Getting healthcare organizations to embrace digital can sometimes be challenging. But often attempting to create a fully integrated digital strategy can be almost impossible - particularly in regulated (and conservative) hospital and health care organizations. Learn basic steps on how to create a vision, execute change to allow a robust implementation of digital that includes a website, social media, SEO, PPC and SEM, online reputation management, email and marketing automation and customer relationship management (CRM) databases.

1. EATING AN ELEPHANT
how to build an integrated digital strategy one bite at a time
Presented by Chris Boyer, AVP Digital Strategy
North Shore-LIJ Health System

2. NOTE: no elephants were harmed
In the making of this digital strategy
Please consider helping save our elephants: www.elephantconservation.org/

3. Defining “digital”
• Websites (including intranets, portals, blogs, etc.)
• Social media
• Marketing automation tools
• Email
• SMS
• SEO & ORM
• Online advertising
• Digital signage
• Content strategy

4. Why is integration important?
• Critical for operations
• Often the 1st interaction people have with you
• Our organizations are getting more complex
• Healthcare is changing and digital tools are ready
to support us
• It should no longer be put in a silo

5. BEWARE OF THE FALSE SILOS

6. The NSLIJ digital state – Jan 2013
• 80+ public-facing websites
• More than a dozen internal-facing sites
• 70 social media sites
• Intermittent use of email communications
• Disjointed approach to SEO and PPC
• Very rudimentary use of CRM
• Mostly outsourced and blackboxed
• Small, internal team
• PR, marketing, foundation goals at odds with one another
• Fragmented ownership and little to no direction/strategy

7. How to
begin?

8. “Management is about coping with complexity.
Leadership is about coping with change. “
- John Kotter

9. 8 stages of change management
1. Establish urgency
2. Create a team
3. Develop a vision
4. Share your vision
5. Empower people
6. Short term wins
7. Never let up
8. Change occurs

10. Revolutionary vs. evolutionary
Step change
occurs rapidly
(think: revolutionary)
Incremental change occurs
over time in phases
(think: evolutionary)

11. Create a 100-day plan
• Defining the need to change
• Assessing current state
• Defining the future state
• Vision
• Goals
• Measures of success
• Gap analysis
• Tools
• Infrastructure
• Internal processes & procedures
• Competition
• Milestones, short-term and long-term wins
1. Establish urgency
2. Create a team
3. Develop a vision

12. “Creating” urgency
• Internal pressures
• Alignment with business strategy
• Increasing efficiency (reducing costs)
• Internal conflict/competition
• Organizational change
• External pressures
• Marketing drivers
• Customer demand
• Competition
• Technology changes
• Industry changes

13. The current state – May 2013

14. A sample of our websites

15. Free online digital assessment
www.intervalaudit.com

16. Digital breadth and depth
On a macro level:
• Understand the tools and what they can do
(horizontal application)
• Understand your stakeholders and their needs
(vertical application)
On a micro level:
• Understand what is the baseline digital need
(web content, social media posts, PPC, etc.)
• Understand the campaign-focused need
(landing page, Google Hangout, etc.)

17. Build the right team
• Insourced
• Assess skill sets of your internal team
• Can be blended across multiple organizations
• Build team based on best-practice, not peer groups
• Outsourced
• Focus on partnerships not “vendors”
• Not always best to stay “in industry”
• Blended
• Core team should focus on content development
• Create a team of digital strategists

18. The optimized “digital” team
Digital
strategist
Project
manager
UX and
design
Development
(front & back-
end)
Content
creation &
editing
SEO &
analysis
Quality
assurance
• Work conducted
by small, agile
teams
• Job roles ≠ job
titles (or people)

19. The role of the Digital Strategist

20. Communicate the change
4. Share your vision
5. Empower people

21. What do our users want online?
1. Find a doctor (contact, specialties, credentials…)
2. Choose a specialist/doctor that’s right for you
3. Access your medical records online
4. Find a location (visiting hours, parking, directions,
maps, accessibility, special needs…)
5. Medical department information and services
available
6. Treatment options for my condition/disease
7. View and pay bills online
8. Appointments (schedule, change, remind)
9. Basic facts about conditions and diseases
10. Emergency room wait times
11. Quality of care statistics (infection rates, surgical
errors, death rates…)

22. How we understand our market
12,273,172 individuals
• 2,289,353 patient records
• 2,446,933 customers
• 7,536,886 prospects
Mosaic Population Segmentation
• Demographic / socioeconomic data
• Used by Strategic Planning
• Key groups: 47% market, 57% patients
• Growth areas inform design “personas”
Customer Relationship Mgmt Database

23. User personas influence web design
Data-driven personas…
Can a persona accomplish a “top task”?

24. Identified business needs
• Consistent and modern presentation of our
programs/institutes/service lines – design
• Relevant information about our services - content
strategy
• Photos/videos to highlight differences & strengths
of the program – multi-media content
• Ensure information is easy to find on our website –
information architecture
• Heavy focus on findability – Search Engine
Optimization
• Content should be updatable quickly –
content management system

25. Our website
is not an org chart

26. Code-switching
• A linguistic phenomenon that describes how
speakers change the way they communicate on the
basis of the intended audience
• Examples:
– “Evidence-based web design”
– Connect users to care
– ROH (Return on Health)

27. • Measure the “short-term” wins
– Projects that strategically aligned and illustrative
of digital capabilities
– Quick development and deployment
– Easy to measure
– Set the framework for change
Celebrating the small successes
6. Short term wins

28. 0
1000
2000
3000
4000
5000
6000
Jan Feb Mar April May June July Aug Sept Oct Nov Dec
Volume
MRI Volume
2012
2013
Campaign period
• Pre promotion period: 10% lift avg (over 2012)
• Post promo period:15% lift avg (over 2012)
• Attribute 232 appointments a month
• 1,160 appointments made as a result of overall effort
Paid search ad campaign

29. • Increase of volume from the digital channel
• Other channels did not receive as many referrals
• Digital traffic decreasing after radio/print ended
0
2
4
6
8
10
12
January February March April May June July August
#ofInquiries
Friends and Family
GSB Ad
Huntington Hospital
Insurance Company
Internet
Start of Campaign
5/19/2014
Print &
Radio
ends
Referrals by Type
Integrated campaign

30. Email continuity

31. Riding through the changes
7. Never let up

32. Aligning communication efforts

33. Aligning our projects around the vision

34. Implementing change
8. Change occurs

36. • Website designed for user’s needs first
• Fully-responsive – mobile traffic to site: ~50%
• Distributed publishing of blogs/social media
throughout site
• Sign-up forms integrated with email marketing tool
• Fully trackable landing page to support all efforts
• SEO resulted in 40% increase in web traffic
Digital integration through the web

38. • Migration of 60 addt’l websites
• Internal communication integration
• Implementation of marketing automation tools
• Social media hub
• Physician reviews and improvements to Find-a-Doc
• Formalized online reputation management
• Shift in CRM to patient-first data model
• Mobile app development to support patient
engagement efforts
Future state

39. Questions?
Chris Boyer
AVP, Digital Strategy
North Shore-LIJ Health System
Chris.boyer@gmail.com
@chrisboyer