Marketing to Physicians vs. Consumers - SHSMD 2010


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Presentation at national SHSMD Conference in Chicago, 2010. Jeff Segall and Marcus Gordon discuss the roles on their organizations in marketing to consumers versus physicians with examples of integrated marketing campaigns.

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  • Intro -I got them into this – they’re not letting me off the hook too easily Where this all began… We’ve heard “consumer, consumer, consumer” for a very long time. Major shift for HC. We haven’t been marketing all that long in any case. (anecdote: UIHC marketing for the first time) We’ve seen a sea change in the works over the past year or so and it appears to be gaining steam – Healthcare organizations shuffling resources – growing physician relations presence (in some cases at the expense of consumer marketing) “ Huh? That’s interesting” So we pitched this idea to SHSMD and apparently they agreed! We have here an interesting panel – not assembled b/c they’re national experts on physician referral at some organization that’s so large or unique that you can’t actually take anything that they’re doing home with you. Incredibly smart, talented guys “ Real” organizations…not huge…dealing with some real problems and challenges Knee-deep in this physician marketing vs. Consumer marketing: Which brings more patients in the door? SESSION NUMBER T21 SESSION LEVEL I William Applegate Managing Director, Marketing and Public Relations Southern Regional Health System Riverdale, GA Jeff Segall Vice President, Public Affairs and Marketing Tri-City Medical Center Oceanside, CA A decade ago, the consensus was that patients don’t pick hospitals; they follow their doctors’ recommendation. In recent years we’ve witnessed the growth of consumerism and watched as hospital marketing to consumers became more prominent. Lately, we’re starting to see some organizations reevaluate the importance of marketing to physicians; in fact; many hospitals are reorganizing departments and reallocating resources to focus more on physicians. Which raises the question: Which really brings more patients through the door? beyond tHriVe: putting the Weight of integrated Communications behind Kaiser permanente’s popular Ad Campaign SESSION NUMBER T22 SESSION LEVEL I Diane Gage Lofgren Senior Vice President, Brand Strategy, Communications and Public Relations Kaiser Permanente Oakland, CA Everyone can name a favorite advertising campaign. Whether it’s the milk mustache of the “Got Milk?” campaign or the power to “Just Do It” with Nike, effective advertising is the embodiment of what we want to present about our organization, its values, and its unique offerings. Hear about Kaiser Permanente’s THRIVE campaign, which broke through the clutter of typical healthcare advertising to get at the heart of people’s ideas about health and wellness.
  • Consumers and patients Physician relations/physician sales/business development
  • I’m going to begin with some background to frame this thing out Should go without saying – but we make money for providing services…only the docs provide the services There’s been some real friction in the relationships between hospitals and docs for a while here
  • Faced with diminishing reimbursements and, in many cases, hospital administrations that were trying to tell them how to practice medicine instead of engaging them as partners, they’ve started doing more and more outside of the hospital.
  • More likely to be female, too Physician shortage on the horizon – age plus health reform Particularly Primary Care
  • Particularly primary care More services & capturing more dollars (procedure in office, opening competing facilities)
  • (broadly, not just the bill from earlier in the year) *** 67% of hospitals believe that at least half of their income with be derived from “at risk” payments, such as bundled payments for episodes of illness, pmpm capitation or other form of global payment
  • Those with the financial wherewithal will acquire group practices. That comes with a certain degree of baggage and isn’t as simple as it sounds. All hospitals/health systems are going to need to define a new working relationship with at least some of their physicians. <<transition to Bill or Jeff>>
  • Size, geography, market served, Demographic shifts in the market served Positioning change to become a regional referral center   Established in 1971, originally Clayton General Hospital Not-for-profit, community based healthcare provider Began growing into a health system in the early 1990s Southern Regional Medical Center is a 331-bed, full-service hospital in Riverdale State-of-the-art outpatient surgery center, one of the busiest ERs in GA Comprehensive testing and treatment for cardiovascular disease Recently received advanced stroke certification from the Joint Commission Long Term Acute Care Hospital (LTACH) with 30 beds Spivey Station: a brand new facility, medical office building, digital imaging center and a breast health specialty center Women's Life Center: a 107,530 square foot, three-level facility, complete obstetrical, gynecological, diagnostic and educational services Georgia Orthopedic Institute: progressive total joint replacement program specializing in minimally invasive spine and orthopedic procedures Recent (current?) open heart application strengthened bond with community, but was turned down by state 331 licensed beds; 573 physicians; 2,139 employees, 79,559 ER visits; 221 average inpatient census
  • Own only a handful of physicians - connecting with outside physicians groups to have them bring their business to SRHS Alt model: Peidmont - owns a large physician group. So the goal is to market those Physicians so that patients use them and get to the hospital through that channel. Example: promote docs Stark compliant campaign Positioned as an expert, not promoted directed
  • Marketing to Physicians vs. Consumers - SHSMD 2010

    1. 1. Physician marketing vs. Consumer marketing Which brings more patients in the door? Ben Dillon eHealth Evanagelist and Co-Owner Geonetric Marcus Gordon Director, Marketing and Public Relations Atlanta Medical Center Jeff Segall Vice President, Public Affairs and Marketing Tri-City Medical Center
    2. 2. Agenda <ul><li>The Role of Physicians </li></ul><ul><li>Economics and Healthcare Reform </li></ul><ul><li>Southern Regional Health System </li></ul><ul><li>Tri-City Medical Center </li></ul><ul><li>Strategies for the future </li></ul>
    3. 3. Just how important are physicians?
    4. 4. Complex relationships
    5. 5. What’s changing?
    6. 6. Demographic and Quality of life changes <ul><li>More than a third of physicians are over age 55 – many planning to retire as soon as financially viable </li></ul><ul><li>Younger physicians are more likely to: </li></ul><ul><ul><li>Be part of a medical group </li></ul></ul><ul><ul><li>Operate either an entirely office-based or entirely hospital-based practice </li></ul></ul><ul><ul><li>Value flexibility, normal working hours, less on-call time </li></ul></ul>
    7. 7. Economics of care are tough <ul><li>And they’re only getting tougher </li></ul><ul><li>Reimbursement essentially flat </li></ul><ul><li>Costs are not… </li></ul><ul><li>Seeing more patients for less time and delivering more services </li></ul>
    8. 8. Health reform <ul><li>Quality mandates </li></ul><ul><li>Technology mandates (ARRA/Meaningful Use) </li></ul><ul><li>Accountable care organizations (ACO)/ Other bundled payments </li></ul><ul><li>Patient-Centered Medical Home </li></ul><ul><li>Puts primary care back in the driver’s seat </li></ul>
    9. 9. End result <ul><li>Due to: </li></ul><ul><ul><li>Demographics </li></ul></ul><ul><ul><li>Economics </li></ul></ul><ul><ul><li>Payment bundling </li></ul></ul><ul><ul><li>At-risk payments/accountability </li></ul></ul><ul><li>Leads to the need for tighter working relationships between hospitals and physicians. </li></ul>
    10. 10. Southern Regional Health System (SRHS) <ul><li>Riverdale, GA (Atlanta Metro Area) </li></ul>
    11. 11. Disclaimer <ul><li>I am currently Director of Marketing and Public Relations at Atlanta Medical Center, and the topics discussed here today are relative to my former employer, Southern Regional Medical Center. The opinions expressed today are those of Marcus Gordon. </li></ul>
    12. 12. About SRHS <ul><li>Est. 1971 </li></ul><ul><li>331 licensed beds </li></ul><ul><li>573 physicians </li></ul><ul><li>2,139 employees </li></ul><ul><li>79,559 ER visits </li></ul><ul><li>221 average inpatient census </li></ul>
    13. 13. Quick Facts <ul><li>Originally Clayton General Hospital (Clayton County, Georgia), was rebranded as Southern Regional Health System in the 1990’s. </li></ul><ul><li>Consists of a 331 bed hospital and new, state-of-the-art outpatient surgery center </li></ul><ul><li>3 rd highest amount of indigent care provided in GA </li></ul><ul><li>Very high level of quality care with an emphasis on the following service lines: </li></ul><ul><ul><li>Heart & Vascular </li></ul></ul><ul><ul><li>Women’s Services </li></ul></ul><ul><ul><li>Surgical Services (including minimally invasive treatment options) </li></ul></ul>
    14. 14. Competitive Landscape <ul><li>Southern Regional serves a highly evolving 5 county region with nearly 540,000 citizens </li></ul><ul><li>Competes directly against two hospitals within 12 miles and indirectly against a globally recognized research medical research center and saturated hospital market with several mid-size institutions within a 50 mile radius </li></ul>
    15. 15. Organizational Structure (as of August 2010) <ul><li>Managing Director of Marketing & Public Relations reports directly to CEO </li></ul><ul><li>Strategic Marketing Manager supports Managing Director </li></ul><ul><li>Physician Business Development department consists of two mid-level FTE’s </li></ul><ul><li>Recent dissolution of both “Planning” and “Physician Business Development” departments – all functions are now rolled into COO </li></ul>
    16. 16. Current Environment <ul><li>Lack of cohesive Sales and Marketing Channel </li></ul><ul><li>Lack of integration between Medical Staff Office and “Physician Liasons” </li></ul><ul><li>Lack of strategic planning objectives which dictate development goals and metrics </li></ul>
    17. 17. Physician Channels <ul><li>Employ nearly 10 physicians – all specialists (such as Neurologist, Bariatric Surgeon, Spine Surgeon) </li></ul><ul><li>536 physicians on staff with privileges at hospital </li></ul><ul><li>Primary business comes from referring physicians throughout PSA (both PCP’s and Specialists) </li></ul>
    18. 18. Channels of Referrals <ul><li>Traditionally, service area Primary Care Physicians (PCP’s) refer business (special treatment assessments, diagnostics, and procedures) to specialists </li></ul><ul><li>Specialists use a hospital to perform procedures and perform diagnostic tests </li></ul><ul><li>Southern Regional works mostly within this model of business </li></ul>
    19. 19. What This Means <ul><li>Hospital’s primary source of revenue comes from PCP’s who refer business to specialists, who in turn, perform procedures and diagnostics at hospital </li></ul><ul><li>The ecosystem of referrals relies on channels of influence dictated by physicians (and NOT consumers) </li></ul><ul><li>How do we get patients to use our services?? </li></ul>
    20. 20. Challenges <ul><li>Many specialists are “splitters” in the market </li></ul><ul><li>No consistency relative to communicating to PCP’s </li></ul><ul><li>Lack of brand awareness, services, and capabilities amidst the general perception that hospital does not actually provide the quality of care that the Quality indicators represent </li></ul>
    21. 21. So, What To do? <ul><li>Develop a marketing and communication program that presents the capabilities of health system to multiple audiences </li></ul><ul><li>Execute traditional and non-traditional marketing strategies which will maximize budget resources while also position SRHS as an innovator in the market </li></ul>
    22. 22. Goals and Objectives <ul><li>Identify execution elements that are unique to the market - will breakthrough the clutter </li></ul><ul><li>Use physicians as part of the system of delivery </li></ul><ul><li>Implore technology as a cornerstone of the campaign (continuing SRHS’s proposition as a market leader in consumer based technology resources) </li></ul><ul><li>All activities must be measureable with a ROI component attached </li></ul>
    23. 23. Program Elements <ul><li>“ Healthbreak” – Television and web based production featuring key physicians discussing medical conditions that are relevant to market and cared for at SRHS </li></ul><ul><li>Mobile specific web platform which enables patients to easily access information “on the go” </li></ul>
    24. 24. Healthbreak <ul><li>Highly cost efficient production of videos (90 seconds) which position physicians as medical experts on a variety of specialties </li></ul><ul><li>STARK compliant program with all call-to-actions leading to call center </li></ul><ul><li>Format is both TV and web friendly </li></ul><ul><li>* Healthbreak was produced by MBC Associates in Nashville, TN </li></ul>
    25. 25. Healthbreak – for physicians <ul><li>Marketing team, along with Medical Staff, Senior Executives, and Planning, developed a target list of physicians based on a set of criteria </li></ul><ul><li>To be fully STARK compliant, all credentialed physicians were given the opportunity to respond to an inquiry to be a part of the program </li></ul><ul><li>Facilitates affiliate based physicians to gain visibility in the market for their practice – while gaining “goodwill” points versus SRHS competitors </li></ul>
    26. 26. Healthbreak – for consumers <ul><li>Major TV and web campaign which stimulates brand awareness in metro market </li></ul><ul><li>Let general consumer audience know “I didn’t know SRHS did that” and “I just saw my physician on TV!” </li></ul><ul><li>Plethora of medical topics (nearly 47 separate medical conditions) covered with a broad and targeted audience in mind </li></ul>
    27. 27. Media <ul><li>TV spots were 90 seconds and ran on Atlanta’s highest rated evening newscast during a set time each week – appearing as if “part” of the newscast itself </li></ul><ul><li>TV spots also ran on local Comcast network within targeted PSA for a higher penetration/frequency to support network buy </li></ul><ul><li>Each video was subsequently rolled out on SRHS website, YouTube channel, and Facebook page </li></ul>
    28. 30. Call to Action <ul><li>All calls to action from campaign were geared toward driving consumers to call center </li></ul><ul><li>Call center received consumer input and provided referrals based on a set of STARK compliant criteria </li></ul><ul><li>Once patient received referral, the onus was on them to contact physician (lose control of consumer at this point) </li></ul>
    29. 31. Results <ul><li>Via call center tracking and additional analytics, results were measured across several categories </li></ul><ul><li>On a year over year comparison, total referrals were up 40% and referrals for physicians who were featured in campaign were up nearly 68% </li></ul><ul><li>Revenue directly attributable (based on 36 month DRG patient discharge look back) to marketing stimulus was nearly 25% above cost </li></ul>
    30. 33. Some key attributes of incorporating physicians within hospital marketing include: <ul><li>Physician to physician networking (talking to each other about being on “TV”) – facilitating communication between primary care physicians and specialists which in turn leads to a better continuum of care </li></ul><ul><li>Positioning physicians as medical experts relative to unique service offerings </li></ul>
    31. 34. Some key attributes of incorporating physicians within hospital marketing include: <ul><li>Increased awareness about breadth of services at hospital (such as midwifery program and heartburn treatment center) </li></ul><ul><li>Increased visibility of individual physicians and their practices across Atlanta </li></ul><ul><li>Increased referrals to specialists </li></ul><ul><li>Boosted morale within hospital </li></ul>
    32. 37. Mobile, Consumers, and Physicians <ul><li>How are people communicating today? </li></ul><ul><li>“ My target market doesn’t really use mobile” </li></ul><ul><li>“ Most of my physicians are older and don’t embrace mobile technology” . . . </li></ul><ul><li>Oh yeah?! </li></ul>
    33. 38. <ul><li>The use of non-voice data applications on cell phones has grown dramatically over the last year. Compared with a similar point in 2009, cell phone owners are now more likely to use their mobile phones to: </li></ul><ul><li>Take pictures—76% now do this, up from 66% in April 2009 </li></ul><ul><li>Send or receive text messages—72% vs. 65% </li></ul><ul><li>Access the internet—38% vs. 25% </li></ul><ul><li>Play games—34% vs. 27% </li></ul><ul><li>Send or receive email—34% vs. 25% </li></ul><ul><li>Record a video—34% vs. 19% </li></ul><ul><li>Play music—33% vs. 21% </li></ul><ul><li>Send or receive instant messages—30% vs. 20% </li></ul><ul><li>Pew Internet Research, July 10, 2010 </li></ul>
    34. 39. Mobile for consumers <ul><li>Access information on the go </li></ul><ul><li>Find a physician in a hurry </li></ul><ul><li>Sustainable marketing messages delivered directly to someone’s fingertips </li></ul>
    35. 40. Mobile for physicians <ul><li>Access data on the go </li></ul><ul><li>Communicate with patient care team </li></ul><ul><li>Explosion of mobile/tablet based applications that enhance patient/physician experience </li></ul>
    36. 42. Launch of a mobile platform <ul><li>Mobile platforms (iPhone, Blackberry, Android, iPad, etc.) now account for 5% of total site visitor traffic </li></ul><ul><li>Physicians now refer patients to SRHS mobile site to access information quickly </li></ul><ul><li>Physician satisfier and consumer based differentiator – the only organization in local market with mobile specific site </li></ul>
    37. 43. Thoughts on the Future
    38. 44. Q&A For current presentation, please email: [email_address]