The document is the program for the 2007 SHSMD Annual Conference and Exhibits held in Washington D.C. from October 3-6, 2007. It features sessions on healthcare topics, networking events, and opportunities to connect with peers. Joe Flowers, founder of Imagine What If Inc., is scheduled to give the general session presentation on Thursday, October 4th about integrating physicians and healthcare organizations. The conference aims to provide healthcare executives opportunities to learn, network, and discuss strategic issues in the industry.

1. The Official Publication of the 2007 SHSMD Annual Conference
Annual Educational
Conference and Exhibits—
October 3-6, 2007
in Washington, D.C.
fedeX in the
Healthcare universe
c u s toMErs Who shIP PackagEs Won’t stand For a 1% Error r a t E
W
hy should those who enter a hospital for a proce- Joe Flower is a
healthcare futurist,
dure? Altfedex is a loose cooperative of truck drivers. some
speaker and founder
of the drivers are both courteous and efficient. But some of
of the education firm
them think that getting it there by 10:30 a.m. isn’t all that
Imagine What If Inc.
important. some refuse to carry anything over 50 pounds,
and others won’t take packages going to Massachusetts, because they didn’t study
Massachusetts in driver’s school. Lose 1 percent of the packages? Hey, that’s a 99 percent
success rate. not bad. they insist that there is no way to measure their performance—
they all have a right to a job, and they should all be paid the same as the fedex drivers.
Joe Flowers,
founder,
Who would you call? fedex or Altfedex? Would Altfedex serve the customer? Imagine What If Inc.
could such a business survive longer than a mayfly? sure it could, in a soviet-style
continued on page 4
Connections is brought to you in part through the generosity of Noblis and GLC Custom Publishing.

2. conne
Get
EvEnts n o t t o M Is s
Log on to the society website at
www.shsmd.org, e-mail us at shsmd@aha.
org or call us at 312.422.3888 for more
information about these exciting neW
events and complete meeting details!
New SHSMD Senior Executive
Symposium
You asked and we delivered, with a
RD-023_SHSMD_4.125x8.5 7/9/07 4:49 PM Page 1 specially designed meeting-within-a-
meeting dedicated to issues that impact
executive leadership. if you have 20 or
more years of healthcare experience,
Powering results through here’s your opportunity to engage with
your peers on everything from leadership
Customer Relationship Management to operations and more! (Limit 100
participants)
New Member and First-time
Strategic Attendee Reception
Marketing Tuesday, October 2
take advantage of this opportunity to
network with your colleagues and learn
more about the Annual conference. if
this is your first national conference or
you’re a new sHsMD member, this event is
especially for you!
Database
Speed Networking
Development
Wednesday, October 3
start out this year’s meeting with
an engaging, fast-paced networking
Communications Design Tool experience. By participating in the kickoff
and Digital Asset Library
networking session, you will meet five
individuals from the healthcare community
For more information, contact Guy Miller, guy.miller@reach3.com. who may have a long-lasting impact on
608.848.3476 www.reach3.com your career. Just a few minutes of your
connections The Official Publication of the 2007 SHSMD Annual Conference
2

3. cted reGiSter today! online at www. shsmd.org.
to request a complete brochure, call us at 312.422.3888
or e-mail us at shsmd@aha.org.
As individuals, we make dozens of connections every day: verbal
connections, intellectual connections, technological connections.
But when was the last time you felt truly connected to—involved
time can provide exponential benefits—
with, plugged into—a community of people with similar interests
don’t miss it.
and goals?
SHSMD Knowledge Community It’s a challenge we all encounter, and one we ignore at our peril.
Kickoff
NOW, SHSMD has the SOLUTION!
Wednesday, October 3
Get connected with a vibrant community of your peers at this
come to this orientation session and
year’s Annual Conference and Exhibits.
find out how sHsMD’s newest member
benefit, the knowledge community, gives
you ongoing opportunities to collaborate
and explore best practices and new ideas,
Don’t miss this event!
share knowledge, and discover solutions
to the challenges you face every day.
Inside SHSMD Breakfast
t a k e t I m e t o connect wIth your InDustry peers
Thursday, October 4
Join sHsMD President ruth colby and the
Being pressed for time is a chronic condition of your job as a healthcare executive. Maybe
sHsMD Board for breakfast, and discover
you think you can’t afford to spend three days out of the office. think again. At the sHsMD Annual
what’s new with the society. Hear
conference, you will:
firsthand how you can become more
involved in sHsMD.
1 Network with your peers and leaders from all segments of healthcare during interactive workshops and roundtables.
Potomac River Dinner Cruise
2 Learn from leaders in the field. Sixty-six concurrent sessions in eight interdisciplinary tracks give you
Networking Event
invaluable access to the most distinguished faculty in healthcare strategy today.
Thursday, October 4
3
the 2007 networking event offers you
Explore new and innovative solutions at the general sessions, with speakers and topics to intrigue, inspire, and
the opportunity to view our nation’s
entertain you.
most revered monuments, dine on first-
4
class cuisine, and dance to live music as
Delve into healthcare’s hottest topics at any one of the 12 optional workshops designed for in-depth learning.
you drift by awe-inspiring tributes to
5
Washington, Jefferson, and Lincoln. sign
Take an in-depth look at selected topics during the extended workshops on Saturday at no charge.
up today for the odyssey Potomac river
6
networking cruise. tickets are $85.
Exchange ideas online in e-mail discussions with many conference speakers before the conference.
Tell them in advance what you need to know!
if you want to confirm that your time will be well-spent, ask a colleague who has attended the
meeting for an objective evaluation. thousands of healthcare professionals across the country agree
that the sHsMD Annual conference is the best value for your educational dollar.
october 3-6, 2007 www.shsmd.org 3

4. continued from cover
fedeX in the
Healthcare universe
economy, or in healthcare. individuals. You do it with tight teams—medi-
cally integrated practice units, as Michael Porter
p r I c e , p r o D u c t , p e r f o r mance and elizabeth olmsted teisberg call them in
transparency is spreading across healthcare, moving gradually Redefining Health Care—who work together on the
from process, average price, and customer satisfaction measures, same diagnosis over long periods of time, hon-
to outcomes and actual prices—this is what we charge for ing their processes to continually increase their
this procedure, and this is how good we are at this procedure. quality and lower their costs.
Moving toward setting real prices and publishing real outcomes clearly this means that every hospital and
will in time mean moving toward selling complete packages— health network must think long and hard about how to tie its
an uncomplicated birth, a cholecystectomy from diagnosis to physicians more tightly to its own goals. in the end, this may
rehab, a complete knee replacement, a diabetes management well mean simply putting them on staff, at least in those areas
program—soup to nuts, with one price tag and one set of out- in which the institution is putting together medically integrated
come numbers. call it “price, product, performance.” packages and building real brand recognition—such as an eye
How do you compete clinic, a back program, or a cardiac unit.
on price, product, and
Flowers’ discussions of performance? not, clearly, transparency anD effIcIency
potential changes with a loose-legged con- Whatever the details of the mechanisms, it is clear that in a
in the healthcare
geries of practitioners who world in which healthcare providers actually compete to pro-
thought-provoking.
arena are do everything the way they vide the customer the best value, physicians and hospitals need
want to, the way they learned each other. Hospitals need doctors’ full involvement to set up
Ed Colloff, MD, Stanford Medical Center
years ago, the way that is practice units that can drive volume and quality while keeping
comfortable for them as down cost. Physicians need hospitals because the same practice
units can use their skills more efficiently,
earning them more money while keeping
n o t e V e rY A L i G n M e n t M o D e L Wo r k s quality high and the malpractice lawyer
triAL And error
from the door.
in the meantime, and short of a paycheck, a
Providers (both physicians and
number of major hospitals are trying a vari-
institutions) continue to resist real
ety of models to build physician alignment,
outcomes and price reporting through
including:
their influence on such organizations as
n contracts (at thedacare, for example)
the Joint commission on Accreditation
that require goals and results measure-
of Healthcare organizations and the
ment, using such tests as the sf-36 out-
national Quality forum. Yet, despite
comes survey, and that pay more for top
their demurs, there is nothing impos-
performance;
sible about such measurement. there is
n contracts (at intermountain Health care a whole field of study—risk manage-
and others) that pay top physicians for one ment—built on this problem of measur-
quarter of their time to help organize and
ing the hard to measure. And, once the
manage integrated practice units; and
industry starts to crack open, true trans-
n agreeMents (as at beth israel Deaconess) parency will spread rapidly.
that compensate referring physicians for As soon as Gargantua Memorial
their help in quality efforts and in manag- begins reporting actual prices and out-
ing practice units. comes for, say, brain transplants,
connections The Official Publication of the 2007 SHSMD Annual Conference
4

5. “They understood what they
were passionate about, what
they were best in the world
at, and what drove their
economic engine.”
Jim Collins on the
”Good to Great” organizations
learn More! come see
Joe flowers at the thursday,
All Angels, Megacorp Healthcare, and Golden Arches clinics october 4, general session
presentation. register online
are going to post theirs, and they are going to go to their state
today at www.shsmd.org
associations and legislatures demanding standardization and
or call 312.422.3888 for
standard audits of all such published information. more information.
As soon as health plans begin using ranked co-pays and
information to favor providers that cough up real outcomes
and real prices, providers will scurry to get in line.
As soon as some providers begin to demand that, say, the
Yellow pages made easy!
surgeons in their new full hip unit participate in a program of
posting price and outcomes, competing surgeons and programs
across town (and across the country) will be eager to show that
their numbers are better—domino quality reporting.
measura B l e v a l u e
Healthcare desperately needs to graduate from its “the
customer is always wrong” era into one in which real value
Your authorized SHSMD partner
to the customer—provable, measurable, publicly reported
value—comes before anything else. And to do that, it needs
tight integration between physicians and the organizations in
which they work.
People [what people? People who defend the status quo?]
say that “this is medicine” and that it is somehow too precious
to submit to such careful, organized, public scrutiny. But for
some reason, our customers are failing to buy any logic that
attempts to explain why the business that deals in the lives,
deaths, and suffering of ourselves and our loved ones should
have lower quality and less accountability to its customers than
toyota, Marriott, or fedex.
East Coast Midwest West Coast
Dawn Sanderson Steve Judkins Scott Solter
888-214-1343 877-775-2600 800-728-5121
october 3-6, 2007 www.shsmd.org
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5

6. StrateGic PlanninG 101
noblis
Perspective?
By Susanna Krentz, Senior Principal
at Noblis Healthcare
t E n n E c E s s ary Pr I ncIP l Es
a
4 f rame the future
systematic strategic planning process which
provides a forum for informed strategic debate strategic planning is about the organization’s future market
among hospital or health system leadership is position. An internal and external assessment primarily presents
critical for success in an environment where a historical/current picture. it is incredibly valuable to spend
there is little margin for error. noblis’ approach time in a planning process to articulate what the organization’s
to strategic planning incorporates the ten principles described assumptions are about the future: demographics, physicians,
below—learned through experience with numerous healthcare competitors, payment, and demand.
organizations.
5 Determ I ne the hypotheses
1 Inv o l v e t h e r I g h t p e o p l e At this point, the organization can meaningfully consider
to be effective, the strategic planning process must involve alternatives to address its critical issues. then, with thoughtful
organizational leadership—management, Board, and medical analysis and deliberation, sound strategic choices and decisions
staff. involvement can take a variety of roles: from participating can be made on future direction and priorities.
on a strategic planning committee to providing input via inter-
views, surveys, or discussion groups.
2 Dev o t e t h e n e c e s s a r y tIm e
Meaningful strategic planning cannot be accomplished in a
weekend retreat. A comprehensive plan usually requires five to
six months to thoroughly address critical issues and financial
implications.
3 ID e n tI f y t h e Is s u e s s It u a tI o n s
A key first step is to identify the organization’s
critical strategic issues (versus operational challenges),
as well as the information necessary to effectively
understand these issues. thorough internal and
market assessments help frame issues, including
service area demographics, competitor profiles,
market share analyses, medical staff assessment,
consumer/patient surveys, utilization trends,
and quality position.
connections The Official Publication of the 2007 SHSMD Annual Conference
6

7. for implementation are only dreams. At the same time, imple-
6 know thyself
menting the strategic plan should result in an improved posi-
A critical part of the strategic planning process is acknowl- tion for the organization, which can be tested with a dynamic
edging the organization’s strategic intent and risk tolerance. At financial plan.
one end of the spectrum are “market enactors” who seek to
9 commun Icate the plan
create fundamental changes. in the middle are “market adap-
tors” who look for effective ways to create competitive advan- Leaders need to explain the plan to all stakeholders, provid-
tage. At the other end of the spectrum are “market survivors,” ing the level of detail that is appropriate or needed by each
whose focus is to optimize current performance. audience. this includes internal as well as external constituen-
cies.
7 translate the plan Into actIon
10 mon I tor, make a Djustments
the final plan, and any planning support documentation,
should present complex information in a way that is under- strategic plans are not set in stone. they are dynamic in
standable by all planning participants. once the “plan” is fin- nature and should be re-visited at least semi-annually. strategic
ished, the hard work begins. specifically operationalizing strate- metrics should be employed by the Board to monitor progress
gies in a tactical plan that identifies who will be responsible towards the organization’s vision and strategic goals.
for doing what, as well as the specific timeframes, required
resources, and expected results. Because the future is unknown, organizations must take
prudent, disciplined steps to ensure their long-term success.
8 co n n e c t t h e p l a n s t o g e t h e r Use the battle-tested principles that noblis has developed over
the strategic plan should be reflected in the organization’s many years as you develop your organization’s strategic plan.
multi-year financial plan. strategies that aren’t given resources
october 3-6, 2007 www.shsmd.org 7

8. Lightning
has struck!
EchoAccess™ is
healthcare’s first and
only fully browser-based
contact center solution
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Access Center
...Put the power of the nation’s leading University of Mississippi
hospital advertising agency to work for you.
To learn more, call Kate Harken at 708.246.7700 or visit
our booth at the SHSMD Annual Conference in October.
www.healthlinesystems.com
www.spmadvertising.com
connections The Official Publication of the 2007 SHSMD Annual Conference
8

9. the riSe of PhySician
“Super the p hysI cI an p ract Ice Bus Iness
m o Del I s chang I ng
As advances in science and technology have changed the
way in which healthcare is delivered, these market forces
Groups”
have also fundamentally changed the historic business
approach to medicine for physicians in many markets across
the country.
MArket forces
consider the
n
Migration of services from the
inpatient to outpatient
By Trent Green, Director at Navigant Consulting and
Alexis Seeder Levy, Associate Director at Navigant Consulting setting
n
Decline in professional fees
t h E Ir IM P a c t on th E hEalthcar E Industry driving physicians to seek income
P
from other sources (mainly
technical/facility revenue)
hysicians are developing new ways to
organize their practices and are no lon- n
increase in private capital
ger dependent on the hospital to create a Dollars available to healthcare,
workshop for them to practice medicine. enabling physicians to invest in
equipment and facilities to access
While these “super Groups” present a threat to
these fees
the traditional hospital business model, they also represent
an opportunity for hospitals to explore deeper partnerships
n
absence of regulatory
with physicians. in the best case scenario, rather than crafting restrictions (e.g. con) in some
a reactive response to a “super Group” threat, hospitals should markets
proactively seek out physicians that have the greatest impact on
n
eliMination ofMoratoriuM
hospital volume and financial viability and engage in dialogue
on specialty hospital formation
with these physicians on partnership opportunities.
n to maintain a controlla-
Desire
ble lifestyle (which often does
not include eD call coverage)
n
increase in sub-specialization
continued on page 10
Hospitals should
proactively seek
out physicians to
explore partnership
opportunities.
october 3-6, 2007 www.shsmd.org 9

10. next stePs
the
continued from page 9
s olut Io n s to m a r k e t f o r c e s
in response to these market forces, many physician groups
Market “SuPer GrouP”
force Solution have begun a shift from single or small group practice to form
“super Groups” as they begin to appreciate the benefits of
outpatient shift invest in technology and facilities scale to address these forces.
to capture newly available
outpatient capabilities in the
t h e h o s pItal BusIness m o Del u n Der sIege
physician office (or owned) facility
for physicians, the advantages of remaining aligned with
Decline in use group size as leverage for the hospital no longer outweigh the potential opportunities
professional fees better rates from managed care available elsewhere, given the above market forces. As a result,
these new market forces threaten to (or are already serving
pool resources and achieve access
to) “disaggregate” care by fragmenting the patient care expe-
to capital to invest in technology
and facilities to access new rience to multiple sites in the market (e.g., one location for
revenue streams imaging, one location for heart procedures, one location for
spine procedures, etc.).
increase in new access to funding for facilities
in nearly every instance, if a hospital service is at risk for
private capital and technology that may not have
disaggregation, it can be assumed that it will have a negative
been previously available
financial impact on the hospital. Physicians are seeking ways
absence of market investment in physician owned to supplement their income and will only target services that
regulation/ facilities (both specialty and accomplish this goal. As a result, hospitals are left to carry the
elimination of general acute)
burden of uncompensated care or poor payor mix.
moratorium
While clearly bad from a profitability standpoint for hos-
pitals, there are also arguments that the disaggregation of care
controllable share call coverage burden across
lifestyle a larger group can have a negative impact on patient care. As the population
ages and individuals have more co-morbidities that require
use group size as leverage to
specialty consults, inpatient care will require the availability of
negotiate call coverage subsidies
a full complement of medical and surgical specialty services.
from the hospital
For hospitals and health systems
that are facing competition from
sub- Develop critical mass within a w h a t c an hosp Itals Do?
physician Super Groups, the first
specialization practice and use as a market Hospitals’ range of strategic responses to super Groups
differentiator step is to size the magnitude
generally falls into one of three categories.
of the threat and evaluate the
impact of disaggregation on a
s trategIc re s p o n s e s
specialty-by-specialty basis.
“full “Join/ “coMPete/
or “Shrink”
inteGration” Partner” break-uP”
faculty practice plan Joint venture new conflict of interest cede profitable outpatient
facilities policy (and inpatient) services to
face the least
clinic club
physicians
Management select employment desirable (and
agreements of specialists focus on core hospital services
least financially (ob, cancer surgery, trauma,
viable option)…
syndication of leverage primary emergency services, general
existing facilities care base learn More by
Medicine)
attendinG! come
Managed care lobby the state for increased see The Rise of Physician
“Super Groups” and
“safety net” funding
What Hospitals Can Do to
Address Them session at
sHsMD’s annual conference
1 2 3 friday, october 5.
connections The Official Publication of the 2007 SHSMD Annual Conference
10

11. READY FOR NEW BLOOD?
Get a brand transfusion
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© 2007 Red Lizard Creative
from the Lizards.
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we can revitalize your hospital brand,
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capture market share.
The Lizards embrace change. We are
experts in the study of why and how
people change their minds about the
brands and/or services they buy.
Ready to inject some change?
Visit the Lizard Lounge at
SHSMD, Booth 610.
E: komodo@redlizardcreative.com
W: www.redlizardcreative.com
T: 858-453-3761
Here’s one session you can’t afford to miss!
are you ready for the boomer boom?
Thursday, October 4th, 3:45—5:15 p.m.
step 1: unDerstanD tHe pHysician lanDscape
n many physician groups exist for each specialty?
How boomers...they’re more involved in their health than any generation in
history, and they’re about to enter their peak spending years. How do you reach
n is the size and complement (e.g., level of sub-specialization
What
and persuade them? Join us as we turn the spotlight on boomers’ messaging
or existence of multiple specialties) within each group?
and media preferences. Gain insider marketing knowledge from recent focus
n do these groups have medical staff privileges (both within the
Where
groups with boomers. Discover proven tactics and strategies from StayWell
system and at competing hospitals)?
Custom Communications and our client partner, Sutter Health System, to build
positive, long-term bonds with this vital segment and drive boomers to you.
step 2: unDerstanD tHe iMpact tHat tHese pHysicians Have on tHe
Hospital Results guaranteed.
n is the volume impact (inpatient and outpatient)?
What
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n is the financial impact (inpatient and outpatient)?
What “Boomer Boom,” and enter for a chance to win FRESH FLOWERS
delivered monthly for a year!
n are the current costs expended in maintaining a working rela-
What
tionship with these physicians (call coverage subsidies, management
contracts, etc.)?
r:
step 3: seek qualitative input froM pHysicians to unDerstanD ffe er
e O oom
tHeir key practice issues anD groWtH aspirations c
800.543.8854 / www.staywellcustom.com
en b
er or
nf ng f ns!
With this detailed background, hospitals can begin to
Co ici tio
ial ra
evaluate which one of the above options is the best
ec red p blic
Sp fer pu
strategic fit with the organization. It is also important to
e
pr
recognize that there is no “one-size-fits-all approach.”
october 3-6, 2007 www.shsmd.org 11

12. creativity
a PhiloSoPhical PoSition on
Marketing
in
By Dan Greenberger, Chief Innovation
Officer at GreenHouse Communications
t h E I r I M P a ct on thE hEalthcarE Industry
I
confess, for nearly 30 years I was a “Creative” in unDerstanDIng anD emBracIng creatIvIty
ad agency “Creative Departments.” As writers and the first step to engaging creativity within your “creative
art directors, i assumed we were the only people on the department” is to define it. i define creativity as the ability to stay
marketing team who could think creatively. it sounds silly out of the way of your originality and imagination. creativity flows once
to me now, yet many agencies still operate that way. Until you stop letting your habits, rules, and traditions inhibit new
recently, even i unwittingly referred to agency writers and thinking. Without that significant mind-shift, you’ll continue to
art directors as the “creative Department.” But what about get the same answers to the same questions.
designers, the interactive group, and public relations special-
ists? in fact, with the rapid changes to life as we know it,
the power of posItIve feeDBack
research and media planning require more creativity than ever
once you let go of all your preconceived notions, it’s like
before. everyday, client service professionals have to employ
listening with a fresh set of ears. the tool to help you do this is
every ounce of their creativity to help clients get more for less.
called positive feedback, and it starts with a simple response to
any idea you hear: What I like about your idea is (insert something you
t h e w o r l D ’ s l a r g e s t c r eatIve
genuinely like about it). then after i say what i like about an idea, i
Department
voice my concerns by asking questions like, So how might we over-
As clients, you should put every person at your agency on
come (insert concern here)?
notice that you expect everyone to be part of your “creative
Positive feedback isn’t about being nice, or blindly following
department.” Your team should also consider itself part of the
a process. it’s about better solutions, effecting change, and nur-
creative department, along with your doctors, nurses, patients,
turing creativity. it’s also about building loyalty to one another.
and families. frankly, you should be boasting the largest creative
Why does positive feedback build loyalty as well as good
department ever assembled working on your account. A good
ideas? When you tell someone what you like about an idea,
idea can come from anywhere.
connections The Official Publication of the 2007 SHSMD Annual Conference
12

13. NEW THINKING
the MAniFesto For
n big; dream big n playful and have fun—look for the good
think be
ideas that come from “joking around”
n sure you’re addressing the right questions
Make
n to things totally unrelated for answers
look
n start debating the merit of any one idea
Don’t
n diversity of experience, opinion,
until you’ve generated a lot of ideas seek
and thought—even from those with little
n
challenge your assumptions knowledge of your subject matter
n for incubation time
allow n
evaluate with your head, your heart,
and your gut
you’re really saying i respect you enough to know there is some n dismiss any idea too soon; first examine what
Don’t
value in how you think. And lo and behold, there always is you like about it and how you might improve it n
support your colleagues; value and
something of value—my faith in my colleague is always rein- acknowledge all contributions
n like a kid (be curious, be naïve)
think
forced.
When using positive feedback, ideas become communal.
someone starts it and others build on it. everyone owns it. if
learn More by
the idea is not chosen, it isn’t a personal affront, but rather a attendinG! come
team decision. And ideas that are chosen belong to everyone. see the What’s Keeping
You Up at Night? Get
it’s called buy-in and feedback.
Creative about Problem
As a final offering, i give you the “Manifesto for new
Solving session at sHsMD’s
thinking.” cut it out and hang it on your wall. see if your ideas annual conference friday,
won’t become more creative and your job more fun. october 5.
october 3-6, 2007 www.shsmd.org 13

14. Increase
Volume and revenue
By Tina Gilson, Marketing Specialist at Providence Everett Medical Center and
Kellie Spellman, Strategic Marketing Manager at CMP Marketing Group, Inc.
usIng Mult I -sErvI cE l InE
Mark EtIng
M ulti-service line marketing
is a non-traditional way to reach
patients and non-patients when
paired with an innovative Customer
Relationship Management (CRM)
solution. When multiple service lines are marketed as one initia-
tive, it allows an organization to capitalize on marketing dollars.
it also offers a cost-effective way to cross-sell and grow overall
service volume and revenue.
A multi-service line campaign sends one mailing that pro-
motes the services and offerings for more than one service line.
two types of multi-service line campaigns are typically used.
the first tactic involves sending messages to those most at risk
for certain diseases. identifying those with high propensity
and/or diagnoses for specific diseases is the most common
type of multi-service line campaign. Using advanced predic-
tive modeling, for example, you can identify the top 25% of
patients and top 10% of non-patients who are most likely to
need or use particular service offerings. identifying certain past
diagnoses, that may be disease precursors for specific service
lines, is another effective approach. the second type of cam-
Don’t Miss these Opportunities to Meet with Thomson Healthcare at SHSMD!
Visit the
Relaxation Station™,
Join us for the Thomson Healthcare Sunrise Breakfast, Friday, October 5, 7:30 a.m.– 8:30 a.m.
sponsored by
Thomson Healthcare,
to re-energize your
quot;Assessing Community Need and Reporting Community Benefitquot; mind and body
Medstat Solucient are part of Thomson Healthcare.
© 2007 Thomson Healthcare
All rights reserved.
connections The Official Publication of the 2007 SHSMD Annual Conference
14

15. M U Lt i - s e rV i c e L i n e c A M PA i G n
BeneFits oF A
there are several benefits to conducting
a multi-service line campaign. promoting
high dollar services to target key patients
throughout the hospital’s service area
enables an organization to:
n anD Maintain customer loyalty
builD
n anD Measure the results of
track
lifetime communications with customers
n custoMers acHieve better health
Help
and wellness
n
reDuce costs anD increase
effectiveness of marketing dollars by
identifying needs and providing the
correct services
n
preDict customer behavior (modeling)
n
Measure anD prove campaign roi
n service-line managers Happy
keep
paign involves trigger marketing, wherein a message is sent attend thiS SeMinar!
When multiple service lines are
learn more by attending the
to someone after an event or encounter, such as an eD visit
Using Multi-Service Line
or a diabetes diagnosis. cross-selling opportunities emerge
marketed as one initiative, it
Marketing to Increase
from one service line to another, depending on recent Volume and Revenue session
allows an organization to capitalize
encounters or diagnoses. at sHsMD’s annual conference
friday, october 5.
on marketing dollars.
CPM Marketing Group, Inc.
Your CRM Connection at SHSMD’s Annual Conference Exhibits
‑ Join us at our Cyber Cafés to enjoy complimentary Internet access
‑ Stop by our booth and talk with a CRM expert
‑ Attend one of our sessions featuring innovative CPM solutions
Friday, October 5, 3:30 ‑5:00 p.m.
‑ Using Multi‑Service‑Line Marketing to Increase Volume and Revenue
‑ Healthcare Loyalty Index: Perceptive Outcomes Revealed
Intelligent Healthcare Marketing
www.cpm.com
Intelligent Healthcare Marketing
october 3-6,2007 www.shsmd.org 15

16. The Official Publication of the 2007 SHSMD Annual Conference
Annual Educational Conference and Exhibits—
October 3-6, 2007 in Washington, D.C.
1 fedex in the Health-
PRSRT. STD.
care Universe
U.S. POSTAGE
PAID
GENERAL LEARNING
6
COMMUNICATIONS
strategic Planning 101—
noblis Perspective?
9 the rise of Physician
super Groups
12 creativity in
Marketing
14 increase Volume
and revenue
1/2 page
fractional
45p6 x 27p10
(7.58” x 4.5”)