Right Sizing Collection While Planning for Future Challenges

November 2009Moira Carter

About SNBTS 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

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1970 1975 1980 1985 1990 1995 2000 2005 2010

Background and Context

Impact of Regulatory Change on Scotland's Donor Base

89%

7% 4%

Donors Remaining

PTD losses

BSQR losses

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

Non Donors

Registered Donors

Lapsed Donors

Public Relations

•Above the Line•TV,Radio,

•Press, Outdoor

Below the LineDirect marketingTelerecruitment

Messaging

ACTIVE DONORS

CONSISTENCY

OF

MESSAGE

IMPROVED

RESILIENCE

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

The use of Pro active Patient focussed Planned PR at key times of the year reduces overall media spend

When stocks high, message is softer and more difficult to attract coverage

Almost inverse relationship between strength of creative message and PR Since Dec 08 PR

messages ‘softer’ with more good news tone due to high stock levels

Advertisin Equivalence Value generated by PR

£0

£200,000

£400,000

£600,000

£800,000

£1,000,000

£1,200,000

£1,400,000

£1,600,000

£1,800,000

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10Y

TD

Media Spend

AEV

SEGMENTATION

DONATED IN LAST 8 MONTHS

• Blood Group Specific Initiatives

• Kit Kat to reduce donor attendance frequency

• Blood Donor 24

• NOT DONATED IN LAST 9 MONTHS

• ‘Its not some one else we’re missing’ Intervention

18-24 MONTHS

•Lapsing intervention‘

>24 MONTHS TRACKED CONTACTS

•‘Winback’ Initiative

DDelivering : The Right Message to the Right Donor at the

Right Time and achieving the Right response

ACTIVE DONORS

Last 12 Months

70%

Donor loyalty reduces with time

9%

8%

14%

NEW DONORS

•Improved conversion

•Thank You & 2nd Don’n Reminder

•New Donor Contract

Revised Deferral Criteria ‘Winback’?: Hi BP, Diabetes & Age

New & Returning Donor Recruitment

New & Returning Donors at 98.2% of target YTD

22% up on 2007/08

61% of donors of N&R donors recruited are new

Average monthly recruitment up by 28% post campaign launch

New & Returning Donor Recruitment Analysis

0

1,000

2,000

3,000

4,000

5,000

6,000

Average Pre Average Post FundingJan 08

Post CampaignLaunch June 08

New

Returning

Total N&R

Donor Base Trends

Donor base declined by 2% since Mar 09

Remains @ 4% up on Dec 07 and 95% of current resilience target

Active donors: Trend to end Q2 2009/10

150000

155000

160000

165000

170000

175000

180000

185000

190000

Apr-0

7

Jun-

07

Aug-0

7

Oct-

07

Dec-0

7

Feb-0

8

Apr-0

8

Jun-

08

Aug-0

8

Oct-

08

Dec-0

8

Feb-0

9

Apr-0

9

Jun-

09

Aug-0

9

Reduced ATL & BTL activity

Excess Inventory & Donor Base

Therefore

Need to segment the donor base

Or to change our collection footprint to reduce frequency and extend our reach

Leads us towards service redesign

Donor Base and Blood Stock Trends

168000

170000

172000

174000

176000

178000

180000

182000

184000

186000

Mar-07

Apr-07

May-07

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ug-07S

ep-07O

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ec-07Jan-08F

eb-08M

ar-08A

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ay-08Jun-08Jul-08A

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ar-09A

pr-09M

ay-09Jun-09Jul-09A

ug-09S

ep-09

Act

ive

Do

no

rs

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

Sto

ck L

evel

(d

ays)

ActiveDonor Base

Total Stock

Trigger Level

9 days

7 days

5 days

3 days

Excess inventory required reduction in ATL & BTL activity (Blood Group Specific)

Difficult to expand the donor base when stocks are high and demand under control

Inventory Imbalance Continuous pressure on O Neg

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.030

/03/

2007

30/0

6/20

07

30/0

9/20

07

30/1

2/20

07

30/0

3/20

08

30/0

6/20

08

30/0

9/20

08

30/1

2/20

08

30/0

3/20

09

30/0

6/20

09

Day

s S

tock

O Neg

Total Stock

3 day trigger

5 day trigger

7 day trigger

9 day trigger

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 Experience

Donor

Choice

Blood Group

& Product Requirements

Collection Process & Systems

Collection Footprint & Infrastructure

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?