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It's no secret—when it comes to marketing automation, healthcare is behind the times. According to a study by Ovum1, our field falls into the "laggards" category in the adoption of marketing automation, meaning most organizations have avoided wholesale adoption until now. This presents a tremendous opportunity for healthcare marketers.
With this shift to a digital marketing mindset comes a change in the skills and resources that compose a highly-functioning marketing team. This team is built on the “think, feel, do” principle – stacked with data analysts, demand generators, and strategic content creators. How do you acquire the skills needed to excel in this new marketing department?
Hear about the beautiful, symbiotic relationship when population health management teams with marketing to uncover the true benefit of their programs. Learn how marketers must be able to leverage their CRM data and reporting to provide true business intelligence for their service line and population health teams to make timely decisions about program management is invaluable.
The team behind the Hospital Digital Index (HDX) will share their research on the rise of the “mobile majority” which now typifies visitors to health care sites. They’ll share best-practice examples of systems who have made location-smart experiences which smooth their patients journey to care.
Explore stories of how human-centered design can infuse humanity and bring about cultural change within a hospital, mediating organizational needs with those of end users who may be stressed or vulnerable. Hear about innovative projects that span the design of systems, clinical processes, services, environments, digital interactions, and printed materials.
In 2015, The University of Vermont Medical Center (UVMMC) became one of the first health systems in the nation to focus on creating exceptional patient experiences using human-centered design. Here are answers to several questions about the health system's new approach to experience design.
In 2013, Boston Medical Center (BMC) began a five-year strategy to recruit more than 45 additional general internal medicine and family medicine providers. Read more about their recruitment campaign in this article.
To meet the challenge of keeping families as patients once they become parents, the marketing team at Nebraska Methodist developed a non-branded strategy that highlights the knowledge of our obstetricians, pediatricians, and family medicine physicians. Read more about the launch of their unique website for parents in this article.
The implementation of value-based payments and population health is not moving consistently across all health systems. We know change is imminent. The question is, "How much change and how soon?" Scott Thomas, Administrative Director at Granville Health System, shares how GHS entered a new environment and the lessons learned along the way.
Is your planning process nimble enough? Are you receiving valuable input? Are you monitoring progress well and frequently enough? Is the plan yielding the outcomes you seek? This survey report includes key survey findings and key thoughts from leading health care planners.
In this session, Robin Schell, APR, Senior Counsel & Partner, Fellow PRSA of Jackson Jackson & Wagner and Gail Winslow, APR, Associate Director, Strategic Growth, of UMass Medical Center will introduce the concept of using triggering events to drive internal and external behaviors, and discuss how UMass Medical Center uses data to motivate and support behaviors, make effective business decisions and measure success. Using the example of implementing Salesforce by UMass Medical School, participants will see how theory and application come together in a CRM system.
Several case studies from UC Davis Health will illustrate how best to use digital display, video, mobile and social ads to maximize audience reach and traffic to your landing pages.
Findings from recent research among U.S. health care leaders suggests that facilitating change management initiatives within an organization requires significant leadership and team building competencies. In this session, facilitators will present a number of existing change models and then introduce one new change theory to be applied during the use of an active simulation model, resulting in the needed buy in for change from key stakeholders and team members.
Today, hip and knee replacement represents nearly half of all inpatient orthopedic service line volumes nationally. Over the next several years, Sg2 predicts aggressive outpatient procedural shifts that leave traditional inpatient providers feeling financially vulnerable and strategically stalled. Innovative organizations such as Unity Point are leveraging this trend to differentiate their program regionally and on a national scale.
Patient referrals are often a piece of paper with a specialist's name and phone number on them, which leaves patients with the burden of navigating the referral and coordinating their own care. This session will present novel ways to standardize referral management, provider data management, and patient access across a health system's multiple patient access points in order to improve the patient experience, increase patient conversion and retention, and fully leverage the clinical expertise within a network.
How to apply Consumer Product Goods (CPG) tools and concepts to improve business development and planning as consumerism becomes more influential in healthcare decision-making. We will also discuss some of the necessary competencies and culture aspects needed to help you create a more data driven organization. Key takeaways will include few free tools to support your efforts.
Imagine utilizing predictive analytics and interactive mapping to identify unsaturated market areas full of unmet patient demand, overlay ideal payer mix projections, and forecasting future financial success. Healthcare providers can now create predictive, neighborhood level strategic plans for optimization of urgent, FEDs, primary/specialty care practices and even micro-hospitals.
Learn how to transform your town hall sessions to engage your employees in the strategic direction of your organization, help staff understand the "why" and garner CEO support for two-way communication. Dayton Children's employees attended quarterly town hall sessions for staff that weren't interactive, or engaging, and therefore, they weren't well attended.