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Friday, September 19
1:45–3:15 p.m. Marketing Shannon Janney Lindsay Neese Get a close look at the employee engagement and branding process at the University of Virginia Health System. Despite strong awareness and reputation, UVA had not shifted preference and market share and was facing patient satisfaction, retention, and recruitment challenges. When research revealed negative employee word-of-mouth was impacting preference, UVA marketing, human resources, and executive leadership created a plan to increase employee engagement, build brand loyalty, and create positive word-of-mouth. This session discusses UVA’s plan, how recruitment and retention pressures are changing marketers, and retooling your marketing department to meet these challenges. Leveraging a New Facility to Transform Your Image and Market Share Ellen Bristol Jim Childress Something transformational has happened to healthcare in suburban Grand Rapids, Michigan. There’s a new kind of hospital in town—it’s in a health village, and it’s changing everybody’s market share. Take an in-depth look at the substantive marketing and communications challenges overcome by Metro Health in a decade-long journey from a dying, land-locked urban hospital to a dazzling, green suburban health village attracting national attention. Get a close look at the mixed-media campaign that introduced the new hospital, and take home practical lessons in every skill needed for healthcare marketing and public relations. Public Relations and Communications Dan Dunlop As healthcare marketers, it is important to convey our value to others within the organization. Beyond ROI, it is beneficial to communicate with internal stakeholders about the actions we're taking to market the institution. Whether your area is public relations, advertising, or direct marketing, there are many ways to make your work higher profile with these audiences. These internal communication efforts improve the impact of your marketing by creating informed brand ambassadors, leading to a greater understanding of the importance of the marketing and public relations functions. Hit Us With Your Best Shot for Public Relations and Communications Professionals Kristin Baird Jill McDonald Don Stanziano Kay Taylor Patti Urosevich Got a problem? Need some advice? Bring your biggest professional problems and challenges to our panel of experts and let them work their magic. This session brings together healthcare professionals with more than 100 years of combined experience in communications and public relations. Pose a question to the panel, and they will respond with “nuts and bolts” ideas and suggestions you can take home and begin to implement immediately. This panel will give you one more opportunity to ask leaders in the field to apply their expertise to your unique and pressing issues and challenges. Get those remaining questions answered before you return to the job, and learn from questions posed by other attendees. Strategic Planning Julie Eberhart Healthcare’s move to transparency has major implications for hospital strategy development. Currently, hospitals set strategic priorities based on traditional indicators: community need, volume forecasts, financial return, clinical strength, technological capability, and overall opportunity. But strategy based only on these measures in the future will fail. Strategic initiatives must also competitively outperform on price, quality, and satisfaction. Learn how St. Joseph Hospital recast its strategic service line initiatives based on its performance on public measures and focused on those initiatives with the best-value proposition for patients. The Strategic Scorecard: How It Drives Change and Improves Results Bo Snyder Healthcare’s leading organizations use the strategic scorecard as a powerful tool to focus strategic dialogue and decision making. The scorecard drives goal setting based on benchmarks achieved by the highest performers in the industry. It integrates and aligns strategy development, strategy deployment, budgeting/resource allocation, personal accountability standards, and performance improvement priorities. Learn how to develop the scorecard: choosing the strategic framework, selecting the right measures, benchmarking, goal setting, and achieving buy-in. Review examples of strategic scorecards used by several leading healthcare organizations, then focus on how the scorecard can be used to drive change and improve results. Best Practices/Emerging Issues Ann Mond Johnson Geoff Kaufmann Personal health records (PHRs) are a new addition to the healthcare acronym and initialism repository. Consumers recognize the value of storing and managing their personal health information. Consumers also recognize that healthcare lags other industries in deploying technology, and they are getting more vocal about their dissatisfaction and expectations. Together, EHRs (electronic health records) and PHRs represent an opportunity for health systems to help consumers be in control of their healthcare, to increase the likelihood of good outcomes, and to reduce healthcare costs. Physician Relations Alvis Swinney Since the emergence of hospital marketing in the early ’80s, the consumer has been the overwhelming focus of marketing, as reflected by the percentage of budgets allocated to consumer strategies. At the same time, industry research indicates that physician influence is the primary driver of hospital selection (as high as 80 percent). This suggests the need to rebalance marketing activities to reflect a greater emphasis on physician channel marketing. Move beyond referral development and explore physicians as a distribution network, as well as physician-to-physician marketing strategies and tools that can yield an immediate impact on patient volume and mix. Leadership/Professional Development Dan Greenberger Assumptions are often the first and most formidable barriers to creativity and positive change. Unchallenged assumptions are creativity killers and enemies of change—not a good recipe for solving marketing problems in a constantly evolving healthcare marketplace. Examine some of the assumptions that might be holding you and your team back. Are they ironclad truths? Can you be the first to challenge a commonly held assumption and break new ground? Learn creativity tools that force you to look at assumptions from different perspectives. Learn how to keep those “risky” new ideas alive long enough to realize their potential. Get more creative thinking from your teams, and explore new boundaries in your own thinking. Core Competencies Allan Acton Patti Bridge Brian Griffin Is your most recent quantitative research report sitting in a corner gathering dust or propping open your office door? Have you struggled with turning research insights into marketing action? If so, you’re not alone. Research can be a dynamic, organic tool. Learn how one community hospital embraces research results not just once a year, but uses and references research regularly to identify opportunities, correct its course, protect against threats, and elevate its communication efforts.
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