upmc domo presentation edits · rank dma projected patients rank a18+ cpm a35-64 cpm a18+ cpp...

21

Upload: others

Post on 25-May-2020

7 views

Category:

Documents


0 download

TRANSCRIPT

Page 1: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor
Page 2: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

WELCOME

Page 3: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Tracking for Success

April WeitzelSenior Manager, Digital Analytics

Jake CollinsDirector,

Marketing Intelligence

Developing Data Driven Marketing Campaigns with the Digital 360 App

Page 4: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

UPMC is an Integrated Healthcare System

Highly integrated system with an academic medical center hub closely affiliated with the University of Pittsburgh.

Health Services Insurance Services UPMC Enterprises UPMC International

• $19 billion annual revenue (FY 2018)

• Among top hospitals in nation according to U.S. News & World Report’s Honor Roll; nationally ranked care in 15 specialties

• 40 hospitals with over 8,500 licensed beds; 87,000 employees with 4,800 physicians; 340,000 admissions/observations; 950,000+ ER visits per year, 4.7 million outpatient visits

• Nearly 60% market share in Allegheny County; 41% share in western Pennsylvania

• Region’s largest rehabilitation network with 80+ facilities

• $475+ million in NIH funding per year with University of Pittsburgh

• Largest medical and behavioral health insurer in western Pennsylvania; UPMC Health Plan network = 3 million + members

• UPMC’s integrated health care model has received world-wide attention and has been touted as “a vision for health care” (Steven Brill, America’s Bitter Pill, 2015)

Page 5: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Liver Transplantation at UPMC1981 Dr. Starzl performs Pittsburgh’s first liver transplant,

establishing the country’s first liver transplant program.

1985 Over 600 liver transplants performed in a single year.

1989 Tacrolimus introduced as the new immunosuppressant drug.

1999 UPMC performs its first adult living-donor liver transplant.

2017 UPMC performs more living-donor liver transplants than deceased donor liver transplants.

2018 UPMC and Pitt establish the Immune Transplant and Therapy Center, which will work to reduce immunosuppressants.

Page 6: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

PROBLEM: Not Enough Livers for the People Who Need Them

0

5

10

15

20

25

30

2012 2013 2014 2015 2016 2017

Median Waiting Time

0

5

10

15

20

25

30

35

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

PAPT Mean MELD Deceased Donor

PAPT MEAN MELD - DECEASED DONORLinear (PAPT MEAN MELD - DECEASED DONOR)

Patients in our local area, as well as other areas around the country are waiting longer and are sicker by the time they receive a transplant.

Page 7: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Consequences of a Waiting List and Limited ResourcesWhat does this mean for the individual patient needing a liver transplant?

1. About a 15-25% chance of never making it to transplant2. Longer waiting times before receiving a transplant

• A more debilitated state by the time a transplant is performed

• A longer and more difficult recovery time post-transplant

3. Not all patients that could benefit are listed or offered transplant

Page 8: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

LDLT: A Possible Solution for the Waiting List Problem

Living donor liver transplant is possible because of 2 unique properties of our liver:• Extra capacity built in• Ability to regenerate

Page 9: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Opportunities for Patients

Cadaveric Donor Likely75%

Unlikely Cadaveric

Candidates25%

Patients on Wait List

Liver Cancer

75%

Alcoholic Hepatitis

10%

Cholangiocarcinoma15%

Patients Not Waitlist Eligible

Liver Cancer

60%

Alcoholic Hepatitis

8%

Unlikely Cadaveric

Candidates20%

Cholangiocarcinoma12%

Patient Population Eligible for LDLT

Page 10: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Problem Statement and Project GoalsIdentify potential LDLT candidates and serve them appropriate messaging, while reaching physician audiences to support patient education, and creating broad awareness of this health issue among the general population

• Target patients pre-wait list, as these are the patients who have the longest journey to transplant and who need the most education and disease management

• Leverage areas with reasonable travel distances and some existing patients as an initial stage to help ensure campaign ROI by driving patient volume

• Target spend as effectively as possible given the relatively small number of potential patients needing LDLT

• Develop market areas against which we can track campaign effectiveness to both course correct and leverage any beneficial outcomes

Page 11: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Big Data Challenges Unique to HealthcareHIPAA: Maintaining HIPAA compliance means that we can not market directly to patient’s based on any health data that we have as a provider!

• Building lookalike models with de-identified patient data

• Leverage consumer data to reach the lookalike models

Attribution and Conversion: Because of the sensitivity of PHI and PII, and lack of a centralized patient intake, we can not always directly attribute patients to the marketing channel that made them take action.

• Create call centers that track consumer interactions before any patient data is exchanged

• It takes months for a patient to move through the clinical evaluation stage, and campaigns can be over before you have time to optimize to the true conversion

• Create a weekly reporting system that allows us to track response rates based on marketing channel

Page 12: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Developing the Targets and Defining Success

Page 13: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Gender and Ethnicity Distribution of LDLT Recipients/CandidatesWe look at gender and ethnicity, both of which tell us valuable information about the demography of our patients, as well as what marketing tactics and channels will be most effective in reaching them

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

M F

Gender Distribution of LDLT Patients

National UPMC

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

ASIAN BLACK MULTI NATIVE PACIFIC WHITE

Ethnicity Distribution of LDLT Patients

National UPMC

Page 14: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

• We also look at the age demographic in order to better understand the messages, channels and tactics that will resonate with our consumer

• We examine differences between the national patient population and our own to ascertain opportunities for segmenting messages in different markets

Age Distribution of LDLT Recipients/Candidates

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81

Recipient Age Distribution

National Age UPMC Age

Page 15: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

CBSA Distribution

Page 16: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Market Effectiveness IndexEffic. Rank DMA

Projected Patients Rank

A18+ CPM

A35-64 CPM

A18+ CPP

A35-64 CPP

CPI @ 70 Points per

week

Cost Per Week @ 70

PointsTotal Cost @

8 WeeksCompetitor Set Count

1 Charleston - Huntington 747 73 14$ 25$ 109$ 100$ 9.38$ 7,000$ 56,000$ 02 Cincinnati 1,734 35 21$ 37$ 356$ 325$ 13.12$ 22,750$ 182,000$ 03 Chattanooga 558 89 17$ 33$ 117$ 113$ 14.19$ 7,910$ 63,280$ 04 Norfolk - Portsmouth - Newport 850 47 20$ 30$ 261$ 199$ 16.40$ 13,930$ 111,440$ 05 Dayton 529 64 16$ 31$ 141$ 134$ 17.75$ 9,380$ 75,040$ 06 Philadelphia 5,993 4 32$ 55$ 1,856$ 1,655$ 19.33$ 115,850$ 926,800$ 17 Bluefield - Beckley - Oak Hill 251 163 34$ 61$ 77$ 70$ 19.52$ 4,900$ 39,200$ 08 Memphis 801 50 19$ 35$ 240$ 224$ 19.58$ 15,680$ 125,440$ 09 Nashville 991 27 15$ 28$ 308$ 286$ 20.21$ 20,020$ 160,160$ 010 Youngstown 318 117 22$ 41$ 98$ 93$ 20.47$ 6,510$ 52,080$ 011 Greensboro - Highport - Winston Salem 545 48 15$ 26$ 199$ 170$ 21.83$ 11,900$ 95,200$ 012 New York 20,143 1 44$ 80$ 6,701$ 6,294$ 21.87$ 440,580$ 3,524,640$ 313 Baltimore 1,502 26 24$ 45$ 541$ 510$ 23.78$ 35,700$ 285,600$ 014 Buffalo 630 53 21$ 41$ 231$ 225$ 25.02$ 15,750$ 126,000$ 015 Syracuse 300 85 17$ 32$ 116$ 108$ 25.24$ 7,560$ 60,480$ 016 Richmond - Petersburg 585 55 21$ 40$ 236$ 226$ 27.04$ 15,820$ 126,560$ 017 Knoxville 423 61 18$ 33$ 181$ 166$ 27.47$ 11,620$ 92,960$ 018 Tri-Cities, TN - VA 206 99 15$ 29$ 86$ 81$ 27.52$ 5,670$ 45,360$ 019 Harrisburgh - Lancaster - Lebanon - York 639 45 20$ 36$ 268$ 253$ 27.74$ 17,710$ 141,680$ 020 Columbus 899 34 24$ 42$ 411$ 380$ 29.60$ 26,600$ 212,800$ 021 Cleveland - Akron 1,459 19 25$ 46$ 692$ 642$ 30.80$ 44,940$ 359,520$ 022 Salisbury 215 143 33$ 69$ 103$ 101$ 32.96$ 7,070$ 56,560$ 023 Charlotte 1,277 23 29$ 50$ 667$ 606$ 33.22$ 42,420$ 339,360$ 024 Albany-Schenectady-Troy 435 60 23$ 42$ 234$ 213$ 34.32$ 14,910$ 119,280$ 025 Pittsburgh 882 24 24$ 45$ 507$ 475$ 37.70$ 33,250$ 266,000$ 026 Roanoke - Lynchburg 223 70 17$ 32$ 137$ 124$ 38.92$ 8,680$ 69,440$ 027 Rochester 251 76 22$ 39$ 161$ 147$ 41.08$ 10,290$ 82,320$ 128 Wilks Barre - Scranton - Hazleton 208 57 13$ 25$ 133$ 130$ 43.86$ 9,100$ 72,800$ 029 Toledo 191 78 18$ 33$ 130$ 122$ 44.71$ 8,540$ 68,320$ 030 Utica 116 171 44$ 86$ 79$ 76$ 46.06$ 5,320$ 42,560$ 031 Myrtle Beach -Florence AND Wilmington 123 101 19$ 35$ 104$ 97$ 55.20$ 6,790$ 54,320$ 032 Washington DC, Hagerstown 2,575 6 53$ 88$ 2,676$ 2,388$ 64.93$ 167,160$ 1,337,280$ 033 Greenville - New Bern - Washington 116 100 25$ 44$ 138$ 113$ 68.48$ 7,910$ 63,280$ 034 Erie 109 150 45$ 81$ 121$ 111$ 71.28$ 7,770$ 62,160$ 035 Raleigh - Durham 388 25 31$ 42$ 686$ 490$ 88.52$ 34,300$ 274,400$ 036 Greenburg - Spartanville - Ashville - Anderson 104 38 20$ 36$ 313$ 287$ 193.17$ 20,090$ 160,720$ 0

CONFIE

DNTIAL U

PMC M

EDIA

PURC

HASIN

G COST

DAT

A

Page 17: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Measuring Campaign EffectivenessTracking KPIs against the DMA will allow us to calculate an ROI for each market

– A series of leading indicator KPIs will be determined in order to track the increase in recognition of LDLT and UPMC within the target markets

• Recognition of LDLT as tracked by NRC/Civic Science• Recognition of UPMC as tracked by NRC/ Civic Science• Website traffic• Digital marketing response rates• Call center data• Direct phone referrals

– Patient volume for both consults and transplants will be tracked based on patient origin in order to measure the resultant volumes and revenues associated with the marketing effort, which can then be compared to the cumulative spend within the DMA and across the campaign

Page 18: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Planning the Buy, Creating the Content, and Tracking Success

Page 19: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Learning from the Outcomes and Refining the Engagement Process

Page 20: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

Key Takeaways• Centralizing communication of results allowed the team to

more effectively operationalize the information in real time

• Consistency of metrics provided through Domo ensured that everyone was measuring success in the same way, from the same data

• Using personalized views to filter content created tailored reports that improved executive engagement

• Centralized calendar functions helped disparate tactical teams align their efforts with the broader campaign

19

Page 21: UPMC Domo Presentation edits · Rank DMA Projected Patients Rank A18+ CPM A35-64 CPM A18+ CPP A35-64 CPP CPI @ 70 Points per week Cost Per Week @ 70 Points Total Cost @ 8 Weeks Competitor

QUESTIONS?