presented at cpm fourth annual client symposium may 13, 2010 by beth hatcher, webmaster interactive...

Presented at

CPM Fourth Annual Client Symposium

May 13, 2010

By

Beth Hatcher, Webmaster Interactive Database Manager

Why CRM Revolutionizes the Metrics of Marketing

(and How the Web Can Help, Too)

Overview

• Introducing Northwestern Lake Forest Hospital and Northwestern Memorial

®

HealthCare

• What is “Success” in Marketing?

• Redefining Success with CRM

• Rethinking Calls-to-action

IntroducingNorthwestern Lake Forest Hospital andNorthwestern Memorial® HealthCare

Northwestern Memorial HealthCare (NMHC)

Northwestern Lake Forest Hospital is a subsidiary of NMHC, the corporate parent of Northwestern Memorial Hospital.

NMHC

Northwestern Lake Forest Hospital

Northwestern Memorial Hospital

• 215-bed community hospital

• Founded 111 years ago

• Strong tradition of community service

• Partners with Children’s Memorial Hospital for pediatric and newborn care

• A- Bond Rating (S&P)

• Named the #1 Consumer Choice hospital in Lake and Kenosha counties for past five years in market research

Northwestern Lake Forest HospitalLake Forest, Illinois

Northwestern Lake Forest HospitalNine locations

Lake Forest CampusHospitalNursing Care CenterHealth & Fitness CenterChild Care CenterMedical Office Buildings

Grayslake CampusEmergency Center Audiology/Speech Cardiac TestingImagingLaboratory ServicesPhysical/Occupational TherapyRetail OptometryPhysician Offices

• 854-bed Academic Medical Center Hospital

• Primary Teaching Affiliate of Northwestern University Feinberg School of Medicine

• Nationally Recognized for Clinical Excellence

• Magnet Recognition for Nursing Excellence

• Honored with the National Quality Health Care Award

• Strong Tradition of Community Service

• Major Employer in City of Chicago

• New World-Class Inpatient/Outpatient Facility Opened in 1999

• New World-Class Women’s Hospital Opened in October 2007

• One of Four Healthcare Institutions in the U.S. with an Aa+ Bond Rating

Feinberg and Galter pavilions Prentice Women’s Hospital

Northwestern Memorial HospitalChicago, Illinois

What is “Success” in Marketing?

Was This Campaign a Success?Nutrition classes in March and April

• January: Initial drop promotes both classes

• February: First follow-up drop promotes March class

• March: Second follow-up drop promotes April class

• Total points of contact

• Total attendees

By traditional standards, the campaign was a failure.

Vehicle Traditional Measures

Advertising (Print, Outdoor, Radio)

Mailings, Newsletters, Publications

Publicity

• Percentage awareness in market research

• “How did you hear about us?”

• Number of calls or appointments

• Event attendance


• Story gets picked up by media

What Can You Measure in Marketing?

What Can You Measure in Marketing?

Vehicle Measures

Website

eNewsletter

CRM

• 110-point dashboard (most important measures: visits, visitors, page views, page views per visit, page views per repeat visitor)

• Surveys define web user demographics

• Click-thrus and clicks per person

• Most popular links

• New and incremental patients

• Overall and net revenue

• Growth in target and all service lines

• Change in payer mix

What is “Success” in Marketing?

Goal Marketing Vehicles Measures

Branding Awareness

Strategic Marketing

• Advertising

• Newsletters

• Publications

• Publicity

• Website

• eNewsletter

• CRM

• Anecdotal evidence


• 110-point web dashboard

• CRM dashboard

• Learn who your users are

• Learn why they user your services

• Prove the tangible, financial efficacy of your marketing

Redefining Success in CRM

Remember the Nutrition Classes?

• We checked the data on the CPM Dashboard after six months.

– New and incremental patients

– Total charges

– Top service lines

Was this campaign a success?

Telling the Story: CPM Dashboard

• New patient acquisition

• Incremental patient acquisition

• Total and incremental charges

• Charges to targeted service lines

• Total campaign summary

– Downstream usage of all service lines

– Downstream revenue to all service lines


• August 2009: List pull (1 version)

• October 2009: Initial drop (6 versions)

• November 2009: Initial drop (6 versions)Follow-up drop to list pull (6

versions)

• December 2009: Follow-up drop (6 versions)

• January 2010: Follow-up drop (6 versions)

Case Study: Cardiovascular CRM Campaign

Initial Cardiovascular CRM Campaign1: Heart Attack Risk

Initial Cardiovascular CRM CampaignOther Versions

2. Coronary Artery Disease Risk

3. Vascular Disease Risk

4. Arrhythmia Risk

5. Heart Disease Risk (Male)

6. Heart Disease Risk (Female)

Initial Cardiovascular CRM CampaignCall-to-action

Cardiovascular CRM Campaign ResultsGoal Summary (Cardiovascular Services)

We have only several months of data, so these are just preliminary results.


New patient acquisition

Incremental patient acquisition

Incremental charges

Contribution marginis deceiving…

Total charges


285 Individuals 296 Visits $3.1 million in Total Charges

Charges to and usage of targeted service line(s)

Cardiovascular CRM Campaign ResultsOverall Summary

New patient acquisition

Incremental patient acquisition

Incremental chargesTotal charges

Cardiovascular CRM Campaign ResultsOverall Summary: Individual Visits

Cardiovascular:285 Individuals

Radiology:9,272 Individuals

Rehab:867 Individuals

General Medicine:2,838 Individuals

Orthopedics:618 Individuals

Gastroenterology:554 Individuals

General Surgery:496 Individuals

Other:5,399 Individuals

Downstream usage of all service lines

Cardiovascular CRM Campaign ResultsOverall Summary: Total Charges

Cardiovascular:$3.1 million in charges

Radiology:$19.1 million in charges

General Medicine:$6.3 million in charges

Orthopedics:$6.5 million in chargesGastroenterology:

$4.0 million in charges

General Surgery:$4.5 million in charges

Other:$8.1 million in charges

Downstream revenue to all service lines

Telling the Story: Cardiovascular CRM CampaignGoal Summary


– 45 new patients were acquired and used the targeted service line, Cardiovascular Services.


– 59 incremental patients (45 new and 14 former) were acquired and used the targeted service line, Cardiovascular Services.


– The 285 total individuals who responded to this campaign generated $3.1 million in charges to Cardiovascular Services.

– The 59 incremental patients generated $645,000 in charges to Cardiovascular Services.


– 2,124 additional new patients (2,169 – 45 cardiovascular patients) who received a CRM mailing used NLFH services*.*However, they used a service line not related to Cardiovascular Services, thus expanding service line utilization.


– 42 incremental patients (39 new and 3 former) who received a CRM mailing used NLFH services*.


– The 15,746 total individuals who responded to this campaign generated $66.2 million in charges to all NLFH service lines.

– The 42 incremental patients generated $177,000 in charges to all NLFH service lines.

Telling the Story: Cardiovascular CRM CampaignOverall Summary

• Downstream usage of all service lines

– Radiology: 9,272 individuals

– Other: 5,399 individuals

– General Medicine: 2,838 individuals

– Rehabilitation: 867 individuals

– Orthopedics: 618 individuals

– Gastroenterology: 554 individuals

– General Surgery: 496 individuals

– Cardiovascular: 285 individuals


• Downstream revenue to all service lines

– Radiology: $19.1 million in total charges

– Other: $8.1 million in total charges

– Orthopedics: $6.5 million in total charges

– General Medicine: $6.3 million in total charges

– General Surgery: $4.5 million in total charges

– Gastroenterology: $4.0 million in total charges

– Cardiovascular: $3.1 million in total charges



Rethinking Calls-to-action

Rethinking Calls-to-action

• What have you used in the past as calls-to-action?

– Reduced cost screenings

– Events

– Promotional items

– Unique Landing Pages (ULPs)

• We’ve already established that the call-to-action isn’t as important as we used to think…

it’s how they use your hospital’s services.

So make it easier!

Leverage Your Existing Work

• Successful CRM campaigns can benefit from multiple, integrated components that leverage existing marketing efforts.

– Consumer magazine

– Physician directory

– Web content

Call-to-action Example #1

• Service Line Appointment Request


• Physician video profiles


• Online content


• Testimonials

What Does Your Call-to-action Say About You?

• People might not follow your call-to-action — so use it as a brand statement.

Conclusion

Summary

• Traditional marketing efforts aren’t as measurable (or cost-effective) as CRM… though this doesn’t make them any less important.

• Success of a CRM campaign is not how many people follow the call-to-action, but how they use your hospital’s services.

• When evaluating the ROI of your CRM campaign, keep in mind the following measurements:

– New and incremental patients

– Overall and net revenue

– Growth in target and all service lines

– Change in payer mix

• Leverage existing marketing efforts as calls-to-action.

• Let your call-to-action be a brand statement.

Beth Hatcher

Webmaster Interactive Database Manager

[email protected]

847.535.6938

Questions?

presented at cpm fourth annual client symposium may 13, 2010 by beth hatcher, webmaster interactive...

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