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Five forces that will change healthcare marketing

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In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.

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Five forces that will change healthcare marketing

  1. 1. Five Forces that will Change Healthcare Marketing Karen Corrigan Corrigan Partners LLC @karencorrigan corriganpartners.com
  2. 2. The basis for competition in the healthindustry is rapidly changing . . . • Restructuring markets and intensifying competitor activities in anticipation of reform and other industry pressures • New reimbursement methods and care delivery models that require greater emphasis on customer engagement to optimize profitability • Transformation of marketing practice through web, social and mobile technologies 2
  3. 3. 5 forces marketers must watch 1. The new economics of healthcare reform 2. Market restructuring and emerging delivery models 3. Evolution of brand in physical and virtual environments 4. Technologies that disrupt and transform 5. Growing, graying, connected consumers 3
  4. 4. Market force #1:The new economics of healthcare reform “The federal budget is on a dangerous, unsustainable path. Federal debt will rise to unmanageable levels, which will endanger our prosperity… we must take immediate steps to reduce the unsustainable debt that will be driven by the aging of the population and the rapid growth of healthcare costs.” The National Commission on Fiscal Responsibility and Reform, November 11, 2010 4
  5. 5. Volume vs. value economicsToday providers are rewarded for 23% of Medicare Patientsvolume based transactions onindividual patients. Reform modelsreward value based on episodes of 5 of more chronic conditionscare and outcomes:  Bundled payments 12 different physicians  Pay for performance 50 prescriptions per year  Accountable care  Medical homes 68% of Medicare costs  Coordination of care 5
  6. 6. Regardless of reform mandates . . . • National debt issues are not going away • Health care expense growth rate is too high • Labor shortages for physicians, nurses will happen • State budget deficits will reduce Medicaid payments • Downward pressure on Medicare rates will continue • Payers will reimburse providers based on cost and quality • CMS quality payment initiatives in place 6
  7. 7. Focus of the CMO  Help your team understand changing economics in the health industry and the implications for marketing strategy.  Understand not only the top line revenue implications of customer acquisition, but also the bottom line impact of key segments.  Help hospitals and health systems better understand, prepare for and relate to consumers under new delivery structures.  Build high-performing, future ready marketing operations with more sophisticated segmentation, targeting, positioning, brand building, customer acquisition and customer retention strategies. 7
  8. 8. Market force #2:Market restructuring; new delivery models  Accountable care models and organizations  Hospital and health system mergers & acquisitions  Physician integration, employed medical practices  Ambulatory, post acute and retail diversification  Academic, technology and business partnerships  Multi-market, multi-state expansion initiatives  Enterprise IT/EHR/website strategies  Co-branding/co-marketing relationships 8
  9. 9. New players on the primary care frontVision – “Well Experience” Become America’s first choice for health and daily living5 Key Strategies Transform stores to retail health and daily living destinations Advance pharmacy to play a greater role in health care through integration and expanded services. Deliver outstanding customer experience through enhanced employee engagement. Expand across new channels and markets, Inside the Walgreens corporate-care particularly through investments in e-commerce clinic at Disney World, employees and mobile technology. enjoy a pharmacy, EKG and digital Reinvent the cost structure through continuous radiology machines. improvement and innovation. Source: Walgreens; Shareholders Hear Strategy for Growth and Value Creation During Walgreens 2012 Annual Meeting; January 2012; Fast Company March 2012. 9
  10. 10. Walgreens “Well Experience” blueprint Enhanced, state-of-the-art pharmacy designed to encourage greater interaction between pharmacists and patients – bring pharmacists out from behind the counter Take Care Clinic offering a wide range of health care services including vaccinations, health tests, physicals and treatments for common illnesses and minor injuries – more tightly integrate retail clinics and pharmacies to create health centers Upmarket Café featuring a juice bar and fresh hand-rolled sushi – provide greater access to healthy foods Source: Fast Company March 2012. 10
  11. 11. Strategic intent is clear . . .“We have heard from key stakeholders across the health care landscape – including CEOsof health plans and major employers – who have visited our ‘Well Experience’ stores. The No. 1 comment I hear is, ‘This is exactly what we need. How fast can you do this?’” Gregory D. Wasson, CEO, Walgreens"Its acute episodic care now, but its moving to full primary care. The dream is to expand into chronic-disease management. Thats a huge part of the cost of health care. We havent figured it out yet, but we will." Hal Rosenbluth, president of Walgreens Health and Wellness"Whatever does or doesnt happen is good for us. If reforms are adopted theyre going to need providers. Were a provider. And if a new health-care law doesnt pass, there will be more people in need. And were affordable, even when paying cash." Hal Rosenbluth, president of Walgreens Health and Wellness Source: Fast Company March 2012. 11
  12. 12. Focus of the CMO  Use data and strategic insight to inform business strategy, focus growth initiatives and build core “system” competencies.  Step up brand building to strengthen competitive leverage for partnering, contracting, talent, customer acquisition and retention.  Be a catalyst for innovation; push for and support care delivery and service innovations.  Understand the marketing requirements of new lines of business, and develop growth and marketing management strategies, structures, skills and systems to support multiple markets, facilities, SBUs. 12
  13. 13. Market force #3:Evolution of brands in physical and virtual worlds The underlying basis of competition is changing – taxing even well established healthcare brands. Market consolidation and expansion, service diversification and strategic partnering are on the rise – fueled by reform and accountable care clinical management structures. Web, social and mobile technologies are changing everything! How we learn, how we shop, how we manage, how we engage, how we . . . . . . . . 13
  14. 14. Fundamental reason we exist. Core Purpose Value Strategic Innovation One of the Most Vision How we sustain Powerful Forces in How we intend to compete.competitive advantage. Brand Building is Focused Alignment – in the ‘Bricks and Mortar’ Customer World as Well as the Brand Value Experience Proposition Digital One How we satisfy customer The unique reason our brand needs and wants. matters to customers. © Corrigan Partners LLC Brand Alignment How we link our business strategy to customer experience. 14
  15. 15. Brandscaping 15
  16. 16. Physical Virtual 16
  17. 17. The central challenge with brand building is getting a complexorganization to execute a simple idea. 17
  18. 18. Focus of the CMO  Build knowledge and understanding across the health system about brand as a strategic asset to drive growth and better business performance  Develop a comprehensive, long-view brand strategy to create a powerful, relevant and defensible position and strengthen factors that drive differentiation  Build solid strategies for multi-facility, multi- services and multi-market systems  Orchestrate business, clinical and marketing alignment to deliver consistent brand experiences across all branded facilities, services and environments  Align brand identity and experience across web, social & mobile environments, including health IT/EMR/patient, physician and employee portals 18
  19. 19. Market force #4:Technologies that disrupt and transform 19
  20. 20. A comprehensive web, social and mobile capability, integrated with clinical IT systems such as EMR and patient portals, andembedded in physical environments, is no longer optional for organizations that want to remain relevant. 20
  21. 21. The newly integrated health & social ecosystem Resources Medical Treatment Record Social Support Diagnosis Monitor Health Caregiver Support Other • 52 years old • Breast cancer “Fighting breast cancer is a 24/7 job. Treatment doesn’t just happen in the clinic.”
  22. 22. Digital media fluency is essential Web, social and mobile technologies require new skills. • Integrated, multi-channel strategies • Web development/management • Content marketing • Integrated CRM/contact center • Mobile media development & marketing • Content ecosystem management • Digital brandscaping Adapted from http://costaricacloseup.com/designstudios/ • Social commerce • Community management 22
  23. 23. Content is strategy; not just promotion Decision Cycle Provider Goals Keywords Social Topics Content Channels Awareness • Stimulate demand Interest • Drive preference Consideration • Differentiate Patient Needs brand/offer• Health Information and advice Trial • Customer• Routine screenings acquisition• Convenient care when ill • Customer Retention• Chronic care management satisfaction• Self care support Advocacy • Brand• Caregiving support commitment Content Strategy Map ©Corrigan Partners Success requires a thorough understanding of how consumers discover, consume and share CREATE information on-line; and the role of search and CURATE social interaction across the buying cycle. INFLUENCE 23
  24. 24. Focus of the CMO  Help hospitals and health systems understand that consumers today no longer have purely offline or online experiences but weave technology through nearly every point of contemplation, purchasing and use of products and services.  Understand the adoption patterns of technologies that support care delivery and care management; and explore opportunities for creating points of differentiation in access, timeliness, convenience and customer service.  Master integrated search, social and content marketing – strategy, planning, execution, management.  Build digital media capabilities and fluency – full speed ahead! 24
  25. 25. Market force #5:Growing, graying, connected consumers • 2011 was significant in that it marked the first year that baby-boomers began turning 65; and for the next 15 to 20 years, about 10,000 people will turn 65 years old every single day. 25
  26. 26. Boomers will be the driving force for healthcareservices in the coming decades . . .. . . not just for “what” is delivered but “how” it will be delivered The first wave of the boomer generation is generally satisfied with their lives and optimistic about the next third of life And they also have age-related health concerns similar to their parents when they were 65 However, in some very important ways boomers turning 65 are different from their parents — particularly when it comes to ideas about retirement, expectations about customer service, taking control of their own destiny, and connectedness to information and resources. 26
  27. 27. Social networking isn’t new, just different • The impact of web, social networking and mobile technologies cannot be underestimated in its influence on how growing, changing, graying Americans access information, communicate, and connect with brands and services. • Aging Americans have unprecedented access to information about health care, and growing expectations for the service conveniences of on-line appointment setting, communications with physicians and personal medical records. 27
  28. 28. Not just a Florida and Arizona issue People 65 and Older • 39.6 million in 2009, representing 12.9% of the U.S. population – 1 in every 8 Americans • Darker areas on the map are regions where the percentage of people over 65 exceed the average • By 2030, there will be about 72.1 million older persons, more than twice their number in 2000 and will count for nearly 20% of the population. 28
  29. 29. Implications for the workforce Dramatic Shift in Age of Workforce – 2000 to 2010 Younger Workers Older Workers 25 - 44 45 - 65 29
  30. 30. Focus of the CMO  Move front and center in the realm of customer intelligence, and dig deeper to gain meaningful insights into aging consumer needs and behaviors.  Assess aging trends and demand implications in your marketplace and help leaders understand both the opportunities and challenges of these developments.  Define aging segments and growth opportunities, identify wants and needs, and drive niche strategies, services, and program development.  Help your organization understand that the new “senior” will demand more choices, be less tolerant of bad service and inconveniences, won’t necessarily follow doctor’s orders, believe that 70 is the new 50 . . . and expect to be treated accordingly. 30
  31. 31. Embrace change, then drive transformation 31
  32. 32. Questions. Comments. Discussion. Karen Corrigan Founder/CEO Corrigan Partners karen@corriganpartners.com P 757.288.2480 @karencorrigan blog @ karencorrigan.com

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