees, including those working overnight, to reinforce the importance of their service action statement. A “Day in the Life” video, which highlights empathy toward donors, colleagues, and volunteers, has become a staple of onboarding and ongoing training.
Building a Culture of Empathy and Retention
Gulf Coast Blood’s transformation goes beyond training—it’s cultural. As Shipley explained, “Empathy is the foundation of retention.” Recognizing the changing demographics of blood donors, particularly the decline in baby boomer participation, Gulf Coast Blood has worked to create meaningful experiences that inspire repeat donations.
Their efforts have paid off. Since launching their donor experience initiative in 2022, Net Promoter Scores (NPS) have climbed from 87 to over 90, a figure that directly correlates with higher donor frequency and stronger retention.
Programs like the Donor Concierge and milestone mug recognition—which celebrate donors reaching key contribution milestones—add a personal touch that keeps donors engaged and appreciated.
Data-Driven Success with a Human Touch
One of the organization’s standout achievements is its NPS dashboard transformation. By tracking scores down to individual interactions, Gulf Coast Blood now recognizes employees who consistently exceed expectations. The focus is on celebrating success rather than penalizing shortfalls, with initiatives like the “Be Positive” award and ongoing employee recognition events reinforcing a culture of excellence.
The result is a more connected, motivated team—and more satisfied donors. “As NPS scores rise, we see donor frequency rise right along with them,” said Shipley.
Expanding the Experience Function
Since 2021, Gulf Coast Blood’s customer experience team has grown from a department of one to a team of more than 20. Together, they’ve developed initiatives such as the donor concierge program, redesigned onboarding experiences, and internal culture-building projects. These efforts have strengthened collaboration across departments and helped establish the organization as a model for other blood centers nationwide.
Their CXEA participation has also played a key role. Shipley credits the program with reinforcing the universality of customer experience principles across industries and connecting him with a network of like-minded leaders. “The academy gave me the confidence to keep refining our approach and align our efforts with organizational goals,” he said.
Staying the Course Through Change
Even amid leadership transitions, Gulf Coast Blood has remained steadfast in its commitment to customer experience. The donor concierge program continues to be a strategic priority under new leadership, underscoring the long-term value of embedding CX into organizational DNA.
A Model for the Industry
Gulf Coast Blood Center’s story is one of consistent improvement, measurable results, and human connection. By blending empathy, data, and culture, the organization has proven that donor experience isn’t just about satisfaction—it’s about sustainability.
As Shipley put it, “When you take care of your people—both your employees and your donors—you create a ripple effect that sustains your mission.”
👉 Ready to transform your organization’s customer experience like Gulf Coast Blood Center?
Book a complimentary advisory call with a DiJulius Group expert today. You’ll learn how to empower your team, consistently create exceptional experiences, and, ultimately, build a culture that keeps top talent and loyal customers coming back.
