modern healthcare 2014 strategic marketing conference slides

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%


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%


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

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.

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.

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

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.

49

White Paper

Little Things Video

53

Projects on the drawing board

69

5. Patient Gowns

71

6. Pediatric Pajamas

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.

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

Print

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

Facebook

Google

Video

Retargeting

Rich Media

Display

Transit

Print

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

[email protected]

860.321.3915

linkedin.com/in/garydruckenmiller

mailto:[email protected]

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

http://ragantraining.com/video/zero-1-million-monthly-visits-year-how-cleveland-clinic-built-and-grew-successful-blog

http://www.advocatehealth.com/


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?

Twitter

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%


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%


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%


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

https://www.youtube.com/watch?v=SuHyW7EHQn0

https://www.youtube.com/watch?v=SuHyW7EHQn0

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

https://www.youtube.com/watch?v=oyBuB6VO9v8

https://www.youtube.com/watch?v=oyBuB6VO9v8

WHY NOW???

#1 Patient is King

#2 Competition

#2 Competition

http://www.thelittleclinic.com/

http://www.thelittleclinic.com/

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)

– Print

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

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

September 2014

194

Marketing Communications Framework


September 2014

195

Revisiting the Fundamentals: Brand as Growth Strategy


September 2014

Brand drives the Plan. The Plan drives to whom and what you say.

196

Content

Marketing and Communications Plan

Brand


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.


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



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



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



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


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)?


September 2014

203

Building a Strategic MarComm Plan


September 2014

204



Brand




Models

Ideas to Take Home

Your Engagement


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


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


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.


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.


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


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.


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


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

Email

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


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.


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


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’


September 2014

Content – the intersection of brand strategy and execution;

Aligned content yields positive ROE


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


Continuous content engagement


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?


September 2014

EXERCISE

219

Finally - Improving MarComm Process and Aligning Content

Management


September 2014

220



Brand




Models

Ideas to Take Home

Your Engagement


September 2014

221

Marketing Communications Framework


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


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


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


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!


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


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


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


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?


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?


September 2014

EXERCISE

231



Brand




Models

Ideas to Take Home

Your Engagement


September 2014

Feel free to contact me

• Kathy DeVries

– [email protected]

– Phone: 773-702-2208

– Mobile: 773-294-0583

– Facebook and twitter – kdv12


September 2014

mailto:[email protected]

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

Print

Digital

:30 & :60 Radio

http://www.mmb580.com/clients/childrens_hospital/Ortho/index.html

http://www.mmb580.com/clients/childrens_hospital/Ortho/index.html

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

https://www.youtube.com/watch?v=q7IoRmnTstE

https://www.youtube.com/watch?v=q7IoRmnTstE

https://www.youtube.com/watch?v=egvSjlWrffo

https://www.youtube.com/watch?v=egvSjlWrffo

https://www.youtube.com/watch?v=liCV5zVs9zE

https://www.youtube.com/watch?v=liCV5zVs9zE

https://www.youtube.com/watch?v=Sehdxvlzxe4

https://www.youtube.com/watch?v=Sehdxvlzxe4

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


ATLANTA


VANCOUVER


ORLANDO


LOUISVILLE

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

modern healthcare 2014 strategic marketing conference slides

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