Modern Healthcare 2014 Strategic Marketing Conference Slides

An Inside View on Baylor Health’s
Social Media Transition
Sandy Marsico
Principal,
Sandstorm Design
(Moderator)
Matthew Chambers
Chief Information Officer,
Baylor Scott & White Health
Nikki Mitchell
Vice President, Public
Relations
Ashley Howland
Director of Digital Communications
and Social Media,

KEYNOTE SPEAKER
Sue MacInnes
Chief Market Solutions Officer,
Medline Industries

®
Consumerize Your Business
While Building Brand Awareness,
Loyalty & Preference
Sue MacInnes
Chief Market Solutions Officer
Medline

The C-Suite is looking for solutions
to address the turbulent times of
healthcare today and positioning for
the future.
3

What troubles CEOs
Financial Challenges
Healthcare Reform and Implementation
Patient Safety and Quality
Government Mandates
Care for the Uninsured
Patient Satisfaction
91% of health leaders
2013 Survey of the American College of Healthcare Executives January 13, 2014 4
Physician-Hospital Relations
Population Health Management
Technology
Personnel Shortages
Creating an ACO
cite reduced reimbursements
is the no.1 threat to their
organizations
January, 2014 HealthLeaders Media Industry Survey
List of the top concerns hospital leaders identified by rank

CMS’ Progression of
Reimbursement Changes
PPACA
Section 3001 3008 3025
Fiscal Year
Source: CMS 5
(1)
Value Based
Purchasing
Hospital
Acquired
Conditions
Excessive
Readmission
s Penalty (3)
2011 0% 0% 0%
2012 0% 0% 0%
2013 1% 0% 1%
2014 1.25% 0% 2%
2015 1.5% 1% 3%
2016 1.75% 1% 3%
2017 2% 1% 3%
2018 2% 1% 3%
2019 2% 1% 3%
• Effects of healthcare
reform/payor mix
• VBP, HAC’s and
readmission penalties

Payers reward lower cost, higher quality care
Performance Category Bundled Payments Shared Savings
Reference: Advisory Board 2013 6
Incentive Changes Under Accountable Care
Fee-for-Service
Cost Management
Clinical Quality
Patient Experience
• Control expenses
associated with DRGs
or case rates
• Adhere to limited P4P
initiatives; eliminate
never-events
• Maximize HCAHPS
• Minimize the input
costs associated with
an episode of care
• Improve reliability,
efficiency of procedural
enterprise
• Ensure smooth transitions
between care sites
• Mange total cost of care
for a defined patient population
• Target avoidable spending
across health system
• Minimize preventable
admissions, readmissions
• Promote community wellness
for at-risk populations
• Extend “experience”beyond the
episode
• Improve experience for
patients’ support structure
• (e.g. friends and family)

A new trend in healthcare
7
Increasing
cost pressure
Healthcare
Reform
Rise of Consumerism

The rise of “consumerism”
8
Patients are making value-based choices on care
locations and physicians as they look online
at patient experience data, quality data, and cost.

Hospitals & The Continuum of Care
9
Long Term
Care
Home Health
Urgent Care
Physician
Offices
Surgery
Centers
Hospice
Lab
Services
Care
Centers
HME
Wound
Centers
Women’s
Care
Cancer
Centers
Hospital
In order to develop patient awareness,
preference, and loyalty, healthcare
systems are restructuring by aligning
all members of the care team from the
physician offices to post acute sites,
long-term care, and women’s health
centers, etc.

Providers are responding in a variety of ways.
10
Enacting broad-range cost control programs
Engaging in a frenetic wave of transactions (M&A)
Continuing to invest heavily in services and specialists
Continuing to move towards greater physician alignment
Considering innovative incentive relationships
(e.g. ACO-like or “Clinical Integration”)
Reference: McKinsey Solutions for Healthcare Services

2010 brings rebound in hospital M&A
11
Hospital seeking safety in numbers
Hospital Merger & Acquisition Deals
2005-2012
100
75
50
25
0
95
2005 2006 2007 2008 2009 2010 2011 2012
Uncertain Future for
Stand-Alones
“Every stand-alone hospital in
(the state) is currently considering
a merger or seeking to be acquired.
In any of these consolidations,
systems are trying to reduce their
cost structure aggressively. The
system we are talking to is firing
doctors, talking about transferring
labs, and shutting down OB/GYN.”
!
Chief Financial Officer
Freestanding Community Hospital
Source: “Hospital deals are part of a growing consolidation trend, say analysts.” Health leaders media, March 26, 2010;
Irving Levin Associates. “Hospital M&A struggling to maintain recent surge.” October 26, 2012. Advisory Board interviews
and analysis.

How will your organization fuel
financial growth over the next five years?
12
Expand outpatient services ........................................................................................ 60%
!
!Strategic marketing campaign
for existing market...................................................................................................................... 59%
!
Strategic marketing campaign
for new market..................................................................................................................................41%
Reference: Forging Healthcare’s New Financial Foundation - January, 2014 HealthLeaders Media Industry Survey

Regarding clinical quality improvement, which
of the following areas represents the single
greatest challenge for your organization?
13
Monitoring the quality
along the care continuum................................................................................................ 27%
!Patient experience.................................................................................................................... 15%
Clinical analytics........................................................................................................................... 15%
Readmissions.................................................................................................................................... 15%

In which of the following areas does your
organization expect to begin or increase
investment over the next three years?
14
Patient experience improvements .................................................................... 60%

Concerns: where to focus future efforts
15
Efficiencies and Cost/
Waste Reductions
Quality
M & As/Consolidation/
Accessibility/Cost
Readmissions
Patient Safety
Patient Experience
Brand awareness: creating
consumer loyalty, preference
awareness

Finding a vendor partner: Qualifications
16
Projects that combine both clinical
and supply chain initiatives
Evidence that they can execute on
ideas and innovations in partnership
with a healthcare system
Measurements/metrics to
demonstrate outcomes
Ability to construct innovative arran-gements,
risk sharing & guarantees
Credentials - are they a part of
organizations that support the cause,
what is their involvement
Dedicated resources to focus
and target on the plan
Demonstrated qualities of being
“nimble”, “flexible”, “creative”,
“outside the box or norm”
Educational - develop and provide to
support implementation and hardwire
in system
6
7
8

A brand lives in the
hearts and minds of the
people it touches
18

21
The “Heavenly Bed” at the Westin

23
Consumer choice requires quality care
that is accessible, cost effective and
delivers a superior patient experience.

25
Something you are born with. It isn’t
earned, or given to you by others. It
is yours. In a perfect world, everyone
you ever met, and every institution
you ever dealt with, would respect it.
The respect you show yourself.
Taking care of your body, mind and
spirit. The freedom that your good
health affords you to live a
meaningful life.
60,000 people committed to
delivering superior care. Doctors and
nurses practiced in both excellence
and empathy. Something we call
cutting edge compassion. From a
place we now call Dignity Health.

Dignity Health
Focus on Quality Care, Advocacy, Partnering
• 40 hospitals/care centers
• Long term care, home health,
urgent care, ambulatory surgery
centers, hospice
• Lab services, cancer centers,
women’s care, wound healing
centers
• Physician offices

Partnerships that solve problems

Medline
28
More than just a
healthcare supply
company.

Touchpoints with the Most Impact
31
Before

Powerful brand touch points for
all audiences
32
After

33
Proprietary Scoring System
• Products are scored based upon
the number of patient care centers
that the product would be exposed
to.
• Additional points are added IF the
product goes home with the patient
OR if the product is a part of a
community outreach program.

34
Potential Product Options
• Community outreach
• Custom patient education,
patient care cards
• HCAHPS
• Medication management
• Outpatient surgery
discharge
• Patient apparel
adult/pediatric/infant
• Patient room/environmental
materials
• Patient utensils
• Personal protective
equipment
• Pre and post surgical items
• Skin care
• Staff apparel

The product
everyone
keeps for life.
37

Examples of partnerships
that solve problems
Improving the Patient Experience

Improving the Patient Experience
39
Project: Research and design a “Quiet Kit”
that shows statistical significance in
improvement of HCAHPS lowest scoring
question, “Quietness at Night”
!

40
Research: Patterns of patient experience
Dr. Trent Haywood, MD, JD
- Former CMS Medical Director
- CMO for National BCBS
!
“The Secretary shall select measures for
the purposes of the (Hospital Value-
Based Purchasing) Program. Such
measures shall be ...related to the
Hospital Consumer Assessment of
Healthcare Providers and Systems survey
(HCAHPS).”
H.R. 3590 Patient Protection and Affordability Care /
Act Title III, Section A, Part I

41
Research locations and process
• Initial Exploration at St. John’s Hospitals
• Grace Ibe, Sr. Director of Service
Excellence site lead

42
Research findings
3 key factors in promoting a positive patient
experience that relate to HCAHP scores:
!
• Quietness of the environment
• Overall cleanliness
• Patient/care team interaction

43
CarePacs™ are pre-packed
kits containing personal
items, selected to enhance
the patient experience.

44
QuietPac™
Restful sleep is one of the most
important elements of healing.
Offer patients amenities that will
help them feel calm and well-rested.

45
WellnessPac™
Create an experience that is both refreshing
and relaxing.
Contain clutter in a travel bag with removable
pockets that patients will appreciate both
during their hospital stay and when they
return home.

47
How the products change behaviors of
patient and staff?
EYE MASK
Create a darker environment for sleep. Signal the
patient’s desire to rest.
!
EARPLUGS
Block out ambient noise.
!
LIP BALM
Treat dry lips caused by certain treatments of
medications.
!
PUZZLE BOOK & PENCIL
Provide not only entertainment, but also distraction
from pain or treatment.
!
QUESTIONS FOR MY CARE TEAM
Facilitate communication with clinicians and
encourage patients to become advocates for their
own care.
!
“VOICES DOWN, PLEASE” DOOR HANGER
Communicate to medical staff that the patient
would like to rest, again giving them control over
their environment.

Taking a Totally Different Approach

“We want to film your employees
dancing with pink gloves in
support of breast cancer
awareness.”
74

Pink Glove Dance Video Here
75

What Happened Next…
76
Day 1: 8,000 views
Day 3: 25,000 views
Day 7: 95,000 views
Day 10 340,000 views
Day 14: 1 million views

16,000 People Wearing Pink Gloves at a Concert
77
Scenes like this
would be repeated
several times over
the following years.

Confronting the Data Deluge:
How to Leverage Big, Meaningful Data to Forge Marketing Strategy
Gary Drukenmiller, Jr.
Vice President of Strategic
Services, Evariant

Confronting the Data Deluge
How to Leverage Big, Meaningful Data to
Forge Marketing Strategy

About Evariant
Leading Provider of CRM/PRM
& Healthcare Analytics
Evariant combines digital
marketing solutions, big data
and analytics into a unified
platform. This allows
healthcare organizations to
identify opportunities, measure
marketing campaigns against
reportable ROI and improve
patient, physician and employer
engagement.

LET’S REVISIT
WHY
WE’RE HERE

Multi-Channel Campaigning is Maturing
McKinsey; 2013

Multi-Channel Tactic Shift – Where Most Start
High priority Medium priority Low priority
Reach Reach
Above The Line (ATL)
Classical marketing –
recognizable for everybody
Below The Line (BTL)
Alternative marketing –
mainly visible only for
targeted groups
PR
Print
Public
Record
TV
Radio
Cinema
Size defines
the budget
Sponsorships
Community
Events
Social
Media
Promotion
Direct
Marketing
SEO
Online
Marketing
Digital
Media
High
frequency
Medium frequency
Low
frequency
Mobile
Marketing

Multi-Channel Tactic Shift – Where Most Need to Be
High priority Medium priority Low priority
Reach Reach
Above The Line (ATL)
Alternative marketing –
mainly visible only for
targeted groups
Below The Line (BTL)
Classical marketing –
recognizable for everybody
Online
Marketing
Digital
Media
Print
Public
Record
PR
Mobile
Marketing
Radio
Cinema
Size defines
the budget
High
frequency
Medium frequency
Low
frequency
Sponsorships
Webinars
& Video
Community
Events
Promotion
Direct
Marketing
SEO
Social Media
Marketing
Viral /
Guerilla
Event
Marketing
TV

Service Lines Converging
Oncology
Cardio
Size of bubble
represents revenue
Height of bubble
represents trend
10%
0%
5%
2,0
0,0
1,0
Ortho
Women’s
Services
Maximize
Volume
Bariatrics Co-Morbidity Downstream

Big Health Data…Wants To…
⟩ Measure the time and tactic(s) to achieve patient treatment/procedure.
⟩ Measure the duration a patient remains on the with system as opposed to
switching between them.
⟩ Cost to gain patient revisit versus brand apathy. Comparing this to the
forecast of not having undertaken a multi-channel program.
⟩ Maintain or decrease the level of brand awareness with fewer or different
marketing dollars. Which channels and tactics work best? Compare?

Big Health Data…Needs To…
⟩ Identify Methods to Improve Patient System Experience Using
CRM
⟩ Identify Factors Which Cause (and Sabotage) Patient System
Experience
• By treatment
• Patient persona/value segments
• Patient satisfaction, system loyalty
⟩ Analyze Patient Level Personas and Key Segments
Ideally, this data will help to get the right patient the
right message using the right channel at the right time.

Integrated Campaign Data Has To Step In!
Campaign
Party Starts
Data
Integration
Peaks
Then
Real Fun
Begins
1 – 2 months 2 - 3 months 3 – 5 months
What if we could track every piece of marketing data in one platformand provide
levels of campaign transparency that are substantially beyond anything that healthcare
marketers have seen before?

And Yes…..I Mean Track Everything!!!
Simple Point-and-
Click
Visualizations
Showing Real-Time
Campaign Outcomes
Pre-Formatted
Multi-Channel
Dashboards
with Integrated
Channel Data
Highlight &
Export
Campaign Data
Between Partners &
System Departments

Achieving a Connected Data Enterprise
Patient
Engagement
Employer
Partnerships
Provider
Relationships
Enterprise
Platform &
Database
DATA CONSOLIDATION
MASTER DATA MANAGEMENT
SEGMENTATION & STRATIFICATION
DATA MINING
BASELINES & BENCHMARKS
VISUAL DATA DISCOVERY
Data &
Analytics
Response
Marketing

Data Fuels Multi-Channel Efforts
Patient
Data
Consumer
Data
Future Downstream
Value Analysis
Clinical
History
& Conditions
Appended
Modeling
Data
Campaign Objectives
Continuous Improvement
Continuous Improvement
Model Ranking
Demographics
Segmentation
Proactive
Communication
Initiatives
Better Multi-Channel
Initiatives

Unlocking Opportunity with 4 Primary Data Pools
Pharmaceutical
R&D Data
Patient
Behavior &
Sentiment Data
Clinical Data
Activity (Cost)
& Claims Data
Integrate for
Major
Opportunities

MISSING: Integrated Market-Based Data Warehouse
Integrated Data
Warehouse
Clinical
Data
Call Center
Data
Financial
Data
Web
Data
Social
Data
Channel
Preference
Models
Co-Morbidity
Appends
Propensity
Model
Appends
Marketing
Intelligence
Existing
Patients
Prospective
Patients

MISSING: One Platform Supporting It All
Traditional Marketing Digital Engagement
Follow-Up
= Nurturing &
Engagement 2-Way
Consumer
Communication
= Growth
2-Way
Patient
Communication
= Loyalty
ENTERPRISE
PLATFORM
BIG
DATA

Traditional Audience Segmentation
Elevated /
Abnormal PSA
Diagnosis/ Staging
Treatment Failed
(30% post prostatectomy)
Patient
2nd
Opinion
PCP
2nd
Opinion
At community based urology
or competitive practice
At community based urology
or satellite system
At primary care practice
Patient
Urology

The 4 Primary Healthcare Data Pools
Pharmaceutical
R&D Data
Patient
Behavior &
Sentiment Data
Clinical Data
Activity (Cost)
& Claims Data
Integrate for
Major
Opportunities

The “Social Data Hub”
Accessible Data Types
Temporal sentiment
Contextual behavior
Ethnographic
P2P dialogue
Social graph
Crowd-source
Ground-truth
Commerce/Co-purchase
Metadata nodes
Track Continuous Social Engagement Integrate Social Data into Patient Profile Send Personalized Trigger Emails
Dashboard & Analytics CRM Campaign Re-Marketing
Monitor & Re-Engagement
Listening and Engagement
Response Management
Translate Posts
Transfer Data
Establish Personas
Append Profiles
Set Priority Response
Social User Interactions

Multi-Channel Tactic Tagging & Tracking
Search
Engine
Marketing
Display
Advertising
Email &
Direct Mail
TV &
Radio
Social
Media & PR
Mobile &
SMS
Print &
Billboard

Email Data and KPI’s…Live in One Place

Web Data and KPI’s…Live in Another Place

Media Data and KPI’s…Live With Your Agency

Conversion Data and KPI’s…Likely Don’t Exist At All!

Offline and Online Data Alignment?
Offline
Channels
Online
Channels
Integrated
Campaign
Approach

Delivering Integrated Campaign Analytics?
Offline Media
Ratings
Integrated
Campaign
Analytics
Real-Time Behavioral
Tracking
Digital Media
Optimization

Integrated Multi-Channel Analytics

Integrated Multi-Channel Media Calendar
Media
January February March April May June
Ins.
24 31 7 14 21 28 4 11 18 25 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17
12 16
Paid Advertising
Display Banners
30 Stations TBD (1,200) A35-64 GRP’s
Twitter Hashtags & Promoted Tweets
Facebook Ads
Facebook Retargeting
Station Domination 1 Mo.
Package- PATCO Brand Cars, Trains 2Mos.
60 Stations TBD (675) A35-64
Video Ads
Rich Media Ads
8 Digital Billboards OR 2 Weeks
2 Bulletins
Mobile Ads
Email Marketing
Set the Market Market Interaction Land the Market

Multi-Channel Campaign Tactics

45
40
35
30
25
20
15
10
5
0
Multi-Channel Impression Share – Off Platform
30,000,000 Mobile
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Facebook
Google
Video
Retargeting
Rich Media
Display
Transit
Print
Radio
TV
Total Leads
Phase 2

18
16
14
12
10
8
6
4
2
0
Sarcomas
Genitourinary Cancers
Gynecologic Cancer
Mesothelioma
GI Cancers
Pancreatic Cancer
Lymphoma
Head and Neck Cancer
Brain Cancer
Prostate Cancer
Lung Cancer
Esophageal Cancer
Bladder Cancer
Cancer Types By County – Off Platform

Best Uses for Multi-Channel Analytics
⟩ Determine Service Line Goals
• Leads, Consults, New Starts
⟩ Calculate Marketing Budget to Reach Goals
• Noting it takes XXX dollars to convert XXX patients
⟩ Monitor In Flight Return on Expense (ROE)
• How we measure success while we wait for ROI
⟩ Reconcile Return on Investment (ROI)
• Clinical attribution based on net patient revenue

Campaign Growth Based on Analytics Data
Phase I
October 2011-
January 2012
Phase II
June-August
2012
Phase III
January –May
2013
Phase IV
(spurt)
October –
November 2013
Phase V
April –June
2014
Description
Landing page
visits
3,935 6,742 14,385 3,221 3,098 Individuals who visited the
landing page after clicking
on an ad or other promo
option (homepage, blog,
newsletter)
Respondents per
week (total)
6.75
(81)
14.8 (148) 19
(361)
25.8
(129)
28 est.
(300)
Individuals who submitted
the online form and then
nurtured
Cost Per
Acquisition
Respondents
$370 $270 $200 $182 $121 est.

Determining Estimated Facility Goal Data
30
New Patient
Screening
10
New
Starts Per
Week*
20
Consultations
Per Week*
57%
Conversion
Rate
30
New Patient
Screening*
75%?
Conversion
Rate
5
New
Starts Per
Week
10
Consultations
Per Week
57%
Conversion
Rate
50
Leads Per
Week
75%?
Conversion
Rate
11%
Conversion
Rate
Estimated Facility Goal:
Estimated Marketing Goal:
15
New Patient
Screening
3
New
Starts Per
Week
8
Consultations
Per Week
65%
Conversion
Rate
25
Leads
Per Week
75%?
Conversion
Rate
25%
Conversion
Rate
Estimated Digital Marketing Goal:

Breaking Down Campaign Budgets
Sep – Dec
Stage-1
Jan – Mar
Stage-2
Total
Digital
Enhanced paid search, social sharing, content
display, re-targeting, design, dev, launch etc.
$50k $30k $80
Direct Mail
Personalized postcards
(Dallas, Chicago, Miami)
$20k $20k
Physician Outreach
(6 month – all liaison push)
NA NA NA
Radio
$50k $50k $100k
TV - Video
$40k $60k $100k
Print
(Transit, magazine, etc. for major markets)
$20k $60k $80k
Total $160K $220k $380k
40%
60%

Defining ROE
⟩ ROE (return on expense) helps categorize the short term results of a
campaign such as: persons who attend a seminar, click-thrus for an online
ad; requests for a piece of fulfilment material, etc. Early marketing
indictors.
⟩ We use ROE to describe and define short term campaign results and to
provide hospital administration a more immediate indication of marketing
impact.
• Noting it can take up to 18 months to reconcile ROI after a campaign
concludes.

Bariatric Campaign ROE Summary
Campaign Started: 1/8
Flight Time: 7 Months
After campaign end:
• Over 30 million impressions
• 530 converted campaign members
• 110 information session registrations
• 308requested appointments
• 9.5%conversion rate

Defining ROI
⟩ ROI (return on investment) is a term in healthcare that should be reserved for the actual
revenue generated for the healthcare organization by a marketing campaign (which is
typically multi-faceted in terms of its calculation).
⟩ ROI is reported at the end of the "tail" of the campaign (which can be up to 18 months after
campaign concludes).
⟩ Reconciling ROI requires that you track those you enticed through marketing campaign
tactics originally reported as ROE all the way through the system.
⟩ ID those people who “converted” to appointments and then generated therapies/
procedures/surgeries that generated revenue. Clinical attribution.

Start with a Formula
⟩ Formula has to be agreed upon with finance.
• Market Share
• Cost of Care
• Direct / Contribution Margin

Total Campaign ROI – All Campaigns
Front End Patient Data – ROE
- 2414 Patient Leads
- 45% Tactic Conversion Rate
- 467 “In- System” Patients
Back End Patient Data – ROI
- 19.3% Clinical Conversion Rate
- $16,709,591 in Revenue
- $35,000 Avg. Case Size

Thank You!
Gary Druckenmiller, Jr.
Vice-President, Client Solutions
Evariant
gary.druckenmiller@evariant.com
860.321.3915
linkedin.com/in/garydruckenmiller

Getting Your Story Out:
Tapping Brand Journalism to Reach Patients and Consumers
Lisa Caradine
Vice President, Advocate Children’s Hospital
Advocate Health Care
(Moderator)
Stephanie Johnson
Director, Media & Editorial,
American Medical Association
@ssmaJohnson
Jim Ylisela
Managing Director of Brand
Journalism,
Lawrence Ragan Communications

3 things brand journalism IS NOT
1. It’s not just about external
communications. Brand journalism
begins internally.
2. It’s not about abandoning
traditional PR and marketing. It’s
about expanding your editorial mix.
3. It’s not about giving everyone extra
work. It’s actually about doing less,
and doing it better.

Shifting focus: Less about us, more about them
Shift your focus to . . .
. . . better storytelling—and brand publishing

Making the Business Case for
Brand Journalism
Brand journalism will:
• Showcase your expertise.
• Bring more customers to your
enterprise.
• Attract better media attention.
• Increase your share of the
conversation.

Scott Linabarger, senior director of Health Hub
• “Health Hub was created to achieve a specific objective—to build national brand
awareness—and its success is evaluated only in the context of that specific objective.”
• “Yes, we tie it to patient acquisition, but that is not [the primary] objective of Health
Hub. We use tracking codes on everything we do, which enables us to determine patient
volumes and revenue, etc., from users who visited Health Hub and took some sort of
action that generated a trackable lead.”
• “We look at the impact social media and the digital channel has on national brand
awareness. Facebook, which depends on Health Hub for content, was the No. 1 source
of overall brand awareness nationally in Q4 2013.”
• “Not every consumer in the marketplace is ready to buy your product. [The Hub] helps
us talk to patients in various stages of the publishing funnel and to fairly evaluate the
initiatives based on specific objectives, rather than expecting one initiative to do it all.”

Measuring Cleveland Clinic’s Health Hub
• Launched in 2012
• 1.4 million visits in December 2013
• News Feed goes to 50,000
subscribers
• Click-through rates near 60 percent

How did brand journalism help Advocate Health
Care do its business better?
• Expand market share.
• Increase media presence.
• Connect employees.
• Get in front of online
health consumers.

Develop Clear Editorial
Guidelines

Be a Talent Scout in Your
Organization

Curate Content from
Other Sources

Curated Content
• Write a grabby headline and informative
teaser for the news site and the News Feed.
• Turn the headline into a link.

The News Feed
What’s going out today?

Strategic Marketing:
Winning the Battle for Markets and Share
David Brudon
Director of Marketing,
University of Michigan
Health System
(Moderator)
Kevin Unger
President & CEO,
Poudre Valley Hospital
and Medical Center of
the Rockies
Anita Brown
Chief Strategy Officer,
Truven Health Analytics
Raymond Paul Tew
President & CEO,
Medicus Innovation

Quality Metrics and Strategic Marketing:
Which Hospital Would You Choose?
HOSPITAL
AWARDS QUALITY SAFETY
HOSPITAL
CMS VALUE-BASED
PERFORMANCE QUALITY SAFETY
• US New and World
Report: Top 1% of
Hospitals In US
• Safety Award
Winner
Bloodstream
Infection
reduction
• Top Grade
of “A” in
National
Patient
Safety
Assessment
• #5 in US for
National
Quality
Ranking
• Total Penalties:
4.7 million
HAC = 2.7m
HRRP = 1.7m
VBP = 325k
• Ranked among
the 15% Most
Unsafe Hospitals
in US
• 5% Worst
Scores on
Heart Failure
Mortality
• 15% Worst
Scores on
Pneumonia
Mortality

Quality Searchers Among Healthcare Consumers
15.0%
Looked For Information To Judge Quality of Healthcare Provider
(Source: Truven Health Analytics 2012)
23.3%
28.6% 29.5%
25.0%
Silent Generation Baby Boomers Generation X Millennials Total

Quality is Becoming a Switching Driver
48.0%
30.6%
Reason For Changing Physicians By Generation
18.1%
9.1%
20.9%
9.3%
13.1%
18.4%
21.8%
17.4%
9.2%
17.9% 18.7%
15.2%
16.8%
10.9%
9.3%
14.1%
19.6%
14.2%
9.4%
13.5%
7.1% 6.9%
8.8%
Physician Moved, Died, Retired Moved Insurance Change Quality Physician Doesn't Accept Insurance

Increasingly Cost-conscious Healthcare Consumers
Paying for and Seeking Care
(Source: Truven Health Analytics 2012, 2013)
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Difficulty Paying Will Postpone
2012
2013

Awareness of Ratings Crosses Generations
9.0%
Ratings’ Awareness
24.9% 25.8%
11.5%
14.5% 15.6%
12.9%
19.1% 19.0% 19.2%
16.5%
18.7%
25.9%
27.7%
25.8%
21.3%
31.7%
33.5%
26.1%
30.5%
HealthGrades Top Doctors 100 Top Hospitals US News Best Hospitals

Primary Social Media Site Usage by Generation
55.2%
65.9%
Social Media Sites Used Part 1 By Generation
81.9%
88.9%
77.5%
32.4%
49.8%
74.6%
91.2%
69.3%
21.0%
25.0%
36.9% 35.9%
32.2%
8.8%
17.3%
27.0%
34.5%
25.1%
Facebook YouTube Google Plus Pinterest

University of Colorado Health –
Using data in advertising

Bridging Differences, Building Connections:
Success Strategies for Reaching Multicultural Markets
Airica Steed
Chief Experience Officer,
University of Illinois Hospital
(Moderator)
@SteedIHC
Sheila Thorne
President & CEO,
Multicultural Healthcare
Marketing Group
Beatriz Mallory
President,
HispanAmerica
@b_now

Making the Most of Mobile:
Trends, Implications and Strategies for Healthcare Marketing
Geeta Nayyar, M.D., MBA
Assistant Clinical Professor of Medicine,
Florida International University
(Moderator)
Tony Crimaldi
Mobile Marketing Manager
Cleveland Clinic
Jim Rattray
Executive Vice President,
Bennett Group

Tony Crimaldi
@TonyCrimaldi
Mobile Marketing Manager

Jim Rattray
Executive Vice President
Bennett Group
Boston
@jimrattray

Making Your Mark in Healthcare Marketing:
Strategies for Maximum Career Success
Craig Buffkin
Managing Partner,
The Buffkin Group
@craigbuffkin

Making Your Mark in Healthcare
Marketing

Case History:
• Built a more robust department
• Shared with New York Presbyterian
• Hospital and College
• Directors of Comm, Media Relations, Digital, Social Media and
Content Specialist
• Competition – Brooklyn, Queens, etc
• Patient Engagement

#3 Patient Engagement/Experience

Case History:
• Recently placed their Chief Patient Experience Officer
• How the patient is engaged throughout their healthcare
experience is a factor in their word of mouth marketing,
their loyalty
• They expect top level healthcare, an engaged patient is
now required

Marketing Metrics
Walgreens – Average $ spent/Visit
Coke – Brand Recognition and Revenue
Growth
American Express – customer acquisition
growth
Hospital ABC - ??? What is key metric for
you CEO

The Most Important Thing for a Marketer:
• Return on Investment
– Financial
• Revenue/Patient
– Action
• Call volumes
• Physician referrals
– Attitude
• Patient Satisfaction/Experience
• Brand Awareness

Multi vs. Omni Channel Marketing
Digital
– Mobile
– Website
– Search
• SEO
• SEM
Traditional
– TV
– Radio
– Out of Home (Billboard)
– Print

Mobile
According to Commscore:
235 million
Americans use mobile devices
165 million people
Are active Android and Apple IOS users
78%
of adult population (15-64) use smartphone
21% of patients
book appointment online or mobile
77% of patients
use online search prior to booking an appointment
83% of patients
book appointments after searching hospital sites
Source: Commscore

Social Media | Ice Bucket Challenge

#1 Return on Investment
• Return on Investment
– Measure Everything
– Prove what you are doing is worth the investment
– Know the important metrics of your leaders, service lines, etc

#2 Digital Marketing Expertise

#4 Manage Up, Down and Sideways
• Understand Goals
• Educate
• Persuade
• Provide results

BEHIND EVERY PATIENT IS A STORY

Where are the Jobs?
• Patient Experience
• Social Media
• Digital Marketing
• Graphic Design
• Communications

How’s That Working for You?:
Metrics to Document Marketing’s Value, Results and ROI
Debbie Landers
Vice President & Chief
Marketing Officer,
Community Health Systems
(Moderator)
Jean Hitchcock
Marketing and Communications
Executive,
Hitchcock Marketing and
Communications
Beth B. Wright
Vice President, Corporate
Communications,
Capella Health
@CapellaHealth

ROI- Foundation of
Marketing
If you can move it, you can measure it!
172
Presenter: Jean M Hitchcock, President

Marketing Begins with Basic Questions
• Where are we trying to grow?
• Where do we have capacity?
• How can we differentiate?
• How will we measure success?
173

Marketing Plans
1. Overall Goal
2. Measureable Objectives
a) Measurement
b) Timeframe
3. Tracking
a) Charges
b) Appointments
c) Class Registrations
d) Awareness and preference
174

ROI Reporting
1. Creative Services
a) Jobs completed
b) Cost Savings
2. Call Center Activity
a) Class registrations
b) Physician Referrals
c) Fulfillments
d) Data base activity
3. Traditional Media
a) TPRs
b) Relative Value
c) Tone
4. Campaign Summaries
a) Cost per campaign
b) CTA activities
c) Response Rates
5. Web Analytics
a) Views
b) Visitors
c) CTAs
6. Downstream charges
a) At 3, 6 and 18 months
175

176
ROI Report Sent to Leadership Team
Every Quarter

178
Campaign Summaries Sent To Senior
Managers Across The System Prior
To Launch Of A Campaign

Across the competitive set, MedStar’s brand strength score increased the most (+7 since 2012); MedStar’s score in Northern
Virginia is weaker than other regions
Health System Brand Strength Score
Johns Hopkins Health System u 54 53 41
MedStar Health u 39 32 22
University of Maryland Medical System u 33 32 24
Inova Health System u 29 29 24
Adventist Healthcare u 16 17 14
LifeBridge Health u 10 9 8
179
Brand Strength Scores
2014 2012 2010**
Central MD Greater DC Northern VA Southern MD
2014 2012 2010 2014 2012 2010 2014 2012 2010 2014 2012 2010
MedStar Health 40 35 24 41 34 25 29 20 12 44 37 22

Going Native:
How Content Marketing Can Build Your Brand
Gary Drunkenmiller, Jr.
Vice President of
Strategic Services,
Evariant
(Moderator)
Don Stanziano
Corporate Vice President,
Marketing & Communications,
Scripps Health
@donstanziano
Tony Crimaldi
Mobile Marketing Manager,
Cleveland Clinic
@TonyCrimaldi
Kory Swanson
Director of Marketing and
Communications,
University of Colorado Health
@bikekor

Scripps e-Newsletter
Scripps monthly e-newsletter is designed to help our
patients become more engaged in their health, stay well
and to build preference for Scripps.
August Issue at a Glance
• Open rate: 37%
• Click rate: 15%
• Subscribers: 6,926
• 2%+ over last month
• 29%+ over last year
Top 3 Stories by Clicks
• Five Questions to Ask Your Doctor
• Melt Away Stress in Less Than a Minute
• MD or DO: Which is the Right Doctor for You?
182

Kusum Sinha, MD, urgent care physician at Scripps Coastal Medical Center in Vista, was featured in
a July e-newsletter article called “When It’s Time for Urgent Care.”
The article had 411 unique page views in July
Dr. Sinha had 29 unique page views to her profile page on Scripps.org, a 21% increase over June
(typically the profile pages of our urgent care doctors are not highly viewed, because people do not
choose their urgent care doctor).

Luigi Simone, MD, family medicine physician
at Scripps Clinic Encinitas, was featured in
a July e-newsletter article called “Symptoms
Men Should Discuss With Their Doctor.”
• The article had 217 unique page views in
July
• Dr. Simone also appeared as the author for
an article on low testosterone in the UT
Community Newspapers on June 26.
• These combined efforts resulted in a 91%
increase in traffic to Dr. Simone’s profile
page on Scripps.org from the month of June
to July.
184

Press Releases as Content Marketing
• Using Google Analytics to measure
the PR team
185
6
2
0
4
3
4
9
11
9
7
5
2
0
Feb March April May June July August
Number of calls
Media Team Generated Calls
• 8/5 : The Perks of Coffee Outweigh the Risks
• More than 230 unique page views
• 2:13 minutes average engagement
• 51 percent of viewers were obtained via email
• 50 percent went on to visit additional Scripps newsroom
items
• 8/12 - Scripps Shares Suicide Warning Signs and
Prevention Tips
• More than 230 unique page views
• 3:46 minutes average engagement
• 85 percent of viewers were obtained via social media
channels
• 5 percent went on to visit the Scripps’ behavioral health
services

Third-party partners: Everyday Health
Everyday Health expressed need for diabetes and men’s
health related content. We responded with a series of
articles: “7 Myths About Insulin for Type 2 Diabetes,” “8
Important Lifestyle Modifications When Starting Insulin
Therapy,” and “The Dos and Don'ts of Insulin Injections.”
Then we established Dr. Athena Philis-Tsimikas, corporate
vice president, Scripps Whittier Diabetes Institute, as a
regular contributor to Everyday HEALTH’s Type 2
diabetes blog. She has a bio page on the site and links
back to scripps.org. She has contributed the following
articles: 9 Pedicure Safety Tips for People With Diabetes,
Diabetes During Pregnancy; A Warning Sign for Type 2,
Continuous Glucose Monitoring: Around-the-Clock
Diabetes Management.
186

TweetChats: #HealthTalk
with Everyday Health
Scripps’ Dr. Anil Keswani participated in
“#HealthTalk: Man Up and Put Your
Health First!” on June 9 that resulted in:
• 138 contributors
• 594 tweets
• 614,715 reach
• 29.6 million Impressions
• 254 Unique Views
• 45% driven from social media
• 25% from Google search
• 72% of visitors viewed multiple chat
topics
187

Engineering a Strategic Marketing/Content Plan for a
Fragmented Media Marketplace
Kathleen Devries
Vice President, Chief Marketing and
Communications Officer,
The University of Chicago Medicine and
Biological Sciences

Engineering a Strategic
Marketing/Content Plan for a
Fragmented Media Marketplace
Kathy DeVries, Chief Marketing and Communications Officer
University of Chicago Medicine and Biological Sciences
Modern Healthcare Strategic Marketing Conference
September 2014

Presentation Title Here | 191
Learning Objectives
• Revisiting fundamentals to understand the importance of the brand in driving the
marketing/communications plan and content development
• Articulate brand associations and begin understanding those related to positioning content
• Reviewing essentials of the marketing and communications plan
• Examples of consumers and physicians in understanding channel development and content
focus
• Understanding the important of Return on Engagement
• Improving the content development process: Case studies of UChicago Medicine and
Biological Sciences and Vanderbilt University Medical Center

192
Our Road Map for Today…
Revisiting
Fundamentals –
Brand
Building the
MarComm Plan –
What We’ve Learned
Organizing for
Success – Two
Models
Ideas to Take
Home
Your Engagement
Modern Healthcare Marketing Conference
September 2014

What is the Work of Marketing and Communications
• To help the organization know the customer inside and out, setting
up the organization to uncover, create, test, learn, launch and build
ridiculous levels of loyalty tied to the highest impact opportunities.
• Assist in creation of business growth including opening new “go to
market”/innovative opportunities.
• Assist organizational change through effective communications.
193
September 2014

194
Marketing Communications Framework
September 2014

195
Revisiting the Fundamentals: Brand as Growth Strategy
September 2014

Brand drives the Plan. The Plan drives to whom and what you say.
196
Brand
Marketing and
Communications Plan
Content
September 2014

Four Major Roles of the Brand
1. Identifier - “I know it – bought it before”
2. Surrogate for quality information on other attributes –
Don’t know how good it is until purchased it
3. Desired attribute in it’s own right – Luxury or
nostalgic brands
4. Context/filter in perception, judgment, decisions and
behavior – especially in commoditized market the
brand makes the difference
197
Brand helps
the customer
– information
mechanism
Purchase the
brand for
what it stands
for
Reference: Anne McGill, Professor of Marketing,
University of Chicago Booth School of Business.
September 2014

In Healthcare and other industries….
• Brands are as important as ever
– Customer need for simplification – too much coming at us
– Customer need for risk reduction
• Brand management is as difficult as ever
– Savvier consumers and customers
– Increased competition
– Decreased effectiveness of traditional marketing tools and emergence of new tools
– Complex brand and product portfolios
Thinking about Healthcare…………this effects your differentiation and thus your message, your customer, etc.
198
September 2014

Marketing and Communications Strategy Refresher
Earlier view of marketing:
Marketing = Selling
The current view of marketing in healthcare:
Marketing and Communications = Choosing Profitable Exchanges
•Orientation: Customer focused
– Macro level – segment attractiveness
– Micro level – actions of the segments
•Goal: Profits through customer satisfaction/retention
•Means: Focused resources (for higher ROE – Return on Engagement) – “The Plan”
– Focus on high value customers and competitive advantage
199
September 2014

Building A Strong Brand
200
Brands reside in the customer
Mindset/set of associations
Associations are
created over time
and through
multiple sources
• Marketing
programs
• Secondary
sources
• Operations
Customer
associations with
the brand shape
their response to
marketing actions
Successful marketers must lead the HCO to harness the power of the brand
Reference: Anne McGill, Professor of Marketing, University of Chicago Booth School of Business.
September 2014

Example of Associations: Customers strongly identify with
UCM’s brand position as “The Forefront of Medicine.”
201
Associations - examples Brand Associations
Stronger associations
Expert
Quality
Well- respected
Research drives care
Latest Available Treatments
Specialized
Weaker Associations
Easy Access
Convenient Location
Care and Compassion
Addressing Both Strong and Weak
• Creating “Easy Access” and “Convenient
Locations” – several examples
• Physician network strategy
• Off-site clinical locations such as
Orland Park
• Dedicated phone lines for physicians
• Care and Compassion – Marked
improvements in Customer Service
• Reinforcing all Strong Associations : Investing
in eminence of our faculty and programs
September 2014

Thinking about Your Healthcare Organization EXERCISE
What are your brand associations?
(list one or more for each)
Strong and Weak
What is your organization doing to “live the brand” - strengthen these
associations (one or more actions)?
202
September 2014

203
Building a Strategic MarComm Plan
September 2014

204
Revisiting
Fundamentals –
Brand
Building the
MarComm Plan –
Organizing for
Success – Two
Models
Ideas to Take
Home
Your Engagement
September 2014

205
Linking marketing and communications competencies to growth
Consumer Expertise
Market & Competitive Assessment
Insights Generation
Growth Opportunities
Brand Positioning
Brand Portfolio & Product Management
Marketing & Communications Plan Development
Integrated Brand Communications
Promotion Management
Channel Management
Metrics & Measurement
Financial/Quantitative Acumen
Integration of Analytic Tools & Systems
• Speed to
Market
• Customer
Centric Value
• Collaboration
Across the
Enterprise
• Anticipation of
Changing
Markets
• Continuous
New Idea
Generation
• Increased
Revenue
and Market
Share
• New
Markets and
Regions
• Stronger
Employee
Engagement
Enablers Drivers
Outcomes
September 2014
Understand
the Market
Develop the
Strategy & Plan
Execute the
Plan
Measure
Results
outcomes is a huge shift for most

206
Understand the Market: Referring physicians are one of the most
important customer segments in driving growth to UCM
physicians and services.
Collaborative
Physician Directed Patient Directed
Input
All Cancer Patients
(examples of several
cancer types)
•BMT/Leukemia –
Blood cancer
•Breast Cancer
68% directed or influenced by
referring physicians
•99% directed or influenced by referring
MDs
•32% directed or influenced by referral
32% patients choose directly
•1% self directed (newly diagnosed)
•68% self directed (newly diagnosed)
All Pediatric
Patients
74% directed or influenced by
referring physicians
26% patients family choose directly
September 2014

207
Understand the Market: UCM cancer patients are more likely to seek
second opinions and make those choices based on experience, patient care and
reputation. Breast, Prostate, Colorectal and Lung patients are more likely to
seek second opinions.
UCM Patients More Likely to Seek Second Opinions
Non-UCM Patients stated UCM is #1 choice if they had sought second opinion.
Other Important Factors in Choosing Cancer Center
Speak to Experience and Reputation
• 86% of patients want experience with the specific disease and treatment
• 84% of patients choose because of the reputation for the physicians and patient care
• 38% of patients consider rankings and awards
• 23% of patients sought information about the con the web
September 2014

Understand the Market: Importance of marketing and
communications in the social network
208
Brokerage and Closures - Ron Burt’s pivotal work on Social Networks
Structural holes present two opportunities for networks to affect the productivity
of individuals and companies: brokerage and closure.
Closure is about staying on one side of the structural hole, such that the members
of a group keep to themselves and are not exposed to variations in opinion and
behavior. As a result, members of such a closed network think less about
alternatives but are able to focus more on getting better and becoming even more
efficient at the one thing that they already know how to do well.
Brokerage is the opposite. Unlike closure, network brokerage is about building
connections across structural holes and taking advantage of a person’s exposure
to variations in opinion and behavior.
September 2014

Develop the Strategy: Example -Cancer Center marketing
communications strategy includes increasing overall brand
awareness and growing prioritized programs (in period of time).
Targeted growth of programs is based primarily on how patients choose a
cancer program. Our market insights indicate the more complex
conditions are driven by physician referral. For certain disease sites based
on seeking second opinions
Direct to Consumer Physician
Referred/Influenced
Program 1 X
Program 2 X
Program 3 X
Program 4 X
September 2014

210
Develop the Strategy: UCM referring physician four part
strategic approach
1 2 3 4
Grow Local Base
Build Loyalty with
Existing Referrals in
Chicago Market
Create Demand
Education of
Physicians
Expand Market
Grow Regional
Referrals
Redirect from
Competitors
New Referrals from
Chicago Market
Degree of Difficulty and Time
Less Resources, Less Time More Resources, More Time

211
21
1
Execute: UCM Marketing and Communications has developed strategies and
tactics with large scale to build reputation and grow referring physician and
professional relationship.
Four Part Strategy to Grow Referral Relationships
Marketing Communication Channels
Physician Relations
Team
University of Chicago Medicine
Physician Connect
(promotion of new EPIC Care
Link)
Other Marketing Comm:
Direct Mail, National Physician
Meetings, Inspired Magazine,
Referral Directory, Digital - Social
Media, Web
Physician Education
“Learning at the Forefront” –
Online Channel
Live CME Events
Content and Participation from UChicago Medicine Faculty
Voice of Customer monitoring
45 CME
events – 1700
MDs reached
4500 visits
with over
500 MD to
MD
New and
Exclusive in
Chicago
Market –
reaching
70,000
Reaching
250,000
MDs
nationally
September 2014

Execute: UCM and BSD’s new and expanded consumer channels
have larger scale to reach consumers and grow our programs.
21
2
Strategies to Grow Consumer/Patient Relationships
University of Chicago
Medicine Connect
New Media/Digital
Strategies
Web - Social Media
Advertising Traditional and
New
Earned Media –
Traditional and New
Health/Consumer Education
Traditional and Online
Direct Mail/Publications –
Traditional and Online
Content - Faculty and Programs
Consumer Voice of Customer monitoring
Call volume
increased 3%
in first six
months –
28,000 calls.
On line appt
requests up
10% to 8700.
First six
months of
FY14: Web
traffic up
17%
Strong share
of voice vs
competitors
Outperforming
Chicago
competitors
750,000
households
per quarter
Reached
86,000
consumers
this year
September 2014

213
Execute: Framework by Internal: In addition, UCM and BSD’s new and
expanded consumer channels have larger scale to reach consumers and grow
our programs.
21
3
Strategies to Grow Internal – Staff and Faculty -
Relationships
Publications: Management,
Staff and Faculty
New Media/Digital
Strategies
Web - Social Media
Email
In-house display – digital
monitors, posters, etc.
Communication
Workshops
Events
Content - Leaders, faculty, staff
Consumer Voice of Customer monitoring
September 2014

Measure Results: Moving from reporting activity metrics to
Return on Engagement
214
Return on
Engagement
Brand –
Awareness and
Preference
Channel
Activity –
Measuring
Scale
Customer
Behaviors and
Activity –
Volumes by
Type,
Geography, etc.
September 2014

Content – the intersection of brand strategy and execution; Aligned
content yields positive Return on Engagement (ROE)
• Brands become publishers of content - build communities of interest
around their brands.
– Communities interested not only in consuming content, but in
engaging with it, liking-sharing-promoting-etc. Engagement leads
to brand interest and ultimately, sales.
• Return on Engagement [ROE], shift from “simply” ROI to long term
goals around community.
– Bigger communities (scale), stronger loyalty, an unbreakable bond
with the brand, and a desire of the customer to refer the brand to
others.
How are you doing this in your healthcare organization?
215
Reference: www.redhotmarketingblender.com
September 2014

216
Content – the intersection of brand strategy and execution;
Return on Investment (ROI)
How you invest your money, and
what you get back mostly in
economical terms
Return on Engagement (ROE)
What you get back in brand
strength: to what extend did your
content captivate your consumer,
… was there ‘participation’ (Comments,
Shares, Likes)
… did it confirm ‘Authority’
… did it generate ‘Influence’
… did it generate ‘positive sentiment’
September 2014
Aligned content yields positive ROE

Measure Results: ROE particular measures and the push and pull
of content
217
Engage Contribute Participate Create
Visit or call
Watch
Download
Read
Play
Donate
Endorse
Post reviews
Give feedback
Vote
Contribute ideas
Become a fan
Friend
Follow
Join
Discuss
Send customer
message
Create a video
Tweet experience
with the HCO
Lowest to highest ROE
Continuous content engagement
September 2014

Thinking about Your Healthcare Organization
EXERCISE
• Revisit your thinking about your brand strategy related to
plan and ultimately content
– Does your content speak to your customers about your
brand strengthens?
– Consider ROE in one or more of your channels – how
would you measure?
218
September 2014

219
Finally - Improving MarComm Process and Aligning Content
Management
September 2014

220
Revisiting
Fundamentals –
Brand
Building the
MarComm Plan –
Organizing for
Success – Two
Models
Ideas to Take
Home
Your Engagement
September 2014

221
Marketing Communications Framework
September 2014

Case Study: UCM BSD used Lean to Improve the flow of Content
in Marketing Communications
We created a purpose and data sheet for each of the MarComm teams
Insights:
• A lot happening
internally and externally
• Team members want
to know more about what
other teams are doing
• Want to avoid duplication
• Want to build on
each others’ activities
to allow for synergy
• Document storage is a big challenge, and hard to find what we need
September 2014

FY15 MarComm Improvement Focus – Road Map
• Content sharing:
MarComm Huddle
• Metrics and
Measurements: moving
from activity to ROE
reporting
• Create standard for
Market and
Communications Plan
integration of all
MarComm teams
• Customer Relationship
Management
September 2014

Kaizen Event Title: Marketing Information Process Improvement
Start Date: 24-Feb-14
Event Scope:
6. Establish the monitoring process for the road map
Full time: Dept. / Role Ad Hoc: Dept. / Role
Joyce Keldsen Exec Dir - MarComm OpsKathy DeVries Vice President MarComm
Tessa Burton Exec Dir - Marketing Anna Madrzyk Marketing Web
Lorna Wong Exec Dir - CommunicatioMnsichelle Foley Director - Marketing
The Marketing & Communications Department has a broad set of
responsibilities related to UCM and BSD and many diverse initiatives at
any one time. These initiatives result in copious amount of content. The
challenge to be addressed is how to get this content communicated to the
appropriate teams in a timely and meaningful manner, recognizing that it
comes from sources throughout the organization. The second challenge
is to understand how best to "close the loop" in communicating to
MarComm staff and others in the organization about where the content
resides so that it can be used in a meaningful way and re-purposed. As
a result of this event, MarComm staff will be held accountable to work as
a team to use and share content.
BUSINESS SPONSOR: Kathy DeVries Amy Alderman Internal CommunicationsTerry Tye Dir - Development
PROCESS OWNER: Lorna Wong Kevin Jiang Media Relations Carol Marshall Referral Development
OE FACILITATOR: Jean Cunningham Gretchen Rubin Web Marketing
Angie Guevara Call Center
Mon 1 - 4:00; Tue - Thu 8:00 - 4:00; Fri 8:00 - 12:00 Uchenna Hicks Marketing Events
Lauren Romanowski Marketing Manager
Service Finance
Reason for Action:
MarComm staff and leadership feel at times unaware of the activities and
interactions of other team members. This disconnect is at times visible
outside of the MarComm team and can leave the impression with others in
the organization that we do not commu
1. Def ine and communicate the accountability of MarComm staf f to appropriately share content
2. Understand the current state of communication and information f low w ithin Marketing
3. Describe the characteristics of w hat information (content) needs to be shared
4. Identify structure (tools, activities) to share information
5. Create roadmap to put these structures in place
Logistics Information:
Create structure to share information across marketing about current and recent
initiatives, contacts, and intelligence.
Deliverables:
Future State:
Kaizen Leadership:
Location: Woodlawn 3rd floor
Kaizen Participants:
Current State:
Alignment with Objectives:
People Safety Quality
1. Team members and leadership understand their responsibility to share
information, the type of information to be shared, and the formal methods
needed to accomplish the goals
2. Team members will actually proactively share information
3. Identify tools needed to facilitate effective sharing of information
September 2014

MarComm Huddle – If you want to know any and all things going on
at UCM BSD, attend the weekly huddle!
Started March 1
• Weekly stand-up meeting
• Experimented and saw immediate
benefit
• Calendar created
(first one held March 4)
• Roles include a mediator and
note-taker
• Prep template created
• Metrics to monitor
• PDCA (Plan Do Check Act) every
month
Six Month Improvements –
Launching September
•Metrics: Use of content through
all the channels; Every staff
member participates – number of
“stories, etc.” increased
•Report outs by service line –
eliminating “busy work”
discussions
•Three month content calendar
created
•Ultimate goal is to measure ROE
September 2014

High visibility: Managing for Daily Improvement Boards -
Metrics/Post-Kaizen Monitoring
September 2014

Case Study: Vanderbilt Content Team
227
Marketing Managers
News and Comm
Relations/Network
Interests
and Needs
of our
Audience
Schools of
Med/Nursing
Development/Alumni
Relations
Individual
Departments and
Centers
Web Content
Producers
Corporate
Social Media Team
HR/Wellness
Programs
@VUMCHealth | @cynthiamanley
September 2014

Vanderbilt Medical Center – Content Team Roles
228
Strategic Direction
Community
Management
Platform Management
Content Creation and
Curation
Service Line Coverage Analytics/Optimization
Evening/Weekend
Coverage
Education/Consultation Monitoring/Listening
September 2014

Vanderbilt Content Structure
229
Content Infrastructure
•Daily huddle
•On-call schedule
•Weekly content meetings
•Rolling three-month content
“working plan”
•Analytics and
communication tools
Lean considerations for content
•What business objective does it support?
•Does something already exist that can be
repurposed or “re-imagined?”
•What is the desired response?
•What content, how much is needed to elicit
that response?
•Can we engage the clinician/other to create
content?
Lean considerations for platforms
•Does the platform fit the target audience?
•How will it benefit the institution?
•Does it meet a need not being met
elsewhere?
•Who will manage the platform?
•Who will provide content?
•Do you have time to do it well?
September 2014

Thinking about Your Healthcare Organization
• Consider your organization’s process improvement programs
EXERCISE
– What can you do differently next week to align the brand – plan – and
content?
• How can you improve content structure and flow?
230
September 2014

231
Revisiting
Fundamentals –
Brand
Building the
MarComm Plan –
Organizing for
Success – Two
Models
Ideas to Take
Home
Your Engagement
September 2014

Feel free to contact me
• Kathy DeVries
– Kathleen.devries@uchospitals.edu
– Phone: 773-702-2208
– Mobile: 773-294-0583
– Facebook and twitter – kdv12
232
September 2014

Building and Sustaining the HCO Brand:
Strategies, Tactics and Lessons Learned
Mary Reinke
Marketing Communications & Business Strategy,
Owner/Consultant
(Moderator)
@maryreinke
David Brudon
Director of Marketing,
University of Michigan Health
System
Deb Pappas
Senior Director of Marketing,
Boston Children’s Hospital
@dhmp

Building and Sustaining the HCO
Brand: Strategies, Tactics and
Lessons Learned
Deb Pappas
Senior Director of Marketing

Leveraging Traditional and Digital Marketing
Channels to Build Brand
• Assessing consumerism’s impact on brand
• Building a content brand
• Moving from “showing and telling” to “engaging and listening”
• Measuring the brand awareness continuum

Assessing Consumerism’s Impact on Brand
• Only 25% of Americans base buying decisions on brand1
• 33% of consumers use social media to find medical information,
research and share symptoms, and offer their opinions about doctors,
drugs, treatments, and health plans2
• 41% said information found through social media would affect their choice of
a doctor or hospital
• Shifting control: consumer-to-consumer influence on brand
• Eroding loyalty
• Managing customer experience across all touch points
1Ernst & Young report March 2012
2PricewaterhouseCoopers poll of 1,060 US adults Feb 2012

Building a Content Brand
Forrester's four C's framework:
1. capture the brand's North Star in branded
content
2. connect to your consumers in context
3. create visible value through the content
4. continuously measure and optimize results
Forrester Research, How To Build Your Brand With Branded Content, March 21, 2013

Moving from “Showing and Telling” to
“Engaging and Listening”
• Search engine
marketing (SEM) and
optimization (SEO)
• Responsive website
•Optimized condition
and program pages
•Email & direct mail
• Print & digital display
advertising
• Broadcast
•Outdoor
• Social media
• Earned media
See
Think •Download
• Blogs
• Advocacy groups
• Campaign landing
page
• Social media
interaction
• Patient stories/videos
• Innovation
• Events
• Subscribe
• Call/complete online
form
• Request appt
• Request second
opinion
• Request referral
Act
Embrace
• Join social
conversation
• Engage in social
advocacy
• Publically share
experience
• Become brand
advocates

Measuring the Brand Awareness Continuum
AWARENESS
(UNAIDED)
FAMILIARITY
REPUTATION
SOURCES
OF INFO
DECISION
FACTORS
TRAVELING
FOR CARE
National Consumer Survey 2012, TRC Research
National Consumer Survey 2012, TRC Research
Boston Children’s Hospital National Consumer Survey 2012
NATIONAL = Build / LOCAL = Maintain
NATIONAL = Build
• Each key hospital is strongest in their
respective region
LOCAL = Maintain
• Community hospitals dominate sub-markets
NATIONAL = Differentiate
• Little differentiation with key attributes
overall; “Best Ranking” is key
LOCAL = Maintain/Communicate
• Strong on all attributes – grow perception of
BCH with those less familiar
NATIONAL = Leverage
• Personalize experience through web and
digital communication
LOCAL = Leverage
• Strengthen relationships with key
stakeholders
NATIONAL/LOCAL = Prioritize
• Access through insurance
• World’s leading doctors/staff
• Positive patient outcomes
NATIONAL = Communicate
• Multi-channel communications key for reach
• Online resources and disease-specific info

The Power of Brand and Product:
Driving Preference & Volume
241
Print
Digital
:30 & :60 Radio

Optimizing Brand Experience Throughout the
Customer Life Cycle
• Expand “pull” conversations vs. “push” communications
• Adapt marketing strategies to consumers' rapidly changing media
consumption habits
• Listen to your consumers’ opinions about your brand – monitor and
measure

Owning Your Position
in the Marketplace
Dave Brudon, Director of Marketing

“A brand is a...pledge of value for a specific set of customers. It
is a file card in the customer’s mind, composed of knowledge,
experience, beliefs, feelings and expectations about a company’s
services.”
– Steven Steiber, PhD., Market Measures Interactive
“A brand is first and foremost a promise of predictable quality.”
- John McManus, BrandWeek

Which is to say…
You don’t own your brand.
Your customers own your brand.

The Reality – 1998 Market Study
Rate U-M for:
• Having the latest technology: 75%
• Quality of doctors: 61%
• Friendliness of staff: 47%
• Ease of getting an appointment: 31%
• Would choose U-M for serious care: 85%
• Would chose U-M for routine care: 13%
• Conclusion: “UMHS has a very high standing among Michigan residents with regard to
providing more specialized medical care. You will have to work to transfer the value of
this position to increase the perception that UMHS also provides great routine care.”

“The consumer isn't a moron. She is your wife.”
― David Ogilvy, Confessions of an Advertising Man

We did a little better next time out.

Expectations Of Hospitals X (Community) and Y (AMC)
Source: “How consumers think about AMCs” by Klein and Partners, Inc. for UHC, 2005

2005 – Start of “The Michigan Difference”

Brand Rating
80%
70%
60%
50%
40%
30%
20%
10%
2005 2007 2008 2011 2013
All things considered, please rate each of the following health systems overall. Using a 10-point scale where
“10” is “excellent” and “1” is “very poor,” how would you rate this health system? (Top 2 box scores)
UMHS
DMC
HFHS
Beaumont

Best Place to Seek Medical Treatment in Michigan
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
2005 2007 2008 2011 2013
“Which ONE health system do you think fits best with the following statement: Is the best place to seek medical treatment in
Michigan?” (Top scores)
UMHS
DMC
HFHS
Beaumont

Brand Attribute Ratings
Brand Attributes
(Top 2 box scores on 5 point scale)
UMHS HFHS WMB
2011 2013 2011 2013 2011 2013
Performs Sophisticated Medical Procedures 92% 92% 69% 68% 76% 80%
Suitable Place To Treat Life Threatening Diseases 92% 90% 71% 69% 75% 81%
Conducts Breakthrough Research 90% 90% 48% 49% 51% 58%
Will Make A Difference In Future of Medical Care 90% 89% 55% 55% 59% 64%
Treats Most Serious Diseases 89% 90% 59% 63% 65% 72%
Among Nation's Premiere Health Institutions 89% 91% 59% 58% 63% 70%
Suitable Place For Routine Care 71% 73% 77% 75% 77% 84%
Provides Compassionate/Personalized Care 68% 72% 58% 61% 64% 74%

Final thoughts
• As Harrison McCann, co-founder of McCann Erickson, said in 1912
advertising really is the, “truth well told.”
• As marketers our most important job is to represent the needs of the
patient.
• Know your differentiators! Ask the marketplace to define your
strengths and shortcomings (and those of your competitors). Theirs is
the only opinion that truly matters.
• Focus your message strategy on what your patients need, not what
the hospital has to offer.

Preserve and Protect:
Safeguarding Your HCO’s Online Image, Brand and Reputation
Maureen McKinney
Editorial Programs Manager,
Modern Healthcare
(Moderator)
@MHMMcKinney
Kory Swanson
Director of Marketing and
Communications,
University of Colorado Health
@bikekor
Kevin Unger
President & CEO,
Poudre Valley Hospital
and Medical Center of
the Rockies

University of Colorado Health’s
social platforms
Twitter – 5 accounts
Facebook – 5 accounts
Google Plus – 2 accounts
Youtube – 3 accounts
UCHealth blog – 1 account

Snapshot of data
from social
analytics tool.

Partnership
with local
newspaper –
both online
and in print.
62k readers –
print –
monthly
4.2 million
impressions
each quarter
16% of NoCo market
cites HealthyU as
their relied upon
healthcare resource.
23% - WebMD
2013 Thoroughbred Group Market Study

Pushing the Marketing Envelope:
Specialized Marketing Strategies that Generate Results – the Hidden Power of
B2B Collaboration
Daniel Fell
President,
Neathawk Dubuque & Packett
(Moderator)
@danfell
Michael Lutz, M.D.
President,
Michigan Institute of Urology
Men’s Health Foundation/Fight
Like a Man - Detroit
Ninfa Saunders
President & Chief Executive Officer,
Central Georgia Health System

A Regional Collaborative Alliance of
Independent Hospitals in Central and South Georgia

 Archbold Medical Center
 John D. Archbold Memorial Hospital (Thomasville)
 Mitchell County Hospital (Camilla)
 Grady General Hospital (Cairo)
 Brooks County Hospital (Quitman)
 Navicent Health
 The Medical Center (Macon)
 Rehabilitation Hospital (Macon)
 Medical Center of Peach County (Byron)
 Coffee Regional Medical Center (Douglas)
 Crisp Regional Medical Center (Cordele)
 Dodge County Hospital (Eastman)
 Houston Healthcare
 Houston Medical Center (Warner Robins)
 Perry Hospital (Perry)
 Meadows Regional Medical Center (Vidaila)
 Memorial Hospital and Manor (Bainbridge)
 Oconee Regional Health Systems
 Oconee Regional Medical Center (Milledgeville)
 Jasper Memorial Hospital (Monticello)
 Putnam General Hospital (Eatonton)
 Shepherd Center (Atlanta)
 South Georgia Medical Center Health System
 South Georgia Medical Center (Valdosta)
 Smith Northview Hospital (Valdosta)
 Louis Smith Memorial Hospital (Lakeland)
 Clinch Memorial Hospital (Homerville)
 SGMC-Berrien Campus (Nashville)
 St. Mary’s Health Care System
 St. Mary’s Health Care (Athens)
 St. Mary’s Good Samaritan Hospital (Greensboro)
 Taylor Health Group
 Bleckley Memorial Hospital (Cochran)
 Taylor Regional Hospital (Hawkinsville)
 Tift Regional Health System
 Tift Regional Medical Center (Tifton)
 Cook Medical Center (Adel)
 Upson Regional Medical Center (Thomaston)
Membership

Membership
 30 Hospitals
 16 Health
Systems
 Approximately
2,000 Physicians
 Approximately
22,000
Employees
 Total Annual
Expenses in
Excess of $2.2
Billion
 Over 3,500 Total
Beds

You Have More Options Than You Realize
Nonequity
Collaborative
Arrangements
Joint Venture–
Less Than 50% Equity
With Management Rights
Joint
Operating
Agreement
Loose Affiliation Total Affiliation
Management
Agreement
Clinical
Integration
Joint Venture–
Less Than 50%
Equity With No
Management Rights
Joint Venture–
50.1% to 99% Equity
Merger/Complete
Asset Acquisition
Source: Hancock, Daniel, Johnson & Nagle, PC

Stratus Healthcare
Stratus Governing Board
16 Physician Representatives
16 Executive Representatives
Clinical
Services
Information
Technology
Shared
Services
Strategic
Initiatives
Fiduciary
Committee

The Synergistic Role of a
Non-Profit
Michael D. Lutz, M.D. FACS
President, MIU Men’s Health Foundation

Introduction
• University of Michigan
• Chicago Medical School
• Henry Ford Hospital
• Prostate Cancer / Men’s Health Advocacy

Michigan Institute of Urology
• Largest Multi-Subspecialty Urology Practice in Michigan
• Founding Member of LUGPA
• Partner with Most Healthcare Providers in Michigan

The Practice of Urology
• The Decision: Private vs. Employed
• Developing a Plan for Growth
• Role of Community Service

Large Urology Groups
• Development of Integrated Service Lines
• Intra-Referral to Designated Subspecialist
• Ancillary Capabilities
• EMR Implementation / Data Extraction
• Research / Clinical Trials
• Marketing / Community Outreach

Community Outreach
• Why???
• Branding / Identity / Mission
• Non-Profit Status

MIU Men’s Health Foundation
• Mission
• Board Development
• Mission Partners / Sponsors
• Sources for Funding
• Events: Primary and Third-Party
• Partnerships
• Grants

MIU Men’s Health Foundation
• Primary Events
• Run for the Ribbon
• Men’s Health Event
• Comedy Nights
• Sporting Events
• Third Party Events
• Fundraisers

The Synergy
• Separate but the Same
• Branding Benefits
• Co-Promotion
• Fundraising

Fight Like a Man
• Registered Trademark
• Co-Branding / Marketing Benefits
• Enhanced Corporate Partnerships
• Chapter Development

Fight Like a Man Chapters
ATLANTA

VANCOUVER

ORLANDO

LOUISVILLE

Fight Like a Man International
INTERNATIONAL

International Men’s Health Summit

The Relentless Power of PR:
Pitching the HCO’s Story in a Changing Media Landscape
Cathy Barry-Ipema
Senior Vice President,
Health Practice – Edelman Public
Relations
(Moderator)
@CBI55
Merrill Goozner
Editor,
Modern Healthcare
@MHGoozner
Jim Kirk
Senior Vice President-
Editor in Chief,
Chicago Sun Times
@kirkjim12
Nicole Fisher
Contributor,
Forbes
@nic_fisher
@HHRStrategies

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