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.
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
This presentation talks about the Diagnostics & Healthcare industry in India.It includes Marketing Mix,STPD Analysis,SWOT Analysis of some of the top healthcare organizations.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
Lifecare is the country's premier full-service diagnostic center with laboratory, providing expertise in imaging and digital pathology services. Our integrated diagnostic services help doctors personalize patient care to optimally treat disease and maintain health and wellness. We are committed to providing only the highest level of testing quality and service and working with you to provide unique solutions to your most challenging needs. http://www.lifecareindia.com/
Hospital Management Business Plan Powerpoint Presentation SlidesSlideTeam
Introducing our Hospital Management Business Plan PowerPoint Presentation Slides to help you build a firm foundation for the public health system. Select our professionally curated health administration PPT templates to provide an understanding of key demand and supply drivers like consumer demographics and geographics. Highlight the global medical spending statistics on crucial trends like robotics companions, ingestible health sensors, health technology, smart nutrition technology, and mobile applications through this PPT slideshow. You can employ our hospitality PowerPoint layouts to elaborate on building blocks of optimized health systems like technical content, management skills, operational and finance systems. Highlight the structure of important stakeholders and the importance of effective healthcare administration using these hospital sector PPT visuals. Showcase the framework of corporate and hospital tie-ups with our hospital network PowerPoint presentation in a well-organized format. Click the download button and make this healthcare management PowerPoint deck your source to educate the audiences about the essential public health services. These content-specific slides effectively convey the importance of proper medical care comprehensively. https://bit.ly/3tNrHhU
Patient Experience Defined. Patient experience encompasses the range of interactions that patients have with the health care system, including their care from health plans, and from doctors, nurses, and staff in hospitals, physician practices, and other health care facilities.
This Presentation provides information about the segmentation of oncology market worldwide, Global Oncology market analysis along with Indian Oncology market.
This presentation covers the following information - Indian Government initiatives,Market Challenges,Market Drivers and SWOT Analysis.
This presentation talks about the Diagnostics & Healthcare industry in India.It includes Marketing Mix,STPD Analysis,SWOT Analysis of some of the top healthcare organizations.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
Lifecare is the country's premier full-service diagnostic center with laboratory, providing expertise in imaging and digital pathology services. Our integrated diagnostic services help doctors personalize patient care to optimally treat disease and maintain health and wellness. We are committed to providing only the highest level of testing quality and service and working with you to provide unique solutions to your most challenging needs. http://www.lifecareindia.com/
Hospital Management Business Plan Powerpoint Presentation SlidesSlideTeam
Introducing our Hospital Management Business Plan PowerPoint Presentation Slides to help you build a firm foundation for the public health system. Select our professionally curated health administration PPT templates to provide an understanding of key demand and supply drivers like consumer demographics and geographics. Highlight the global medical spending statistics on crucial trends like robotics companions, ingestible health sensors, health technology, smart nutrition technology, and mobile applications through this PPT slideshow. You can employ our hospitality PowerPoint layouts to elaborate on building blocks of optimized health systems like technical content, management skills, operational and finance systems. Highlight the structure of important stakeholders and the importance of effective healthcare administration using these hospital sector PPT visuals. Showcase the framework of corporate and hospital tie-ups with our hospital network PowerPoint presentation in a well-organized format. Click the download button and make this healthcare management PowerPoint deck your source to educate the audiences about the essential public health services. These content-specific slides effectively convey the importance of proper medical care comprehensively. https://bit.ly/3tNrHhU
Patient Experience Defined. Patient experience encompasses the range of interactions that patients have with the health care system, including their care from health plans, and from doctors, nurses, and staff in hospitals, physician practices, and other health care facilities.
This Presentation provides information about the segmentation of oncology market worldwide, Global Oncology market analysis along with Indian Oncology market.
This presentation covers the following information - Indian Government initiatives,Market Challenges,Market Drivers and SWOT Analysis.
HCG, Best Cancer Care Hospital in india. Cancer Treatment, CyberKnife Surgery, Oncology Symptoms, Cancerous Tumors,Breast Cancer Treatment, chemotherapy, Radiation oncology, Medical Oncology, Surgical Oncology.
New science is redefining cancer as a large number of narrowly defined diseases and bringing therapeutic options to an expanded number of patients. With the rapid growth in the oncology treatment landscape, health systems are struggling to adapt and embrace the evolution—including regulatory systems, diagnostic infrastructure, treatment providers and financing mechanisms. These challenges will require urgent attention in light of the strong near-term pipeline of clinically distinctive therapies and new programs that are galvanizing research efforts to change the trajectory for cancer.
Read the full report >> http://imsh.co/2axszmt
This is a high level view of aspects of sales and marketing for hospitals. There would be variations and details based on the actual hospital, specialties, service area demographic etc.
Quantifying human experience for increased intelligence within work teams an...Katri Saarikivi
We are looking for industry partners for a research project exploring the possibilities of the sciences and technologies of emotions and interaction in human-centered business.
Oncology Global Strategic Marketing Report SummaryBest Practices
Global Strategic Marketing (GSM) organizations in oncology are involved in many of the key activities related to a successful launch. GSM groups face many challenges in properly aligning their staffing with the roles and activities of the group. Different launch activities require varying levels of resources and organizations structure themselves in different ways to adeptly handle these demands. The study, which concentrates on the oncology therapeutic area, provides staffing benchmarks for different GSM roles across the company. In addition, the study presents the structure of GSM groups and identifies GSM leadership role for key launch activities. Executives can use this study to compare their Oncology-GSM staffing and services levels with industry averages.
Best Practices ®, LLC undertook this research to highlight approaches to staffing Oncology-GSM departments to ensure successful product launch. This study can be used by marketing and launch leaders to confirm they are staffing appropriately to adequately support GSM functions and different activity areas.
The story of the "White Terror," and how "big business" pulled off the stunt of landing the "reds" in jail. It is the inside story of a "secret agent," and deals with half a dozen celebrated cases concerning which you have been fooled. Shared Jose Ricaurte Jaen
ZenOnco.io :
"Saving lives from cancer"
We provide end-to-end care to cancer patients regarding both medical (surgery, chemo, radiation, advanced treatment) as well as complementary treatment (eg, Anti Cancer Diet, Medical Cannabis, Ayurveda, etc) to improve their quality of life and increase chances of cure.
We educate and empower patients and their caregivers, plan their treatment roadmap, standardize service providers, facilitate treatment for last-mile care delivery, connect with other survivors, and do regular follow-ups. We are leveraging technology to do this in a scalable manner. For instance, we were recognized at ESMO for launching the World’s first tool to generate free directional Integrative Oncology treatment reports (ZIOPAR). We have also recently launched a community platform to connect cancer patients, survivors & caregivers (akin to Quora for Integrative Oncology).
The cancer journey itself is long and complicated - we aspire to be a constant companion throughout this journey for any need and requirement to extend life and improve quality of life. We help with:
Medical treatment: Identifying which oncologist to meet, validating treatment opinions, getting high-quality affordable diagnostic tests, searching for best available hospitals (from least-cost to best-facility to most-optimal), helping patients take the treatment, post-treatment rehabilitation
Complementary treatment: Helping with side effects & symptoms management through scientific evidence-based protocols involving Medical Cannabis, Ayurveda, Anti cancer diet, Oxygen therapy, etc
Few important resources:
You can find few important links here - this includes list of oncologists, dietitian connect, medical cannabis, AI-based treatment report, cancer survivor stories: https://linktr.ee/zenoncoio
We understand that it is very easy to get lost in this whole new world of cancer. Our dedicated team of cancer coaches shall be your constant companions to help you navigate through this entire cancer journey and shall provide all the comfort that you may need. You can connect with our cancer coaches by calling or sending WhatsApp at +919930709000.
https://zenonco.io/
Social Media Links:
Facebook: https://www.facebook.com/ZenOnco.ioOfficial
Instagram: https://www.instagram.com/zenoncoio
LinkedIn: https://in.linkedin.com/company/zenonco-io
Twitter: https://twitter.com/ZenOncoIO
YouTube:
https://www.youtube.com/c/ZenOncoIo
Overview of the Health B2B2C Ecosystem; Use Social Media as a Market Focus Tool; Measure Your Performance; American Health Insurance Reality; Lack of Doctor Relationship; PR is the New Primary Care Facilitator; For Health Marketers – End-users Matter; Innovation drives healthcare advances; Ways to Improve Health and Make Money; Medicine Is a Team Sport; Big Data- Allowing Individual Patients to Leverage The Many; Some Examples of What Works- Equashield, EarlySense, MD Anderson, LifePoint; 3D Systems; American Association for Cancer Research,
Presentation in the framework of the International Conference "10th anniversary of the Spanish Network of Health Technology Assessment Agencies. Towads patient and public engagement in HTA" Zaragoza 27-28 April 2017
Supporting Cancer Survivors in the Workplace and Managing CostsHuman Capital Media
There are more cancer survivors in the workplace than ever before — and that’s great news. But this poses a growing challenge to employers who are struggling to control health care costs and help their workers lead healthier lives.
There are tools to help employers meet that challenge through benefit design, online resources, wellness programs and other initiatives. Join this webinar to learn how your company can offer support to employees facing a frightening diagnosis and better manage the high cost of treating cancer.
Cancer costs employers an estimated $264 billion a year in medical care and lost productivity. Thanks to medical advancements, the vast majority of the 14 million survivors today return to work, and their numbers are growing.
We'll talk about:
The evolution of cancer in the workplace from taboo topic to public acceptance and awareness.
The latest research on cancer diagnoses and treatment costs.
Innovative approaches to benefit design and managing pharmacy costs.
An overview of "An Employer’s Guide to Cancer Treatment and Prevention,” a toolkit by the National Business Group on Health and the National Comprehensive Cancer Network (NCCN).
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
Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. Learn how market intelligence, business analytics and customer experience design are used to focus physician outreach efforts and drive bottom line results.
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.
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.
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.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
We understand the unique challenges pickleball players face and are committed to helping you stay healthy and active. In this presentation, we’ll explore the three most common pickleball injuries and provide strategies for prevention and treatment.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
3. We will begin shortly!
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technical difficulties, please contact our help desk at
877-843-9272.
HealthLeaders Media presents…
Marketing Oncology: Service
Line Strategies for Marketers
3
4. Marketing Oncology: Service Line
Strategies for Marketers
Live Webcast presented on:
January 25, 2010
HealthLeaders Media presents…
4
5. Presented by:
Karen Corrigan is chief strategy officer for
Navvis & Company, a healthcare consultancy
providing counsel on strategy, leadership and
performance to health systems, hospitals and
physician organizations. Karen is a leading
proponent for value innovation in the health
industry, and speaks and writes frequently on
market-driving strategies to drive growth and
transformation. She leads the firm’s
Innovator’s Studio for chief marketing and
chief strategy officers.
5
6. Presented by:
Suzanne Hendery serves as vice president, Marketing
and Communications for Baystate Health, a Top 100
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
honored to be the health care leader in Western
Massachusetts and one of the largest employers with
300 employed physicians and almost 10,000
employees. At Baystate Health, Suzanne oversees an
in-house marketing and communications agency of 23
professionals, providing market research and plans,
patient satisfaction/service, marketing
communications, photography, graphic design, writing,
special events, employee communications and two
large affinity programs (seniors, women) for the 6
7. Risk Segmentation
• As in many “industrialized” cities born along the
river banks, there are high rates of cancer in
Baystate’s area of western Massachusetts,
particularly in the towns of Greenfield,
Montague, Shelburne, Holyoke and Springfield
(MA DPH Cancer Incidence report). Outreach
programs were held in those cities and towns, to
educate residents on how to identify signs and
symptoms of common cancers seen in those
areas, and when to seek treatment.
For II A. Segmentation (Karen)
7
8. 8
The Marketing Opportunity:
Oncology Services Contributions to Volume and Profitability
For hospitals, the main categories for oncology-specific care
are:
– Surgical oncology (outpatient & inpatient)
– Medical oncology (inpatient)
– Chemotherapy (outpatient)
– Radiation oncology (outpatient)
– Oncology imaging (outpatient)
Source: Future of Oncology: Growing Investment in Oncology Service Line, Advisory Board, 2005
48% of
oncology
revenue
15% of
oncology
revenue
20% of
oncology
revenue
10% and
growing!
13% Inpatient Profits
11% Outpatient Profits
9. 9
The Marketing Challenge:
Oncology Services Are Embedded in Nearly Every Service
Line . . .
• GI
• Urology
• Neuro
• Women’s Health
• ENT
• Thoracic
• Etc.
The Challenge of
Marketing Oncology
Services: Coordinating
Across Services Lines,
Specialties, Clinical
Departments, and Sites
of Care
10. 10
Market Dynamics; Opportunities
AGING POPULATION DRIVING NEW CASES
• About 1.4 million new cases of cancer diagnosed each year
• Expected to grow 23% over next decade
• Three fourths of all new cancers – lung, breast, colorectal, prostate
IMPROVED SURVIVAL BOOSTING DEMAND FOR SERVICES
• 5 year survival rate increased from 50% to 63% over past 25 years
• Number living with cancer requiring medical care ↑
INCREASING INDUSTRY INVESTMENT IN ALL ASPECTS OF CARE
• More oncology drugs in R&D pipeline than all other specialties
• Technology arms race
• Health system investments in cancer centers
Source: American Cancer Society, Cancer Statistics 2008
11. 11
OUTPATIENT SERVICES GROWING RAPIDLY
• Imaging: 59% projected growth from 2006 to 2011
• Chemotherapy: 42%
• Radiation therapy: 20%
• Outpatient surgery: 20%
ACCELERATED ADOPTION CURVES FOR NEW TECHNOLOGIES
• Rapid adoption by community hospitals
• Technological innovations by small centers
• Direct to consumer marketing
RISING CONSUMERISM CHANGING REFERRAL PATTERNS
• Oncology patients are increasingly self-referring
• Increasing importance of consumer marketing by cancer centers
Sources: Disruptive Trends in Cancer Care, The Advisory Board, August 22, 2008; Future of the Oncologist Workforce, American Society of Clinical
Oncology, June 2007
Market Dynamics; Opportunities
12. 12
CHANGES IN REIMBURSEMENT DRIVING PHYSICIAN PARTNERING
• Interdisciplinary, multi-specialty practices
• Integrated health system-physician partnerships (clinical & business)
DISRUPTIVE TRENDS BREWING IN CANCER CARE
• Interventional oncology (minimally invasive means to access tumor site
to destroy it) changing the future of oncology surgery
• Oral chemotherapy, multi-modality therapy
• Personalized medicine
Sources: Disruptive Trends in Cancer Care, The Advisory Board, August 22, 2008; Future of the Oncologist Workforce, American Society of Clinical
Oncology, June 2007
Market Dynamics; Opportunities
Fully integrated, physician partnered models
Genetic medicine; customized care
Cancer prevention and cancer survivors
Specialty treatment centers (e.g. Breast Center)
Growth Vectors
13. Case Study:
Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
suzanne.hendery@baystatehealth.org
baystatehealth.org
13
14. The Challenge:
“from many pieces to one cancer program with a focus”
• 2001: Board approved construction of
65,000 square foot, $39 M facility for
ambulatory components of Baystate
Medical Center’s cancer program.
• New medical and administrative
directors hired. CEO challenge, “we
have many practices that deal with
cancer patients, not a cancer program.”
• Like most hospitals, services were
fragmented. Patients expected to
“manage their own care.”
• Facilities were unattractive, patient-
unfriendly, with poor way finding, clutter,
and business and technical functions in
full patient and public view.
• Result: Cold, unprofessional
environment, uninviting to patients and
families, unpleasant and inefficient for
staff.
Cluttered radiation therapy reception
view from mammography gowning room
For section III: A. Launched a free-standing, all inclusive cancer center
14
15. First Steps, Baystate’s New Cancer
Program:
“Changing culture is challenging, time consuming, and totally worth
while.”
1. Identified opportunities in efficiency, care, and cost.
2. Standardized patient supportive care measures. Resulted in positive,
consistent messages from providers to patients and improved outcomes.
3. Interviewed referring MDs in the community regarding what they looked for in
an oncologist/cancer program, perceptions of our program vs. local and
regional offerings.
4. Discussed suggestions for improvement with faculty and administrators,
instituted change, and reported back to the interviewees about improvements.
“Efforts quickly and significantly changed referral patterns, built visibility
and credibility for the program and leadership.”
For section III: A. Launched a free-standing, all inclusive cancer center
15
16. Building the facility
“No one was excited; so we changed the conversation”
1. Engaged patient focus groups in key areas (i.e. radiation, adult and
pediatric hematology-oncology, breast services) to determine services
valued, experiences (+/-), hopes for future experience;
2. Hosted retreats with staff, patients, advocates, architects, donors to
design the program and experience for future patients.
3. Heard staff & patient’s POV; developed a theme; clarified staff roles;
reorganized based on functions rather than MD-defined departmental
silos.
4. Created subcommittees to design specific functional areas of the
building. Patients or advocates with senior cancer leader reviewing and
approving plans.
5. Reviewed by Core Group to ensure consistency with theme, program
goals, budget and timing.
Strategy for growth: “An engaging customer experience.”
For section III: A. Launched a free-standing, all inclusive cancer center
16
17. 17
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?
Patient Experience
is Strategy-Critical
ACCESS
EXPERTISE
PERSONALIZATION
EMPOWERMENT
COMPASSION
18. 18
Designing the Brand Experience
Strategy
Markets
Product Portfolio
Capabilities
Investments
Partnerships Oncology
Brand
Alignment
Framework
Operations
Operating Model
Environment
Quality/Safety
Customer Service
Business Processes
Culture
Mission
Beliefs
Values
Behaviors
Marketing
Targets
Products
Channels
Pricing
R & D
19. The Power of a Theme:
The Baystate Regional Cancer Program:
“Partners on your Journey of Well-Being”
• “Cancer is a life-long and life-altering challenge with an uncertain
destination, and while we cannot warrant that cure will be the outcome,
we will partner with every patient to ensure optimal achievable
outcomes, even if managing symptoms is the best modern cancer
medicine can provide.”
• Theme was the most critical step in program transformation and
facility design process. Touch point for every request to assure
consistency of message and strategy.
• Partnered with everyone--patients: advocates, survivors, community
cancer support groups, they advised us in facility design, shared
resources, programming and patient referrals, feedback.
• Philanthropy was rejuvenated. Potential donors were inspired by the
theme and partnered to design naming opportunities for loved ones
whose life and legacy were celebrated by their gifts.
• Major equipment supplier also partnered as an “alphasight” for new
patient-friendly technology.
For section III: B. Improving the Patient Experience at all touch points
19
20. Personalizing the Patient Experience
“Based on Listening and Learning from Patients”
• Multi-disciplinary consults; MDs work side by side.
• Social work support at every consultation, with re-inquiry at every visit.
• Detailed, 1 to 1 teaching appointment at end of chemotherapy or radiation
treatment to discuss potential side effects of treatment and management.
• Individualized “side effect management manual” with patient’s specific
treatment regimen.
• Individual satellite radio receivers so patients can customize music in
radiation treatment unit (often from 10 to 30 minutes).
• Private gowning and private and ‘public’ waiting space for patients. This
increased patient privacy, satisfaction, efficiency.
The D’Amour Center for Cancer Care’s Linear
Accelerator Unit features clean lines enhanced
by closets that maintain unsightly clinical
equipment “off-stage” and artwork to relax
patients while in treatment.
For section III: B. Improving the Patient Experience at all touch points
20
21. Center Built by Patients, for Patients
“architectural design and care to create harmony and comfort.”
• Brought “the outside in.” Reduced physical barriers (glass/desks).
• Promote visual simplicity with all charts, phones, office procedures
and noise, off to a non-patient floor.
• Clinical activities kept from patient and public view to enhance the
peaceful nature of the visit and ensure confidentiality.
• Patients selected color schemes that appealed to them as they were
undergoing treatment. Used ecologically friendly materials. Cold
food lounge-no hot food smells.
• Personal locker for belongings.
• Bright, natural light for health and healing.
• Area for advocate/community meetings, art therapy, demo kitchen.
• Complimentary valet parking so patients do not have to struggle
from the parking lot to the front door.
• Complimentary shuttle service to/from Baystate smaller community
hospitals to DCCC
For section III: B. Improving the Patient Experience at all touch points
21
22. On the first floor concourse, visitors
experience a dramatic change in feel
and flow from the previous radiation
therapy reception area.
On the second floor of Baystate Medical
Center’s D’Amour Center for Cancer Care,
central arteries double as wayfinding and
waiting areas.” Natural light pours in from
the open ceiling above and the “living wall”
with glass floor insert runs along the left.
22
23. 23
Developing a Strategic Marketing
Framework Aligned to Business Priorities
Core positioning strategy to:
• Define and articulate the value proposition
• Select target markets and segments
Product and pricing strategies to:
• Adapt or design services to suit the needs of target customers
• Position, price and market the products to optimize profits
Channel and customer service strategies to:
• Enable access to services
• Optimize the delivery processes
• Cultivate loyalty and repeat business
Promotions strategy:
• Raise awareness and build recognition
• Stimulate demand for target services
• Create trial and/or referrals
24. Segmentation Targeting Positioning
Determine segmentation
variables
Select high impact
segments
Develop product
positioning strategy
Marketing Strategy
PRODUCT PLACE
PROMOTION PRICE
SEGMENT
TWO
SEGMENT
THREE
SEGMENT
FOUR
SEGMENT
ONE
Size, income, age and ethnicity
Consumption patterns
Product/brand loyalty
Lifestyles
Needs
Attitudes
Key Question
Which segments have the
greatest future potential to
drive oncology volume,
revenue and profitability?
1
Segmentation and Targeting
25. 25
Women – 1 in 3 over lifetime
Breast 32%*
Lung & Bronchus 12%
Colon & Rectum 11%
Uterine Corpus 6%
Ovary 4%
Non-Hodgkin Lymphoma 4%
Melanoma of the Skin 4%
Men – 1 in 2 over lifetime
*Prostate 33%
Lung & Bronchus 13%
Colon & Rectum 11%
Urinary Bladder 6%
Melanoma of the Skin 4%
Non-Hodgkin Lymphoma 4%
Kidney 3%
Source: American Cancer Society
Targeting by Gender
*new cancer site diagnosis
26. Targeting by Risk Factor
25% of Americans still smoke on a regular basis;
there is some evidence that women at higher risk for
tobacco related lung cancer
People exposed to second hand smoke; non-
smoking spouses of smokers have a 30% greater
chance of getting lung cancer than those of non-
smokers
Workers exposed to cancer causing agents in the
workplace (asbestos, coal, uranium, arsenic, talc,
etc.)
Source: American Cancer Society
Smokers
Second Hand
Exposure
Occupational
Exposure
27. Creating a Targeted Marketing Plan
for Oncology Services
“Patient in Critical Condition”
Problem
• Volume of radiation oncology patients,
both treatment and new consults was
stagnant.
• While outpatient market share is
difficult to obtain, revealing metric: of
adult hematology-oncology referrals
from our affiliated MDs and insured by
our own HMO, only 15% chose to see
specialists in our cancer program.
• Of 8 centers of excellence at the
hospital, the cancer program had the
lowest recognition and awareness in
the area, less than 50%.
Diagnosis
Goals:
1) Increase patient volumes for new
building—especially from our own
practices;
2) Increase consumer confidence.
Strategy to build volume and
confidence: Enhance relationships
with all potential referring
physicians/referral sources to grow
specialty practices.
Message:
“Experts in Cancer, Every Step of the
Way,” to establish awareness for the
Baystate Regional Cancer Program,
build credibility for the staff as “cancer
experts,” and bolster consumer
awareness.
27
For section III: C. Creating a marketing plan
28. Market Analysis
• Next 10 years, as population ages, the number of people
diagnosed with cancer is expected to double.
• According to the American Cancer Society, cancer accounts
for 1 of every 4 U.S. deaths. Men have a one in two risk of
developing cancer in their lifetime; for women it is one in
three.
• The “Baby Boom” generation is in the middle of the
incidence curve for cancer care.
• The volume of cancer services continues to grow. Radiation
therapy by 3% percent; Infusion therapy by 7%; breast
services by 10% (annually).
• With earlier detection, cancer patients will be identified
earlier. With improvements in chemotherapy, patients will be
able to tolerate more treatments, all of which will result in
more treatments per patient and more lives saved.
For section III: C. Creating a marketing plan
28
29. Strategic Marketing Objectives
• Demonstrate leadership position through our actions. Take a leadership position
and act as the experts. Always take the high road. Never disparage local MDs--
but don’t let their concerns sidetrack the promotional process.
• Enhance the credibility and reputation of the Cancer Program and its MDs and
staff with cancer patients, the community and other audiences. Focus on the
experience and reliability of our cancer team. Our providers establish positive
relationships with their patients and their families. Present the cancer team as
“the cancer experts at the forefront of cancer medicine,” with a focus on clinical
trials, research, teaching and patient care activities.
• Establish and maintain positive partnerships within the cancer community and
advocacy groups.
• Using key issues expressed through patient focus groups, develop messages
that are “on target” with cancer patients and their families. Pre-test advertising
materials and publications with patient focus groups. Use “patient- related”
themes to connect all Baystate Regional Cancer Program and D’Amour Center
for Cancer Care communications, assuring consistency and allowing for
communication build. Be truthful and reality-based in our approach to
communicating about cancer. “Stand for what’s real.”
• Generate press coverage for the cancer center that positions BH as a leader in
cancer services regionally and nationally.
• Keep all key audiences informed, involved and aware of activities during
construction of the Center for Cancer Care.
For section III: C. Creating a marketing plan
29
30. Creative Campaign
• Developed with BVK Advertising in Milwaukee.
• Campaign depicts cancer as a journey, and stresses the
importance of choosing the right path and people to
accompany each patient on their journey with the tag
line, “Experts in cancer. Every step of the way”
• The advertising concepts (print, radio, billboard and
television), text, and images were selected after testing
with consumer focus groups.
• Narration was provided by actor Ed Begley, Jr. (who
donated his services), and added to “world-class”
branding efforts.
For section III: C. Creating a marketing plan
30
31. Results
Before
Patient satisfaction
60-70% “very good” (press ganey)
MD referrals: 15%
(patients from BH affiliated MDs to
BRCP specialists)
Volumes: Flat
Consumer confidence: -50% said
“best”
After
80-84% “Excellent”—also at small
community hospitals, same care
(PRC)– 100th
percentile nationally
70%
Hem/Onc +43%; overall +30%
70% “best”
Revenues: from facility fees
(exclusive of drug revenue) grown by
35%.
Facility design, architecture and
patient experience has won a number
of national awards; including the 2008
Discovery Award for Best Patient
Experience.
For section III: D. Measuring return on effort
31
32. For section IIII: C. Transforming the employee culture and experience
Transforming Employee Culture &
Experience
• Passivity “not an option.”
• MD & staff engagement in each phase, with direct feedback from patients,
referrers.
• Signing of “Baystate Promise” contract of care (see attachment)
• Ongoing recognition and celebration, “why we’re here…what patients
appreciate about you.”
Evening prior to opening. Dedication ceremony, not of
the building, but of ourselves, as we opened the doors
to a new way of caring for cancer patients.
32
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36
Editor's Notes
Karen (?)
Suzanne
Suzanne
In 2001, we learned to sacrifice what things are today, for what they might become. We remembered our own health care experiences, the good and the bad, and became the change we wanted to see. Since that time, we have experienced major breakthroughs, expanded our thinking, and created a legacy with our cancer program of which we and our community are immensely proud. I am pleased today to share our journey with you.
Fragmented and scattered: Infusion services for chemotherapy delivery were centralized, but gyn oncologists saw patients in another facility. Radiation oncology was located over ½ mile away, tucked in the dark basement of the main hospital (next to the morgue), where compromised patients to walk from the parking lot to services, and back again. to coordinate their care and appointments among a many MDs and specialists, laboratory and radiology services, etc.
Suzanne
Including standardizing supportive care measures, such as preventative anti-nausea medication, so that the highest standards of care, supported by clinical research, would be provided to every patient, resulting in consistent messages from providers to patients, as well as improved patient outcomes
Suzanne
Core group: senior hospital administrators, cancer program medical leaders and administrators, hospital construction managers, clinical engineers, and information technologists
Suzanne
The reorganization of the program was also propelled by the theme; looking at each situation through the patient’s perspective, instead of the physician or staff view, and making decisions on that basis, equalized the team. We adopted one unified scheduling system, reducing the risk of conflicting appointments for patients within the facility. We made special efforts for patients to receive both chemotherapy and radiation therapy at the same time (concurrent chemo-radiotherapy), which demanded coordination to ensure safe therapy and reduced unnecessary visits and testing. Social workers, previously attached to physician groups, were assigned directly to each patient and family.
Suzanne
When patients with tumors that often require concurrent chemo-radiotherapy are referred, we book consultations with an oncologist (either radiation, medical, or surgical) taking the lead, with other relevant specialists seeing the patient at the same time, either as a formal booked consultation, or as a short, introductory meeting, with a more formal booked consultation at a later date. We obtained commitments from all participating physician groups to meet with patients requiring multidisciplinary consultations at the time of their first cancer center visit, even if it was not booked.
Suzanne
Suzanne
Suzanne
Area consumers rated the following factors as “Very Important.”
Latest in Medical Technology/Equipment86.7%
Specialize in Treatment of “MY” Cancer86.7%
Variety/Availability of Cancer Specialists82.5%
Participation in Research Programs72.5%
Doctor Recommendation71.6%
Suzanne
Suzanne
Suzanne
Suzanne
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