Resource Library

While many care coordination strategies focus on the elderly, who have a higher rate of comorbidities, one of the most important benchmarks of health status is infant mortality. In Indiana, the infant mortality rate is the seventh highest in the country, with 7.6 deaths per thousand births versus a nationwide rate of 5.9.

The meteoric rise of consumerism is one of the most the most significant challenges facing the health care field. Today's consumers expect the same transparency, convenience and personalization from their health care providers that they receive from Netflix, Amazon and even their bank.

Piedmont Healthcare is creating a customer experience that rivals that of other industries.  

This article details how the aging of the baby boomers will have a dramatic impact on the country.

How can health care organizations proactively help the public to better understand their personal and family risk for cancer and encourage them to seek genetic testing? In 2015, HudsonAlpha Institute for Biotechnology—a nonprofit organization dedicated to advancing genomic technology and sciences—launched its "Information is Power" genetic testing campaign.

Navicent Health identified four key objectives that would guide its strategy to become the health system of choice for consumers. One of these is "Engaging consumers in meaningful ways" with a focus on understanding Navicent Health's various types of patient cohorts and what motivates them when seeking health care. This article details their approach to patient journey mapping.

Several years ago, Saint Francis Healthcare system launched its first "Pink Up" campaign, which was designed to increase breast cancer awareness, promote early detection, and offer free mammograms to those in need. In 2016 the health system ramped up its fundraising and outreach efforts to turn the population health cancer awareness program into a cancer movement. Read more about their keys to success in this article.

How can marketing and public relations practitioners help their organizations make a measurable difference in population health? At Onslow Memorial Hospital (OMH) in North Carolina, Amy Cain-Sousa, senior vice president of public relations/marketing, has found that creating an online community dedicated to wellness can be an effective first step.

In response to consumer demands for simple, affordable service, Jefferson Health—a health system in the Philadelphia region that includes 14 hospitals—is building a value-based care business model through a robust telehealth program that spans the care continuum from specialty consults and virtual rounds, to post-discharge management and urgent care visits. Learn more about the JeffConnect program in this article.

The University of Vermont Medical Center (UVMMC) addresses a facility issue through "design sprint," which incorporates such concepts as "creating consumer experiences," and "being nimble to exceed the rate of change," as described in the SHSMD's report Bridging Worlds: The Future Role of the Healthcare Strategist, Second Edition.

With over 85 percent of patients discharged directly home the day after surgery at Trinity's Bettendorf, Iowa, campus, strategic planning and market development leaders at UPH recognized an opportunity to work with Trinity to drive discussions on care delivery models for the future of joint replacement surgery. Read about the initiative and the results in this article.

Extended hours and same-day appointments are fine, but not nearly enough to give today's consumers the convenience and access they desire."What people really want is on-demand access," says David James, MD, CEO of Memorial Hermann Medical Group in Houston. "…They just need to get things done, and time has become really important for them."

Patients' personal investment in healthcare is higher now than ever before, and so are their expectations. In this consumerist environment, quality of experience is a prime factor in driving loyalty. This article explores both quantitative and qualitative approaches that are needed to grasp the entire patient choice decision-making journey.

This article describes how organizations can approach efforts to improve the patient experience, including examples of strategies gleaned from other industries. The article also highlights how one progressive hospital—Community Hospital of the Monterey Peninsula—is using mobile and digital technology to gain insights and meet consumer needs in real time.

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.

Imagine a world where your smart phone — and a nurse connected to it — can determine the level of care you need for a health concern before ever leaving the house. Or envision an urgent care visit where, upon your arrival, you are registered in the time it takes to walk to the exam room and are out the door in less than an hour.

Customer relationship management (CRM) is a hot topic in healthcare marketing. From conferences to webinars to white papers, everyone seems to be jumping on the CRM bandwagon. And for every hospital or health system that doesn't have CRM, there seems to be another that underutilizes its existing CRM echnology. In an increasingly complex world of digital marketing channels, propensity modeling, and targeted analytics, a back-to-basics approach to CRM will help most organizations make sense of this ambiguous acronym.