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Leveraging Social Media for Real Business Impact Healthcare Financial Management Association – Texas Gulf Coast Chapter October 13, 2013
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What is social media?
The means of interactions among people in which they create, share, and/or exchange information and ideas in virtual communities and networks.
Source: http://webcomm.tufts.edu/social-media-overview13/
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Social media and healthcare Social media has changed the face of patient to patient and patient to provider communications Real time communication platforms allow open and honest dialogue Opportunities to capitalize on patient feedback and build a trusted support community to actively engage with Social media can also be used to address negativity, concerns and complaints as part of service recovery
Source: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-communications-landscape
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A growing number of today’s patients are increasingly using
digital tools as part of their overall health maintenance.
Sources: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-communications-landscape
1 in 3 American adults have used the web to figure out a medical issue
http://www.pewinternet.org/Reports/2013/Health-online/Summary-of-Findings.aspx
51% of patients say they’d feel more valued
as a patient via digital health communications
41% of people said social media would affect their choice of healthcare provider
Surprisingly, still only 26% of all hospitals in the US participate in social media
http://www.televox.com/downloads/technology-beyond-the-exam-room/ http://thesparkreport.com/branding/infographic-social-mobile-healthcare
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Healthcare: Struggle to demonstrate ROI Ownership of social media is often dispersed across channels
Disease Center
Public Relations
Marketing
Social Media Without a long-term strategy to
leverage this high volume channel into core business
functions, hospitals and healthcare systems will continue
to struggle demonstrating a return on investment for social-
based initiatives.
LONG TERM SOCIAL MEDIA STRATEGY
Social Media
Social Media
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Why is this so difficult?
Decentralized Structure
1. Social program structure and integration
Pros Cons Greater coverage of the channel in terms of listening, responding and engaging social communities
Measuring the effectiveness of the collective efforts across the healthcare organization
Greater overall coverage by subject matter experts – Individual departments focus on their domain
Lack of ability to coordinate and collaborate activities across the organization
Centralized Structure Pros Cons
Clarity of message due to control over the channel
Typically have limited resources available; allocated to more tactical activities like listening and monitoring rather than higher value activities May lack conversational communication and subject matter expertise
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Why is this so difficult?
2. Social program goals and metrics
Biggest challenge for demonstrating ROI for social-based
initiatives is the natural tendency to focus on the channel and not
what happens within the channel.
Many focus on:
Instead of:
Likes Followers Retweets
Linking a social conversation to patient acquisition
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Collaboration is key With limited resources or business constraints, tying program objectives to business objectives may seem out of reach Programs stop short of setting goals based on financial outcomes and focus on softer, nonfinancial goals Without linking to financial outcomes, demonstrating real ROI is just not possible This is what leads to stagnant or slow growth of many social programs in hospitals and healthcare systems
Collaboration across the organization is key to building a program capable of demonstrating business impact
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Evolution of social programs
As a social program evolves it passes through 5 major stages:
Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolidation of
Tools
The Social Enterprise
1 2 3 4 5
GREATER INTEGRATION ACROSS THE INSTITUTION
INCREASED ABILITY TO DEMONSTRATE ROI
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• Social media recognized as important • Want to establish a presence • Social media policy developed • Efforts may be singular and/or uncoordinated • Simple goals (i.e. simply having a presence) • Activities focused on managing that presence • Metrics consist of likes, followers, etc.
Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolitdation
of Tools
The Social Enterprise
1 2 3 4 5
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Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolitdation
of Tools
The Social Enterprise
1 2 3 4 5
• Expand efforts into social learning • A program within a program is created • Goals may extend to now also include measuring sentiment • Goals still largely based on nonfinancial measures • One department may be accountable for “listening”, with
other efforts being dispersed and managed individually across the institution
• Experimentation with different media and monitoring tools
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Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolitdation
of Tools
The Social Enterprise
1 2 3 4 5
• Begin to incorporate operations into social media • Tend to be more centralized • May build relationships and ad hoc workflows for overlapping
responsibilities (i.e. processing dissatisfied community members) • Unofficial coordination between departments • May see editorial calendars to manage communications across multiple
presences • Metrics can begin to relate to financial outcomes resulting from service
recovery activities related to the social channel
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Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolidation of
Tools
The Social Enterprise
1 2 3 4 5
• Social programs become more operationally organized • Relationships with other departments are formalized • Information is shared more freely • Coordination of service recovery and other workflows across departments • Social program is primarily centralized • Generally an increase in budget initiates consolidation • Listening expanded to actively involve competitors • Social media used to make data-driven decisions • Decision tree in place to ensure responses and reactions to negative
conversations are resolved quickly and consistently • Program activities can be linked to financial and nonfinancial outcomes
PAGE 14 © Endeavor Management. All Rights Reserved.
Establish Social Presence and Basic Policy
Reputation & Crisis
Management
Integration & Coordination of
Activities
Centralization & Consolidation of
Tools
The Social Enterprise
1 2 3 4 5
• Social program becomes the hub for collecting and sharing information related to social media
• Seamless workflows between departments • Social deeply engrained in core business functions • Social communities become a source for business intelligence • Offers customers seamless experience across channels • Have conversation liaisons who are subject matter experts and actively
engage communities on a regular basis • Messages become conversations, which become relationships • Customers feel connected to the brand • More advanced measurement • Return on investment is the key metric for program success
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Social media will continue to grow in importance. Managing this high volume channel requires a clear vision far enough into the future to keep pages with a media that changes at the speed of light. Social program goals that support core business functions like customer support, PR and physician relations require organizational coordination and collaboration but yield financial outcomes. Accelerating your social program requires removal of barriers that impede integration with the organization
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Accelerating your evolution from social program to social enterprise
Know the channel but focus on how the people engage one another within the channel. 1 Identify how social media supports business functions within your organization. 2 Monitor what your customers say about your competition and their experience with your competitors. 3
Let the tools do your work.4 Be the voice of your community within your organization. 5 Use social media to have conversations – do not push messages. 6 Analyze, analyze, analyze.7 Start small but be strategic. 8 Service recovery is big. 9 Brand advocacy is huge. 10
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In summary…
While most healthcare organizations have a social media strategy in place, many still find it difficult to evolve and innovate as fast as social technology does.
This can make social media strategy obsolete before it can be fully executed.
Developing a long-term strategy focused on integrating this channel into operations can ensure your program can keep pace and create business impact.
PAGE 18
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