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An Inside View on Baylor Health’s Social Media Transition
Sandy MarsicoPrincipal,
Sandstorm Design(Moderator)
Matthew ChambersChief Information Officer,
Baylor Scott & White Health
Nikki MitchellVice President, Public
RelationsBaylor Scott & White Health
Ashley HowlandDirector of Digital Communications
and Social Media, Baylor Scott & White Health
KEYNOTE SPEAKER
Sue MacInnesChief Market Solutions Officer,
Medline Industries
Consumerize Your Business While Building Brand Awareness, Loyalty & Preference
®
Sue MacInnes Chief Market Solutions Officer Medline
The Current Landscape
The C-Suite is looking for solutions to address the turbulent times of healthcare today and positioning for the future.
3
What troubles CEOs
42013 Survey of the American College of Healthcare Executives January 13, 2014
Financial Challenges
Patient Safety and Quality
Healthcare Reform and Implementation
Government Mandates
Care for the Uninsured
Patient Satisfaction
Physician-Hospital Relations
Population Health Management
Technology
Personnel Shortages
Creating an ACO
cite reduced reimbursements is the no.1 threat to their organizations
January, 2014 HealthLeaders Media Industry Survey
91% of health leaders
List of the top concerns hospital leaders identified by rank
CMS’ Progression of Reimbursement Changes
5Source: CMS
PPACASection 3001 3008 3025
Fiscal Year (1)
Value Based Purchasing
Hospital Acquired
Conditions
Excessive Readmissions Penalty (3)
2011 0% 0% 0%
2012 0% 0% 0%
2013 1% 0% 1%
2014 1.25% 0% 2%
2015 1.5% 1% 3%
2016 1.75% 1% 3%
2017 2% 1% 3%
2018 2% 1% 3%
2019 2% 1% 3%
• Effects of healthcare reform/payor mix
• VBP, HAC’s and readmission penalties
Payers reward lower cost, higher quality care
6Reference: Advisory Board 2013
Incentive Changes Under Accountable Care
Fee-for-Service
Cost Management
Clinical Quality
Patient Experience
• Control expenses associated with DRGs or case rates
• Adhere to limited P4P initiatives; eliminate never-events
• Maximize HCAHPS
• Minimize the input costs associated with an episode of care
• Improve reliability, efficiency of procedural enterprise
• Ensure smooth transitions between care sites
• Mange total cost of carefor a defined patient population
• Target avoidable spending across health system
Shared SavingsPerformance Category Bundled Payments
• Minimize preventableadmissions, readmissions
• Promote community wellness for at-risk populations
• Extend “experience”beyond the episode
• Improve experience forpatients’ support structure
• (e.g. friends and family)
A new trend in healthcare
7
Increasing cost pressure
Healthcare Reform
Rise of Consumerism
The rise of “consumerism”
8
Patients are making value-based choices on care locations and physicians as they look online at patient experience data, quality data, and cost.
Hospitals & The Continuum of Care
9
Long Term Care
Home Health
Urgent Care
Physician Offices
Surgery Centers
Hospice
Lab Services
Care Centers
HME
Wound Centers
Women’s Care
Cancer Centers
HospitalIn order to develop patient awareness, preference, and loyalty, healthcare systems are restructuring by aligning all members of the care team from the physician offices to post acute sites, long-term care, and women’s health centers, etc.
Providers are responding in a variety of ways.
10
Enacting broad-range cost control programs
Engaging in a frenetic wave of transactions (M&A)
Continuing to invest heavily in services and specialists
Continuing to move towards greater physician alignment
Considering innovative incentive relationships (e.g. ACO-like or “Clinical Integration”)
Reference: McKinsey Solutions for Healthcare Services
2010 brings rebound in hospital M&A
11
Hospital seeking safety in numbers
Hospital Merger & Acquisition Deals 2005-2012
0
25
50
75
100
2005 2006 2007 2008 2009 2010 2011 2012
95
Uncertain Future for Stand-Alones “Every stand-alone hospital in (the state) is currently considering a merger or seeking to be acquired. In any of these consolidations, systems are trying to reduce their cost structure aggressively. The system we are talking to is firing doctors, talking about transferring labs, and shutting down OB/GYN.”
!Chief Financial Officer
Freestanding Community Hospital
Source: “Hospital deals are part of a growing consolidation trend, say analysts.” Health leaders media, March 26, 2010; Irving Levin Associates. “Hospital M&A struggling to maintain recent surge.” October 26, 2012. Advisory Board interviews and analysis.
How will your organization fuel financial growth over the next five years?
12
Expand outpatient services ........................................................................................ 60% !!Strategic marketing campaignfor existing market...................................................................................................................... 59% !Strategic marketing campaignfor new market..................................................................................................................................41%
Reference: Forging Healthcare’s New Financial Foundation - January, 2014 HealthLeaders Media Industry Survey
Regarding clinical quality improvement, which of the following areas represents the single greatest challenge for your organization?
1313
Monitoring the qualityalong the care continuum................................................................................................ 27% !Patient experience.................................................................................................................... 15%
Clinical analytics........................................................................................................................... 15%
Readmissions.................................................................................................................................... 15%
Reference: Forging Healthcare’s New Financial Foundation - January, 2014 HealthLeaders Media Industry Survey
In which of the following areas does your organization expect to begin or increase investment over the next three years?
14
Patient experience improvements .................................................................... 60%
Reference: Forging Healthcare’s New Financial Foundation - January, 2014 HealthLeaders Media Industry Survey
Concerns: where to focus future efforts
15Reference: Forging Healthcare’s New Financial Foundation - January, 2014 HealthLeaders Media Industry Survey
Quality
Efficiencies and Cost/ Waste Reductions
Patient Experience
Patient Safety
Readmissions
M & As/Consolidation/Accessibility/Cost
Brand awareness: creating consumer loyalty, preference awareness
Finding a vendor partner: Qualifications
16
Projects that combine both clinicaland supply chain initiatives
Evidence that they can execute onideas and innovations in partnership with a healthcare system
Measurements/metrics todemonstrate outcomes
Ability to construct innovative arran- gements, risk sharing & guarantees
Credentials - are they a part of organizations that support the cause, what is their involvement
Dedicated resources to focus and target on the plan
Demonstrated qualities of being“nimble”, “flexible”, “creative”, “outside the box or norm”
Educational - develop and provide to support implementation and hardwire in system
6
7
8
The Importance of a Brand
A brand lives in the hearts and minds of the people it touches
18
19
20
21
The “Heavenly Bed” at the Westin
Transformation
23
Consumer choice requires quality care that is accessible, cost effective and delivers a superior patient experience.
24
25
Something you are born with. It isn’t earned, or given to you by others. It is yours. In a perfect world, everyone you ever met, and every institution you ever dealt with, would respect it.
The respect you show yourself. Taking care of your body, mind and spirit. The freedom that your good health affords you to live a meaningful life.
60,000 people committed to delivering superior care. Doctors and nurses practiced in both excellence and empathy. Something we call cutting edge compassion. From a place we now call Dignity Health.
Dignity Health Focus on Quality Care, Advocacy, Partnering
• 40 hospitals/care centers
• Long term care, home health, urgent care, ambulatory surgery centers, hospice
• Lab services, cancer centers, women’s care, wound healing centers
• Physician offices
Partnerships that solve problems
Medline
28
More than just a healthcare supply company.
29
Dignity Branding video
30
Touchpoints with the Most Impact
31
Before
Powerful brand touch points for all audiences
32
After
33
Proprietary Scoring System
• Products are scored based upon the number of patient care centers that the product would be exposed to.
• Additional points are added IF the product goes home with the patient OR if the product is a part of a community outreach program.
34
Potential Product Options• Community outreach
• Custom patient education, patient care cards
• HCAHPS
• Medication management
• Outpatient surgery discharge
• Patient appareladult/pediatric/infant
• Patient room/environmental materials
• Patient utensils
• Personal protective equipment
• Pre and post surgical items
• Skin care
• Staff apparel
35
36
The product everyone keeps for life.
37
Examples of partnerships that solve problems
Improving the Patient Experience
Improving the Patient Experience
39
Project: Research and design a “Quiet Kit” that shows statistical significance in improvement of HCAHPS lowest scoring question, “Quietness at Night” !
40
Dr. Trent Haywood, MD, JD - Former CMS Medical Director - CMO for National BCBS !
“The Secretary shall select measures for the purposes of the (Hospital Value-Based Purchasing) Program. Such measures shall be ...related to the Hospital Consumer Assessment of Healthcare Providers and Systems survey (HCAHPS).”
H.R. 3590 Patient Protection and Affordability Care / Act Title III, Section A, Part I
Research: Patterns of patient experience
41
Research locations and process
• Initial Exploration at St. John’s Hospitals • Grace Ibe, Sr. Director of Service
Excellence site lead
42
Research findings
3 key factors in promoting a positive patient experience that relate to HCAHP scores: !
• Quietness of the environment
• Overall cleanliness
• Patient/care team interaction
43
CarePacs™ are pre-packed kits containing personal items, selected to enhance the patient experience.
44
QuietPac™
Restful sleep is one of the most important elements of healing.
Offer patients amenities that will help them feel calm and well-rested.
45
WellnessPac™
Create an experience that is both refreshing and relaxing.
Contain clutter in a travel bag with removable pockets that patients will appreciate both during their hospital stay and when they return home.
46
Good ideas travel fast…
47
How the products change behaviors of patient and staff?EYE MASK Create a darker environment for sleep. Signal the patient’s desire to rest. !
EARPLUGS Block out ambient noise. !
LIP BALM Treat dry lips caused by certain treatments of medications. !
PUZZLE BOOK & PENCILProvide not only entertainment, but also distraction from pain or treatment. !
QUESTIONS FOR MY CARE TEAM Facilitate communication with clinicians and encourage patients to become advocates for their own care. !
“VOICES DOWN, PLEASE” DOOR HANGERCommunicate to medical staff that the patient would like to rest, again giving them control over their environment.
48
49
White Paper
50
51
52
Little Things Video
53
Projects on the drawing board
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
5. Patient Gowns
70
71
6. Pediatric Pajamas
72
Taking a Totally Different Approach
“We want to film your employees dancing with pink gloves in support of breast cancer awareness.”
74
Pink Glove Dance Video Here
75
What Happened Next…
76
Day 1: 8,000 views Day 3: 25,000 views Day 7: 95,000 views Day 10 340,000 views Day 14: 1 million views
16,000 People Wearing Pink Gloves at a Concert
77
Scenes like this would be repeated several times over the following years.
78
Lexington Video
79
Thank you.
®
Confronting the Data Deluge:How to Leverage Big, Meaningful Data to Forge Marketing Strategy
Gary Drukenmiller, Jr.Vice President of Strategic
Services, Evariant
Confronting the Data DelugeHow to Leverage Big, Meaningful Data to
Forge Marketing Strategy
About Evariant
Leading Provider of CRM/PRM
& Healthcare Analytics
Evariant combines digital
marketing solutions, big data
and analytics into a unified
platform. This allows
healthcare organizations to
identify opportunities, measure
marketing campaigns against
reportable ROI and improve
patient, physician and employer
engagement.
BEFORE WE
GET STARTED
LET’S REVISIT WHY
WE’RE HERE
Today’s Big Data Challenges
Multi-Channel Campaigning is Maturing
McKinsey; 2013
Multi-Channel Tactic Shift – Where Most Start
High priority Low priorityMedium priority
Re
ac
hR
ea
ch
Above The Line (ATL)
Classical marketing –recognizable for everybody
Below The Line (BTL)
Alternative marketing –mainly visible only fortargeted groups
PR
PrintPublicRecord
TV
Radio
Cinema
Size defines
the budget
Sponsorships
Community Events
SocialMedia
Promotion
DirectMarketing
SEO
DigitalMedia
High
frequencyMedium frequency
Low
frequency
MobileMarketing
OnlineMarketing
Multi-Channel Tactic Shift – Where Most Need to Be
High priority Low priorityMedium priority
Re
ac
hR
ea
ch
Above The Line (ATL)
Alternative marketing –mainly visible only fortargeted groups
Below The Line (BTL)
Classical marketing –recognizable for everybody
OnlineMarketing
PublicRecord
PR
Radio
CinemaSize defines
the budget
High
frequencyMedium frequency
Low
frequency
Sponsorships
MobileMarketing
Webinars& Video
CommunityEvents
Promotion
DirectMarketing
DigitalMedia
SEO
Social MediaMarketing
Viral /Guerilla
Event Marketing
TV
Service Lines Converging
Oncology
Cardio
Size of bubble
represents revenue
Height of bubble
represents trend
10%
0%
5%
2,0
0,0
1,0
Ortho
Women’sServices
Maximize
Volume
Co-Morbidity DownstreamBariatrics
Big Health Data…Wants To…
⟩ Measure the time and tactic(s) to achieve patient treatment/procedure.
⟩ Measure the duration a patient remains on the with system as opposed to switching between them.
⟩ Cost to gain patient revisit versus brand apathy. Comparing this to the forecast of not having undertaken a multi-channel program.
⟩ Maintain or decrease the level of brand awareness with fewer or different marketing dollars. Which channels and tactics work best? Compare?
Big Health Data…Needs To…
⟩ Identify Methods to Improve Patient System Experience Using CRM
⟩ Identify Factors Which Cause (and Sabotage) Patient System Experience
• By treatment
• Patient persona/value segments
• Patient satisfaction, system loyalty
⟩ Analyze Patient Level Personas and Key Segments
Ideally, this data will help to get the right patient the right message using the right channel at the right time.
Integrated Campaign Data Has To Step In!
Campaign
Party Starts
DataIntegration
Peaks
Then
Real Fun Begins
1 – 2 months 2 - 3 months 3 – 5 months
What if we could track every piece of marketing data in one platform and provide
levels of campaign transparency that are substantially beyond anything that healthcare
marketers have seen before?
And Yes…..I Mean Track Everything!!!
Simple Point-
and-Click
Visualizations
Showing Real-Time
Campaign Outcomes
Pre-Formatted
Multi-Channel
Dashboards
with Integrated
Channel Data
Highlight &
Export
Campaign Data
Between Partners &
System Departments
The Impact of Big Data
Achieving a Connected Data Enterprise
Patient
Engagement
Employer
Partnerships
Provider
Relationships
Enterprise
Platform &
Database
DATA CONSOLIDATION
MASTER DATA MANAGEMENT
SEGMENTATION & STRATIFICATION
DATA MINING
BASELINES & BENCHMARKS
VISUAL DATA DISCOVERY
Data &
Analytics
Response
Marketing
Consumer
Data
Future Downstream
Value Analysis
Clinical
History
& Conditions
Appended
Modeling
Data
Patient
Data
Campaign Objectives
Data Fuels Multi-Channel EffortsContinuous Improvement
Continuous Improvement
Model Ranking
Segmentation
Demographics
Proactive
Communication
Initiatives
Better Multi-Channel
Initiatives
Unlocking Opportunity with 4 Primary Data Pools
Pharmaceutical
R&D Data
Patient
Behavior &
Sentiment Data
Clinical Data
Activity (Cost)
& Claims Data
Integrate for Major
Opportunities
MISSING: Integrated Market-Based Data Warehouse
Integrated DataWarehouse
Clinical
DataCall Center
Data
Financial
Data
Web
DataSocial
Data
Channel
Preference
Models
Co-Morbidity
Appends
Propensity
Model
Appends
Marketing
Intelligence
ExistingPatients
ProspectivePatients
MISSING: One Platform Supporting It All
Traditional Marketing Digital Engagement
Follow-Up
= Nurturing &
Engagement 2-Way
Consumer
Communication
= Growth
2-Way
Patient
Communication
= Loyalty
ENTERPRISE
PLATFORM
BIG
DATA
Social Data’s Impact
Traditional Audience Segmentation
Elevated / Abnormal PSA
Diagnosis/ StagingTreatment Failed
(30% post prostatectomy)
2nd
Opinion
Patient
2nd Opinion
PCP
At community based urology or competitive practice
At community based urologyor satellite system
At primary care practice
Urology
Patient
The 4 Primary Healthcare Data Pools
Pharmaceutical
R&D Data
Patient
Behavior &
Sentiment Data
Clinical Data
Activity (Cost)
& Claims Data
Integrate for Major
Opportunities
The “Social Data Hub”Temporal sentimentContextual behaviorEthnographicP2P dialogueSocial graphCrowd-sourceGround-truthCommerce/Co-purchaseMetadata nodes
Accessible Data Types
Dashboard & Analytics CRM Campaign Re-Marketing
Monitor & Re-Engagement
Listening and Engagement
Response Management
Track Continuous Social Engagement Integrate Social Data into Patient Profile Send Personalized Trigger Emails
Translate PostsTransfer DataEstablish PersonasAppend ProfilesSet Priority Response
Social User Interactions
So Many Channels to Track
Multi-Channel Tactic Tagging & Tracking
Search
Engine
Marketing
Display
Advertising
Email &
Direct Mail
TV &
Radio
Social
Media & PR
Mobile &
SMSPrint &
Billboard
Email Data and KPI’s…Live in One Place
Web Data and KPI’s…Live in Another Place
Media Data and KPI’s…Live With Your Agency
Conversion Data and KPI’s…Likely Don’t Exist At All!
Offline and Online Data Alignment?
Offline
Channels
Online
Channels
Integrated
Campaign
Approach
Delivering Integrated Campaign Analytics?
Offline Media Ratings
Integrated
Campaign
Analytics
Real-Time BehavioralTracking
Digital MediaOptimization
Integrated Multi-Channel Analytics
Integrated Multi-Channel Media Calendar
Media
January February March April May June
Ins.
24 31 7 14 21 28 4 11 18 25 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17
12 16
Paid Advertising
Display Banners
30 Stations TBD (1,200) A35-64 GRP’s
Twitter Hashtags & Promoted Tweets
Facebook Ads
Facebook Retargeting
Station Domination 1 Mo.
Package- PATCO Brand Cars, Trains 2 Mos.
60 Stations TBD (675) A35-64
Video Ads
Rich Media Ads
8 Digital Billboards OR 2 Weeks
2 Bulletins
Mobile Ads
Email Marketing
Set the Market Market Interaction Land the Market
Multi-Channel Campaign Tactics
0
5
10
15
20
25
30
35
40
45
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000 Mobile
Video
Retargeting
Rich Media
Display
Transit
Radio
TV
Total Leads
Phase 2
Multi-Channel Impression Share – Off Platform
0
2
4
6
8
10
12
14
16
18
Sarcomas
Genitourinary Cancers
Gynecologic Cancer
Mesothelioma
GI Cancers
Pancreatic Cancer
Lymphoma
Head and Neck Cancer
Brain Cancer
Prostate Cancer
Lung Cancer
Esophageal Cancer
Bladder Cancer
Cancer Types By County – Off Platform
Data for Planning and ROE
Best Uses for Multi-Channel Analytics
⟩ Determine Service Line Goals• Leads, Consults, New Starts
⟩ Calculate Marketing Budget to Reach Goals• Noting it takes XXX dollars to convert XXX patients
⟩ Monitor In Flight Return on Expense (ROE)• How we measure success while we wait for ROI
⟩ Reconcile Return on Investment (ROI)• Clinical attribution based on net patient revenue
Campaign Growth Based on Analytics DataPhase I
October 2011-
January 2012
Phase IIJune-August
2012
Phase IIIJanuary –May
2013
Phase IV
(spurt) October –
November 2013
Phase VApril –June
2014
Description
Landing page
visits 3,935 6,742 14,385 3,221 3,098 Individuals who visited the
landing page after clicking
on an ad or other promo
option (homepage, blog,
newsletter)
Respondents per
week (total)6.75
(81)
14.8 (148) 19
(361)
25.8
(129)
28 est.
(300)
Individuals who submitted
the online form and then
nurtured
Cost Per
Acquisition
Respondents
$370 $270 $200 $182 $121 est.
30New Patient
Screening
Determining Estimated Facility Goal Data
10New
Starts Per
Week*
20Consultations
Per Week*
57%Conversion
Rate
30New Patient
Screening*
75%?Conversion
Rate
5New
Starts Per
Week
10Consultations
Per Week
57%Conversion
Rate
50Leads Per
Week
75%?Conversion
Rate
11%Conversion
Rate
Estimated Facility Goal:
Estimated Marketing Goal:
15New Patient
Screening
3New
Starts Per
Week
8Consultations
Per Week
65%Conversion
Rate
25Leads
Per Week
75%?Conversion
Rate
25%Conversion
Rate
Estimated Digital Marketing Goal:
Breaking Down Campaign Budgets
Sep – DecStage-1
Jan – MarStage-2
Total
Digital Enhanced paid search, social sharing, content
display, re-targeting, design, dev, launch etc.
$50k $30k $80
Direct MailPersonalized postcards
(Dallas, Chicago, Miami)
$20k $20k
Physician Outreach (6 month – all liaison push)
NA NA NA
Radio (Dallas, Chicago, Miami)
$50k $50k $100k
TV - Video(Dallas, Chicago, Miami)
$40k $60k $100k
Print (Transit, magazine, etc. for major markets)
$20k $60k $80k
Total $160K $220k $380k
60%
40%
Defining ROE
⟩ ROE (return on expense) helps categorize the short term results of a campaign such as: persons who attend a seminar, click-thrus for an online ad; requests for a piece of fulfilment material, etc. Early marketing indictors.
⟩ We use ROE to describe and define short term campaign results and to provide hospital administration a more immediate indication of marketing impact.
• Noting it can take up to 18 months to reconcile ROI after a campaign concludes.
Bariatric Campaign
Bariatric Campaign ROE Summary
Campaign Started: 1/8Flight Time: 7 Months
After campaign end:
• Over 30 million impressions
•530 converted campaign members
•110 information session registrations
•308 requested appointments
•9.5% conversion rate
Reconciling ROI
Defining ROI⟩ ROI (return on investment) is a term in healthcare that should be reserved for the actual
revenue generated for the healthcare organization by a marketing campaign (which is typically multi-faceted in terms of its calculation).
⟩ ROI is reported at the end of the "tail" of the campaign (which can be up to 18 months after campaign concludes).
⟩ Reconciling ROI requires that you track those you enticed through marketing campaign tactics originally reported as ROE all the way through the system.
⟩ ID those people who “converted” to appointments and then generated therapies/ procedures/surgeries that generated revenue. Clinical attribution.
Start with a Formula⟩ Formula has to be agreed upon with finance.
• Market Share
• Cost of Care
• Direct / Contribution Margin
Total Campaign ROI – All Campaigns
Front End Patient Data – ROE
- 2414 Patient Leads
- 45% Tactic Conversion Rate
- 467 “In- System” Patients
Back End Patient Data – ROI
- 19.3% Clinical Conversion Rate
- $16,709,591 in Revenue
- $35,000 Avg. Case Size
Key Takeaways
ALMOST
FORGOT…
Thank You!
Gary Druckenmiller, Jr.Vice-President, Client Solutions
Evariant
gary.druckenmiller@evariant.com
860.321.3915
linkedin.com/in/garydruckenmiller
Getting Your Story Out: Tapping Brand Journalism to Reach Patients and Consumers
Lisa CaradineVice President, Advocate Children’s Hospital
Advocate Health Care(Moderator)
Stephanie JohnsonDirector, Media & Editorial,
American Medical Association@ssmaJohnson
Jim YliselaManaging Director of Brand
Journalism,Lawrence Ragan Communications
3 things brand journalism IS NOT
1. It’s not just about external communications. Brand journalism begins internally.
2. It’s not about abandoning traditional PR and marketing. It’s about expanding your editorial mix.
3. It’s not about giving everyone extra work. It’s actually about doing less, and doing it better.
Shifting focus: Less about us, more about them
Shift your focus to . . .
. . . better storytelling—and brand publishing
Making the Business Case for Brand Journalism
Brand journalism will:
• Showcase your expertise.
• Bring more customers to your enterprise.
• Attract better media attention.
• Increase your share of the conversation.
Scott Linabarger, senior director of Health Hub• “Health Hub was created to achieve a specific objective—to build national brand
awareness—and its success is evaluated only in the context of that specific objective.”
• “Yes, we tie it to patient acquisition, but that is not [the primary] objective of Health Hub. We use tracking codes on everything we do, which enables us to determine patient volumes and revenue, etc., from users who visited Health Hub and took some sort of action that generated a trackable lead.”
• “We look at the impact social media and the digital channel has on national brand awareness. Facebook, which depends on Health Hub for content, was the No. 1 source of overall brand awareness nationally in Q4 2013.”
• “Not every consumer in the marketplace is ready to buy your product. [The Hub] helps us talk to patients in various stages of the publishing funnel and to fairly evaluate the initiatives based on specific objectives, rather than expecting one initiative to do it all.”
Measuring Cleveland Clinic’s Health Hub
• Launched in 2012
• 1.4 million visits in December 2013
• News Feed goes to 50,000 subscribers
• Click-through rates near 60 percent
How did brand journalism help Advocate Health Care do its business better?
• Expand market share.
• Increase media presence.
• Connect employees.
• Get in front of online health consumers.
Develop Clear Editorial Guidelines
Be a Talent Scout in Your Organization
Curate Content from Other Sources
• Write a grabby headline and informative teaser for the news site and the News Feed.
• Turn the headline into a link.
Curated Content
Get the Word Out
The News FeedWhat’s going out today?
Strategic Marketing: Winning the Battle for Markets and Share
David BrudonDirector of Marketing,University of Michigan
Health System(Moderator)
Kevin UngerPresident & CEO,
Poudre Valley Hospital and Medical Center of
the Rockies
Anita BrownChief Strategy Officer,
Truven Health Analytics
Raymond Paul TewPresident & CEO,
Medicus Innovation
HOSPITAL
AWARDS QUALITY SAFETY
HOSPITAL
CMS VALUE-BASED
PERFORMANCE QUALITY SAFETY
• US New and World Report: Top 1% of Hospitals In US
• Safety Award Winner Bloodstream Infection reduction
• Top Grade of “A” in National Patient Safety Assessment
• #5 in US for National Quality Ranking
• Total Penalties: 4.7 million
HAC = 2.7m HRRP = 1.7mVBP = 325k
• Ranked among the 15% Most Unsafe Hospitals in US
• 5% Worst Scores on Heart Failure Mortality
• 15% Worst Scores on Pneumonia Mortality
Quality Metrics and Strategic Marketing: Which Hospital Would You Choose?
Quality Searchers Among Healthcare Consumers
15.0%
23.3%
28.6% 29.5%
25.0%
Silent Generation Baby Boomers Generation X Millennials Total
Looked For Information To Judge Quality of Healthcare Provider(Source: Truven Health Analytics 2012)
Quality is Becoming a Switching Driver
48.0%
30.6%
18.1%
9.1%
20.9%
9.3%13.1%
18.4%21.8%
17.4%
9.2%
17.9% 18.7%15.2%
16.8%
10.9%9.3%
14.1%
19.6%
14.2%
9.4%
13.5%
7.1% 6.9%8.8%
Silent Generation Baby Boomers Generation X Millennials Total
Reason For Changing Physicians By Generation(Source: Truven Health Analytics 2014)
Physician Moved, Died, Retired Moved Insurance Change Quality Physician Doesn't Accept Insurance
Increasingly Cost-conscious Healthcare ConsumersPaying for and Seeking Care
(Source: Truven Health Analytics 2012, 2013)
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Difficulty Paying Will Postpone
2012
2013
Awareness of Ratings Crosses Generations
9.0%11.5%
14.5% 15.6%12.9%
19.1% 19.0% 19.2%16.5%
18.7%
25.9%27.7%
25.8%
21.3%
25.8%24.9%
31.7%33.5%
26.1%
30.5%
Silent Generation Baby Boomers Generation X Millennials Total
Ratings’ Awareness (Source: Truven Health Analytics 2012)
HealthGrades Top Doctors 100 Top Hospitals US News Best Hospitals
Primary Social Media Site Usage by Generation
55.2%
65.9%
81.9%88.9%
77.5%
32.4%
49.8%
74.6%
91.2%
69.3%
21.0%25.0%
36.9% 35.9%32.2%
8.8%
17.3%
27.0%34.5%
25.1%
Silent Generation Baby Boomers Generation X Millennials Total
Social Media Sites Used Part 1 By Generation(Source: Truven Health Analytics 2014)
Facebook YouTube Google Plus Pinterest
University of Colorado Health –Using data in advertising
Bridging Differences, Building Connections: Success Strategies for Reaching Multicultural Markets
Airica SteedChief Experience Officer,
University of Illinois Hospital(Moderator)@SteedIHC
Sheila ThornePresident & CEO,
Multicultural Healthcare Marketing Group
Beatriz MalloryPresident,
HispanAmerica@b_now
Making the Most of Mobile: Trends, Implications and Strategies for Healthcare Marketing
Geeta Nayyar, M.D., MBAAssistant Clinical Professor of Medicine,
Florida International University(Moderator)
Tony CrimaldiMobile Marketing Manager
Cleveland Clinic
Jim RattrayExecutive Vice President,
Bennett Group
Tony Crimaldi@TonyCrimaldi
Mobile Marketing Manager
Cleveland Clinic Today
Jim RattrayExecutive Vice President
Bennett Group
Boston
@jimrattray
Craig BuffkinManaging Partner,The Buffkin Group
@craigbuffkin
Making Your Mark in Healthcare Marketing: Strategies for Maximum Career Success
Making Your Mark in Healthcare
Marketing
Making an Impact
WHY NOW???
#1 Patient is King
#2 Competition
Case History:
• Built a more robust department
• Shared with New York Presbyterian
• Hospital and College
• Directors of Comm, Media Relations, Digital, Social Media and
Content Specialist
• Competition – Brooklyn, Queens, etc
• Patient Engagement
#3 Patient Engagement/Experience
Case History:
• Recently placed their Chief Patient Experience Officer
• How the patient is engaged throughout their healthcare
experience is a factor in their word of mouth marketing,
their loyalty
• They expect top level healthcare, an engaged patient is
now required
# 4 Reimbursement
Marketing Metrics
Walgreens – Average $ spent/Visit
Coke – Brand Recognition and Revenue Growth
American Express – customer acquisition growth
Hospital ABC - ??? What is key metric for you CEO
The Most Important Thing for a Marketer:
• Return on Investment– Financial
• Revenue/Patient
– Action
• Call volumes
• Physician referrals
– Attitude
• Patient Satisfaction/Experience
• Brand Awareness
Multi vs. Omni Channel Marketing
Digital
– Mobile
– Website
– Search
• SEO
• SEM
Traditional– TV
– Radio
– Out of Home (Billboard)
MobileAccording to Commscore:
235 million
Americans use mobile devices
165 million people
Are active Android and Apple IOS users
78%
of adult population (15-64) use smartphone
21% of patients
book appointment online or mobile
77% of patients
use online search prior to booking an appointment
83% of patients
book appointments after searching hospital sites
Source: Commscore
Social Media | Ice Bucket Challenge
MAKING YOUR MARK
#1 Return on Investment
• Return on Investment– Measure Everything
– Prove what you are doing is worth the investment
– Know the important metrics of your leaders, service lines, etc
#2 Digital Marketing Expertise
#3 Patient Engagement
#4 Manage Up, Down and Sideways
• Understand Goals
• Educate
• Persuade
• Provide results
#5 Partner
BEHIND EVERY PATIENT IS A STORY
Where are the Jobs?
• Patient Experience
• Social Media
• Digital Marketing
• Graphic Design
• Communications
How’s That Working for You?: Metrics to Document Marketing’s Value, Results and ROI
Debbie LandersVice President & Chief
Marketing Officer,Community Health Systems
(Moderator)
Jean HitchcockMarketing and Communications
Executive, Hitchcock Marketing and
Communications
Beth B. WrightVice President, Corporate
Communications,Capella Health
@CapellaHealth
ROI- Foundation of Marketing
If you can move it, you can measure it!
172
Presenter: Jean M Hitchcock, President
Marketing Begins with Basic Questions
• Where are we trying to grow?
• Where do we have capacity?
• How can we differentiate?
• How will we measure success?
173
Marketing Plans
1. Overall Goal
2. Measureable Objectivesa) Measurement
b) Timeframe
3. Trackinga) Charges
b) Appointments
c) Class Registrations
d) Awareness and preference
174
ROI Reporting
1. Creative Servicesa) Jobs completed
b) Cost Savings
2. Call Center Activitya) Class registrations
b) Physician Referrals
c) Fulfillments
d) Data base activity
3. Traditional Media a) TPRs
b) Relative Value
c) Tone
4. Campaign Summariesa) Cost per campaign
b) CTA activities
c) Response Rates
5. Web Analyticsa) Views
b) Visitors
c) CTAs
6. Downstream chargesa) At 3, 6 and 18 months
175
176
ROI Report Sent to Leadership Team
Every Quarter
177
178
Campaign Summaries Sent To Senior
Managers Across The System Prior
To Launch Of A Campaign
Across the competitive set, MedStar’s brand strength score increased the most (+7 since 2012); MedStar’s score in Northern Virginia is weaker than other regions
179
Brand Strength Scores
Central MD Greater DC Northern VA Southern MD
2014 2012 2010 2014 2012 2010 2014 2012 2010 2014 2012 2010
MedStar Health 40 35 24 41 34 25 29 20 12 44 37 22
Health System Brand Strength Score
2014 2012 2010**
Johns Hopkins Health System u 54 53 41
MedStar Health u 39 32 22
University of Maryland Medical System u 33 32 24
Inova Health System u 29 29 24
Adventist Healthcare u 16 17 14
LifeBridge Health u 10 9 8
Going Native: How Content Marketing Can Build Your Brand
Gary Drunkenmiller, Jr. Vice President of
Strategic Services,Evariant
(Moderator)
Don StanzianoCorporate Vice President,
Marketing & Communications,Scripps Health
@donstanziano
Tony CrimaldiMobile Marketing Manager,
Cleveland Clinic@TonyCrimaldi
Kory SwansonDirector of Marketing and
Communications, University of Colorado Health
@bikekor
Scripps e-NewsletterScripps monthly e-newsletter is designed to help our
patients become more engaged in their health, stay well
and to build preference for Scripps.
August Issue at a Glance
• Open rate: 37%
• Click rate: 15%
• Subscribers: 6,926
• 2%+ over last month
• 29%+ over last year
Top 3 Stories by Clicks
• Five Questions to Ask Your Doctor
• Melt Away Stress in Less Than a Minute
• MD or DO: Which is the Right Doctor for You?
182
Kusum Sinha, MD, urgent care physician at Scripps Coastal Medical Center in Vista, was featured in
a July e-newsletter article called “When It’s Time for Urgent Care.”
The article had 411 unique page views in July
Dr. Sinha had 29 unique page views to her profile page on Scripps.org, a 21% increase over June
(typically the profile pages of our urgent care doctors are not highly viewed, because people do not
choose their urgent care doctor).
184
Luigi Simone, MD, family medicine physician
at Scripps Clinic Encinitas, was featured in
a July e-newsletter article called “Symptoms
Men Should Discuss With Their Doctor.”
• The article had 217 unique page views in
July
• Dr. Simone also appeared as the author for
an article on low testosterone in the UT
Community Newspapers on June 26.
• These combined efforts resulted in a 91%
increase in traffic to Dr. Simone’s profile
page on Scripps.org from the month of June
to July.
Press Releases as Content Marketing
• Using Google Analytics to measure the PR team
185
6
2
0
4
3
4
9
0
2
5
7
9
11
Feb March April May June July August
Nu
mb
er
of
call
s
Media Team Generated Calls
• 8/5 : The Perks of Coffee Outweigh the Risks
• More than 230 unique page views
• 2:13 minutes average engagement
• 51 percent of viewers were obtained via email
• 50 percent went on to visit additional Scripps newsroom
items
• 8/12 - Scripps Shares Suicide Warning Signs and
Prevention Tips
• More than 230 unique page views
• 3:46 minutes average engagement
• 85 percent of viewers were obtained via social media
channels
• 5 percent went on to visit the Scripps’ behavioral health
services
Third-party partners: Everyday Health
Everyday Health expressed need for diabetes and men’s
health related content. We responded with a series of
articles: “7 Myths About Insulin for Type 2 Diabetes,” “8
Important Lifestyle Modifications When Starting Insulin
Therapy,” and “The Dos and Don'ts of Insulin Injections.”
Then we established Dr. Athena Philis-Tsimikas, corporate
vice president, Scripps Whittier Diabetes Institute, as a
regular contributor to Everyday HEALTH’s Type 2
diabetes blog. She has a bio page on the site and links
back to scripps.org. She has contributed the following
articles: 9 Pedicure Safety Tips for People With Diabetes,
Diabetes During Pregnancy; A Warning Sign for Type 2,
Continuous Glucose Monitoring: Around-the-Clock
Diabetes Management.
186
TweetChats: #HealthTalk
with Everyday Health
Scripps’ Dr. Anil Keswani participated in
“#HealthTalk: Man Up and Put Your
Health First!” on June 9 that resulted in:
• 138 contributors
• 594 tweets
• 614,715 reach
• 29.6 million Impressions
• 254 Unique Views
• 45% driven from social media
• 25% from Google search
• 72% of visitors viewed multiple chat
topics
187
Kathleen DevriesVice President, Chief Marketing and
Communications Officer,The University of Chicago Medicine and
Biological Sciences
Engineering a Strategic Marketing/Content Plan for a Fragmented Media Marketplace
Engineering a Strategic Marketing/Content Plan for a Fragmented Media Marketplace
Kathy DeVries, Chief Marketing and Communications Officer
University of Chicago Medicine and Biological Sciences
Modern Healthcare Strategic Marketing Conference
September 2014
191Presentation Title Here |
Learning Objectives
• Revisiting fundamentals to understand the importance of the brand in driving the
marketing/communications plan and content development
• Articulate brand associations and begin understanding those related to positioning content
• Reviewing essentials of the marketing and communications plan
• Examples of consumers and physicians in understanding channel development and content
focus
• Understanding the important of Return on Engagement
• Improving the content development process: Case studies of UChicago Medicine and
Biological Sciences and Vanderbilt University Medical Center
192
Our Road Map for Today…
Revisiting Fundamentals –
Brand
Building the MarComm Plan –
What We’ve Learned
Organizing for Success – Two
Models
Ideas to Take Home
Your Engagement
Modern Healthcare Marketing Conference
September 2014
What is the Work of Marketing and Communications
• To help the organization know the customer inside and out, setting
up the organization to uncover, create, test, learn, launch and build
ridiculous levels of loyalty tied to the highest impact opportunities.
• Assist in creation of business growth including opening new “go to
market”/innovative opportunities.
• Assist organizational change through effective communications.
193Modern Healthcare Marketing Conference
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194
Marketing Communications Framework
Modern Healthcare Marketing Conference
September 2014
195
Revisiting the Fundamentals: Brand as Growth Strategy
Modern Healthcare Marketing Conference
September 2014
Brand drives the Plan. The Plan drives to whom and what you say.
196
Content
Marketing and Communications Plan
Brand
Modern Healthcare Marketing Conference
September 2014
Four Major Roles of the Brand
1. Identifier - “I know it – bought it before”
2. Surrogate for quality information on other attributes –
Don’t know how good it is until purchased it
3. Desired attribute in it’s own right – Luxury or
nostalgic brands
4. Context/filter in perception, judgment, decisions and
behavior – especially in commoditized market the
brand makes the difference
197
Brand helps the customer – information mechanism
Purchase the brand for what it stands for
Reference: Anne McGill, Professor of Marketing, University of Chicago Booth School of Business.
Modern Healthcare Marketing Conference
September 2014
In Healthcare and other industries….
• Brands are as important as ever
– Customer need for simplification – too much coming at us
– Customer need for risk reduction
• Brand management is as difficult as ever
– Savvier consumers and customers
– Increased competition
– Decreased effectiveness of traditional marketing tools and emergence of new tools
– Complex brand and product portfolios
Thinking about Healthcare…………this effects your differentiation and thus your message, your customer, etc.
198
Reference: Anne McGill, Professor of Marketing, University of Chicago Booth School of Business.
Modern Healthcare Marketing Conference
September 2014
Marketing and Communications Strategy Refresher
Earlier view of marketing:
Marketing = Selling
The current view of marketing in healthcare:
Marketing and Communications = Choosing Profitable Exchanges
•Orientation: Customer focused
– Macro level – segment attractiveness
– Micro level – actions of the segments
•Goal: Profits through customer satisfaction/retention
•Means: Focused resources (for higher ROE – Return on Engagement) – “The Plan”
– Focus on high value customers and competitive advantage
199
Reference: Anne McGill, Professor of Marketing, University of Chicago Booth School of Business.
Modern Healthcare Marketing Conference
September 2014
Building A Strong Brand
200
Brands reside in the customerMindset/set of associations
Associations are created over time and through multiple sources• Marketing
programs• Secondary
sources• Operations
Customer associations with the brand shape their response to marketing actions
Successful marketers must lead the HCO to harness the power of the brand
Reference: Anne McGill, Professor of Marketing, University of Chicago Booth School of Business.
Modern Healthcare Marketing Conference
September 2014
Example of Associations: Customers strongly identify with
UCM’s brand position as “The Forefront of Medicine.”
201
Stronger associationsExpertQuality
Well- respectedResearch drives care
Latest Available TreatmentsSpecialized
Weaker Associations Easy Access
Convenient LocationCare and Compassion
• Creating “Easy Access” and “Convenient Locations” – several examples
• Physician network strategy• Off-site clinical locations such as
Orland Park • Dedicated phone lines for physicians
• Care and Compassion – Marked improvements in Customer Service
• Reinforcing all Strong Associations : Investing in eminence of our faculty and programs
Addressing Both Strong and Weak
Associations - examplesBrand Associations
Modern Healthcare Marketing Conference
September 2014
Thinking about Your Healthcare Organization EXERCISE
What are your brand associations?
(list one or more for each)
Strong and Weak
What is your organization doing to “live the brand” - strengthen these
associations (one or more actions)?
202Modern Healthcare Marketing Conference
September 2014
203
Building a Strategic MarComm Plan
Modern Healthcare Marketing Conference
September 2014
204
Our Road Map for Today…
Revisiting Fundamentals –
Brand
Building the MarComm Plan –
What We’ve Learned
Organizing for Success – Two
Models
Ideas to Take Home
Your Engagement
Modern Healthcare Marketing Conference
September 2014
205
Consumer Expertise
Market & Competitive Assessment
Insights Generation
Growth Opportunities
Brand Positioning
Brand Portfolio & Product Management
Marketing & Communications Plan Development
Integrated Brand Communications
Promotion Management
Channel Management
Metrics & Measurement
Financial/Quantitative Acumen
Integration of Analytic Tools & Systems
• Speed to
Market
• Customer
Centric Value
• Collaboration
Across the
Enterprise
• Anticipation of
Changing
Markets
• Continuous
New Idea
Generation
• Increased
Revenue
and Market
Share
• New
Markets and
Regions
• Stronger
Employee
Engagement
Enablers DriversOutcomes
Modern Healthcare Marketing Conference
September 2014
Un
de
rsta
nd
the
Ma
rke
tD
ev
elo
p t
he
S
tra
teg
y &
Pla
nE
xe
cute
th
e
Pla
nM
ea
sure
R
esu
lts
Linking marketing and communications competencies to growth
outcomes is a huge shift for most
206
Understand the Market: Referring physicians are one of the most
important customer segments in driving growth to UCM
physicians and services.
Physician Directed Patient Directed Collaborative
Input
All Cancer Patients(examples of several cancer types)
•BMT/Leukemia –Blood cancer
•Breast Cancer
68% directed or influenced by referring physicians
•99% directed or influenced by referring MDs
•32% directed or influenced by referral
32% patients choose directly
•1% self directed (newly diagnosed)
•68% self directed (newly diagnosed)
All Pediatric Patients
74% directed or influenced by referring physicians
26% patients family choose directly
Modern Healthcare Marketing Conference
September 2014
207
Non-UCM Patients stated UCM is #1 choice if they had sought second opinion.
UCM Patients More Likely to Seek Second Opinions
Other Important Factors in Choosing Cancer Center
Speak to Experience and Reputation
• 86% of patients want experience with the specific disease and treatment
• 84% of patients choose because of the reputation for the physicians and patient care
• 38% of patients consider rankings and awards
• 23% of patients sought information about the con the web
Understand the Market: UCM cancer patients are more likely to seek
second opinions and make those choices based on experience, patient care and
reputation. Breast, Prostate, Colorectal and Lung patients are more likely to
seek second opinions.
Modern Healthcare Marketing Conference
September 2014
Understand the Market: Importance of marketing and
communications in the social network
208
Brokerage and Closures - Ron Burt’s pivotal work on Social Networks
Structural holes present two opportunities for networks to affect the productivity of individuals and companies: brokerage and closure.
Closure is about staying on one side of the structural hole, such that the members of a group keep to themselves and are not exposed to variations in opinion and behavior. As a result, members of such a closed network think less about alternatives but are able to focus more on getting better and becoming even more efficient at the one thing that they already know how to do well.
Brokerage is the opposite. Unlike closure, network brokerage is about building connections across structural holes and taking advantage of a person’s exposure to variations in opinion and behavior.
Modern Healthcare Marketing Conference
September 2014
Develop the Strategy: Example -Cancer Center marketing
communications strategy includes increasing overall brand
awareness and growing prioritized programs (in period of time).
Targeted growth of programs is based primarily on how patients choose a
cancer program. Our market insights indicate the more complex
conditions are driven by physician referral. For certain disease sites based
on seeking second opinions
Direct to Consumer Physician Referred/Influenced
Program 1 X
Program 2 X
Program 3 X
Program 4 X
Modern Healthcare Marketing Conference
September 2014
210
Grow Local BaseBuild Loyalty with
Existing Referrals in Chicago Market
Create Demand Education of
Physicians
Expand MarketGrow Regional
Referrals
Redirect from Competitors
New Referrals from Chicago Market
Degree of Difficulty and Time
Less Resources, Less Time More Resources, More Time
Develop the Strategy: UCM referring physician four part
strategic approach
1 432
21121
1
Four Part Strategy to Grow Referral Relationships
Physician Relations Team
University of Chicago Medicine Physician Connect
(promotion of new EPIC Care Link)
Other Marketing Comm:Direct Mail, National Physician Meetings, Inspired Magazine,
Referral Directory, Digital - Social Media, Web
Physician Education“Learning at the Forefront” –
Online ChannelLive CME Events
Content and Participation from UChicago Medicine Faculty Voice of Customer monitoring
Marketing Communication Channels
45 CME events – 1700 MDs reached
4500 visits with over
500 MD to MD
New and Exclusive in
Chicago Market –reaching 70,000
Reaching 250,000
MDs nationally
Execute: UCM Marketing and Communications has developed strategies and
tactics with large scale to build reputation and grow referring physician and
professional relationship.
Modern Healthcare Marketing Conference
September 2014
Execute: UCM and BSD’s new and expanded consumer channels
have larger scale to reach consumers and grow our programs.
21
2
Strategies to Grow Consumer/Patient Relationships
University of Chicago Medicine Connect
Advertising Traditional and New
New Media/Digital Strategies
Web - Social Media
Earned Media –Traditional and New
Health/Consumer Education Traditional and Online
Direct Mail/Publications –Traditional and Online
Content - Faculty and ProgramsConsumer Voice of Customer monitoring
Call volume increased 3%
in first six months –
28,000 calls. On line appt requests up
10% to 8700.
First six months of FY14: Web traffic up
17%
Marketing Communication Channels
Strong share of voice vs
competitors
750,000 households per quarter
Outperforming Chicago
competitors
Reached 86,000
consumers this year
Modern Healthcare Marketing Conference
September 2014
213
Execute: Framework by Internal: In addition, UCM and BSD’s new and
expanded consumer channels have larger scale to reach consumers and grow
our programs.
21
3
Strategies to Grow Internal – Staff and Faculty -Relationships
Publications: Management, Staff and Faculty
New Media/Digital Strategies
Web - Social Media
In-house display – digital monitors, posters, etc.
Communication Workshops
Events
Content - Leaders, faculty, staffConsumer Voice of Customer monitoring
Mar
keti
ng
Co
mm
un
icat
ion
Ch
ann
els
Modern Healthcare Marketing Conference
September 2014
Measure Results: Moving from reporting activity metrics to
Return on Engagement
214
Return on Engagement
Brand –Awareness and
Preference
Channel Activity –
Measuring Scale
Customer Behaviors and
Activity –Volumes by
Type, Geography, etc.
Modern Healthcare Marketing Conference
September 2014
Content – the intersection of brand strategy and execution; Aligned
content yields positive Return on Engagement (ROE)
• Brands become publishers of content - build communities of interest
around their brands.
– Communities interested not only in consuming content, but in
engaging with it, liking-sharing-promoting-etc. Engagement leads
to brand interest and ultimately, sales.
• Return on Engagement [ROE], shift from “simply” ROI to long term
goals around community.
– Bigger communities (scale), stronger loyalty, an unbreakable bond
with the brand, and a desire of the customer to refer the brand to
others.
How are you doing this in your healthcare organization?
215
Reference: www.redhotmarketingblender.com
Modern Healthcare Marketing Conference
September 2014
216
Return on Investment (ROI)
How you invest your money, and what you get back mostly in economical terms
Return on Engagement (ROE)
What you get back in brand strength: to what extend did your content captivate your consumer, … was there ‘participation’ (Comments, Shares, Likes)… did it confirm ‘Authority’… did it generate ‘Influence’… did it generate ‘positive sentiment’
Modern Healthcare Marketing Conference
September 2014
Content – the intersection of brand strategy and execution;
Aligned content yields positive ROE
Reference: www.redhotmarketingblender.com
Measure Results: ROE particular measures and the push and pull
of content
217
Visit or callWatch
DownloadReadPlay
Donate
EndorsePost reviews
Give feedbackVote
Contribute ideas
Become a fanFriendFollow
Join Discuss
Send customer message
Create a videoTweet experience
with the HCO
Engage Contribute Participate Create
Lowest to highest ROE
Reference: www.redhotmarketingblender.com
Continuous content engagement
Modern Healthcare Marketing Conference
September 2014
Thinking about Your Healthcare Organization
• Revisit your thinking about your brand strategy related to
plan and ultimately content
– Does your content speak to your customers about your
brand strengthens?
– Consider ROE in one or more of your channels – how
would you measure?
218Modern Healthcare Marketing Conference
September 2014
EXERCISE
219
Finally - Improving MarComm Process and Aligning Content
Management
Modern Healthcare Marketing Conference
September 2014
220
Our Road Map for Today…
Revisiting Fundamentals –
Brand
Building the MarComm Plan –
What We’ve Learned
Organizing for Success – Two
Models
Ideas to Take Home
Your Engagement
Modern Healthcare Marketing Conference
September 2014
221
Marketing Communications Framework
Modern Healthcare Marketing Conference
September 2014
We created a purpose and data sheet for each of the MarComm teams
Case Study: UCM BSD used Lean to Improve the flow of Content
in Marketing Communications
Insights:
• A lot happening
internally and externally
• Team members want
to know more about what
other teams are doing
• Want to avoid duplication
• Want to build on
each others’ activities
to allow for synergy
• Document storage is a big challenge, and hard to find what we need
Modern Healthcare Marketing Conference
September 2014
• Content sharing:
MarComm Huddle
• Metrics and
Measurements: moving
from activity to ROE
reporting
• Create standard for
Market and
Communications Plan
integration of all
MarComm teams
• Customer Relationship
Management
FY15 MarComm Improvement Focus – Road Map
Modern Healthcare Marketing Conference
September 2014
Start Date: 24-Feb-14
Full time: Dept. / Role Ad Hoc: Dept. / Role
Joyce Keldsen Exec Dir - MarComm OpsKathy DeVries Vice President M arComm
Tessa Burton Exec Dir - Marketing Anna Madrzyk Marketing Web
Lorna Wong Exec Dir - CommunicationsMichelle Foley Director - Marketing
BUSINESS SPONSOR: Kathy DeVries Amy Alderman Internal CommunicationsTerry Tye Dir - Development
PROCESS OWNER: Lorna Wong Kevin Jiang Media Relations Carol Marshall Referral Development
OE FACILITATOR: Jean Cunningham Gretchen Rubin Web Marketing
Angie Guevara Call Center
Mon 1 - 4:00; Tue - Thu 8:00 - 4:00; Fri 8:00 - 12:00 Uchenna Hicks Marketing Events
Lauren Romanowski Marketing Manager
Kaizen Event Title: Marketing Information Process Improvement
Service Finance
Reason for Action:
MarComm staff and leadership feel at times unaware of the activities and
interactions of other team members. This disconnect is at times visible
outside of the MarComm team and can leave the impression with others in
the organization that we do not commu
1. Define and communicate the accountability of MarComm staff to appropriately share content
2. Understand the current state of communication and information f low w ithin Marketing
3. Describe the characteristics of w hat information (content) needs to be shared
Event Scope:
4. Identify structure (tools, activities) to share information
5. Create roadmap to put these structures in place
Logistics Information:
Create structure to share information across marketing about current and recent
initiatives, contacts, and intelligence.
Deliverables:
Future State:
6. Establish the monitoring process for the road map
Kaizen Leadership:
Location: Woodlawn 3rd floor
Kaizen Participants:
Current State:
Alignment with Objectives:People Safety Quality
The Marketing & Communications Department has a broad set of responsibilities related to UCM and BSD and many diverse initiatives at any one time. These initiatives result in copious amount of content. The challenge to be addressed is how to get this content communicated to the appropriate teams in a timely and meaningful manner, recognizing that it comes from sources throughout the organization. The second challenge is to understand how best to "close the loop" in communicating to MarComm staff and others in the organization about where the content resides so that it can be used in a meaningful way and re-purposed. As a result of this event, MarComm staff will be held accountable to work as a team to use and share content.
1. Team members and leadership understand their responsibility to share
information, the type of information to be shared, and the formal methods needed to accomplish the goals2. Team members will actually proactively share information
3. Identify tools needed to facilitate effective sharing of information
Modern Healthcare Marketing Conference
September 2014
Started March 1
• Weekly stand-up meeting
• Experimented and saw immediate
benefit
• Calendar created
(first one held March 4)
• Roles include a mediator and
note-taker
• Prep template created
• Metrics to monitor
• PDCA (Plan Do Check Act) every
month
MarComm Huddle – If you want to know any and all things going on
at UCM BSD, attend the weekly huddle!
Modern Healthcare Marketing Conference
September 2014
Six Month Improvements –
Launching September
•Metrics: Use of content through
all the channels; Every staff
member participates – number of
“stories, etc.” increased
•Report outs by service line –
eliminating “busy work”
discussions
•Three month content calendar
created
•Ultimate goal is to measure ROE
High visibility: Managing for Daily Improvement Boards -
Metrics/Post-Kaizen Monitoring
Modern Healthcare Marketing Conference
September 2014
Case Study: Vanderbilt Content Team
227
Interests and Needs
of our Audience
Marketing Managers
News and Comm
Schools of Med/Nursing
Development/Alumni Relations
Individual Departments and
Centers
Web Content Producers
HR/Wellness Programs
Social Media Team
Corporate Relations/Network
@VUMCHealth | @cynthiamanley
Modern Healthcare Marketing Conference
September 2014
Vanderbilt Medical Center – Content Team Roles
228
Strategic DirectionCommunity
ManagementPlatform Management
Content Creation and Curation
Service Line Coverage Analytics/Optimization
Evening/Weekend Coverage
Education/Consultation Monitoring/Listening
Modern Healthcare Marketing Conference
September 2014
Vanderbilt Content Structure
229
Content Infrastructure•Daily huddle•On-call schedule •Weekly content meetings•Rolling three-month content “working plan”•Analytics and communication tools
Lean considerations for content
•What business objective does it support?
•Does something already exist that can be repurposed or “re-imagined?”
•What is the desired response?
•What content, how much is needed to elicit that response?
•Can we engage the clinician/other to create content?
Lean considerations for platforms
•Does the platform fit the target audience?
•How will it benefit the institution?
•Does it meet a need not being met elsewhere?
•Who will manage the platform?
•Who will provide content?
•Do you have time to do it well?
Modern Healthcare Marketing Conference
September 2014
Thinking about Your Healthcare Organization
• Consider your organization’s process improvement programs
– What can you do differently next week to align the brand – plan – and
content?
• How can you improve content structure and flow?
230Modern Healthcare Marketing Conference
September 2014
EXERCISE
231
Our Road Map for Today…
Revisiting Fundamentals –
Brand
Building the MarComm Plan –
What We’ve Learned
Organizing for Success – Two
Models
Ideas to Take Home
Your Engagement
Modern Healthcare Marketing Conference
September 2014
Feel free to contact me
• Kathy DeVries
– Kathleen.devries@uchospitals.edu
– Phone: 773-702-2208
– Mobile: 773-294-0583
– Facebook and twitter – kdv12
232Modern Healthcare Marketing Conference
September 2014
Building and Sustaining the HCO Brand: Strategies, Tactics and Lessons Learned
Mary ReinkeMarketing Communications & Business Strategy,
Owner/Consultant(Moderator)@maryreinke
David BrudonDirector of Marketing,
University of Michigan Health System
Deb PappasSenior Director of Marketing,
Boston Children’s Hospital@dhmp
Building and Sustaining the HCO Brand: Strategies, Tactics and
Lessons Learned Deb Pappas
Senior Director of Marketing
Leveraging Traditional and Digital Marketing Channels to Build Brand• Assessing consumerism’s impact on brand
• Building a content brand
• Moving from “showing and telling” to “engaging and listening”
• Measuring the brand awareness continuum
Assessing Consumerism’s Impact on Brand
• Only 25% of Americans base buying decisions on brand1
• 33% of consumers use social media to find medical information, research and share symptoms, and offer their opinions about doctors, drugs, treatments, and health plans2
• 41% said information found through social media would affect their choice of a doctor or hospital
• Shifting control: consumer-to-consumer influence on brand
• Eroding loyalty
• Managing customer experience across all touch points
1Ernst & Young report March 20122PricewaterhouseCoopers poll of 1,060 US adults Feb 2012
Building a Content Brand
Forrester's four C's framework:
1. capture the brand's North Star in branded
content
2. connect to your consumers in context
3. create visible value through the content
4. continuously measure and optimize results
Forrester Research, How To Build Your Brand With Branded Content, March 21, 2013
Moving from “Showing and Telling” to “Engaging and Listening”
• Search engine marketing (SEM) and optimization (SEO)
• Responsive website
• Optimized condition and program pages
• Email & direct mail
• Print & digital display advertising
• Broadcast
• Outdoor
• Social media
• Earned media
See
• Blogs
• Advocacy groups
• Campaign landing page
• Social media interaction
• Patient stories/videos
• Innovation
• Events
Think • Download
• Subscribe
• Call/complete online form
• Request appt
• Request second opinion
• Request referral
Act
• Join social conversation
• Engage in social advocacy
• Publically share experience
• Become brand advocates
Embrace
Measuring the Brand Awareness ContinuumAWARENESS (UNAIDED)
FAMILIARITY
REPUTATION
SOURCES OF INFO
DECISION FACTORS
TRAVELING FOR CARE
National Consumer Survey 2012, TRC ResearchNational Consumer Survey 2012, TRC Research
Boston Children’s Hospital National Consumer Survey 2012
NATIONAL = Build / LOCAL = Maintain
NATIONAL = Build• Each key hospital is strongest in their
respective regionLOCAL = Maintain
• Community hospitals dominate sub-markets
NATIONAL = Differentiate• Little differentiation with key attributes
overall; “Best Ranking” is keyLOCAL = Maintain/Communicate
• Strong on all attributes – grow perception of BCH with those less familiar
NATIONAL = Leverage• Personalize experience through web and
digital communicationLOCAL = Leverage
• Strengthen relationships with key stakeholders
NATIONAL/LOCAL = Prioritize• Access through insurance• World’s leading doctors/staff• Positive patient outcomes
NATIONAL = Communicate• Multi-channel communications key for reach• Online resources and disease-specific info
The Power of Brand and Product: Driving Preference & Volume
241
Digital
:30 & :60 Radio
Optimizing Brand Experience Throughout the Customer Life Cycle• Expand “pull” conversations vs. “push” communications
• Adapt marketing strategies to consumers' rapidly changing media consumption habits
• Listen to your consumers’ opinions about your brand – monitor and measure
Owning Your Positionin the Marketplace
Dave Brudon, Director of Marketing
“A brand is a...pledge of value for a specific set of customers. It is a file card in the customer’s mind, composed of knowledge, experience, beliefs, feelings and expectations about a company’s services.”
– Steven Steiber, PhD., Market Measures Interactive
“A brand is first and foremost a promise of predictable quality.” - John McManus, BrandWeek
Which is to say…
You don’t own your brand.Your customers own your brand.
The Reality – 1998 Market Study
Rate U-M for:• Having the latest technology: 75%
• Quality of doctors: 61%
• Friendliness of staff: 47%
• Ease of getting an appointment: 31%
• Would choose U-M for serious care: 85%
• Would chose U-M for routine care: 13%
• Conclusion: “UMHS has a very high standing among Michigan residents with regard to providing more specialized medical care. You will have to work to transfer the value of this position to increase the perception that UMHS also provides great routine care.”
Our response:
“The consumer isn't a moron. She is your wife.”
― David Ogilvy, Confessions of an Advertising Man
We did a little better next time out.
Expectations Of Hospitals X (Community) and Y (AMC)
Source: “How consumers think about AMCs” by Klein and Partners, Inc. for UHC, 2005
2005 – Start of “The Michigan Difference”
Brand Rating
All things considered, please rate each of the following health systems overall. Using a 10-point scale where
“10” is “excellent” and “1” is “very poor,” how would you rate this health system? (Top 2 box scores)
10%
20%
30%
40%
50%
60%
70%
80%
2005 2007 2008 2011 2013
UMHS
DMC
HFHS
Beaumont
Best Place to Seek Medical Treatment in Michigan
“Which ONE health system do you think fits best with the following statement: Is the best place to seek medical treatment in
Michigan?” (Top scores)
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2005 2007 2008 2011 2013
UMHS
DMC
HFHS
Beaumont
Brand Attributes(Top 2 box scores on 5 point scale)
2011 2013 2011 2013 2011 2013
Performs Sophisticated Medical Procedures 92% 92% 69% 68% 76% 80%
Suitable Place To Treat Life Threatening Diseases 92% 90% 71% 69% 75% 81%
Conducts Breakthrough Research 90% 90% 48% 49% 51% 58%
Will Make A Difference In Future of Medical Care 90% 89% 55% 55% 59% 64%
Treats Most Serious Diseases 89% 90% 59% 63% 65% 72%
Among Nation's Premiere Health Institutions 89% 91% 59% 58% 63% 70%
Suitable Place For Routine Care 71% 73% 77% 75% 77% 84%
Provides Compassionate/Personalized Care 68% 72% 58% 61% 64% 74%
Brand Attribute Ratings
UMHS HFHS WMB
Final thoughts• As Harrison McCann, co-founder of McCann Erickson, said in 1912
advertising really is the, “truth well told.”
• As marketers our most important job is to represent the needs of the patient.
• Know your differentiators! Ask the marketplace to define your strengths and shortcomings (and those of your competitors). Theirs is the only opinion that truly matters.
• Focus your message strategy on what your patients need, not what the hospital has to offer.
Preserve and Protect: Safeguarding Your HCO’s Online Image, Brand and Reputation
Maureen McKinneyEditorial Programs Manager,
Modern Healthcare(Moderator)
@MHMMcKinney
Kory SwansonDirector of Marketing and
Communications, University of Colorado Health
@bikekor
Kevin UngerPresident & CEO,
Poudre Valley Hospital and Medical Center of
the Rockies
University of Colorado Health’s social platforms
Twitter – 5 accounts
Facebook – 5 accounts
Google Plus – 2 accounts
Youtube – 3 accounts
UCHealth blog – 1 account
Snapshot of datafrom socialanalytics tool.
Partnership with local newspaper –both online and in print.
62k readers –print –monthly
4.2 million impressions each quarter
16% of NoCo marketcites HealthyU as their relied uponhealthcare resource.
23% - WebMD
2013 Thoroughbred Group Market Study
Sample videos
Pushing the Marketing Envelope: Specialized Marketing Strategies that Generate Results – the Hidden Power of
B2B Collaboration
Daniel FellPresident,
Neathawk Dubuque & Packett(Moderator)
@danfell
Michael Lutz, M.D.President,
Michigan Institute of Urology Men’s Health Foundation/Fight
Like a Man - Detroit
Ninfa SaundersPresident & Chief Executive Officer,
Central Georgia Health System
A Regional Collaborative Alliance of Independent Hospitals in Central and South Georgia
Archbold Medical Center
John D. Archbold Memorial Hospital (Thomasville)
Mitchell County Hospital (Camilla)
Grady General Hospital (Cairo)
Brooks County Hospital (Quitman)
Navicent Health
The Medical Center (Macon)
Rehabilitation Hospital (Macon)
Medical Center of Peach County (Byron)
Coffee Regional Medical Center (Douglas)
Crisp Regional Medical Center (Cordele)
Dodge County Hospital (Eastman)
Houston Healthcare
Houston Medical Center (Warner Robins)
Perry Hospital (Perry)
Meadows Regional Medical Center (Vidaila)
Memorial Hospital and Manor (Bainbridge)
Oconee Regional Health Systems
Oconee Regional Medical Center (Milledgeville)
Jasper Memorial Hospital (Monticello)
Putnam General Hospital (Eatonton)
Shepherd Center (Atlanta)
South Georgia Medical Center Health System
South Georgia Medical Center (Valdosta)
Smith Northview Hospital (Valdosta)
Louis Smith Memorial Hospital (Lakeland)
Clinch Memorial Hospital (Homerville)
SGMC-Berrien Campus (Nashville)
St. Mary’s Health Care System
St. Mary’s Health Care (Athens)
St. Mary’s Good Samaritan Hospital (Greensboro)
Taylor Health Group
Bleckley Memorial Hospital (Cochran)
Taylor Regional Hospital (Hawkinsville)
Tift Regional Health System
Tift Regional Medical Center (Tifton)
Cook Medical Center (Adel)
Upson Regional Medical Center (Thomaston)
Membership
30 Hospitals
16 Health Systems
Approximately 2,000 Physicians
Approximately 22,000 Employees
Total Annual Expenses in Excess of $2.2 Billion
Over 3,500 Total Beds
Membership
You Have More Options Than You Realize
Loose Affiliation Total Affiliation
NonequityCollaborativeArrangements
ManagementAgreement
ClinicalIntegration
Joint Venture–Less Than 50% Equity With No
Management Rights
Joint Venture–Less Than 50% Equity
With Management Rights
Joint Venture–50.1% to 99% Equity
Joint Operating
Agreement
Merger/CompleteAsset Acquisition
Source: Hancock, Daniel, Johnson & Nagle, PC
Stratus Healthcare
Stratus Governing Board16 Physician Representatives16 Executive Representatives
Clinical Services
Information Technology
Shared Services
Strategic Initiatives
Fiduciary Committee
Questions?
Michael D. Lutz, M.D. FACS
President, MIU Men’s Health Foundation
The Synergistic Role of a Non-Profit
Introduction
• University of Michigan
• Chicago Medical School
• Henry Ford Hospital
• Prostate Cancer / Men’s Health Advocacy
Michigan Institute of Urology
• Largest Multi-Subspecialty Urology Practice in Michigan
• Founding Member of LUGPA
• Partner with Most Healthcare Providers in Michigan
The Practice of Urology
• The Decision: Private vs. Employed
• Developing a Plan for Growth
• Role of Community Service
Large Urology Groups
• Development of Integrated Service Lines
• Intra-Referral to Designated Subspecialist
• Ancillary Capabilities
• EMR Implementation / Data Extraction
• Research / Clinical Trials
• Marketing / Community Outreach
Community Outreach
• Why???
• Branding / Identity / Mission
• Non-Profit Status
MIU Men’s Health Foundation
• Mission
• Board Development
• Mission Partners / Sponsors
• Sources for Funding
• Events: Primary and Third-Party
• Partnerships
• Grants
MIU Men’s Health Foundation
• Primary Events• Run for the Ribbon
• Men’s Health Event
• Comedy Nights
• Sporting Events
• Third Party Events• Fundraisers
The Synergy
• Separate but the Same
• Branding Benefits
• Co-Promotion
• Fundraising
Fight Like a Man
• Registered Trademark
• Co-Branding / Marketing Benefits
• Enhanced Corporate Partnerships
• Chapter Development
Fight Like a Man Chapters
Fight Like a Man Chapters
ATLANTA
Fight Like a Man Chapters
VANCOUVER
Fight Like a Man Chapters
ORLANDO
Fight Like a Man Chapters
LOUISVILLE
Fight Like a Man Chapters
Fight Like a Man Chapters
Fight Like a Man Chapters
Fight Like a Man International
INTERNATIONAL
International Men’s Health Summit
The Relentless Power of PR: Pitching the HCO’s Story in a Changing Media Landscape
Cathy Barry-IpemaSenior Vice President,
Health Practice – Edelman Public Relations
(Moderator)@CBI55
Merrill GooznerEditor,
Modern Healthcare@MHGoozner
Jim KirkSenior Vice President-
Editor in Chief,Chicago Sun Times
@kirkjim12
Nicole FisherContributor,
Forbes@nic_fisher
@HHRStrategies
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