The document describes how Baystate Health redesigned its cancer care program through a partnership between marketing and physicians to improve the patient experience, which led to increased patient satisfaction, physician referrals, and program volumes. Key steps included engaging patients and staff in the design process, aligning marketing and operations around a brand focused on expertise and relationships, and transforming the culture to deliver on promises to patients.
How Aesthetic Surgeons Can Capitalize on Neglected Sources of Competitive Adv...UnityThoughtLeadership
A few neglected sources of competitive advantage represent significant opportunities for practitioners willing to pioneer new ways to achieve differentiation in an increasingly competitive marketplace.
Increase Patient Satisfaction and Physician Productivityrweymier
The document discusses how increasing patient access and continuity can improve patient satisfaction and physician productivity. It emphasizes that practices should focus on improving access by having availability to meet patient demand and see the provider of choice. Providing access and continuity eliminates issues like cancellations and no-shows while making demand more predictable.
This document discusses frameworks for healthcare providers to evaluate direct-to-consumer (DTC) and consumer-directed (CD) genetic testing products. It outlines categories and objectives for assessment, including evaluating the company profile, leadership, investments, legal/regulatory factors, media coverage, marketing, core competencies, product details, customer service, data sharing models, reports, support services, competition, research activities, clinical validity, physician interaction, quality controls, and partnership models. The goal is to help providers determine whether to actively participate in DTC/CD products, develop their own offerings, or avoid engagement with these trends.
The Medical City Emergency Department aims to target affluent patients in Pasig City and surrounding areas who need immediate medical care. It will position itself as providing the highest quality care and fastest service while treating patients as partners through clear communication and education. The marketing plan involves defining the target market, understanding customers' needs, analyzing competitors, setting prices competitively, promoting through various channels, and having a unique strategy of prioritizing patient partnership to deliver excellent emergency care.
SERVICES MARKETING BEHAVIOURAL CONSEQUENCES AND PATIENTS’ SATISFACTION TOWARD...IAEME Publication
Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus of its development has come from the maturing of services marketing, with the emphasis on quality, increased recognition of potential benefits for the firm, the customer, and technological advances. Relationship marketing works to attract maintain and enhance client/customer relationship in healthcare provider. Despite the widespread concern in health care literature with patients’ satisfaction there has been neither explicit definition of that concept nor systematic consideration of its determinants and consequences. Patients are becoming increasingly involved in making health care choices as their burden of health costs continue to escalate.
10 step-service-product-marketing-plan-abad,imperial,uy r,valenciaRaymonde Uy
The Medical City Emergency Department (TMC-ER) is developing a 10 step marketing plan to target affluent patients in Pasig City who need immediate medical care. TMC-ER will position itself as the niche leader in emergency services by focusing on patient-partnership, where patients are viewed as accountable partners in their own healthcare. TMC-ER will leverage its Joint Commission International accreditation and competitive pricing compared to other hospitals while upholding high quality care. The marketing mix will include promotional materials in the waiting area to educate target customers about TMC-ER's service philosophy of patient partnership.
The document discusses how medical practices need to focus on improving the patient experience beyond just quality of care. It highlights that patients value how they are treated during their care as much as the actual medical care. The author argues practices need to get outside feedback on their patient experience through surveys and benchmarking to identify areas for improvement. Implementing changes requires strong leadership to make continual improvement part of the practice culture. Going forward, the author will provide examples from other industries on best practices for enhancing the customer experience that can be applied to refractive surgery practices.
Power Point Presentation made to a major pharmaceutical manufacturer in 1998. Identifies cause of Medical Crisis and how Pharm mfgrs can use regulations to add value to their contracts with MCOs.
How Aesthetic Surgeons Can Capitalize on Neglected Sources of Competitive Adv...UnityThoughtLeadership
A few neglected sources of competitive advantage represent significant opportunities for practitioners willing to pioneer new ways to achieve differentiation in an increasingly competitive marketplace.
Increase Patient Satisfaction and Physician Productivityrweymier
The document discusses how increasing patient access and continuity can improve patient satisfaction and physician productivity. It emphasizes that practices should focus on improving access by having availability to meet patient demand and see the provider of choice. Providing access and continuity eliminates issues like cancellations and no-shows while making demand more predictable.
This document discusses frameworks for healthcare providers to evaluate direct-to-consumer (DTC) and consumer-directed (CD) genetic testing products. It outlines categories and objectives for assessment, including evaluating the company profile, leadership, investments, legal/regulatory factors, media coverage, marketing, core competencies, product details, customer service, data sharing models, reports, support services, competition, research activities, clinical validity, physician interaction, quality controls, and partnership models. The goal is to help providers determine whether to actively participate in DTC/CD products, develop their own offerings, or avoid engagement with these trends.
The Medical City Emergency Department aims to target affluent patients in Pasig City and surrounding areas who need immediate medical care. It will position itself as providing the highest quality care and fastest service while treating patients as partners through clear communication and education. The marketing plan involves defining the target market, understanding customers' needs, analyzing competitors, setting prices competitively, promoting through various channels, and having a unique strategy of prioritizing patient partnership to deliver excellent emergency care.
SERVICES MARKETING BEHAVIOURAL CONSEQUENCES AND PATIENTS’ SATISFACTION TOWARD...IAEME Publication
Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus of its development has come from the maturing of services marketing, with the emphasis on quality, increased recognition of potential benefits for the firm, the customer, and technological advances. Relationship marketing works to attract maintain and enhance client/customer relationship in healthcare provider. Despite the widespread concern in health care literature with patients’ satisfaction there has been neither explicit definition of that concept nor systematic consideration of its determinants and consequences. Patients are becoming increasingly involved in making health care choices as their burden of health costs continue to escalate.
10 step-service-product-marketing-plan-abad,imperial,uy r,valenciaRaymonde Uy
The Medical City Emergency Department (TMC-ER) is developing a 10 step marketing plan to target affluent patients in Pasig City who need immediate medical care. TMC-ER will position itself as the niche leader in emergency services by focusing on patient-partnership, where patients are viewed as accountable partners in their own healthcare. TMC-ER will leverage its Joint Commission International accreditation and competitive pricing compared to other hospitals while upholding high quality care. The marketing mix will include promotional materials in the waiting area to educate target customers about TMC-ER's service philosophy of patient partnership.
The document discusses how medical practices need to focus on improving the patient experience beyond just quality of care. It highlights that patients value how they are treated during their care as much as the actual medical care. The author argues practices need to get outside feedback on their patient experience through surveys and benchmarking to identify areas for improvement. Implementing changes requires strong leadership to make continual improvement part of the practice culture. Going forward, the author will provide examples from other industries on best practices for enhancing the customer experience that can be applied to refractive surgery practices.
Power Point Presentation made to a major pharmaceutical manufacturer in 1998. Identifies cause of Medical Crisis and how Pharm mfgrs can use regulations to add value to their contracts with MCOs.
The document discusses a digital signage project at DeKalb Medical hospital to improve nursing communications using ChannelCare. The goal was to enhance communication among nurses to improve patient safety and quality of care. ChannelCare displays were placed in nursing units to provide real-time messages on topics like hand hygiene, pain management, and new programs. The consistent messages helped nurses adhere to processes and meet expectations. Nursing leadership used it to reinforce priorities and engage staff on all shifts. Initial results included improved performance on quality measures and patient satisfaction.
Selection Of Indicators For Hospital Performance MesurementSuprijanto Rijadi
This document summarizes two workshops focused on developing a framework for hospital performance assessment in Europe.
The workshops refined the conceptual model of hospital performance to include six key dimensions and their sub-dimensions. They selected a draft set of 25 core performance indicators and a broader set of tailored indicators from over 200 options based on criteria like importance, validity, and data availability.
Feedback from an 11-country survey informed indicator selection. The workshops also discussed strategies for piloting the indicator dashboard, including roles for different stakeholders and ensuring the indicators support quality improvement. Finalizing the balanced dashboard and preparing for its pilot implementation were the main outcomes.
This document summarizes a presentation on building lasting patient relationships through dispensaries. It discusses how dispensaries can be viewed not just for profitability but also for building the practice brand and loyalty. It outlines factors like frequent, meaningful interactions that build trust with patients. The presentation covers topics like defining objectives, mapping opportunities to strengthen relationships and improve outcomes, and using a measurement framework to assess performance. It emphasizes an expanded view of dispensaries as integral to the patient experience and relationship with the practice.
Reducing Readmissions by Putting Patients First - Alex Hejnosz, CipherHealthmarcus evans Network
Alex Hejnosz from CipherHealth, a solution provider company at the marcus evans National Healthcare CNO Summit Spring 2013, on the importance of knowing a patient’s exact problem for better care coordination.
Interview with: Alex Hejnosz, Founding Partner, CipherHealth
The document discusses The Medical Affairs Company (TMAC), a contract medical organization that provides medical affairs services to pharmaceutical and biotech clients. TMAC assembles teams of clinically-trained experts to develop and execute medical affairs strategies that optimize communication of scientific messages and foster exchange between research, clinical practice, and different industry sectors. TMAC's services include outsourced and consultative medical science liaison programs, medical communications support, training and reporting systems to help clients achieve their goals through scientifically sound and compliant solutions.
The Medical Affairs Company (TMAC) provides training for medical science liaisons (MSLs). The training covers topics like the pharmaceutical industry, the roles of MSLs, developing relationships with healthcare providers and opinion leaders, and regulatory compliance. The training is designed for both new and experienced MSLs and includes hands-on skills sessions. TMAC aims to help MSLs strengthen their scientific knowledge and communication skills to advance their careers in the industry.
The document discusses the expectations and responsibilities that come with being a professional pharmacist. It outlines the oath that pharmacists take, pledging to devote their career to serving others, prioritizing patient welfare, maintaining competence, and upholding ethical standards. The oath also involves sharing knowledge and advocating for improvements to patient care. Students are reminded that becoming a pharmacist means committing to these high standards and continual learning to benefit patients.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
This document discusses frameworks for understanding consumer behavior in healthcare. It describes the consumer decision-making process as involving need recognition, information search, alternative evaluation, choice, and post-purchase evaluation. Consumer decisions are influenced by perceptions of risk, involvement, engagement, and control. The document also outlines several models of health behavior, including the Health Belief Model and Transtheoretical Model. The overall aim is to help pharmacists understand factors that influence patient decisions in order to improve medication adherence and design effective healthcare services.
This document is a resume for Geoffrey Santangelo, a seasoned pharmacist and pharmacy manager with over 8 years of experience in retail pharmacy settings. He has expertise in managing pharmacy operations, maximizing sales, training staff, and providing excellent customer service. His resume lists his qualifications and career history working as both a staff pharmacist and pharmacy manager for Rite Aid Pharmacy, where he implemented programs, improved processes, and increased sales and profitability.
Spotlight On... Medical CommunicationsCOUCH Health
Pharma is unique as an industry in the way that there are three equal voices that need to be heard – patients’, HCPs’ and pharma’s.
As pharma brands, it’s all too easy to talk more than we listen. But in order to ensure what we say is meaningful, we need to be able hear what patients and HCPs have to say.
The good news is that there are many ways that pharma can help give others a voice. Which is exactly what we want to see more of in 2017.
And so, 2017's first edition of Spotlight On…is dedicated to discussing all the strategies and tactics we can use to create this three-way conversation. From taking a patient-centric approach and understanding patient behaviour, to creating personas and using personalisation effectively, we explore how you can ensure everyone is heard.
By doing this, we’re ultimately improving engagement between pharma and our target audience. So everyone’s a winner!
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementReynaldo Joson
The document discusses hospital accreditation as a strategy for quality improvement, defining terms like accreditation, certification, and compliance. It examines standards for accreditation in the Philippines from organizations like PhilHealth, JCI, ISO, and more. The document recommends that hospitals seek accreditation from PhilHealth first to establish a foundation before pursuing other international standards.
Patient satisfaction & quality in health care (13.3.2017) dr.nyunt nyunt waiMmedsc Hahm
This document discusses patient satisfaction and quality in healthcare. It defines patient satisfaction as the degree to which patients regard healthcare services as useful, effective or beneficial. Patient satisfaction is important for public accountability and quality improvement at both the system and individual provider levels. The document outlines factors that influence patient satisfaction, including the quality and competency of providers, effectiveness and appropriateness of care, and interpersonal relationships. It also discusses the rights of patients and needs of providers in a client-centered healthcare model.
Case Study of Patient Experience Design & Marketing Management: Baystate Brea...Renown Health
This document summarizes a case study of the redesign of the breast health and imaging center at Baystate Health led by Suzanne Hendery, Vice President of Marketing and Communications, and Dr. Laurie Gianturco, Chair of the Radiology Department. The redesign involved extensive patient and stakeholder engagement to create a patient-centered environment and transform the patient experience. Marketing aligned its strategies and messaging with the new priorities and brand. The results included significantly improved patient satisfaction, physician referrals, and volume growth. Lessons learned emphasized the importance of patient input, leadership commitment, and maintaining focus on the patient experience vision.
This case study describes the partnership between the Radiology Department Chair and the Vice President of Marketing at Baystate Health to transform the patient experience for breast imaging services. They implemented a 6-step process to change the organizational culture to focus on patient needs based on feedback. This included training leaders and staff, implementing a service promise, and rewarding staff for prioritizing patient care. As a result, diagnostic mammography volumes increased 17% and biopsies increased 36% in the first 4 months after moving locations, showing the positive impact of the new patient-centered approach.
Marketing Oncology: Service Line StrategiesRenown Health
The document provides an agenda and materials for a webinar on marketing strategies for oncology service lines. It includes discussions on market segmentation, targeting, and positioning for oncology services. Case studies are presented on how Baystate Health launched a free-standing cancer center to improve coordination of services and the patient experience across all touchpoints.
This document describes Physicians Proviso (P2), an organization that aims to support independent physicians. P2 provides advocacy, education, and collaboration to help increase physicians' profitability. It also surveys physicians to understand challenges like high costs, dealing with insurance, and electronic health records that cause many to leave private practice. P2 connects physicians to partner companies offering practice management, disease management, personalized prescriptions, and other services. The organization is led by an Executive Leadership Council of prominent physicians and aims to give members more control, reduce risks, and maximize revenue through these partnerships and services.
The document discusses a digital signage project at DeKalb Medical hospital to improve nursing communications using ChannelCare. The goal was to enhance communication among nurses to improve patient safety and quality of care. ChannelCare displays were placed in nursing units to provide real-time messages on topics like hand hygiene, pain management, and new programs. The consistent messages helped nurses adhere to processes and meet expectations. Nursing leadership used it to reinforce priorities and engage staff on all shifts. Initial results included improved performance on quality measures and patient satisfaction.
Selection Of Indicators For Hospital Performance MesurementSuprijanto Rijadi
This document summarizes two workshops focused on developing a framework for hospital performance assessment in Europe.
The workshops refined the conceptual model of hospital performance to include six key dimensions and their sub-dimensions. They selected a draft set of 25 core performance indicators and a broader set of tailored indicators from over 200 options based on criteria like importance, validity, and data availability.
Feedback from an 11-country survey informed indicator selection. The workshops also discussed strategies for piloting the indicator dashboard, including roles for different stakeholders and ensuring the indicators support quality improvement. Finalizing the balanced dashboard and preparing for its pilot implementation were the main outcomes.
This document summarizes a presentation on building lasting patient relationships through dispensaries. It discusses how dispensaries can be viewed not just for profitability but also for building the practice brand and loyalty. It outlines factors like frequent, meaningful interactions that build trust with patients. The presentation covers topics like defining objectives, mapping opportunities to strengthen relationships and improve outcomes, and using a measurement framework to assess performance. It emphasizes an expanded view of dispensaries as integral to the patient experience and relationship with the practice.
Reducing Readmissions by Putting Patients First - Alex Hejnosz, CipherHealthmarcus evans Network
Alex Hejnosz from CipherHealth, a solution provider company at the marcus evans National Healthcare CNO Summit Spring 2013, on the importance of knowing a patient’s exact problem for better care coordination.
Interview with: Alex Hejnosz, Founding Partner, CipherHealth
The document discusses The Medical Affairs Company (TMAC), a contract medical organization that provides medical affairs services to pharmaceutical and biotech clients. TMAC assembles teams of clinically-trained experts to develop and execute medical affairs strategies that optimize communication of scientific messages and foster exchange between research, clinical practice, and different industry sectors. TMAC's services include outsourced and consultative medical science liaison programs, medical communications support, training and reporting systems to help clients achieve their goals through scientifically sound and compliant solutions.
The Medical Affairs Company (TMAC) provides training for medical science liaisons (MSLs). The training covers topics like the pharmaceutical industry, the roles of MSLs, developing relationships with healthcare providers and opinion leaders, and regulatory compliance. The training is designed for both new and experienced MSLs and includes hands-on skills sessions. TMAC aims to help MSLs strengthen their scientific knowledge and communication skills to advance their careers in the industry.
The document discusses the expectations and responsibilities that come with being a professional pharmacist. It outlines the oath that pharmacists take, pledging to devote their career to serving others, prioritizing patient welfare, maintaining competence, and upholding ethical standards. The oath also involves sharing knowledge and advocating for improvements to patient care. Students are reminded that becoming a pharmacist means committing to these high standards and continual learning to benefit patients.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
This document discusses frameworks for understanding consumer behavior in healthcare. It describes the consumer decision-making process as involving need recognition, information search, alternative evaluation, choice, and post-purchase evaluation. Consumer decisions are influenced by perceptions of risk, involvement, engagement, and control. The document also outlines several models of health behavior, including the Health Belief Model and Transtheoretical Model. The overall aim is to help pharmacists understand factors that influence patient decisions in order to improve medication adherence and design effective healthcare services.
This document is a resume for Geoffrey Santangelo, a seasoned pharmacist and pharmacy manager with over 8 years of experience in retail pharmacy settings. He has expertise in managing pharmacy operations, maximizing sales, training staff, and providing excellent customer service. His resume lists his qualifications and career history working as both a staff pharmacist and pharmacy manager for Rite Aid Pharmacy, where he implemented programs, improved processes, and increased sales and profitability.
Spotlight On... Medical CommunicationsCOUCH Health
Pharma is unique as an industry in the way that there are three equal voices that need to be heard – patients’, HCPs’ and pharma’s.
As pharma brands, it’s all too easy to talk more than we listen. But in order to ensure what we say is meaningful, we need to be able hear what patients and HCPs have to say.
The good news is that there are many ways that pharma can help give others a voice. Which is exactly what we want to see more of in 2017.
And so, 2017's first edition of Spotlight On…is dedicated to discussing all the strategies and tactics we can use to create this three-way conversation. From taking a patient-centric approach and understanding patient behaviour, to creating personas and using personalisation effectively, we explore how you can ensure everyone is heard.
By doing this, we’re ultimately improving engagement between pharma and our target audience. So everyone’s a winner!
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
Accreditation as a Strategy / Tool for Hospital Quality Service ImprovementReynaldo Joson
The document discusses hospital accreditation as a strategy for quality improvement, defining terms like accreditation, certification, and compliance. It examines standards for accreditation in the Philippines from organizations like PhilHealth, JCI, ISO, and more. The document recommends that hospitals seek accreditation from PhilHealth first to establish a foundation before pursuing other international standards.
Patient satisfaction & quality in health care (13.3.2017) dr.nyunt nyunt waiMmedsc Hahm
This document discusses patient satisfaction and quality in healthcare. It defines patient satisfaction as the degree to which patients regard healthcare services as useful, effective or beneficial. Patient satisfaction is important for public accountability and quality improvement at both the system and individual provider levels. The document outlines factors that influence patient satisfaction, including the quality and competency of providers, effectiveness and appropriateness of care, and interpersonal relationships. It also discusses the rights of patients and needs of providers in a client-centered healthcare model.
Case Study of Patient Experience Design & Marketing Management: Baystate Brea...Renown Health
This document summarizes a case study of the redesign of the breast health and imaging center at Baystate Health led by Suzanne Hendery, Vice President of Marketing and Communications, and Dr. Laurie Gianturco, Chair of the Radiology Department. The redesign involved extensive patient and stakeholder engagement to create a patient-centered environment and transform the patient experience. Marketing aligned its strategies and messaging with the new priorities and brand. The results included significantly improved patient satisfaction, physician referrals, and volume growth. Lessons learned emphasized the importance of patient input, leadership commitment, and maintaining focus on the patient experience vision.
This case study describes the partnership between the Radiology Department Chair and the Vice President of Marketing at Baystate Health to transform the patient experience for breast imaging services. They implemented a 6-step process to change the organizational culture to focus on patient needs based on feedback. This included training leaders and staff, implementing a service promise, and rewarding staff for prioritizing patient care. As a result, diagnostic mammography volumes increased 17% and biopsies increased 36% in the first 4 months after moving locations, showing the positive impact of the new patient-centered approach.
Marketing Oncology: Service Line StrategiesRenown Health
The document provides an agenda and materials for a webinar on marketing strategies for oncology service lines. It includes discussions on market segmentation, targeting, and positioning for oncology services. Case studies are presented on how Baystate Health launched a free-standing cancer center to improve coordination of services and the patient experience across all touchpoints.
This document describes Physicians Proviso (P2), an organization that aims to support independent physicians. P2 provides advocacy, education, and collaboration to help increase physicians' profitability. It also surveys physicians to understand challenges like high costs, dealing with insurance, and electronic health records that cause many to leave private practice. P2 connects physicians to partner companies offering practice management, disease management, personalized prescriptions, and other services. The organization is led by an Executive Leadership Council of prominent physicians and aims to give members more control, reduce risks, and maximize revenue through these partnerships and services.
Supporting Cancer Survivors in the Workplace and Managing CostsHuman Capital Media
This document summarizes a webinar on cancer, culture, and careers. It provides 3 options for listening to the webinar - computer speakers, telephone dial-in, or teleconference. It also outlines the agenda which includes speakers from the National Comprehensive Cancer Network and National Business Group on Health discussing survivors in the workplace, the high cost of cancer, taboos and stereotypes, survivor stories, and employer challenges. Polling questions are included to gauge participant understanding.
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle EastSTELIOS PIGADIOTIS
The document discusses strategic initiatives for sustainable healthcare in the Middle East. It outlines challenges in the current healthcare systems in GCC countries, including a lack of specialty care and high rates of medical tourism. It then proposes two solutions - implementing lean hospital management models to optimize costs while improving outcomes, and developing specialized training programs to address talent gaps. The top three strategic initiatives highlighted are focusing on knowledge excellence, operational and financial excellence, and building strategic alliances through public-private partnerships.
The document discusses implementing a strategic plan and performance measurement framework for an oncology program. It outlines establishing goals across five key dimensions: patient experience, clinical outcomes, financials, workforce, and system integration. A strategy map and balanced scorecard will be used to link goals, monitor progress, and enhance accountability. Regular performance reporting is needed to effectively manage processes and clinical/operational outcomes toward achieving excellence in cancer care.
A Vision for U.S. Healthcare's Radical MakeoverCognizant
The healthcare industry is on the verge of a disruptive change that will significantly reshape our experiences and reorient our expectations across the provider and payer value chain.
Avident Health created by doctors to allow better teamwork in healthcare and to engage and educate patients. More teamwork leads to value: Better quality at lower cost.
Quality and safety, Vision 2025, Specific challenges of Nursing on quality, Quality improvement division, Fish bone technique,QI model, PDCA, Role of Nurse, Empowerment, Nursing positioning and policies,
The document summarizes the services provided by The Navicor Group, a full-service healthcare marketing agency that specializes in oncology. The agency understands the oncology market, has extensive launch experience, and works with both large and small biotech and pharmaceutical clients. The agency provides a wide range of services including outsourced sales teams, advertising, digital marketing, medical education, clinical research, and consulting. Case studies demonstrate the agency's strategic approach to overcoming marketing challenges and changing perceptions within the oncology community.
This proposal outlines a plan to assess quality within the radiology department at Munson Medical Center using the Baldrige criteria. It begins with an introduction and background on Munson Medical Center. A conceptual framework is then presented, defining quality, trends in radiology, and how the Baldrige criteria can be applied. The proposal discusses how each of the 7 Baldrige criteria can be addressed for radiology, including identifying leadership, developing strategic plans and goals, focusing on customers, and measuring performance. Implementation would involve assessing radiology using key performance indicators aligned with the Baldrige criteria to identify areas for improvement and ensure delivery of high quality care.
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
The document summarizes a webinar on leveraging value-based benefit design to improve member health outcomes and lower costs. It introduces the panelists, who are experts from health plans that have implemented value-based benefit designs. It defines value-based benefit design and provides examples from early adopters, such as tiered benefit structures and lessons learned around member and provider communication and engagement. The document concludes by inviting participants to ask questions.
The document summarizes a webinar on leveraging value-based benefit design to improve member health outcomes and lower costs. It introduces the panelists, who are experts from health plans that have implemented value-based benefit designs. It defines value-based benefit design and provides examples from early adopters, such as tiered benefit structures and lessons learned around member and provider communication and engagement. The document concludes by inviting participants to ask questions.
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
Martin Sizemore, Enterprise Architect at Perficient, and Lisa Anderson, CRM Solution Architect at Perficient, discuss Consumerism in Healthcare, Physician Practice Challenges & Alignment, and provide a Physician Loyalty Campaign Demo
The Clinician's Role in Developing a Patient Experience StrategyRenown Health
Learn how clinicians and marketing consultants can work together to develop a patient experience strategy that enables team to work at the highest levels and achieve outstanding results.
Running Head QUALITY IMPROVEMENT PLAN 1QUALITY IMPROVEMENT .docxtoltonkendal
Running Head: QUALITY IMPROVEMENT PLAN 1
QUALITY IMPROVEMENT PLAN 12
Quality Improvement Plan; Mayo Clinic
Introduction
Quality in the healthcare organisation is of paramount importance. This is not only for the purpose of ensuring that more customers are attracted to the business but also to make sure that the services being offered comply with the standard that are required for medical practitioners. Quality in mayo clinic is realised through various ways in accordance with the services that are offered. Each personal work strives to ensure that quality medical services are offered. Mayo clinic is a healthcare facility that offers medical services at a fee. People who attend the facility come with the hope of getting quality services they are paying for; this is the driving force of the facility- to ensure that quality services are offered.
With the above being said, the purpose of this paper is to evaluate quality improvement for conflict in mayo clinic caused by diversity of cultures.
Description of the environment and the departments of mayo clinic
Mayo clinic is located in different parts of the United States of America, with over 3300 physicians, researchers and other professionals sharing expertise to empower its clients. Being among one of the renowned healthcare organizations, mayo clinic is not without its own weaknesses. Many of these weaknesses as presented in the SWOT analysis were obtained from the interview conducted in this environment (Bauer, Kermott, Millman, & Mayo Clinic, 2017). The objective of this healthcare organization is to provide quality services in order to attract more customers seeking for services. Therefore, seeking quality plans to counter the possible weaknesses arising in the departments is inevitable.
In order to embrace the tradition of providing quality in all areas, such as the effectiveness of Medicare program, mayo clinic utilizes the department ad centres for research (Bauer, Kermott, Millman, & Mayo Clinic, 2017). Irrespective of the various challenges this healthcare organization go through, its belief that quality improvement is an endless task makes it moving. The research department and centres always endeavour to identify every possible gap in health care provisions going on in the different departments as a foundation of solution seeking.
The services offered in mayo clinic ranges from consumer services to business services. For the former, this healthcare organization offers health living programs, book and related programs, health letter for future reference, gift shop and mayo clinic voice apps which helps the customers to get health services in a convenient way using technological means (Bauer, Kermott, Millman, & Mayo Clinic, 2017). On the other hand, business services offered by this healthcare organization include medical laboratory services and Global business solutions.
In regard to the equipment being used at mayo clinic, the belief is that provision of care to patie ...
Defining What is Value-Based Care for Patients with Relapsed/Refractory Chro...Carevive
The target audiences for these activities are hematologists, medical oncologists, pulmonologists, pathologists, physician assistants, nurse practitioners, registered nurses, oncology nurses, nurse navigators, palliative/symptom management teams who care for patients with chronic lymphocytic leukemia (CLL) and quality administrators responsible for their cancer center’s adherence to value-based care delivery models.
Similar to Baystate Health marketing at Harvard University (20)
Am Hospital Association, Marketing Health Services, Spring 2013Renown Health
Baystate Health finds its competitive edge by engaging customers to create the patient experience. The article discusses how Baystate Health in Massachusetts engages customers to improve the patient experience and gain a competitive advantage in their market. It highlights how Baystate collects feedback from customers to identify opportunities to enhance the experience and continuously works to meet customer needs and expectations.
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
Think Your Patients Are Loyal? Think Again. It Takes Work!Renown Health
Accenture provides latest insights on patient loyalty. Suzanne Hendery from Baystate Health shares successful best practices on consistently engaging seniors and women to drive loyalty.
Build Physician Relationships that Drive Business Results; Part 2Renown Health
Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.
Build Physician Relationships that Drive Business Results; Part 1Renown Health
This document discusses the need to improve relationships with physicians to drive business and referrals. It notes that physicians today feel overburdened and pessimistic about the profession. The document then outlines Baystate Health's strategy to establish a physician referral program using a 3-pronged approach: 1) A physician relationship database to track referrals and provide analytics. 2) An Office of Physician Referral Management to resolve issues. 3) Physician Relations Liaisons assigned to territories to build engagement with physicians and ensure smooth referrals. The goal is to improve physician well-being, communication, and referrals to grow volumes and the health system's business.
Engaging your patients & community in healthcare reform effortsRenown Health
1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
volunteer opportunities; recognition events.
Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
American Marketing Association, Executive SummitRenown Health
A presentation by Suzanne Hendery of Baystate Health on the importance of asking, listening and consistently delivering on an excellent healthcare experience.
Measuring Physician Relations ROI; Tools & TechniquesRenown Health
The document describes a workshop on measuring physician relations return on investment. It discusses how three organizations, including Baystate Health, demonstrate results from their physician relations programs. At Baystate Health, their physician liaison program led to $8 million in new annual revenue, a 25 to 1 return on their $316,000 investment. Their liaisons conduct over 1,400 face-to-face visits annually and help fill new specialist panels 50% faster. The workshop aims to help others learn from these examples on tracking measures that align with goals and demonstrating physician relations program value.
Achieving Breakthrough in Patient Satisfaction, Role of the RN ManagerRenown Health
This document discusses strategies for improving patient satisfaction at Baystate Health. It outlines two key solutions: 1) defining patient satisfaction goals for each unit and celebrating when goals are reached, and 2) hiring a registered nurse (RN) as a customer satisfaction manager to work directly with clinical staff. The RN customer satisfaction manager would translate patient satisfaction data, identify solutions to issues, share best practices, monitor success, and provide education. Implementing these solutions helped Baystate Health achieve breakthrough results in patient satisfaction by directly engaging clinical staff and focusing on goals and celebrations.
This document discusses managing brand health and equity over the long term. It provides an overview of Baystate Health's branding process, which included defining their brand promise through research, developing a new name and graphic structure, implementing internal branding programs, and evaluating the return on investment over multiple years. The key lessons emphasized maintaining senior leadership engagement, focusing on the customer experience, conducting research to inform branding decisions, and managing the brand experience consistently over time.
Engaging Physicians & Customers in the ExperienceRenown Health
Learn how to merge 2 or more cultures into one. Read how this is important especially as competitors become collaborators. Read how the chief physician and vice president of marketing worked together with team members, referring physicians and patients to exceed customer expectations for service and its resulting impact on increasing referrals and volumes.
2. A Case Study of Patient Experience Design & Marketing Management
March 2, 2012; Harvard School of Public Health
Masters in Management Program
Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
baystatehealth.org
3. Marketing - Physician partnership
Wilson Mertens, MD
Medical Director, Baystate Regional Cancer Program
Baystate Health, Springfield, MA
Associate Professor of Medicine,
Tufts University School of Medicine
MD role Patient Experience-Marketer role
Vision for program; leadership Vision for patient engagement
Interest in patient experience as differentiator; selecting consultant
Met with referring MDs; listened, Drafted “latest milestone” letters,
implemented changes, 1:1 comm distribution to all referring MDs
Supplied questions for patient input. Conducted patient focus groups.
Made priority for all committees. Video highlights.
Planned, facilitated, mandatory “Patient Experience” retreats; visited cancer patient
advocacy groups; planned strategy, wording, weekly update meetings.
Set expectations for MDs, staff. Advocated with CEOs/VPs.
Advocated with CEO, CMO, CNO. Communicated commitments.
Planned campaign and creative. Availability. Shared metrics. Delivery on promises.
4. Cancer Care Study in Patient Experience
Design
Baystate Health’s D’Amour Center for Cancer Care
•Starting Situation & Driving Trends
•Initial Steps in Redesign & Stakeholder Goals
•Patient Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion
5. Baystate Health
Baystate Health, a Top 15 Integrated Delivery System of three hospitals,
including Baystate Medical Center, which is the largest hospital outside of
Boston and the Western Campus of Tufts University School of Medicine.
Baystate Health is the health care leader in Western Massachusetts and one
of the largest employers with 400 employed physicians and 10,000
employees.
6. The “Cancer Program” February 2000
Reinvented the Program first,
the Facility second
•No program, just pieces
•No vision, differentiation
•Inconsistent leadership
•Dreadful relationships
Patient-unfriendly
Scattered over hospital campus
Frustrates integrated care
Message loaded with negative
cues…
7. Outpatient Areas Encounter Growth
2008 Total U.S. OP
Cancer Volume:
229 Million*
What are the cancer
What are the cancer
care components
care components
that are driving
that are driving
outpatient growth?
outpatient growth?
*Note: includes pap smear, biopsy of integument skin lesions and screening mammography.
Source: Sg2, “Clinical Intelligence: Pushing Cancer Programs From Viability to Profitability,” 2008.
10. First Steps, Baystate’s Cancer Program:
“Changing culture is challenging, time consuming,
and totally worthwhile.”
1. MDs identified opportunities in efficiency, care and cost. Engaged front-line
level in discussions.
2. MD leaders set expectations for leadership, coached.
3. MD leader solicited input from referrers on perceptions, changes needed
-Discussed suggestions with faculty and administrators, instituted change:
-Developed standardized patient protocols, supportive care
-Improved communication; outcomes
4. MD leader reported back to the interviewees about improvements.
Marketing leader help chart, celebrated progress for MDs with all staff.
“Efforts quickly changed referral patterns, built visibility and credibility for the
program and leadership.”
11. Building the Facility
“No one was excited; so we changed the conversation”
1. MD and Marketing leader engaged patient focus groups on
experiences—good or poor.
2. MD and Marketing leader hosted retreats with staff, patients,
advocates, architects, donors to design the program and
experience.
3. Heard POVs; developed theme reorganized by functions instead
of silos.
4. MD and Marketing leader created subcommittees to design
areas w/ patients and leaders approving plans.
5. Reviewed by Core Group to ensure consistency with theme,
goals, budget and timing.
Strategy for growth: “An engaging customer experience.”
12. Center Built by Patients, for Patients
“Architectural design and care to create harmony, comfort.”
Open access, limit waits for information
• Benchmark: 5 business days
• Reduce no-value added follow up visits
• Complimentary shuttle from other hospitals
Peaceful, healing environment
• Bright, natural light “the outside, in”
• Reduce physical barriers (glass/desks)
• Charts, phones and noise off patient floors
• “Living Area” for community meetings, art, kitchen
• Individual satellite radio to customize music in rad units.
• Complimentary valet parking
13. Personalizing the Patient Experience
“Based on Listening and Learning from Patients”
Care around the Patient
•Multi-disciplinary consults; MDs work side by side.
•Social work at every consult, re-inquiry at every visit.
•Teaching appointment at conclusion of treatment (graduation);
individualized manual on side-effects.
•Private gowning areas; private and ‘public’ waiting space.
14. Cancer Care Study in Patient Experience
Design
Baystate Health’s D’Amour Center for Cancer Care
•Starting Situation & Driving Trends – 2000
•Initial Steps in Redesign & Stakeholder Goals
•Patient Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion
15. Marketing Aligns with Business Priorities
MD & Marketing leader developed core positioning strategy to:
• Define and articulate the value proposition
• Select target markets and segments
Product and pricing strategies to:
• Adapt or design services meeting needs of target customers
• A comprehensive approach to cancer management
• Position, price and market the products to optimize
Channel and customer service strategies to:
• Enable access to services and optimize the delivery processes
• Cultivate MD and patient loyalty and repeat business/donations
Promotions strategy:
• Raise awareness and build recognition
• Stimulate demand for target services
Slide from Karen Corrigan, chief strategy officer Navvis & Company
16.
17. Creating a Targeted Marketing Plan
for Oncology Services
Adult hematology oncology: 15% market share
(rest to private oncology)
Radiation oncology: Declining consult volume
(loss of 30% in 3 years)
Surgical oncology: dramatic (90%) shift to
community with departure of hospital based
faculty
MD satisfaction Only 15% of our MDs referred
Patient satisfaction: Mediocre
Consumer confidence: Low rating
18. Building the Oncology Brand
Valued segments: Who will we serve?
Value proposition: How will we meet their needs better than
anyone else?
Value network: How will we design and align our operations,
clinical programs, systems, processes, culture, and marketing
investments to deliver on the value proposition every day?
ACCESS
Patient Experience &
ReferrerRelationships EXPERTISE
are Strategy-
Critical PERSONALIZATION
COMPASSION
Slide from Karen Corrigan, chief strategy officer Navvis & Company
19. Designing the Brand Experience
Strategy Operations
Markets Operating Model
Product Portfolio Environment
Capabilities Quality/Safety
Investments Oncology Customer Service
Partnerships Business Processes
Brand
Alignment
Framework
Culture Marketing
Mission Targets
Beliefs Products
Values Channels
Behaviors Pricing
R&D
Slide from Karen Corrigan, chief strategy officer Navvis & Company
20. Strategic MD-Marketing Partnership Objectives
• Demonstrate leadership through actions.
• Emphasis on expertise, positive relationships, clinical trials,
research, teaching. Message: “Experts in Cancer, Every
Step of the Way.”
• Positive partnerships with the cancer advocacy groups.
• Test all messages with cancer patients/families.
• Position BH as a leader regionally and nationally.
• Work inside—then out.
21. Transforming Employee Culture & Experience
Opening Dedication
ceremony not of the
building, but of ourselves,
as we opened the doors
to a new way of caring for
cancer patients.
• Passivity “not an option.”
• MDs & staff engaged with direct feedback from patients, referrers.
• Signing of “Baystate Promise” contract of care
• Ongoing recognition/celebration, “why we’re here…what patients appreciate
about you.”
25. Results
Before After
Patient satisfaction 84% “Excellent” (PRC) 100th% nationally
60-70% “very good” (PG)
MD referrals: 15% 70%
Volumes: Flat Hem/Onc +43%; overall +30%
Consumer confidence: - 70% “best” (+20 points)
50% said “best”
Revenues: up by 35%.
26. Cancer Program Experience = Competitive Advantage
Baystate
Mercy Hosp
Dana-Farber Cancer Inst
Other
Uncertain
0.0% 20.0% 40.0% 60.0%
27. Experience us now!
First floor, radiation therapy
Second floor, central concourse
doubles as wayfinding and waiting
areas. Natural light from open ceiling,
“living wall” with glass floor insert.
27
28. Recommendations
• Vision the final first.
• Ask for input. Listen.
• Don’t compromise vision.
• Include patients, families,
staff at every step
• Question past practices
• Tell the story well and often
• Use Theme as guidepost for
decision making.
Linear Accelerator features clean lines
enhanced by closets that maintain unsightly
• Deliver on the promise
clinical equipment “off-stage” and artwork and
music to reduce patient anxiety while in
29. Discussion
What were the starting and ending view of key stakeholders in this
process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians,
and others)? What mattered most?
This is all great. But my organization won’t authorize a $40m
center. What can I do?
How do I best work with my marketing department to get results?
With both an employed and community medical staff caring for
patients at 3 sites, how do you maintain your brand, quality and
service standards?
Have you been able to replicate this patient experience design
strategy across other service lines, facilities?
30. Notes
Adamson, Gary, Starizon, Keystone, Colorado; starizon.org
Corrigan, Karen, Marketing Cancer Service Lines webcast, Navvis & Company, 2010.
B. Joseph Pine II, James H. Gilmore, The Experience Economy, Boston: Harvard
Business School Press, 1999.
31. Suzanne Hendery
Suzanne Hendery serves as Vice President, Marketing and
Communications for Baystate Health.
Suzanne oversees an in-house marketing and communications
agency of 23 professionals, providing market research and
plans, patient satisfaction/service, marketing communications,
e-marketing, social media and web services, photography,
graphic design, writing, special events, employee
communications and two affinity programs (seniors, women)
for the community.
Suzanne has a Bachelor’s degree in Media Systems &
Management from Westfield State University, and a Master’s
degree in Marketing Communications from the University of
Connecticut.
Editor's Notes
Looked at various market segments to plan strategy
The term Experience Economy was first described in a book published in 1999 by B. Joseph Pine II and James H. Gilmore, titled "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy. Pine and Gilmore argue that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product - the "experience". More advanced experience businesses can begin charging for the value of the "transformation" that an experience offers. Experience economy is also considered as main underpinning for customer experience management. A core argument is that because of technology, increasing competition, and the increasing expectations of consumers, services today are starting to look like commodities. Products can be placed on a continuum from undifferentiated (referred to as commodities) to highly differentiated. Just as service markets build on goods markets which in turn build on commodity markets, so transformation and experience markets build on these newly commoditized services, e.g. Internet bandwidth, consulting help. The classification for each stage in the evolution of products is: A commodity business charges for undifferentiated products. A goods business charges for distinctive, tangible things. A service business charges for the activities you perform. An experience business charges for the feeling customers get by engaging it. A transformation business charges for the benefit customers (or "guests") receive by spending time there.
Suzanne We undertook a tour of the new facility, a journey, in fact, stopping at key areas of the building while staff, faculty physicians, and patients presented illustrative stories or messages with symbolic gifts appropriate for the travelers that we and our patients had truly become. r to the opening all cancer program members, staff, participants in our design process, architects and construction personnel, and community