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Monday, September 12

3:45–5:00 p.m.

Marketing
When to Say “That’s Not Right”: a Blueprint to Marketing Ethics in Hospital Advertising
Session Number M21  Session Level  A

Lawrence Margolis
President and Chief Marketing Officer
SPM Marketing & Communications
La Grange, IL
margolis@spmadvertising.com

Jane Zimmerman
Chief Marketing Officer
The Mount Sinai Medical Center
New York, NY
jane.zimmerman@mssm.edu

Discuss the ethical issues confronting healthcare marketing and advertising. As healthcare marketing professionals, we must demonstrate leadership and be vigilant in developing organizational cultures that practice ethical communications behavior. Determining whether specific behavior is ethical or unethical can be a difficult challenge. Review a number of hospital ads and engage in lively discussion regarding the ethics of their contents.

Emotions Drive Everything
Session Number M22  Session Level  A

Steve Gang
President
Resonance Group
Salem, MA

Bob Harrington
Director
Cambridge Management Group
Cambridge, MA
rharrington@cmg625.com

Pauline Pike
Chief Operating Officer
Northeast Health System/Beverly Hospital
Beverly, MA

Emotions are the least understood, most potent dimension of the decision-making process. Understanding the emotions driving consumer and physician behavior is a top-line issue across healthcare. Join us to understand how physicians’ emotional connections with one another and your healthcare organization drive decisions regarding treatment, referrals, and consultations. Case studies will highlight how to influence both physician and consumer switching behavior for real market growth. Take-home insights will help you improve physician satisfaction scores.

Public Relations and Communications
Story Telling in Multimedia
Session Number M23  Session Level  I

Thomas McCormally
Senior Director of Public Relations
Cincinnati Children's Hospital Medical Center
Cincinnati, OH
thomas.mccormally@cchmc.org

The media landscape is shifting rapidly, resulting in a great opportunity for public relations professionals to create their own in many different formats to reach a broad audience. In the face of shrinking media budgets, news organizations are taking a second look at video and audio created by outsiders and consumers, and the barriers to multimedia story telling are falling. Learn how one organization told stories in audio and video, traditional, and social media to reach hundreds of millions of people around the globe.

Building Business and Reputation: What YOU Can Learn from Geisinger Health System
Session Number M24  Session Level  I

Kim Aboud
Director, Public Relations and Marketing
Geisinger Health System
Danville, PA
kaboud@geisinger.edu

Susan Alcorn
Chief Communications Officer
Geisinger Health System
Danville, PA
salcorn@geisinger.edu

The Geisinger model has been all over the news; even President Obama has talked about it. But can the Geisinger model be exported to your community? If you’re talking about integrated health systems, maybe. If you’re talking about public relations and marketing—YES! Geisinger’s public relations and marketing team struggles with the same challenges you do: building the brand, growing the business, bringing new primary care physicians and specialists on board, and proving value. Take home practical tips on these and other timely topics.

Strategic Planning
Capital Asset Strategy: How to Right-size Your Facility Investments
Session Number M25  Session Level  I

Michele Flanagan
Vice President, Delivery System Strategy
Kaiser Permanente
Oakland, CA

Wendy Weitzner
Vice President
The Innova Group
Dedham, MA
wendy.weitzner@theinnovagroup.com

Many new business ventures require facility investments, and competitive position can deteriorate if you ignore long-term strategic investments. Projects must be right-sized to be affordable. Facilities development has three major phases: strategy, scope, and design. Explore several ways to reevaluate your facility investments in all stages while avoiding common facility planning mistakes.

Hiding in Plain Sight: Uncovering Patient Migration Trends
Session Number M26  Session Level  I

Brian Eufinger
Senior Planning Associate
Emory Healthcare
Atlanta, GA
brian.eufinger@emoryhealthcare.org

Aileen Reischl
Strategic Planning Manager
Emory Healthcare
Atlanta, GA

In the current healthcare and economic climate, it is increasingly important to proactively identify where patients are coming from and where local residents are going nationally for care. Investigate novel ways to strengthen service line strategies with multilayered analyses of patient behavior and outmigration patterns. Innovative use of internal and external data can create a comprehensive picture of competitor strengths, weaknesses, opportunities, and threats that may exist in the regional healthcare market.

Physician Strategies
From Clinical Integration to Accountable Care: Organizing for Value-Based Payment
Session Number M27  Session Level  I

Eric Nielsen, MD
Chief Medical Officer
Greater Rochester Independent Practice Association
Rochester, NY
eric.nielsen@gripa.org

Brian Silverstein, MD
Senior Vice President
The Camden Group
Chicago, IL
bsilverstein@thecamdengroup.com

Today’s payment model based on per-unit reimbursement has contributed to an overutilization of services and unbound costs. Wide disparities in the cost and quality of care are slowly giving way to new forms of payment that reward provider coordination and quality outcomes. Learn how your organization can prepare for value-based payment and accountable care organization reforms and thrive in tomorrow’s payment landscape.

Emerging Media
Gaze into Our Digital Ball: A Q & A on the Future of Emerging Media
Session Number M28  Session Level  I

Stephanie Cannon
Marketing Manager, Web Development
Nationwide Children’s Hospital
Columbus, OH
cannons@chi.osu.edu

Marcus Gordon
Strategic Marketing Manager
Southern Regional Health System
Riverdale, GA
marcus.gordon@southernregional.org

Jonathan Richman
Director of Strategic Planning
Bridge Worldwide
Cincinnati, OH

Kevin Stranberg (moderator)
Director of Public Relations
Memorial Medical Center
Ashland, WI
kstranberg@ashlandmmc.com

Social media can be an organization’s greatest asset or its biggest headache. As healthcare organizations venture into this ever-changing realm of communication, many are discovering that the rules governing utilization, implementation, monitoring, and resource allocation are either nonexistent or developed through trial and error. Join this panel discussion to discover what works, what doesn’t, what to consider, and pitfalls to avoid. You’ll walk away with the necessary tools to take your organization into new realms of social media you never considered possible.

Core Competencies
For Every Service Line, There Is a Season: Using Research to Develop a Service Line Marketing Plan
Session Number M29  Session Level  B

Colleen Leonard Leyden
Director, Corporate Marketing and Public Relations
The Chester County Health Network
West Chester, PA
cleyden@cchosp.com

Shari Short
Director, Strategic Research
Aloysius Butler & Clark
Wilmington, DE
sshort@a-b-c.com

Maria Stearns
Senior Account Supervisor
Aloysius Butler & Clark
Wilmington, DE
mstearns@a-b-c.com

Examine the essential steps required to develop a comprehensive service line marketing plan, including a review of market share, outmigration, and psychographic data; a competitive analysis; and business goals and objectives. Most important, we will help participants navigate through their own existing data to get started on the planning process. We’ll also discuss how audience segmentation was used to develop strategic tactics that leveraged the hospital’s position as a community advocate, and later used for brand platform and messaging.

Business Development
Managing Congestive Heart Failure as a Business
Session Number M30  Session Level  I

Christopher Kane
Senior Vice President, Strategic Business Development
WellStar Health System
Marietta, GA

James Price
Director
LECG, LLC
Roswell, GA
jprice@lecg.com

The provider community is challenged to manage chronic conditions such as congestive heart failure (CHF). Medical admissions are typically unprofitable, and reimbursement trends will accelerate this situation. Hear how WellStar Health System redesigned its delivery system for CHF patients, optimizing the entire continuum of care. This means understanding the complete clinical needs of the patients, then building a business model that meets those needs while ensuring financial stability.