Innovative solutions yield measurable results. 


Thomson Reuters Healthcare

As Thomson Reuters states, “We combine industry expertise with innovative technology to deliver critical information to leading decision makers in the financial, legal, tax and accounting, scientific, healthcare and media markets, powered by the world’s most trusted news organization.” Using databases, analytics, research and other services, the company provides healthcare business solutions for various healthcare suppliers (including clinicians, hospitals), researchers, healthcare vendors (such as pharmaceutical companies), and government agencies, pharmaceutical companies and researchers.

The Challenge

Emphasizing the Thomson Reuters brand promise became critical to differentiating the company. In sum, the brand promise is: Customers are at the heart of everything the company does—for example, the company operates under a set of “Trust Principles” established in 1944. People make the difference, and performance matters. Yet, there was evidence of falling short of the brand promise. Customers, in their own words, were seeking trusted advisors, but found the service to be “very professional but arrogant” and “very inflexible and rigid” at times. As one customer said, “I am not sure they wanted our business.” As well, though the company features an Innovation Board, this group traditionally focused on product develop and not customer-service upgrades.

The Strategy

Barbara Graovac, Vice President of Client Services for Thomson Reuters Healthcare, embarked on a strategy for introducing customer experience management to the company. Among her many duties with Thomson Reuters, Graovac now leads an organization-wide initiative focused on improving customer experience, and participates in cross-market initiatives to leverage the Healthcare business of Thomson Reuters business assets into new customer-focused solutions. Major thrusts of the approach included:

  • Prove the business case. Using Return on Nothing analysis, Graovac established the advisability of investigating customer experience. She secured funding for a 100-day test, and assiduously measured results to prove the positive economics of customer-centricity.
  • Stress customer experience education. Graovac conducted customer experience innovation workshops with customer-service reps, who contributed examples of customer interactions that worked. As 1to1 Magazine noted: “Employees spent time talking about how the organization presents itself as a brand and shared ideas about how to make clients heroes in their own organizations.” Such work was in response to such previous customer requests to “Be responsive – own the problem” and “Remove the pain of implementations.”


The Results

Customer-satisfaction and return-on-investment metrics rose significantly, leading to a companywide rollout of the strategy—including one-day customer service training for all healthcare employees and inviting employees and clients to innovation workshops.

Barbara Groavac was named a 2009 Customer Champion by 1to1 Magazine for the Customer Experience program she implemented.