tag:blogger.com,1999:blog-61322659066845887652024-03-13T21:10:35.943-07:00Healthcare Marketing MattersJustinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comBlogger133125tag:blogger.com,1999:blog-6132265906684588765.post-19417399541348086902012-04-15T10:10:00.000-07:002012-04-16T23:27:31.096-07:00What is your healthcare marketing ROI?<div dir="ltr" style="text-align: left;" trbidi="on"><br />Healthcare marketing needs to keep up with the times and change as much as overall healthcare. It's time for healthcare marketing departments to step out of the show and tell marketing communications approach to tracking campaigns, making assumptions of its effects on revenue and produce real <strong><em><span style="color: #990000;">Return on Marketing Investment (ROMI)</span></em></strong> measures. <br /><br />Work with your finance department. With a high degree of collaboration and understanding between finance and marketing, you can lead and make a difference. By answering questions, concerns and opinions with solid data, you can move the discussion form marketing does “stuff’ to marketing is a financial contributor to the organization.<br /><br />Below is an example of an actual <strong><em><span style="color: #990000;">ROMI</span></em></strong> computation that I completed for a multi-hospital organization. After this all was presented, all marketing campaigns going forward were tracked though the Physician Referral Call Center.<br /><br />The method can be adapted to any campaign and provides you with the data fields and logical analysis you need. This has been edited to hide the organization.<br /><br />An analysis was undertaken to look at the <strong><em><span style="color: #990000;">ROMI</span></em></strong> of the Physician Referral Call Center. The analysis matched a database of call center name records for the period to financial records which had already been downloaded. The analysis produced the following results:<br /><br /><ul style="text-align: left;"><li><strong><em><span style="color: #990000;">9,102 call records were matched with utilization and financial data.</span></em></strong></li><li><strong><em><span style="color: #990000;">9,102 calls resulted in a total of 9,121 encounters in the ER, Inpatient and Outpatient categories of service.</span></em></strong></li><ul><li><strong><em><span style="color: #990000;">751 encounters were ER</span></em></strong></li><li><strong><em><span style="color: #990000;">177 returning encounters</span></em></strong></li><li><strong><em><span style="color: #990000;">573 first time encounters</span></em></strong></li><li><strong><em><span style="color: #990000;">1,105 encounters were Inpatient</span></em></strong></li><li><strong><em><span style="color: #990000;">530 returning encounters</span></em></strong></li><li><strong><em><span style="color: #990000;">699 first time encounters</span></em></strong></li><li><strong><em><span style="color: #990000;">7,267 were Outpatient</span></em></strong></li><li><strong><em><span style="color: #990000;">2,014 returning encounters</span></em></strong></li><li><strong><em><span style="color: #990000;">5,253 first time encounters</span></em></strong></li></ul><li><strong><em><span style="color: #990000;">Total charges for all encounters equaled $22,522,649</span></em></strong></li><li><strong><em><span style="color: #990000;">Charges for new encounters all services totaled $16,085,198 or 71 percent of the total charges</span></em></strong></li><li><strong><em><span style="color: #990000;">Average charge per ER encounter $1,304</span></em></strong></li><li><strong><em><span style="color: #990000;">Average charge per Inpatient encounter $13,581</span></em></strong></li><li><strong><em><span style="color: #990000;">Average charge per Outpatient encounter $903</span></em></strong></li><li><strong><em><span style="color: #990000;">Gallup measures loyalty at 68 percent (would return for service) which means that for every 100 patients 32 would not return for care- therefore:</span></em></strong></li><ul><li><strong><em><span style="color: #990000;">ED- 57 returning encounters captured that would not have returned</span></em></strong></li><li><strong><em><span style="color: #990000;">Inpatient – 170 returning encounters captured that would not have returned</span></em></strong></li><li><strong><em><span style="color: #990000;">Outpatient- 645 returning encounters captured that would not have returned</span></em></strong></li></ul><li><strong><em><span style="color: #990000;">Incremental charges counted returning encounters not loyal</span></em></strong></li><ul><li><strong><em><span style="color: #990000;"> ER - $74,337</span></em></strong></li><li><strong><em><span style="color: #990000;">Inpatient- $2,308,851</span></em></strong></li><li><strong><em><span style="color: #990000;">Outpatient- $582,505</span></em></strong></li></ul><li><strong><em><span style="color: #990000;">Subtotal charges counted: $2,965,693</span></em></strong></li><li><strong><em><span style="color: #990000;">Overall market share in primary and secondary service area is 14.53 percent. The number of first time encounters have utilized us above market presence is therefore:</span></em></strong></li><ul><li><strong><em><span style="color: #990000;">ER 573 first time encounters, 83 not counted, 490 counted</span></em></strong></li><li><strong><em><span style="color: #990000;">Inpatient – 699 first time encounters, 101 not counted, 598 counted</span></em></strong></li><li><strong><em><span style="color: #990000;">Outpatient – 5,253 first time encounters, 763 encounters not counted, 4,490 counted</span></em></strong></li></ul><li><strong><em><span style="color: #990000;">Based on an overall market share of 14.5 percent the incremental charges counted for new encounters not because of market presence:</span></em></strong></li><ul><li><strong><em><span style="color: #990000;">ER - $638,960</span></em></strong></li><li><strong><em><span style="color: #990000;">Inpatient – $8,121,438</span></em></strong></li><li><strong><em><span style="color: #990000;">Outpatient – $4,054,470</span></em></strong></li></ul><li><strong><em><span style="color: #990000;">Total Charges counted: $12,814,868</span></em></strong></li><li><strong><em><span style="color: #990000;">Discount from gross charges for Medicare, Medicaid, Managed Care, Bad Debt and Charity Care @ 65% is $8,326,644</span></em></strong></li><li><strong><em><span style="color: #990000;">Net Revenue: $4,488,224</span></em></strong></li><li><strong><em><span style="color: #990000;">PRCC program costs: $233,410</span></em></strong></li><li><strong><em><u><span style="color: #20124d;">Net contribution: $4,254,814</span></u></em></strong></li><li><strong><em><u><span style="color: #20124d;">ROI 18.22:1</span></u></em></strong></li></ul><strong><em><span style="color: #990000;">So, do you still think you can't prove Return on Marketing Investment? </span></em></strong><br /><br />Marketing is a revenue department and will be more than ever as healthcare change continues unabated. Time for a lot of healthcare marketing departments and organizations to grow up and start proving their value.<br /><br /><strong><em><span style="color: #990000;">Michael Krivich is an internationally followed healthcare marketing blogger with over 4,000 monthly pages views in over 52 countries worldwide. He is founder of the <a href="http://www,themichaeljgroup.com/"><span style="color: blue;">michael J group</span></a>, a healthcare marketing consultancy dedicated to creating value through strategic marketing for hospitals and health system regardless of payment mechanism, either fee-for-service or value-based to increase market-share, revenue , brand and demonstrate actual return on marketing investment. Michael is a Fellow, American College of Healthcare Executives and a Professional Certified Marketer, American Marketing Association.</span></em></strong></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-52247124829075932992012-04-12T06:12:00.000-07:002012-04-16T23:27:31.116-07:00Can hospitals use webinars drive volume and revenue?<div dir="ltr" style="text-align: left;" trbidi="on"><br />In this day and age, with internet savvy audiences and patients who are networked to the web, social media, information and such, it seems silly that most healthcare providers would continue to offer only one way for individuals to access health and wellness programs. If you're not using webinars, then you're not meeting your patient/customer needs.<br /><br /><strong><em><span style="color: #990000;">And it's pretty easy to do.</span></em></strong><br /><br />Using WebEx, Talk Ready, Go To Meeting for example, a 30-45 minute health and wellness seminar can be given on a day and tme more convenient for your audience. They can be recorded and archived on your web site for consumer play back at anytime of their choosing. You now begin to build up a library of self-generated health information that is branded to your organization, contains your key messages and promotes a specific service line or targeted capability. <br /><br />Think about the possibilities for reaching out to employers this way as well. A webinar directed at Human Resource professionals in local companies.<br /><br />For Accountable Care Organizations (ACOs), a way to keep in constant contact with your members providing targeted health information.<br /><br />For physicians a way to hold a department meetings or offer CEU program that can be more convenient to them.<br /><br />For the media and local press, a way to hold a press conference or announce a new service or technological application when they say there not coming on site. <br /><br /><strong><em><span style="color: #990000;">The possibilities really are endless. Your imagination is your only limit here.</span></em></strong><br /><br />Okay, you can't do wellness screens this way, but it could be used to drive volume to the screens as a follow-up to the webinar.<br /><br /><strong><em><span style="color: #990000;">Your Return on Marketing Investment</span></em></strong><br /><br />This strategy and tactic is designed to capture downstream volume and revenue. Let's face it, initially there is little return on a webinar. It's the post webinar relationship management and communication activities that bring the return. By capturing a webinars attendees information, you now have actionable data on which to design more effective marketing and communication programs. Mass marketing that is individualized. You can create a relationship that is more meaningful because it is based on their needs. You're improving customer experience. <br /><br />So, its 2012 and change in healthcare, well it will be never ending. Time to expand your arsenal of strategy, tactics, tools and techniques to build relationships, loyalty , volume and revenue.<br /><br /><strong><em><span style="color: #990000;">Michael Krivich is an internationally followed healthcare marketing blogger with over 4,000 monthly pages views in over 52 countries worldwide. He is founder of the<span style="color: blue;"> </span><a href="http://www.themichaeljgroup.com/"><span style="color: blue;">michael J group</span></a>, a healthcare marketing consultancy dedicated to creating value through strategic marketing for hospitals and health system regardless of payment mechanism either fee-for-service or value-based to increase market-share, revenue , brand and demonstrate actual return on marketing investment. Fellow, American College of Healthcare Executives and a Professional Certified Marketer, American Marketing Association.</span></em></strong><br /></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-87365147146856946712012-04-01T08:52:00.000-07:002012-04-16T23:27:31.135-07:00Can you see the 10 signs of an ineffective healthcare marketing operation?<div dir="ltr" style="text-align: left;" trbidi="on"><br />The arguments are in. SCOTUS has already voted on healthcare reform. The majority and minority opinion writers are chosen. Regardless, healthcare will continue to change in very fundamental ways. And that means marketing has to change as well. <br /><br />Marketing strategy and effective marketing operations is everything today in healthcare marketing. And if you have a bad strategy or no strategy, combined with marketing operational deficiencies, then no amount of tactical execution will overcome ineptitude. Some of the verticals in the healthcare industry are notorious for no strategy and just plain bad marketing operations, following the herd and just keeping the internal audience happy with what they want.<br /><br /><em><strong><span style="color: #351c75;">Here are the 10 signs spelling marketing doom in your hospital or other healthcare organization:</span></strong></em><br /><br /><strong><em><span style="color: #990000;">1. The marketing plan is not integrated with the organizations business and financial plan.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">2. Your brand messages are not clear, and are not integrated across internal and external audiences.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">3. The CEO sets the marketing priorities based on what others are doing , the loudest voice in the room or just because he or she likes it.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">4. Departments are creating their own logos and communications. Only coming to marketing to "make it look pretty".</span></em></strong><br /><br /><strong><em><span style="color: #990000;">5. Marketing has little or no resources allocated for market research.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">6. Marketing does not have an organizational voice or champion.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">7. Your marketing department can't demonstrate an ROI.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">8. The triangle of Public and media relations, social media and internet and traditional marketing is nonexistent or if it exists, lacks integration.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">9. Little internal communication throughout the organization regarding marketing efforts.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">10. Marketing is not at the senior management table.</span></em></strong><br /><br />Healthcare is transforming from a provider-dominated and directed model, where these types of behaviors and operational deficiencies really didn't make much of a difference. In the evolving consumer or patient-directed and dominated healthcare model, continuation of these marketing operational structures and behaviors need to be weeded out. <br /><br />The healthcare consumer will become a harsh mistress, and will not tolerate an unresponsive healthcare organizations. Old ways of marketing must be replaced with a new understanding of marketing in healthcare and its power in the marketplace. <br /><br /><strong><em><span style="color: #990000;">Michael Krivich is an internationally followed healthcare marketing blogger with over 4,000 monthly pages views in over 52 countries worldwide. He is founder of the </span></em></strong><a href="http://www.themichaeljgroup.com/"><strong><em><span style="color: #351c75;">michael J group</span></em></strong></a><strong><em><span style="color: #990000;">, a healthcare marketing consultancy dedicated to creating value through strategic marketing for hospitals and health system regardless of payment mechanism either fee-for-service or value-based to increase market-share, revenue , brand and demonstrate actual return on marketing investment. Fellow, American College of Healthcare Executives and a Professional Certified Marketer, American Marketing Association.</span></em></strong></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-20183265391809649022012-03-25T09:27:00.000-07:002012-04-16T23:27:31.158-07:00How do you market the employed physician?<div dir="ltr" style="text-align: left;" trbidi="on"><br />With dynamic changes occurring in the healthcare industry as a result of the Patient Protections and Affordable Care Act (PPACA), leading to ACOs, medical homes and such, employment of physicians is making a big comeback to the hospital industry. Born of necessity, hospitals and physicians are being driven by reimbursement changes from production of care payment, to value-based care payment and opportunity. <br /><br />With this new opportunity to reinvent, revitalize and recapture what previously before had been an adventure on the part of hospitals with mixed results, its time to discuss how one goes about marketing the employed physician.<br /><br />What is needed is a new look at what you are doing and changing to meet the needs of your healthcare consumer, not you.<br /><br /><strong><em><span style="color: #990000;">With great change comes great opportunity. That is if one is willing to embrace that change and find new ways of moving forward and creating value. </span></em></strong><br /><br /><strong><em><span style="color: #cc0000;">Your Brand. Your Value. The Healthcare Consumers Choice.</span></em></strong><br /><br />You need to communicate very strongly your brand and brand promise you are associating with the employed physician. Doesn't matter if he or she is in a Medical Office Building (MOB) you own, Accountable Care Organization (ACO) or Medical Home (MH). Bring your brand to the forefront and brand the doc to you. He or she is no longer an independent practitioner. They represent your brand at an individual level. Capitalize on that opportunity and leverage it.<br /><br />Communicate the value that this physician brings to your community and the healthcare consumer. Communicate the value that the doctor brings to your brand. Leverage that opportunity. Stop talking at people, talk to them. Talk to them with a compelling value driven reasons why they should select that doctor, or even why they should even considering switching physicians. <br /><br />Stop wasting your money putting ads in papers that expect people to take action simply because the doctor is on your medical staff, or in one of your buildings. That treats the healthcare consumer like they are idiots. They're not. They are demanding value and acknowledgement that they have a say in what's going on. If you won't meet their needs they will go somewhere else.<br /><br />Consumers are and will be paying more of the medical bill as time goes along. If you're not communicating value and what's in it for them for selecting your physicians, then you can put it in the bank that the healthcare consumer is will pass on by, and go where they perceive the value to be greatest for them in line with the price they are paying.<br /><br /><strong><em><span style="color: #cc0000;">Michael Krivich is an internationally followed healthcare marketing blogger with over 4,000 monthly pages views in over 52 countries worldwide. He is founder of the </span></em></strong><a href="http://www.themichaeljgroup.com/"><strong><em><span style="color: #351c75;">michael j group</span></em></strong></a><strong><em><span style="color: #cc0000;">, a healthcare marketing consultancy dedicated to creating value through strategic marketing for hospitals and health system regardless of payment mechanism either fee-for-service or value-based to increase market-share, revenue , brand and demonstrate actual return on marketing investment. Fellow, American College of Healthcare Executives and a Professional Certified Marketer, American Marketing Association.</span></em></strong></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-68464703864683653192012-03-18T09:51:00.000-07:002012-04-16T23:27:31.188-07:00Has the role of healthcare marketing changed?<div dir="ltr" style="text-align: left;" trbidi="on">Back in December of 2010, I wrote about the <a href="http://healthcaremarketingmatters.blogspot.com/2010/12/changing-role-of-healthcare-marketing.html"><strong><em>changing role of healthcare marketing</em></strong></a> in the context of PPACA. Earlier this week a reader asked if it had changed nearly two years later. Sadly, not much has changed in the current state and role of healthcare marketing. <br /><br />Oh, we have added an expanded social media and online practice, but much of the changing role and strategic marketing leadership that I envisioned with the passage of PPACA hasn't taken place. It's pretty much standard operations as in the past. And that is disappointing.<br /><br />Understand that I am not talking about pharma, medical device manufacturers, insurance companies, suppliers and retailers moving into the healthcare space. They get it. They understand the power and importance of marketing. This is for all the other healthcare providers that are still trying to operate like its 1990.<br /><br /><strong><span style="color: #351c75;"><em>What I wrote about two years ago, still stands. Healthcare organizations are falling behind daily in their marketing, with little room for error or recovery. To recap that post:</em></span></strong><br /><br /><strong><em><span style="color: #990000;">Marketing Leadership</span></em></strong><br /><br />Marketing is strategy first, tactics second. The voice of marketing should reflect the voice of your customers and not be a second thought. Your future programs and services will be determined by the needs of the market, not your gut feeling. You cannot become a customer-driven or market-driven organization if the skills and experiences of marketing is not at the leadership table. Needs to be a Senior VP or VP of Marketing reporting to the CEO.<br /><br /><strong><em><span style="color: #990000;">Managing the Patient Experience</span></em></strong><br /><br />If anyone is prepared to understand and mange the patient experience across the organization it's marketing. Hospitals in particular are making the mistake of putting operations in charge of patient experience. This is an oxymoron really. For the most part Ops can't get a discharge process together in less than 3 or 4 hours. How can you expect them to manage the patient experience? Patient experience means just that- understanding what that patient experiences is at all touch points. And then changing or managing that experience to its fullest potential for the benefit of the patient and the organization. Patient experience is an integrating process across the entire organization internally and externally. One organization to the patient, one patient to the organization. It is not simply another quality program or flavor of the day. <br /><br /><strong><em><span style="color: #990000;">Understanding and Executing Demand Management</span></em></strong><br /><br />The hospital is no longer the center of the healthcare universe. The Patient Protection and Affordable Care Act (PPACA) is designed to keep people out of the hospital. You can actually see a hospital admission as a defect in the process of care. Marketing needs to understand what the demand for healthcare services will be, when they will be needed and manage that demand making sure that the hospital or health system has the right resources, in the right place, at the right time to meet demand. Gone are the days where marketing departments will be driving demand to fill hospital beds. They will drive demand to the appropriate place and location of service.<br /><br /><strong><em><span style="color: #990000;">Becoming a Revenue Marketer and Having Revenue Accountability</span></em></strong><br /><br />Return on Marketing Investment (ROMI) is necessary for anything marketing accomplishes, traditionally, socially or online. Marketers in healthcare organizations need to become revenue producers, not resource consumers that show little value beyond, it looks nice. In fact, marketing should have P&L as well as an SG&A accountability for many of the products and services being offered by a healthcare organization.<br /><br /><strong><em><span style="color: #990000;">Marketing the Manager of Change</span></em></strong><br /><br />Who better in an organization than for marketing to manage the healthcare organizations transformation from an inward-focused it's all about me, to an outward-focused market and consumer driven organization? Open to much debate, this is probably the most controversial look at the expanding role of marketing. Individual who have looked internally at their organizations all of their careers, do not necessarily have the skills, training or abilities to change an organization 180 degrees. And that is the type of change we are talking about here.<br /><br /><strong><em><span style="color: #351c75;">Clocks ticking and you're being left behind.</span></em></strong></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-22895039905830939442012-03-10T17:00:00.000-08:002012-04-16T23:27:31.216-07:00Is your healthcare marketing department a sweatshop?<div dir="ltr" style="text-align: left;" trbidi="on"><br />Though there are many great examples of healthcare marketing across the country, it seems that these are far and few between. This is a shame really because of all the talented marketers that are in the industry. More often than not, we let well meaning individuals who have no formal training or clear understanding of marketing hold sway over the direction.<br /><br />I do understand the leverage that CEOs, docs, product managers and others hold over marketing. At the end of the day, he or she that signs the check or has the backing wins, right or wrong. And there is way too much of that in healthcare marketing. <br /><br /><strong><span style="color: #990000;"><em>With non-marketing trained people running the show causing chaos and confusing tactics with strategy, companies fall behind in markets and are either sold, became acquisition targets since they underperform, or die a slow and painful death.</em></span></strong><br /><br />So how do you exercise marketing leadership in that kind of environment? You need to understand the needs, politics and marketing understanding of the key decision makers. <br /><br /><strong><em><span style="color: #351c75;">Here are some questions for your consideration:</span></em></strong><br /><br /><strong><em><span style="color: #990000;">Have you let your marketing department become a sweatshop rued but others expecting you to do their bidding no matter how ridiculous the request?</span></em></strong><br /><strong><em><span style="color: #990000;">Have you done everything possible to create an understanding of marketing? </span></em></strong><br /><strong><em><span style="color: #990000;">Have you ensured that the marketing plan is in full alignment with the strategic and business plan of the organization?</span></em></strong><br /><strong><em><span style="color: #990000;">When you suggest a strategy or tactic have I communicated what the return on investment is?</span></em></strong><br /><strong><em><span style="color: #990000;">Do you in engage leadership in a discussion of the why of a strategy?</span></em></strong><br /><strong><em><span style="color: #990000;">Have you been thinking strategically and not confusing tactics with strategy?</span></em></strong><br /><strong><em><span style="color: #990000;">Have you reached out to key leaders and department heads when building the annual marketing plan for their input?</span></em></strong><br /><strong><em><span style="color: #990000;">Have you been visible in the organization as the “go-to” marketing expert?</span></em></strong><br /><strong><em><span style="color: #990000;">Have you allowed yourself to be an order taker producing lots of “stuff”?</span></em></strong><br /><strong><em><span style="color: #990000;">Are you the organizational brand champion?</span></em></strong><br /><strong><em><span style="color: #990000;">Are you willing to stop doing things the same old way with the same old result?</span></em></strong><br /><strong><em><span style="color: #990000;">Does your organization respect what you do?</span></em></strong><br /><strong><em><span style="color: #990000;">Are you willing to just say no, that's not marketing?</span></em></strong><br /><br />In a world of immediate gratification, lack of focus and favor of the day, a marketing executive’s tenure has dropped from 3 years to 12 to 18 months. With such a short time horizon, you might as well lead and know no matter what the outcome is, you gave it your best effort. <br /><br />Time to stop working in a marketing sweatshop.</div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-3592339729154828832012-03-04T08:18:00.000-08:002012-04-16T23:27:31.241-07:00Are you using social media and online brand presence to make the patient experience exceptional?<div dir="ltr" style="text-align: left;" trbidi="on"><br />With healthcare moving to a place where price and quality are drivers impacting a consumer who is sharing a much greater burden of the cost, those same consumers will eventually demand online social media experiences commonly found with other companies and services. <br /><br /><strong><em><span style="color: #990000;">Online represents a great opportunity for patient-centric healthcare organizations to break from the pack and create an online healthcare experience that is memorable, exceeding an individual or families experience and expectations.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Are you ready for the challenge?</span></em></strong><br /><br />Most healthcare sites today are static and contain the usual about us, our services location, etc,., etc., etc. Little use of video or other creative ways to engage the customer. Notice that I said customer and not patient. Not everyone that comes to your site is a patient or will be a patient. They are consumers looking for information. Could be a competitor too.<br /><br /><strong><span style="color: #990000;"><em>In any case, when you evaluate your social media and online presence, does it:</em></span></strong><br /><br /><strong><em><span style="color: #351c75;">Delight your customer?</span></em></strong><br /><strong><em><span style="color: #351c75;">Create sustainable differentiation?</span></em></strong><br /><strong><em><span style="color: #351c75;">Is adaptable to new opportunities?</span></em></strong><br /><strong><em><span style="color: #351c75;">Leverages your investment?</span></em></strong><br /><strong><em><span style="color: #351c75;">Deliver in every situation?</span></em></strong><br /><br />This is the lens that you need to look through to objectively evaluate your social or online presence. If it's not doing these things, then chances are you are not delivering an exceptional experience. But for that matter, neither are your competitors. In the world of healthcare which is too much "me too", the online healthcare experience is pretty boring.<br /><br />Don't take me wrong, healthcare sites are usually pretty good if people internally have been paying attention to them. They can be described as warm, comfortable, informative, friendly. They can be described as "good enough". Not exceptional. Not delivering anywhere to the capability inherent in an online presence.<br /><br />I would suggest to hospitals, IDNs, nursing home, specialty pharmacies, home healthcare operations and many others, that you look outside of the your segment of healthcare to consumer facing retail organizations, as well as pharma and medical device, viewing the type of online presence they have. <br /><br /><strong><em><span style="color: #990000;">Make your online presence not just "good enough" but exceptional.</span></em></strong> <br /><br />The time is now. The opportunity to change is here.</div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-61751129313218348192012-02-26T10:11:00.000-08:002012-04-16T23:27:31.266-07:00Can you have patient/customer evangelists in healthcare?<div dir="ltr" style="text-align: left;" trbidi="on"><br />With the dynamic and changing healthcare environment, satisfaction with services is but one indicator, abet an important one, in qualifying for additional incentive payments in a value-based payment model. But satisfaction is really only a measure of future potential purchase or repurchase. It is not as commonly assumed, to be a predictor of loyalty. Just because someone says they are likely to return or recommend you to another, is only an indicator of potential purchase not loyalty.<br /><br /><strong><em><span style="color: #990000;">The hospital CEO, medical business leader, managing partner, vice president, director, manger and employees need to be focusing on creating customer evangelists to not just survive, but grow and thrive in a value-based healthcare payment system.</span></em></strong><br /><br />A customer evangelist is an individual, who has such an outstanding experience that they freely become your brand spokesperson in the community. They are not paid. They have no financial sake in your survival, but have come to believe so completely in what you do, they drive business to you. <br /><br />Notice I did not say patient or customer satisfaction. Anyone can have good and even high patient satisfaction scores. But, that my friend is the fix you are in. High satisfaction scores do not for one minute translate into customer evangelists. Don’t stop measuring satisfaction; you have to for a variety of reasons. I say focus on creating customer evangelists through outstanding patient-centered, or customer-centered experiences and the scores will be fine.<br /><br /><strong><em><span style="color: #351c75;">Ask yourself these questions.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">Do you want an unassailable position in the market? </span></em></strong><br /><br /><strong><em><span style="color: #990000;">Do you want to be the market leader in healthcare?</span></em></strong> <br /><br /><span style="color: #990000;"><strong><em>Do you want to grow and not merely survive?</em></strong> </span><br /><br /><strong><em><span style="color: #990000;">Do you want the area's best doctors on your medical staff? </span></em></strong><br /><br />If you answered yes to all the above, then you need to focus on creating patient/customer evangelists.<br /><br />No better time then like the present to start.<br /></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-78656613002510157582012-02-19T09:13:00.000-08:002012-04-16T23:27:31.295-07:00Do you put context and content around your healthcare awards for consumers?<div dir="ltr" style="text-align: left;" trbidi="on">It sure seems like it's the season to display all those healthcare award logos in advertisements, direct mail pieces, billboards, lobby displays and a myriad of other places. This becomes even more entertaining when two or more hospitals in the same market display the same award. Don't take me wrong. Tremendous organizational effort has taken place to achieve a quality ranking by an third party.<br /><br /><strong><em><span style="color: #990000;">Is just putting the award logo out there without the contextual content about what it means, serving the healthcare consumer in a meaningful way?</span></em></strong><br /><br />This is an important question for you to consider. It's not easy putting context and meaningful content together for consumers around a quality or certification award. But just putting the logo out there as some "Good Housekeeping Seal of Approval" isn't working either.<br /><br /><strong><em><span style="color: #990000;">And the evidence starting to appear anecdotally, that healthcare consumers aren't buying what you are selling. An award logo means nothing to them and has no influence on their decisions.</span></em></strong> <br /><br />They don't believe you.<br /><br />In an industry where meaningful differentiation is hard to come by, one would think that healthcare organizations would make an attempt to educate, explain and place context around the award. With healthcare changing so rapidly on a what seems to be a daily basis, how is a healthcare consumer to make any kind of informed utilization decision based on an award logo?<br /><br /><strong><em><span style="color: #990000;">What does it mean to a consumer to be named best-in-class?</span></em></strong> <br /><br />You have a responsibility to place contextual content around what that award means, so that in the minds and eyes of the healthcare consumer, they gain understanding what that award means and what it means for them. <br /><br /><strong><em><span style="color: #990000;">Consumers are expecting you to put contextual content around the quality award</span></em></strong>.<br /><br />This is your chance in a meaningful way, to differentiate you from your competition in the marketplace. You can achieve that differentiation with those quality and operational awards from third parties, provided that you wrap them in context and content. <br /><br /><strong><em><span style="color: #990000;">It will enhance your brand.</span></em></strong> <br /><br /><strong><em><span style="color: #990000;">It will enhance your reputation.</span></em></strong> <br /><br /><strong><em><span style="color: #990000;">It will enhance your value proposition. </span></em></strong><br /><br /><strong><em><span style="color: #990000;">It can drive revenue.</span></em></strong><br /><br />The healthcare award will not make a difference, untless you stop displayong the award logo out there, without meaningful context and content that resonates with the healthcare consumer.<br /><br /><strong><em><span style="color: #990000;">Educate. Explain. Inform. Differentiate.</span></em></strong><br /><br />You may have noticed that I haven't posted much in the last couple of weeks. I have accepted a full-time position in healthcare information technology marketing. Now that things have settled down somewhat, I am back to writing about my love and passion, strategic healthcare marketing. The schedule of postings will be different, but weekly they shall remain.<br /><br />Thanks for reading.<br /><br /><br /><br /><br /></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-87715539983238981242012-02-03T07:43:00.000-08:002012-04-16T23:27:31.321-07:00Where is your market research in patient/customer experience management?<div dir="ltr" style="text-align: left;" trbidi="on">Or, the dangers of viewing the customer-patient experience management process, thinking you know it all, it's easy to do, or only use patient satisfaction survey results. <br /><br /><br />And from the questions I get from healthcare professionals around the country, it became very clear that a key element is missing from most efforts at improving the patient experience.<br /><br /><strong><em><span style="color: #351c75;">Healthcare providers, aka hospitals for the most part, are not doing the required quantitative and qualitative market research on patient experience, attitudes, behaviors and expectations in their market place.</span></em></strong> They are assuming that because they read an article, go to a seminar that they know it all. They are only using patient satisfaction survey data, lean six sigma results and their previous quality improvement efforts. Few are actually talking to patients.<br /><br /><strong><em><span style="color: #990000;">Had you been conducting market research on your customers-patients in the experience management process outside of internal patient interactions, you would be much better off. But unfortunately, most customer-patient experience management programs are focused on the 1/3rd of the encounter as a patient. </span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Where do you go from here?</span></em></strong><br /><br /><strong><em><span style="color: #990000;">It's important to view Customer-Patient Experience Management(CEM or PEM) in its totality, not as one service or clinical line experience. It may be for you, but to the healthcare customer-patient who experiences your organization across numerous touch-points, it's not. They aggregate all of it into one overall experience.</span></em></strong> You, as a healthcare provider, need to understand the expectations and experiences through quantitative and qualitative analysis. Then integrate that information and learning's into your efforts.<br /><br />Part of the process of experience management, is actively managing customers-patients experiences to meet expectations and change their experiences, to drive revenue and market share. It's not all about the patient satisfaction numbers. CEM or PEM have definable and measurable financial outcomes. But you cannot achieve those revenue outcomes if you are not looking at experience management in its totality. And that means doing the necessary market research.<br /><br /><strong><em><span style="color: #990000;">By not fully understanding your customer-patient in their totality, you are not successfully managing their experience or expectations.</span></em></strong><br /><br />The wave is here to use an oft quoted metaphor. Its consumer-directed not provider-directed healthcare. And the sooner you get it, that its not about you, but about the patient, and start looking at the customer experience in its totality, the better the chances of your survival in the coming years. <br /><br />You don't have all the answers.<br /><br /></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-80933860977502197682012-01-26T10:18:00.000-08:002012-04-16T23:27:31.426-07:00Where is the patient experience and satisfaction in your healthcare marketing?<div dir="ltr" style="text-align: left;" trbidi="on">Patient experience and satisfaction is no longer a nice too have, but a got to have in healthcare. Difficult to achieve and tough to beat once you have it, experience and satisfaction with your medical products, clinical services and processes regardless of the vertical, be it specialty pharmacy, medical device, pharma, hospitals, doctors etc., will drive revenue. Revenue from the standpoint of Pay-for-Performance (P4P) programs and volume from consumers aka patients, selecting you in a very commoditized and provider undifferentiated healthcare market place. As you create your networks, Accountable Care Organizations (ACOs), Medical Homes (MHs) and other yet undefined organizations, you have the opportunity to "get it right" this time. <br /><br /><strong><span style="color: #351c75;"><em>The healthcare consumer of today, will view your services as: value= f(cost, quality, satisfaction) as compared to the near past where value= f(cost, quality). Value here is the defining moment and is a function of cost, quality and satisfaction with you.</em></span></strong><br /><br /><strong><em><span style="color: #351c75;">Why is it important? </span></em></strong><br /><br /><strong><em><span style="color: #990000;">High levels of experience and satisfaction are a powerful differentiator on your market. </span></em></strong><br /><br /><strong><em><span style="color: #990000;">Done correctly, your experience improvement and satisfaction program becomes the ongoing Voice of the Customer (VoC) program to drive real organizational change.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">It is a strategic and tactical edge for your brand and your marketing communication efforts. </span></em></strong><br /><br /><strong><em><span style="color: #990000;">Think customer evangelization.</span></em></strong><br /><br />Think of the power of a high-quality experience and exemplary satisfaction, and what that can do for your marketing campaigns. What it can do in your effort to differentiate.<br /><br />The choice is yours. The marketing implications, strategies and tactics are clear. Lead or be left behind.<br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=18fce34b-38e4-415c-8dd4-81b867da3b4a" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-20172607552461915912012-01-19T08:15:00.000-08:002012-04-16T23:27:31.453-07:00How are you marketing your healthcare services to retired Baby Boomer's?<div dir="ltr" style="text-align: left;" trbidi="on">Heard an interesting statistic the other day, on a commercial no less. So for the discussion lets assume it's true. (Remember those <a class="zem_slink" href="http://www.ftc.gov/" rel="homepage" title="Federal Trade Commission"><strong><em><span style="color: #990000;">FTC</span></em></strong></a> <strong><em><span style="color: #990000;">Truth-in-</span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Consumer_protection" rel="wikipedia" title="Consumer protection"><strong><em><span style="color: #990000;">Advertising regulations</span></em></strong></a>?) That there are 10,000 people retiring every day. Kind of makes you stop and wonder, how do you reach out to a group that has changed every aspect of life and products as they moved through time? And I think that means that they won't necessarily need <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_care" rel="wikipedia" title="Health care"><strong><em><span style="color: #990000;">healthcare</span></em></strong></a> services, until the later years of their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Retirement" rel="wikipedia" title="Retirement"><span style="color: #990000;"><em><strong>retirement</strong></em></span></a>. Or at the very least, wanting the ones you offer and the way you offer them today.<br /><br /><strong><em><span style="color: #351c75;">So instead of future happy days the docs are busy, the <a class="zem_slink" href="http://www.nbc.com/ER/" rel="hulu" title="ER"><span style="color: #990000;">ER</span></a> is bustling and the beds are filled, it may be more of asking where is everyone? </span></em></strong><br /><br />This group is healthier. Expects product and services to conform to their will and in the way they want them delivered. Expects an exceptional level of service and experience. Expects to be involved in the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Decision_making" rel="wikipedia" title="Decision making"><strong><em><span style="color: #990000;">decision-making process</span></em></strong></a><strong><em><span style="color: #990000;">.</span></em></strong> Values freedom, choices and uses mobile technologies. Does its homework and asks questions.<br /><br />Which means, your healthcare <a class="zem_slink" href="http://www.themichaeljgroup.com/" rel="wikipedia" title="Marketing"><strong><em><span style="color: #990000;">marketing</span></em></strong></a> strategy and tactics probably needs to change.<br /><br />That means the way you approach markets, the marketing channels you use, the way you communicate, your brand message, your value proposition, the <a class="zem_slink" href="http://www.themichaeljgroup.com/" rel="wikipedia" title="Healthcare in England"><strong><em><span style="color: #990000;">patient experience</span></em></strong></a>, reporting on quality that is transparent and useful, as well as being able to listen to what healthcare consumers are telling you and responding accordingly. May even mean changing what healthcare services you offer.<br /><br />With all the new payment models, combined with diagnostic and treatment alternatives to traditional hospital-based services, in more convenient and experience friendly settings, talking at people isn't doing your healthcare brand any favors. Especially when an aging population is used to choice and having it their way.<br /><br />So as you think about your healthcare marketing challenges in 2012 and the years ahead, just remember that your audience is changing, expecting more and may even be using you less than at any other time in history.<br /><br /><strong><em><span style="color: #351c75;">Which also may mean, that healthcare marketing could be a significant piece of the puzzle that is missing from your business strategy.</span></em></strong><br /><br />After all, both my 89 year old Aunt's are on <a href="http://www.facebook.com/"><strong><em><span style="color: #990000;">facebook</span></em></strong></a> and <a class="zem_slink" href="http://www.linkedin.com/in/krivich0707" rel="homepage" title="LinkedIn"><strong><em><span style="color: #990000;">LinkedIn.</span></em></strong></a><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=96d9236a-414b-40e1-8fbd-c7fb715e72da" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-55127747052310629732012-01-13T07:24:00.000-08:002012-04-16T23:27:31.557-07:00Is it time to tell consumers how they can afford your healthcare services?<div dir="ltr" style="text-align: left;" trbidi="on">Two reports came out this week. One about the slow growth of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_care" rel="wikipedia" title="Health care"><strong><em><span style="color: #990000;">healthcare</span></em></strong></a> costs. The other, that people are delaying treatment, not filling prescriptions, nor taking meds etc., for a variety of reasons. Some reasons for this include the economy, loss of employment and health insurance, more high deductible plans, employers moving to defined contribution and so on. <br /><br /><strong><em><span style="color: #351c75;">Volume is down. Revenue is down. Marketing scaled back in some cases, or increased, attempting to drive selection and utilization from people who just may not be that interested because simply, they can't afford it.</span></em></strong><br /><br />Don't take me wrong. You have to run <a class="zem_slink" href="http://www.themichaeljgroup.com/" rel="wikipedia" title="Marketing"><strong><em><span style="color: #990000;">marketing campaigns</span></em></strong></a>. The economy is slowly turning around and there is a lot of pent up healthcare demand. You have to maintain brand image and awareness. You have to maintain your position in the marketplace. <br /><br />But, is messaging all the shiny new equipment and facilities, "best docs", awards etc., the way to entice selection, leading to volume and revenue increases?<br /><br />I don't think so.<br /><br /><strong><em><span style="color: #351c75;">If your audience has no interest in you because they can't afford it, then maybe you need to adjust your messaging. Become creative in communicating how people can afford your healthcare services.</span></em></strong><br /><br />That doesn't mean advertising and campaigning that you have all these <a class="zem_slink" href="http://en.wikipedia.org/wiki/Charity_care" rel="wikipedia" title="Charity care"><strong><em><span style="color: #990000;">charity care</span></em></strong></a> programs, (it may help you with your <a class="zem_slink" href="http://en.wikipedia.org/wiki/State%27s_Attorney" rel="wikipedia" title="State's Attorney"><strong><em><span style="color: #990000;">State's Attorney</span></em></strong></a> General and legislatures hot buttons regarding hospital charity care expenditures) but by being creative and developing alternatives so that individuals can become your healthcare consumer.<br /><br />Take a look at <a class="zem_slink" href="http://www.walgreens.com/" rel="googlefinance" title="NYSE: WAG"><strong><em><span style="color: #990000;">Walgreens</span></em></strong></a>, <a class="zem_slink" href="http://www.cvs.com/" rel="googlefinance" title="NYSE: CVS"><strong><em><span style="color: #990000;">CVS</span></em></strong></a><strong><em><span style="color: #990000;"><u>Caremark</u></span></em></strong> and <strong><em><u><a href="http://www.riteaid.com/"><span style="color: #990000;">Rite Aid</span></a></u></em></strong> on how they are tackling this issue. Let's get past shall we, the <em>"well, they are drug stores pushing pills so it's different"</em> argument. The point is, is that they have seen the challenges in the marketplace that healthcare <a class="zem_slink" href="http://en.wikipedia.org/wiki/Consumer" rel="wikipedia" title="Consumer"><strong><em><span style="color: #990000;">consumers</span></em></strong></a> are having. They have responded with affordable healthcare solutions. And it's not only pills, it's physical exams, some tests and vaccinations. Specialty pharmacies have answered the bell. So have pharmaceutical manufacturers and others.<br /><br />As healthcare providers, you need to start messaging solutions to the healthcare consumers health issues. You need to change your focus and attention from the here we are doing great things, to here we are and this is how you can afford these great things. That means new programs, new services, all focused around convenience, assistance with the cost and affordability issues, coupled with real demonstrated quality.<br /><br />If you want to stop "surviving" and grow revenue and volume, you have to provide affordable healthcare solutions. It's like the old marketing lesson and question about railroads. Are you in the railroad <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" title="Business"><strong><em><span style="color: #990000;">business</span></em></strong></a> or the transportation business? Same for <a class="zem_slink" href="http://www.wikinvest.com/industry/Hospitals" rel="wikinvest" title="Hospitals"><strong><em><span style="color: #990000;">hospitals</span></em></strong></a> and others. Are you in the hospital business, or the healthcare business? You can't say you're in the healthcare business and only message about the hospital etc.<br /><br />Today's healthcare market demands that you understand the needs of your consumers and develop those services and programs that allow them to afford you. <br /><br />Do it now and you will have a customer for life. <br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=b0c4afe6-b7fe-4052-91a6-7c016c1aa655" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-65498015034091256322012-01-05T12:36:00.000-08:002012-04-16T23:27:31.665-07:00Where is the data to back up your ad claims?<div dir="ltr" style="text-align: left;" trbidi="on"><br />This isn't hypothetical anymore. For better or for worse, we, as a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_care" rel="wikipedia" title="Health care"><strong><em><span style="color: #990000;">healthcare</span></em></strong></a> marketing professionals, continue to use terminology in our campaigns like best doctors, centered around you, university level healthcare, world class, highest care, etc., all in an effort to differentiate us from the guy down the street. Attempting to create the brand impression that we somehow we are different, without every really saying anything. Except for making a lot of claims.<br /><br />So now, a savvy healthcare consume, grabs the ad, and walks into your faculty and says, "Show me". "Show me the data that proves the claims that you are making." "Show me the patient satisfaction scores." "Show me the data that proves you provide University level healthcare." "Show me how your outcomes are different from the guy down the street."<br /><br />Healthcare is entering a new phase in 2012. A phase with the actual implementation of ACOs, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Medicare_%28United_States%29" rel="wikipedia" title="Medicare (United States)"><strong><em><span style="color: #990000;">Medicare</span></em></strong></a> and private. The Supreme Court ruling on the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Patient_Protection_and_Affordable_Care_Act" rel="wikipedia" title="Patient Protection and Affordable Care Act"><strong><em><span style="color: #990000;">PPACA</span></em></strong></a>. Budget reductions and sure to follow <a class="zem_slink" href="http://cms.hhs.gov/" rel="homepage" title="Centers for Medicare and Medicaid Services"><strong><em><span style="color: #990000;">Medicare and Medicaid</span></em></strong></a><strong><em><span style="color: #990000;"> </span></em></strong>reimbursement reductions. And that is just to name a few.<br /><br />This also means that as a starter to attract patients, aka the healthcare consumer, you will need more than trite slogans or messaging that make you feel good in your <a class="zem_slink" href="http://en.wikipedia.org/wiki/Marketing" rel="wikipedia" title="Marketing"><strong><em><span style="color: #990000;">marketing campaigns</span></em></strong></a>. You are going to have to talk about outcomes whether you like it or not. And that means having the data available to prove your claims.<br /><br />Besides, just because you're a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Non-profit_organization" rel="wikipedia" title="Non-profit organization"><strong><em><span style="color: #990000;">Not-for-Profit</span></em></strong></a>, doesn't mean that you are not subject to the same <a class="zem_slink" href="http://en.wikipedia.org/wiki/False_advertising" rel="wikipedia" title="False advertising"><strong><em><span style="color: #990000;">Truth-in-Advertising laws</span></em></strong></a> and regulations under the <strong><em><span style="color: #990000;">Federal Trade Commission</span></em></strong> like everyone else. And for far too long, many NFP healthcare organizations have gotten away with it. <br /><br />With the <strong><em><span style="color: #990000;">Justice Department</span></em></strong> taking a more aggressive stance by looking more closely at healthcare mergers and affiliations, your advertising becomes a focal point.<br /><br />So really, it's time to clean it up. Time to stop viewing healthcare marketing as advertising and making things look pretty. Time to move marketing from the basement to the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Corporate_title" rel="wikipedia" title="Corporate title"><strong><em><span style="color: #990000;">C-Suite</span></em></strong></a>. You're not a cottage industry anymore.<br /><br />To not do so, is taking financial, brand and image risks that are avoidable.<br /><br />What will be your reaction to a consumer walking in your doors and holding up that ad and saying, "Show me"?<br /><br />Welcome to 2012, the year when things really change.<br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=c67cfa1b-cd44-4067-aecc-cf11c7fae81d" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-18204800898437891592011-12-27T09:10:00.000-08:002012-04-16T23:27:31.767-07:00Have You Made Your Healthcare Marketing Resolutions for 2012?<div dir="ltr" style="text-align: left;" trbidi="on"><a class="zem_slink" href="http://en.wikipedia.org/wiki/New_Year%27s_resolution" rel="wikipedia" title="New Year's resolution"><strong><em><span style="color: #990000;">New Year's Resolutions</span></em></strong></a>, for the most part, play an important role in most everyone's life. To lose weight. Live life more fully. Be a better husband, wife, or significant other etc. <a class="zem_slink" href="http://en.wikipedia.org/wiki/Value_%28marketing%29" rel="wikipedia" title="Value (marketing)"><strong><em><span style="color: #990000;">Value</span></em></strong></a> more what we have in our family and friends. And many more that I have missed. But have you ever considered New Year' Resolutions as a part of your business and managerial life? <br /><br />So my last Healthcare Marketing Matters blog for 2012, is about New Year Marketing Resolutions. My own <a class="zem_slink" href="http://en.wikipedia.org/wiki/Late_Show_Top_Ten_List" rel="wikipedia" title="Late Show Top Ten List"><strong><em><span style="color: #990000;">Top 10 list</span></em></strong></a> to get things started. What are yours?<br /><br /><strong><em><span style="color: #351c75;">10</span></em></strong>. <a class="zem_slink" href="http://en.wikipedia.org/wiki/Education" rel="wikipedia" title="Education"><strong><em><span style="color: #990000;">Educate</span></em></strong></a> my organization about the value of my department and work. I will lead and prove my departments <a class="zem_slink" href="http://en.wikipedia.org/wiki/Rate_of_return" rel="wikipedia" title="Rate of return"><strong><em><span style="color: #990000;">ROI</span></em></strong></a>.<br /><br /><strong><em><span style="color: #351c75;">9.</span></em></strong> <strong><em><span style="color: #990000;">Continue</span></em></strong> to scan other industries for their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Marketing" rel="wikipedia" title="Marketing"><strong><em><span style="color: #990000;">marketing</span></em></strong></a> successes. I will learn about them, adapt them to my industry, and implement successfully.<br /><br /><strong><em><span style="color: #351c75;">8.</span></em></strong> <strong><em><span style="color: #990000;">Expand</span></em></strong> my marketing education through webinars, seminars and conferences. There is always something new on the horizon to learn.<br /><br /><strong><em><span style="color: #351c75;">7.</span></em></strong> <strong><em><span style="color: #990000;">I</span><span style="color: #990000;">ntegrate</span></em></strong> traditional, online and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Social_marketing" rel="wikipedia" title="Social marketing"><strong><em><span style="color: #990000;">social marketing</span></em></strong></a> strategies. All are complementary to one another and drive multiple successes.<br /><br /><strong><em><span style="color: #351c75;">6.</span></em></strong> <strong><em><span style="color: #990000;">Innovate</span></em></strong>, discover the needs of my customers and drive consistent brand messaging.<br /><br /><strong><em><span style="color: #351c75;">5.</span></em></strong> <strong><em><span style="color: #990000;">Foster</span></em></strong> a spirit of and demand marketing excellence in my department. Good enough is not good enough. I owe nothing less to my organization and my customers. <br /><br /><strong><em><span style="color: #351c75;">4.</span></em></strong> <strong><em><span style="color: #990000;">Create</span></em></strong> brand zealots, and show what the brand promise, brand reputation and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand_equity" rel="wikipedia" title="Brand equity"><strong><em><span style="color: #990000;">brand equity</span></em></strong></a> mean to my organization in revenue terms. <br /><br /><em><span style="color: #351c75;"><strong>3</strong>.</span></em> <strong><em><span style="color: #990000;">Stop</span></em></strong> using the words "unique", "state-of-the-art", and anything that is considered "buzz word" terminology in my<strong><em><span style="color: #990000;"> </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Marketing_communications" rel="wikipedia" title="Marketing communications"><strong><em><span style="color: #990000;">marketing communications</span></em></strong></a>. Unique can be duplicated easily. State-of-the-art refers to yesterday's systems as things change so fast. Buzz words quickly fall out of favor.<br /><br /><strong><em><span style="color: #351c75;">2.</span></em></strong> <strong><em><span style="color: #990000;">Bridge</span></em></strong> the divide between sales and marketing and in doing so, together we will drive value, customer satisfaction and create customer evangelists all the while reaching new revenue heights.<br /><br /><strong><em><span style="color: #351c75;">1.</span></em></strong> <strong><em><span style="color: #990000;">Serve </span></em></strong>and be humble, for working in healthcare is a privilege, not a right.<br /><br />Finally. I would like to thank everyone that read these posts over the past year. Your comments, suggestion and readership is very much appreciated. <strong><em><span style="color: #351c75;">Healthcare Marketing Matters is now read monthly in 52 countries around the world</span></em></strong>. Maybe we aren't as different as we may all like to think when it comes to healthcare. <br /><br />Happy New Year Everyone. Have a healthy, safe and prosperous year. <br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=8bc2b4aa-8640-4763-963b-60daca7fa667" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-87691768338917206632011-12-21T05:09:00.000-08:002012-04-16T23:27:31.882-07:00How Do You Handle a PR Crisis Communications Event?<div dir="ltr" style="text-align: left;" trbidi="on">Sometimes, another organizations PR missteps, are an opportunity to learn how not to handle a PR crisis. Just ask the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Chicago_Bears" rel="wikipedia" title="Chicago Bears"><strong><em><span style="color: #990000;">Chicago Bears</span></em></strong></a>, who historically have mishandled every PR crisis of the last 10 years, including the one the week of December 12. Yes that right, this one went on for a whole week, because they messed up right from the beginning. <br /><br />Is your response to dive for under the desk? Do you send out poorly prepared underlings, to face reporters and the public? Does leadership, make proud pronouncements at the outset, that could come back to haunt you because at this point, you just don't know? Do you react as an arrogant organization with the, "How dare you question us response"? Do you think that it can never happen to you? Do you have a crisis communications plan in place?<br /><br /><strong><em><span style="color: #351c75;">Every healthcare organizations will face a PR crisis.</span></em></strong><br /><br />How you handle the communications, will determine the amount of brand damage, and length of time people remember. In this age of social media and the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Internet" rel="wikipedia" title="Internet"><strong><em><span style="color: #990000;">Internet</span></em></strong></a>, there is no, <strong><em><span style="color: #351c75;">"We just need to wait 3 days to weather the storm"</span></em></strong>, anymore. <br /><br /><strong><em><span style="color: #351c75;">Many times organizations respond with:</span></em></strong><br /><strong><em><span style="color: #351c75;">Lack of organizational understanding of the need to handle a situation as crisis communications;</span></em></strong><br /><strong><em><span style="color: #351c75;">Different, conflicting senior management messages;</span></em></strong><br /><strong><em><span style="color: #351c75;">Testy responses to questions;</span></em></strong><br /><strong><em><span style="color: #351c75;">Lack of preparation by speakers in understanding the seriousness of the communication;</span></em></strong><br /><strong><em><span style="color: #351c75;">Poor speaker body language;</span></em></strong><br /><strong><em><span style="color: #351c75;">No overriding organizational message;</span></em></strong><br /><strong><em><span style="color: #351c75;">Organizational arrogance;</span></em></strong><br /><strong><em><span style="color: #351c75;">Lost messaging opportunity ;</span></em></strong><br /><strong><em><span style="color: #351c75;">Appearance of blaming others;</span></em></strong><br /><strong><em><span style="color: #351c75;">The organization appearing not accountable;</span></em></strong><br /><strong><em><span style="color: #351c75;">The organization furthering to anger the media; </span></em></strong><br /><strong><em><span style="color: #351c75;">No response at all with the "it's just a three day story and will go away";</span></em></strong><br /><strong><em><span style="color: #351c75;">Sending out unprepared underlings to face the media;</span></em></strong><br /><br />Is it not true that any press is good press! Every day, someone somewhere faces a crisis communications issue which is handled poorly. Just look at the Chicago Bears for the past week. You need to learn from others and be prepared.<br /><br />It's not hard, and should be part of your marketing strategy for 2012, as a separate communications plan. By following these planning guides, you can weather any storm, limit reputation, revenue and ultimately <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand" rel="wikipedia" title="Brand"><strong><em><span style="color: #990000;">brand image</span></em></strong></a> damage.<br /><br /><a class="zem_slink" href="http://en.wikipedia.org/wiki/Understanding" rel="wikipedia" title="Understanding"><strong><em><span style="color: #990000;">Understand</span></em></strong></a> <strong><em><span style="color: #351c75;">the nature of the situation;</span></em></strong><br /><strong><em><span style="color: #351c75;">Be transparent; </span></em></strong><br /><strong><em><span style="color: #351c75;">Be proactive in how you intend to address the situation;</span></em></strong><br /><strong><em><span style="color: #351c75;">Limit the amount of time senior leaders i.e. the CEO or president speak;</span></em></strong><br /><strong><em><span style="color: #351c75;">Make sure everyone has the same message and is on board;</span></em></strong><br /><strong><em><span style="color: #351c75;">Develop strong organizational messaging of care and concern;</span></em></strong><br /><strong><em><span style="color: #351c75;">Don’t scapegoat, blame others or give the appearance of blaming others;</span></em></strong><br /><strong><em><span style="color: #351c75;">Don’t tell people things will change when things are not changing;</span></em></strong><br /><strong><em><span style="color: #351c75;">Practice, practice, practice;</span></em></strong><br /><strong><em><span style="color: #351c75;">Bring in an outside</span><span style="color: #990000;"> </span></em></strong><a class="zem_slink" href="http://www.themichaeljgroup.com/" rel="wikipedia" title="Public relations"><strong><em><span style="color: #990000;">PR firm</span></em></strong></a><strong><em><span style="color: #351c75;"> for another viewpoint;</span></em></strong><br /><strong><em><span style="color: #351c75;">Understand that your reputation is built up over a long time and can be destroyed in a few short minutes;</span></em></strong><br /><strong><em><span style="color: #351c75;">Remember that it is not just a three day story;</span></em></strong><br /><strong><em><span style="color: #351c75;">Watch your body language;</span></em></strong><br /><strong><em><span style="color: #351c75;">Know your facts about past performance, reporters will be prepared;</span></em></strong><br /><strong><em><span style="color: #351c75;">Learn from others;</span></em></strong><br /><strong><em><span style="color: #351c75;">Each year engage in a day of media training for executives. Dealing with the media is a learned skill that the majority of executives do not have. It is not as easy as it looks.</span></em></strong><br /><br /><strong><em><span style="color: #990000;">Most importantly, engage the media all the time all year round. Why? Because, </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Media_relations" rel="wikipedia" title="Media relations"><strong><em><span style="color: #990000;">media relations</span></em></strong></a><strong><em><span style="color: #990000;"> is a year round activity. Not just when you have a problem. By establishing positive media relations with the good you do, you won't necessarily be cut any slack in a bad situation, but you will get the opportunity to tell your side. You won't if you don't have good media relations already in place.</span></em></strong><br /><br />Plan now for that crisis communications event, and you will better off as a prepared healthcare organization in 2012.<br /><br /><br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=3cf934b4-65d0-4d2f-9674-dd4f479f663d" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-6300420736731586272011-12-20T07:22:00.001-08:002011-12-20T07:22:36.052-08:00underbara-sma-tingunderbara-sma-tingAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-64117168992002963042011-12-13T08:16:00.000-08:002012-04-16T23:27:31.986-07:00Will Healthcare Provider Debt Be The Next Financial Crisis?<div dir="ltr" style="text-align: left;" trbidi="on"><br />The other day, I asked the question about hospital and health system debt as being the next financial crisis on several groups on <a class="zem_slink" href="http://www.linkedin.com/" rel="homepage" title="LinkedIn"><strong><em><span style="color: #990000;">LinkedIn.</span></em></strong></a> The response has been a resounding thud. The reason for the question was based on an article in <a class="zem_slink" href="http://www.crain.com/" rel="homepage" title="Crain Communications"><strong><em><span style="color: #990000;">Crain's Chicago Business</span></em></strong></a>, Monday, December 5, 2011, <strong><em><span style="color: #990000;">"</span></em></strong><a href="http://www.chicagobusiness.com/article/20111203/ISSUE01/312039979/sherman-elmhurst-silver-cross-hospitals-add-debt-for-new-buildings"><strong><em><span style="color: #990000;">New hospitals building debt",</span></em></strong></a> by Kristen Schorsch. It really got me to start considering the broader hospital and healthcare debt question in general, as healthcare continues to change in such dynamic ways. <br /><br /><strong><span style="color: #351c75;"><em>And I believe that the 800 pound gorilla in the room, locally and nationally, is hospital and other healthcare provider debt.</em></span></strong><br /><br />It is no longer just a question of having an individual AAA rating.<br /><br />When you view the changes in the healthcare <a class="zem_slink" href="http://en.wikipedia.org/wiki/Reimbursement" rel="wikipedia" title="Reimbursement"><strong><em><span style="color: #990000;">reimbursement</span></em></strong></a> from <a class="zem_slink" href="http://cms.hhs.gov/" rel="homepage" title="Centers for Medicare and Medicaid Services"><strong><em><span style="color: #990000;">Medicare and Medicaid</span></em></strong></a>. Declining admissions. Changes in reimbursement from production-based to quality-based. Payers introducing pricing competition, though user-friendly tools, which allow healthcare consumers to compare price of tests procedures and surgeries, etc., and know their co-pays instantly. Payers and governments not paying for never events. No reimbursement for readmissions. Employers choosing defined contribution models, letting employees choose their plan, incentivizing employees for prescription adherence and wellness and introducing financial penalties for poor health behaviors. The emergence of retail healthcare, retail workplace clinics and insurance. Falling investment income. Declining Medicare and Medicaid reimbursement. It all makes for a very uncertain outlook for healthcare debt repayment. <br /><br /><strong><em><span style="color: #351c75;">The biggest change is, that many of these models are designed to keep people out of the hospital.</span></em></strong> <br /><br /><strong><span style="color: #351c75;"><em>The hospital is really becoming the last setting for care delivery. Moving from the top of the food chain to the bottom.</em></span></strong><br /><br />And that is just the tip of the iceberg.<br /><br />When you consider that there are over 600 specialty drugs in the pipeline that treat complex and chronic medical conditions, that will place further volume and revenue pressures on healthcare providers. Adherence to the drugs will keep individuals out of the hospital. <br /><br />Infused or injected, these drugs can be administer in the home or in an ambulatory infusion center. And specialty pharmacies and infusion centers are popping up like weeds. They will take business from hospitals, health systems and others. They are already doing so.<br /><br />What do you think would happen, if all the remote medical monitoring capabilities that <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8830555556,-77.0163888889&spn=0.01,0.01&q=38.8830555556,-77.0163888889 (NASA)&t=h" rel="geolocation" title="NASA"><strong><em><span style="color: #990000;">NASA</span></em></strong></a> has developed for the space program and <a class="zem_slink" href="http://en.wikipedia.org/wiki/International_Space_Station" rel="wikipedia" title="International Space Station"><strong><em><span style="color: #990000;">International Space Station</span></em></strong></a>, were available to the average person in their home? <br /><br />Though the truly empowered and involved healthcare consumer is still a few years away, today, a savvy consumer, by spending a little time and effort, can find the lowest cost option for diagnostic testing and treatment. Potentially never setting a foot in a hospital or hospital-based outpatient service for care. <br /><br />Most healthcare leadership are following the, this is what has worked in the past business development and planning rules. Build a new hospital or replacement hospital; add a new patient bed tower. Develop another clinical service line and so on. Instituting 25-30 key objectives to achieve in a strategic plan. Really? <br /><br />While healthcare executives and professionals answer the question in a LinkedIn group about what the hospital of the future will look like, lost in the discussion, given the disruptive nature of all these changes, is whether or not the patients will even be available to fill the beds.<br /><br />In my opinion, the next big financial crisis could be hospital debt. <br /><br /><strong><em><span style="color: #351c75;">Has healthcare become "to big to fail"?</span></em></strong><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=8f433f03-7de3-445e-aa98-2ae2325c4ca8" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-70491144760895082362011-12-07T06:04:00.000-08:002012-04-16T23:27:32.085-07:00What Are Your Customers, Patients, Doctors and Employees Saying?<div dir="ltr" style="text-align: left;" trbidi="on"><strong><em><span style="color: #351c75;">Customer Generated Media (CGM).</span></em></strong> It can be a great unknown. It can be helpful. It can be harmful. It can be your best friend, or your worse nightmare. It has the power to influence thousands, if not millions, in this mobile <a class="zem_slink" href="http://www.wikinvest.com/concept/Social_media" rel="wikinvest" title="Social media"><strong><em><span style="color: #990000;">social media</span></em></strong></a> aware society we live in. <strong><em><span style="color: #351c75;">CGM</span></em></strong> can make your <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand" rel="wikipedia" title="Brand"><strong><em><span style="color: #990000;">brand</span></em></strong></a> the greatest on the earth. It can send you to the ash heap of history.<br /><br /><strong><em><span style="color: #351c75;">Anybody can blog.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Anybody can do a video.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Anybody can start a </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Viral_email" rel="wikipedia" title="Viral email"><strong><em><span style="color: #990000;">viral email</span></em></strong></a><strong><em><span style="color: #351c75;"> campaign.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Anybody can create a facebook page.</span></em></strong><br /><br />Sorry to say this, but not everyone thinks you doing the great job that you think you are.<br /><br />If your marketing department is not monitoring <strong><em><span style="color: #351c75;">CGM</span></em></strong> and your <a class="zem_slink" href="http://en.wikipedia.org/wiki/Customer" rel="wikipedia" title="Customer"><strong><em><span style="color: #990000;">customer</span></em></strong></a> experience from a brand perspective, then you and your specialty pharmacy, payer, hospital, physician practices, or any healthcare organization is at risk. People are not afraid any longer to say things publically.<br /><br />It means that in the age of the Internet, disgruntled <a class="zem_slink" href="http://en.wikipedia.org/wiki/Consumer" rel="wikipedia" title="Consumer"><strong><em><span style="color: #990000;">consumers</span></em></strong></a> and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Patient" rel="wikipedia" title="Patient"><strong><em><span style="color: #990000;">patients</span></em></strong></a>, unhappy employees, media, anybody, can opinionate about their experiences, post photos, interviews and show to the world how good or bad you are. <br /><br /><strong><em><span style="color: #351c75;">Anyone with a computer and Internet connection can create CGM. Doesn’t matter if what is written is true </span></em></strong><strong><em><span style="color: #351c75;">or false. The world doesn’t care. And those who read it will believe it.</span></em></strong><br /><br />Look at: Comcastmustdie.com; Ihatedell.net; Technorati.com; Youtube.com; MrConsumer.com, all examples of CGM. And it could be you tomorrow.<br /><br />If you don’t know what your consumers are saying about you or your competition for that matter, you are losing control of your brand.<br /><br /><strong><em><span style="color: #351c75;">You operate in a virtual marketplace where consumers know more than about you than you realize.</span></em></strong><br /><br />You lose in a customer/patient driven fast-break. Disgruntled consumer creates <a class="zem_slink" href="http://en.wikipedia.org/wiki/User-generated_content" rel="wikipedia" title="User-generated content"><strong><em><span style="color: #990000;">Consumer Generated Media</span></em></strong></a>, and is picked up by<strong><em><span style="color: #990000;"> </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Mass_media" rel="wikipedia" title="Mass media"><strong><em><span style="color: #990000;">mass media</span></em></strong></a>- print and electronic. You won’t even know what hit you.<br /><br />Monitor <strong><em><span style="color: #351c75;">CGM</span></em></strong> like you do your competitors and you can possibly prevent being a victim, limit potential damage and improve the customer patient experience in the process.<br /><br />Welcome to the age where customers and patients are the new paparazzi.<br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=40bf5f30-c15d-4987-a166-e515eefeef24" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-20880836689724461872011-11-30T05:42:00.000-08:002012-04-16T23:27:32.194-07:00Are You Ready for Patient Engagement in 2012?<div dir="ltr" style="text-align: left;" trbidi="on">It has been a most interesting year of change for <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_care" rel="wikipedia" title="Health care"><strong><em><span style="color: #990000;">healthcare</span></em></strong></a> in 2011. Medical Homes, final regulations on ACOs, patient- centered or centric care focus, payment models beginning to move from production of care to payment for quality care and at least in some places, a growing understanding of the importance of healthcare <a class="zem_slink" href="http://en.wikipedia.org/wiki/Marketing" rel="wikipedia" title="Marketing"><strong><em><span style="color: #990000;">marketing</span></em></strong></a> and branding. But, none of this will be successful unless you have an engaged patient.<br /><br />In anticipation of still more change and continued progression to a fully reformed healthcare model, (regardless of what the Supreme Court of the United Sates rules), healthcare will never be the same. And it hinges in large part, on an engaged patient. Engaged in diagnosis and treatment. Engaged in wellness. Engaged in <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_insurance" rel="wikipedia" title="Health insurance"><strong><em><span style="color: #990000;">health plan</span></em></strong></a> selection. Engaged like they have never been before.<br /><br />As you set your strategic marketing plans and tactical budgets for 2012, a key component is how you will begin to engage the patient, aka healthcare consumer. And it's not just wellness programs, seminars, community events or material copied on bright neon paper. It takes strategy, commitment and learning.<br /><br /><strong><em><span style="color: #351c75;">Here are nine strategies you need to employ:</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">1. Integrate your engagement solutions.</span></em></strong> That means information is delivered seamlessly to patients, so that they can interact with you any way they want, when they want too. <br /><br /><strong><em><span style="color: #990000;"><span style="color: #351c75;">2. Marketing should be using both push and pull messaging</span>.</span></em></strong> Messaging needs to be relevant to the patient at the point in time that they need it. Personalized, customized, aware of the cultural heritage and influences tailored to them.<br /><br /><strong><em><span style="color: #990000;"><span style="color: #351c75;">3. Patient incentives and motivational techniques will be needed to keep patient engaged</span></span><span style="color: #351c75;">.</span></em></strong> That doesn't mean cash. Look to the gaming industry for gaming technology and gaming prediction, for ways to engage without cash. Be creative. Look outside healthcare for ideas, tools and techniques to engage. After all, patients are people too.<br /><br /><strong><em><span style="color: #351c75;">4.Create a sense of community.</span></em></strong> You have to compete for patients, especially if you are forming an <a class="zem_slink" href="http://en.wikipedia.org/wiki/Accountable_care_organization" rel="wikipedia" title="Accountable care organization"><strong><em><span style="color: #990000;">ACO</span></em></strong></a> or employing physicians. You need to feed the beast. You have to get into the inner circle of your audiences and become the trusted advisor. It's not just about loyalty. You need to shape patient behaviors to the point where they will recommend you. <br /><br /><strong><em><span style="color: #351c75;">5. Know your audience and with who you are speaking too.</span></em></strong> This is really back-to-basics <a class="zem_slink" href="http://en.wikipedia.org/wiki/Customer_relationship_management" rel="wikipedia" title="Customer relationship management"><strong><em><span style="color: #990000;">CRM</span></em></strong></a> understanding. Gender, age, integration of risk assessments, culture etc. You cannot engage the patient unless you are intimately knowledgeable about them, their needs and how to tailor the information they need to engage them.<br /><br /><strong><em><span style="color: #351c75;">6. Test and measure.</span></em></strong> This is no time to be reactive. You have to know how to approach patients and engage them, You don't have the answers. The only way to can figure out if it's working is to test and measure in a very methodical way.<br /><br /><strong><em><span style="color: #351c75;">7. Fast Failure.</span></em></strong> We live in a world of technology and you need to run a multifaceted, highly integrated campaign. With web, text messaging, <a class="zem_slink" href="http://en.wikipedia.org/wiki/SMS" rel="wikipedia" title="SMS"><strong><em><span style="color: #990000;">mobile messaging</span></em></strong></a><strong><em><span style="color: #990000;">,</span></em></strong> <a class="zem_slink" href="http://en.wikipedia.org/wiki/QR_Code" rel="wikipedia" title="QR Code"><strong><em><span style="color: #990000;">QR codes</span></em></strong></a> etc, if you structure it appropriately, and this is a big and, you are testing and measuring, you will know if it's working or not. If your marketing model is not working, get out. Get out quickly and allocate those resources elsewhere. Failure is successful because you learn from it. Fail fast.<br /><br /><strong><em><span style="color: #351c75;">8. Know the influence of the patients culture on behavior to engage them</span></em></strong>. You need to know who the individual is <a class="zem_slink" href="http://en.wikipedia.org/wiki/Culture" rel="wikipedia" title="Culture"><strong><em><span style="color: #990000;">culturally</span></em></strong></a>, their affinity groups, and religious beliefs to name just a few items, beyond gender and age.<br /><br /><strong><em><span style="color: #351c75;">9. Time it right and add value.</span></em></strong> If you health messaging is not resonating with the patient when they receive it, then you have lost them. Communicate relevant messages to a committed patient right before healthcare decisions are made. That means knowing the patient like you have never known them in the past. For example, a patient or healthcare consumer, going to a restaurant to eat, or a supermarket to purchase groceries, means sending them health messages at that time, in order to enable them to make the right food choices. It's not impossible.<br /><br />You are moving patients from passive healthcare participants to active healthcare participants. That's why you engage them. Time to get started.<br /><br /><br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=3e91545e-1388-4094-867a-cb66eae90d4b" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-44702749939623199642011-11-22T10:06:00.000-08:002012-04-16T23:27:32.305-07:00Are You Improving the Physician Experience to Increase Volume and Revenue?<div dir="ltr" style="text-align: left;" trbidi="on">Any number of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_care" rel="wikipedia" title="Health care"><strong><em><span style="color: #990000;">healthcare</span></em></strong></a><strong><em><span style="color: #990000;"> </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" title="Organization"><strong><em><span style="color: #990000;">organizations</span></em></strong></a> are looking to increase admissions to drive revenue and <a class="zem_slink" href="http://www.wikinvest.com/metric/Volume" rel="wikinvest" title="Volume"><strong><em><span style="color: #990000;">volume</span></em></strong></a> by physicians. Some providers are returning to the days of employing physicians, and that seems to be making a big comeback for health systems <a class="zem_slink" href="http://en.wikipedia.org/wiki/Accountable_care_organization" rel="wikipedia" title="Accountable care organization"><strong><em><span style="color: #990000;">ACO</span></em></strong></a> development. <br /><br />Anyhow, sales staffs are popping up all over like weeds-in-a-field, complete with goals and objectives, territories and sales quotas for specific docs, along identified disease-states. In most cases, they are managed by people who have never sold anything in their life. The first time the sales person comes back to the organization with, "This needs to change" request, it all breaks down, because nobody internally wants to really change anything. Besides, with all the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Stark_Law" rel="wikipedia" title="Stark Law"><strong><em><span style="color: #990000;">Stark</span></em></strong></a> considerations, we really can't do too much anyway.<br /><br /><strong><em><span style="color: #351c75;">What's wrong with this picture?</span></em></strong><br /><br /><strong><em><span style="color: #990000;">If you are really serious about growing revenue and volume, you must, not need too, you must, make changes in the physician experience in your organization.</span></em></strong> No matter that the healthcare consumer is in the beginning stages of learning how to be empowered. No matter that the payment model is changing from a production-based, to a quality-based. No matter, that you are employing physicians. If you want to grow volume and revenue, you need to change the physician experience with your healthcare organization.<br /><br /><strong><em><span style="color: #351c75;">Face it. Nothing happens unless you have a physicians order. No test. No surgery. No home health care. No specialty drug. No nothing.</span></em></strong><br /><br />To increase volume and revenue in this economy, where patients are putting off or delaying healthcare diagnosis and treatments, you need to break the mold. What will bring you the greatest <a class="zem_slink" href="http://en.wikipedia.org/wiki/Return_on_marketing_investment" rel="wikipedia" title="Return on marketing investment"><strong><em><span style="color: #990000;">Return on Marketing Investment</span></em></strong></a><strong><em><span style="color: #990000;"> </span></em></strong>(ROMI), running ads that tell consumers are how great you are because you just got an award? <strong><em><span style="color: #351c75;">Which as a side note, research is now showing the consumer doesn't believe then anyway.</span></em></strong> Or, focusing considerable time, resources and energy on improving the physician experience across your entire organizational touch-points?<br /><br />Its about their experience in admitting, treating and referring patients to your emergency room, hospital, pharmacy, surgical center or a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Home_care" rel="wikipedia" title="Home care"><strong><em><span style="color: #990000;">home care</span></em></strong></a> agency, to name a few of the providers docs deal with on a daily basis. How easy is it for them to practice medicine in your facility? How many complaints do they get from their patients about you? How do you lessen the hassle factor for them to do what they want? Namely, practice medicine. Everyone is out there with the send to me, me, me, message. <br /><br /><strong><em><span style="color: #351c75;">More than your own perceived features and benefits.</span></em></strong><br /><br />Be ready to make changes in how you do things. When your physician liaison, account rep, or insert title here person comes back, and says he or she is finding obstacles that physicians are encountering in admitting or practicing medicine in your organization, be ready to make meaningful changes. If not, you're just wasting your time and money, sending out people to increase volume and revenue from a physician or multispecialty group. Nothing worse than over promising and under delivering.<br /><br /><strong><em><span style="color: #990000;">And really, that's as far as I am going. If you don't know how to do this, then you need to hire me.</span></em></strong><br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=b5dc5b2c-bd02-4b40-bf10-fbae3c1ed8dc" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-28597523987520168032011-11-16T06:10:00.000-08:002012-04-16T23:27:32.407-07:00Will There be Brand Conflict Between Traditional Healthcare Organizations and an ACO?<div dir="ltr" style="text-align: left;" trbidi="on">Have you considered the question of your brand, or brands, the ACO brand you may create, or as an ACO participant? This is really a much more important question than you may think. For some healthcare organizations, it won't be, as they have a highly developed <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand_architecture" rel="wikipedia" title="Brand architecture"><strong><em><span style="color: #990000;">brand architecture</span></em></strong></a> and strategy. For others, that haven't been paying as much attention to their brand architecture and strategy, it will.<br /><br />I would surmise that large healthcare systems and payers will be ahead of the branding game, and able to seamlessly create and launch an ACO under their current brand umbrella. I think the brand challenge for healthcare systems, will be when they have to contract for services outside of their traditional system. <br /><br />In those organizations that have more brands under the sun than stars in the galaxy, it will be a challenge supreme. That is what happens when there is no clear marketing leadership in most of these healthcare organizations. If you did the brand <a class="zem_slink" href="http://en.wikipedia.org/wiki/Market_research" rel="wikipedia" title="Market research"><strong><em><span style="color: #990000;">market research</span></em></strong></a> as well, you would probably find in these organizations, no clear <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand" rel="wikipedia" title="Brand"><strong><em><span style="color: #990000;">brand recognition</span></em></strong></a> and brand confusion in the marketplace. <br /><br /><strong><em><span style="color: #351c75;">Creating a brand for your ACO or participation isn't just throwing a name and logo up. Some items you need to consider:</span></em></strong><br /><br />How does the ACO fit into the brand architecture of the organizations?<br /><br />What will be the ACO brand impact on the existing organization? If you are reducing cost, providing higher quality medical services and better outcomes, you need to consider that impact on other populations served not in the ACO. If they are not recipients of all these ACO benefits in their care, regardless of payment model, you are in for a world of hurt.<br /><br />Does your brand promise for the ACO fit in with the brand promise for the traditional healthcare organization, outside of the ACO?<br /><br />Are you a house of brands, needing to create and implement a brand architecture, fixing all those service and clinical program line brands?<br /><br />What are the resources you have committed to creating the ACO brand, its brand promise, brand value and brand awareness?<br /><br />Did you consider the need for market research to fully understand you current brand position and how the ACO will make an impact on existing brands? Did you budget for that expense?<br /><br />Are you ready for the expense of fixing you multiple brands, creating a clear, definable brand architecture and strategy?<br /><br />Will you create and implement organizationally, a brand manual that everyone is accountable to follow? <br /><br />Will senior management support marketing in being the "brand police"?<br /><br />This list isn't all inclusive. But, you have to start somewhere. Sooner rather than later.<br /><br /><strong><em><span style="color: #351c75;">On another note, Healthcare Marketing Matters is now read monthly in 49 countries. With some of the request for information and comments I receive, the U.S.A. doesn't have sole ownership of cost and quality issues. Others around the world are facing the same things more or less. And from what I can tell, have been far more successful than us.</span></em></strong><br /><br /><a href="http://www.medepage.com/"><span style="color: #990000;"><strong><em>Medepage </em></strong></span></a><strong><em><span style="color: #351c75;">(you can find a link in my notable sites), is an Australian- based international healthcare job search site, has added a blog feed from Healthcare Marketing Matters to its site. Thank you Tony!</span></em></strong><br /><br />With the upcoming Thanksgiving Holiday next week in the U.S., I am not sure if there will be another post. The kids are off high school and the wife took off a couple of days. So maybe it's time to step back and recharge for a few days.<br /><br />Thanks for reading<br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=4df6259d-80fb-40f8-b13c-f5eba475edd8" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-31480101910638667312011-11-09T06:47:00.000-08:002012-04-16T23:27:32.505-07:00How Will You Market Your ACO Solution?<div dir="ltr" style="text-align: left;" trbidi="on">Now that the final rules for ACOs have been released by <a class="zem_slink" href="http://en.wikipedia.org/wiki/Content_management_system" rel="wikipedia" title="Content management system"><strong><em><span style="color: #990000;">CMS</span></em></strong></a>, it seems that there is more positive interest in the ACO model first proposed under <a class="zem_slink" href="http://en.wikipedia.org/wiki/Patient_Protection_and_Affordable_Care_Act" rel="wikipedia" title="Patient Protection and Affordable Care Act"><strong><em><span style="color: #990000;">PPACA</span></em></strong></a>. The basic premise remains the same, to engage the patient, aka the healthcare consumer, in the care and treatment decision making process. Medicare ACOs remain open networks, meaning that members can go outside the ACO for service.<br /><br /><strong><em><span style="color: #351c75;">The marketing challenge before you is to attract members to your ACO, engage and retain them. </span></em></strong><br /><br />You must be prepared to deliver an individualized experience that meets the needs of that patient. A mass customization, of your patient experience process, down to the individual level. One size does not fit all.<br /><br /><strong><em><span style="color: #351c75;">In entering the brave new world of ACOs, here are some things that you need to consider for marketing:</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">1.) Clear and easily stated</span></em></strong> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Value_proposition" rel="wikipedia" title="Value proposition"><span style="color: #990000;"><strong><em>Value Proposition</em></strong></span></a><strong><em><span style="color: #351c75;">.</span></em></strong> Not a mission statement, this is crucial for communications and focusing the message to members, employers, payers, government and community. Not flowery or full of jargon. It's your elevator speech that can be delivered in 30 seconds about your ACO, what you do and the value it brings. Twenty-five words max.<br /><br /><em><span style="color: #351c75;"><strong>2.) Transparency and </strong></span></em><a class="zem_slink" href="http://en.wikipedia.org/wiki/Quality_%28business%29" rel="wikipedia" title="Quality (business)"><em><strong><span style="color: #990000;">Quality</span></strong></em></a><em><span style="color: #351c75;"><strong> dashboards.</strong></span></em> This is about improving care, using best practices, learning and improving as a system to the individual level, and by engaging the patient. If you do not plan to report back on at least a quarterly basis to your audiences, you will not be successful. You must be prepared to provide individual level utilization and quality patient reports, to engage the person in a meaningful way, to create change health behaviors, foster appropriate utilization of services and reduce costs.<br /><br /><strong><em><span style="color: #351c75;">3.) </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Voice_of_the_customer" rel="wikipedia" title="Voice of the customer"><strong><em><span style="color: #990000;">Voice of the Customer</span></em></strong></a><strong><em><span style="color: #351c75;"> (VoC) program.</span></em></strong> You gave to be in constant contact and monitoring member attitudes, beliefs and reactions to you. VoC. It's all part of the patient experience program and process. These are open networks, if you are not fully and completely customer focused, trouble will ensue and it won't be pretty,<br /><br /><strong><em><span style="color: #351c75;">4) Ongoing customer experience management program and process.</span></em></strong> This isn't just about delivering a exceptional customer service at the point of care. You must identify all customer touch-points, from beginning contact to end point, and mange that experience across all of those touch-points. Here is what a customer experience program looks like:<br /><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhviij29TUxCMHP6zQc0pj9TI6ieGZ_puELaNXAvkyE7_DOvsO56hDZ60xmD74fG0bdLbwL9iVMi7_E8LNMIsrJfSUYA84NmzCeXIuVCWdM83WUDY-Uav72rfPSmu4M-nYYETvZRQ2yH-E/s1600/Patient+Experience+Blog+model.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" ida="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhviij29TUxCMHP6zQc0pj9TI6ieGZ_puELaNXAvkyE7_DOvsO56hDZ60xmD74fG0bdLbwL9iVMi7_E8LNMIsrJfSUYA84NmzCeXIuVCWdM83WUDY-Uav72rfPSmu4M-nYYETvZRQ2yH-E/s320/Patient+Experience+Blog+model.jpg" width="320" /></a></div><br /><strong><em><span style="color: #351c75;">5.) Highly </span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Integrated_marketing_communications" rel="wikipedia" title="Integrated marketing communications"><strong><em><span style="color: #990000;">integrated marketing</span></em></strong></a><strong><em><span style="color: #351c75;"> plans</span></em></strong>. You will need to integrate your messaging like never before across the traditional, online, mobile and social media platforms. You can't afford not too. You also need a presence in all platforms. One that is sustainable over time through dedicated marketing resource allocation. One shot ads won't work; develop sustainable, integrated campaigns.<br /><br /><strong><em><span style="color: #351c75;">6) Comprehensive member communications.</span></em></strong> Ongoing communications beyond health and wellness tips. Communications that are individualized, engage the patient and are meaningful. They must also be delivered the way that the member wants them, be it on an Ipad, member web portal, email, hard copy etc. One size does not fit all.<br /><br /><strong><em><span style="color: #351c75;">7.) White pares and case studies.</span></em></strong> This is about transparency and quality that is data driven. It's about accountability to your members, payers, employers and physicians. Medical device, pharma and specialty pharmacies have been engaged in white papers and case studies driven by data for years. And it works. But, it will make you uncomfortable if you have never engaged in this type of activity and communication vehicle .<br /><br /><strong><em><span style="color: #351c75;">8) Marketing leadership.</span></em></strong> Marketing especially in most, not all hospitals and health systems, needs to move from the basement and take its seat at the senior management table, reporting directly to the CEO. Marketing now needs to be seen in hospitals and health systems as a defined, accountable strategy , that is fully integrated into the business plan. That doesn't happen if marketing is not present and engaged in the discussions at the highest possible level.<br /><br /><strong><em><span style="color: #351c75;">9.)</span></em></strong><a class="zem_slink" href="http://en.wikipedia.org/wiki/Return_on_marketing_investment" rel="wikipedia" title="Return on marketing investment"><strong><em><span style="color: #990000;">Return on Marketing Investment</span></em></strong></a><strong><em><span style="color: #351c75;"> (ROMI).</span></em></strong> In an ACO, there is just no doing things because someone wants them. Every action must be measureable against a defined goal and objective. Every action must have a call to action. Every action must evaluated against a predetermined ROMI. If you are not held accountable and your activities are not measured, then how will you know you were effective and produced result?. What gets measured get done.<br /><br /><strong><em><span style="color: #351c75;">10.) Marketing automation systems.</span></em></strong> Need I say more. Marketing needs these systems to understand markets, track activities and campaigns, as well as produce various marketing reports and dashboards. This really in concept, is no different than financial reporting, clinical reporting, quality reporting systems etc. Capital budgets will have to be allocated to marketing in order to automate marketing functions and planning.<br /><br /><strong><em><span style="color: #351c75;">11.) Marketing staff evaluation</span></em></strong>. This is probably the hardest activity, but few have the level of staff with the expertise and capability, to operate in an ACO environment. You don't know, what you don't know. <a class="zem_slink" href="http://www.claytonchristensen.com/" rel="homepage" title="Clayton M. Christensen"><strong><em><span style="color: #990000;">Clayton Christensen</span></em></strong></a> understands and says, <strong><em><span style="color: #351c75;">" ACOs are a disruptive business model and they must compete for consumers. Providers that are not accountable and transparent will lose, and those that meet patient needs and improve care will win." </span></em></strong>Your marketing staffing, organizational structures and resources will be to be changed and adjusted in order to meet new market conditions.<br /><br />Is there more? Yes. But you have to start somewhere. Marketing can't be just an after-thought. Too much is at stake.<br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=bb94aba7-285e-4bd0-9b6f-f1837ffc9ac4" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-72225932716131209002011-11-01T08:51:00.000-07:002012-04-16T23:27:32.607-07:00Have You Listened to Your Automated Voice Answering Attendant Recently?<div dir="ltr" style="text-align: left;" trbidi="on">How often do you call in from an outside landline or cell phone, to your organization too experience what a customer does when calling? This isn't such a strange question. We all go through the evaluation process, seek the system we believe will reduce our cost, improve response and service, which will hopefully result in less dropped calls, increase customer or patient satisfaction and revenue. <br /><br /><strong><em><span style="color: #351c75;">But you know, sometimes we make the system so complicated, that we forget why someone calls us.</span></em></strong><br /><br />For this I have coined Mike's Law: "The smaller the organization, easier to use is the automated answering solution. The larger the organization, the more complex and harder the automated answering solution is to navigate." <strong><em><span style="color: #990000;">Use is very different than navigate. One implies simplicity, the other complexity.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Let me give you a couple of examples. </span></em></strong><br /><br />In calling a local hospital when a family member was hospitalized, it was really very straight forward. Dial in, hear the message, dial the extension or room number if you know it, or wait for an attendant to come on the line and assist. <br /><br />I have found that most of the time you can short circuit the whole thing and just dial 0, get to the live person, and to where you need to be.<br /><br />Then there is the most complicated system, integrating your existing customer data into the call, because you are a current customer. Then it plays what seems the game of 20 questions, tries to push you entirely to an automated solution to solve your problem, that could be resolved in less than 60 seconds if you could get to a live person. <br /><br />When you keep trying to get to a live person, that systems automated response, keeps attempting to push you to an automated solution. Even when, I indicated every way that I could, three times (yes three separate calls), that I wanted to talk to a service representative before hanging up. <strong><em><span style="color: #990000;">The best part of the encounters was the "voice" telling me, "I can't help you, goodbye".</span></em></strong><br /><br />It was like being in a <a class="zem_slink" href="http://www.pythonline.com/" rel="homepage" title="Monty Python"><strong><em><span style="color: #990000;">Monty Python</span></em></strong></a> episode.<br /><br /><strong><em><span style="color: #990000;">From a marketing standpoint, your automated answering attendant is an integral touch-point in the customer experience chain.</span></em></strong> It may even be the first experience that someone has with your organization. But, how many times has marketing been included in selecting the automated answering attendant, beyond, writing the copy for the greeting, options menu and submenus?<br /><br /><strong><em><span style="color: #990000;">Marketing should be involved in nearly every decision you make that effects your customers and patients from an customer/patient experience standpoint. </span></em></strong><br /><br />It's seemingly the rare organization that considers the experience and needs of customers in selecting the system. Its more based on what the needs of the organization and solutions to cost and headcount issues, than what will make the customer experience exceptional. <br /><br /><strong><em><span style="color: #351c75;">The moral of the story</span></em></strong>. <br /><br />Consider the customer experience and the impact both positive and negative, that your automated answering system will have on a caller. You have a clear choice. You can make a customer evangelist with a great experience, or create a customer with a negative experience and view of your company, no matter what good you have done, simply because, you couldn't answer the phone.<br /><br />After all, that old land-line technology, which even cell phone users will access is get to you, usually is the start of a positive or negative customer/patient experience. <br /><br />Which one do you want?<br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=1a2fec15-036a-4214-8939-1d1cb54af9b4" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.comtag:blogger.com,1999:blog-6132265906684588765.post-75795839234575495072011-10-26T07:00:00.000-07:002012-04-16T23:27:32.705-07:00How do You Market Healthcare IT Solutions?<div dir="ltr" style="text-align: left;" trbidi="on">Having worked on marketing in the hospital, healthcare group purchasing and IT vendor side in <span style="color: #990000;"><strong><em>Radiology Information System</em></strong></span><span style="color: #990000;"><strong><em>, (RIS)</em></strong></span>, <strong><em><span style="color: #990000;">Picture Archiving Communication System (PACS)</span></em></strong> and <strong><em><span style="color: #990000;">Electronic Medical Record</span></em></strong><strong><em><span style="color: #990000;"> (EMR),</span></em></strong> the marketing challenges of selling into two spaces simultaneously, against a bevy of competition, seems to be increasing exponentially. <br /><br />Just an observation, but everyone may be starting to look the same. It's easy to lose that differentiation every company craves, when selling similar products and services . In respect to all, the Healthcare IT space is beginning to look a little commoditized with a lot of product sameness.<br /><br /><strong><em><span style="color: #351c75;">So why is this happening? Lots of reasons. Let's take a short look at some common marketing techniques and what could be done to break the log jam. Less is more.</span></em></strong><br /><br /><strong><em><span style="color: #351c75;">Key Messages</span></em></strong><br /><br />Leading provider, reducing cost, improving quality, reducing medical errors, innovative, next generation, improving productivity and efficiency, easy to use, interoperability with all systems, IHE, user groups that deliver real information, increasing satisfaction for the physician, C-suite and patients are key messages everyone is using. What is wrong with this picture? The pun is intended!<br /><br /><strong><em><span style="color: #351c75;">Sales and Marketing Integration</span></em></strong><br /><br />Marketing and sales really need to be more highly integrated than they are. It is much more than sales saying "marketing makes things look pretty", or marketing saying "if the feet on the street sold it the way we tell them it would work". <br /><br />There needs to be a sales and marketing advisory committee, that is set up with sales reps from the various regions. Agenda driven, these weekly calls discuss what going on is sales, issues in the marketplace, what they are hearing about competitors and feedback on how the sales tools are being used. Marketing should be listening, understanding and discussing what is coming up. The sales force should be soliciting comments from the larger sales team and carrying information back. <br /><br />Marketing should also be on the weekly sales funnel calls. Joint goals and objectives should be developed for sales and marketing collaboration. Share in the gain share in the pain. Marketing should also be going on sales calls and have access to trip reports in the Sales IT system. And, marketing staff should be trained in the sales methodology that is currently being used.<br /><br /><strong><em><span style="color: #351c75;">Case Studies</span></em></strong><br /><br />Case studies are important, and I would think everyone agrees on that point. Maybe however, our audiences suffer from information overload. The observation is that those documents are way too long. Sometimes, it seem like we get paid by the word, or we are so enthralled by our own system prowess, that we must write in excruciating detail. If I have learned anything about case studies and white papers for physicians and the C-Suite, it's two pages tops. And even that needs white space. Organize as follows; Background , Solution, Outcomes. And yes they can be written in two pages or less. Just because they are shorter doesn't mean you're treating your audience like an idiot. They most likely will appreciate the brevity.<br /><br />Also, if you keep them shorter you can use them as the basis for email campaigns. But that too requires creativity. Use a video spokesperson to introduce the white paper or case study, to drive the audience to your web site. Its electronic and can be done for $15,000 or less, including email list procurement.<br /><br /><strong><em><span style="color: #351c75;">White Papers </span></em></strong><br /><br />White papers it is believed, add a measure of thought leadership to your space. They do, provided you are putting them out on a regular basis and (this is the important part), are more than you writing about what you know about. White Papers need to be used as mechanism for thought-leadership, not simply writing what you know about. To be a thought leader in your field, you need to write like a "thought- leader". That means taking on topics you may not feel so comfortable about. It may mean becoming a visionary and projecting out where an industry may be going. To be seen as a thought-leader, you must generate though-leading content.<br /><br />For example, those vendors who operate in the international space, think of the lessons you have learned in single payer government sponsored healthcare systems, or in Europe where there is a mix of payers where everyone has health coverage. How do those lessons translate into the transformation of the American healthcare system? That is thought leadership.<br /><br /><strong><em><span style="color: #351c75;">Association Meetings and Trade Shows</span></em></strong><br /><br />Exhibits are what they are. But adding workshops, presentations and discussions on the booth are a must have. You are the focal point with the doctor, hospital, whomever is playing a supportive testimonial role. Yes, you do have a role as a presenter but this is the soft sell and credibility established as a the content expert, as well as showing you understand the pain and can make it go away. Consider being a major sponsor as well to access key decision makers one-on-one. Sales must have pre-established appointments on the booth. No appointments, no go. Immediate lead generation and follow-up on every booth visitor is another must.<br /><br /><strong><em><span style="color: #351c75;">Webinars </span></em></strong><br /><br />Needed, yes. However it seems that most people are still in the 9-5 mentality. Most physicians and professionals I know, are usually working in their office or the hospital. So why not have these webinars in the evening or early morning before they start reviewing x-rays? If they are not reading x-rays then they are not making money. Don't infringe on that valuable time. Be more responsive. For the C-suite, lunch time is usually good for them scheduled later in the week rather than early in the week or the middle.<br /><br /><strong><em><span style="color: #351c75;">Internet usage</span></em></strong><br /><br />Interactive, interactive, interactive. Readers neither have the patience nor the desire to have to read the fine print to see what they want. Make sure your site is user friendly and designed for mobile access. Use video messaging. Don't forget about <strong><em><span style="color: #990000;">facebook, twitter, LinkedIn, Plaxo, blogs, YouTube</span></em></strong> etc. Your audience is out there. Messages delivered across multiple channels are more effective then a one size fits all approach. Build a following. Have apps for your site. Use<span style="color: #351c75;"><strong><em> <span style="color: #990000;">QR codes</span></em></strong></span> linked to account executives, white papers, case study or web site as suggestions.<br /><br /><strong><em><span style="color: #351c75;">Customer Evangelists</span></em></strong><br /><br />Got to have them. If your hospitals, doctors and others won't stand up for you, then you have a problem. You're just another vendor who can be replaced. Testimonials, implementation success stories, outcomes, data transparency, anything that show others are passionate about your product. Third party conferred credibility is a powerful medium and message. Don't lose sight of it. Find them and leverage.<br /><br /><strong><em><span style="color: #351c75;">And rankings do matter. KLAS is important. Add in ECRI and Hayes as well.</span></em></strong> Tie them all together if you can for your products with customer evangelist testimonials.<br /><br /><strong><em><span style="color: #351c75;">Media Relations</span></em></strong><br /><br />More than just press releases, this is the down and dirty of getting coverage. Major stories in targeted publications will do more for you than any advertisement, banner ad, webinar etc. people do believe what they read. You need a steady stream of news and information. Be proactive, build press relationships. Use the Business Wire. Target your messages for the specific press you are trying to attract. Build your news around current events in healthcare. Don't be afraid to issue a statement on your position on a topic of importance. Be seem as a content expert so that when news develops around the industry you're in, you become the go-to organization for the quote. it confers strong expert credibility for you and your companies solution products. Copies of articles can be used a leave behinds and in campaigns. Can't buy that kind of coverage and credibility. Build more than a press page- build a bio of the senior team and a speakers bureau for conference, seminars etc. If you are not out in the market presenting, then you are not being seen. Presence builds preference.<br /><br />I have gone on long enough and probably too long for that matter. But from what I have seen in the segment of the healthcare industry, everybody is starting to look the same. <br /><br />If you're not the lead dog, the view never changes.<br /><br /><br /><br /><br /><br /><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://www.zemanta.com/" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=43764086-84fe-4abe-9a18-35395f0458e3" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; float: right;" /></a></div></div>Justinehttp://www.blogger.com/profile/01230103344444491213noreply@blogger.com