Learnings and Successes: Multi-channel Customer Journey
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How to build an integrated customer engagement journey through multiple channels. You will learn what to consider before launching a multi-channel customer engagement journey, and how to successfully test and adjust your approach and supporting technology to enhance the customer experience. How to launch and build an integrated customer engagement journey. How to expand to other markets and scale existing and future journeys. How to test and optimize your journey.
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Learnings and Successes: Multi-channel Customer Journey
- 1. Learnings and Successes: Multi-channel Customer Journey Johns Hopkins Medicine’s Brain Tumor Initiative Therese Lockemy Director of Internet Marketing and Social Engagement Johns Hopkins Medicine Breana Fischer Internet Marketing Specialist Johns Hopkins Medicine
- 2. Therese Lockemy is the Director of Internet Marketing & Social Engagement, she works with colleagues and faculty to develop and execute online strategies that help Johns Hopkins Medicine in meeting their objectives which ladder up to their three-part mission focused on patient care, research, and education. Breana Fischer is the Internet Marketing Specialist for Johns Hopkins Medicine. In this role, she is the primary Marketing Cloud Administrator for the institution, developing and implementing email campaigns, multi-channel journeys and trainings for colleagues. She executes strategic paid digital outreach efforts for consumers and physicians that integrated into personalized communications and journeys with a goals of driving traffic, appointment requests and email subscriber retention. Outside the office, you'll find her traveling, making pizza and living by the motto "The best adventures come from traveling outside of your comfort zone." Background on Today's Presenters
- 3. Learnings and Successes: Multi-channel Customer Journey Attendees Will Learn • How to launch and build an integrated customer engagement journey. • How to expand to other markets and scale existing and future journeys. • How to test and optimize your journey. Overview Johns Hopkins Medicine wanted to build awareness for its brain tumor services. In order to do this, it needed to build an integrated customer engagement journey through multiple channels. Leaders from Johns Hopkins Medicine will share the value of expanding its reach across channels and countries as a part of its patient acquisition strategy. They’ll discuss the alliances needed to launch the initiative and the stages of an early journey that began as an email drip campaign and evolved into a multi-channel journey that spanned into international markets, attracting new patients and awareness for specialty services. You’ll learn what to consider before launching a multi- channel customer engagement journey, and how to successfully test and adjust your approach and supporting technology to enhance the customer experience.
- 4. Campaign Background: Why We Did This • Had historically ran digital marketing campaigns for brain tumor since 2012, with a goal of increasing awareness and acquisition of services. • Launched multi-channel campaign in March 2017 to build awareness and acquisition for brain tumor services. This campaign included our first journey. • Proof of concept using a new approach. Challenges • Shift to Maryland All Payer Model • Cap on annual revenue budget in Maryland. • Insurance barriers • Tracking of results • Lack of defined workflows and aligned systems with operations colleagues to enhance overall experience
- 5. Target Market • Mid-Atlantic and North-East states • Those with ability to travel for care • Those looking for or likely to be interested in brain tumors, cancer, etc. CTA's • Request an appointment • Download a guide Measures of Success • CTR, click-to-call/web form ratio, downloads • 10 calls per week, with a 2% click-to-call ratio • 160-230 leads over the course of the 6-month campaign Campaign Goals
- 6. Buy-in • Clinical leadership • Call center Alliances Needed to Launch this Initiative Collaboration • Market Analysis • Content team • Service Line • Video • Vendor Partner
- 7. Our First Journey Engaging and Converting
- 8. Our First Journey Engaging and Converting
- 9. Our First Journey Engaging and Converting
- 10. Things to Consider with Every Journey
- 11. The Skills Needed to Create & Maintain the Journey What talent do you have on your team to manage this journey? • How our team prepped for this journey • Trailhead resources • Vendors to assist with management Can you work with a trusted partner? • Initially we worked with a vendor partner to develop this journey before bringing it to our Marketing Cloud • We wanted to bring the project in-house to make real-time adjustments and review content/performance in platform
- 12. Cross Functional Collaboration Key Players • Physicians • Marketing Managers • Content Team • Web Developers • Internet Marketing Team Content Needed • Care Guide • Landing Page • Emails • Online Advertisements
- 13. • Create a Holistic Approach • What other site integrations can you incorporate the care guide CTAs? • Learning Point: We should have integrated CTAs on condition pages, department pages and other various points • Maintain a Continuous Journey • This campaign should have longevity, not a set end date • Create monthly or quarterly reminders to check with key players on the accuracy of information • Set weekly/monthly reminders to monitor engagement and email performance What Other Efforts Do You Have in Play?
- 14. Responding to comments within 24 hours Making agents aware and prepared for questions surrounding this campaign Social Media Monitoring Call Center Listening to calls on a weekly basis to ensure quality and understand user experience Call Monitoring Responsiveness
- 15. Analytics Tracking & Setting Goals Google Analytics • Create standardized nomenclature for all UTM parameters Decide How to Measure Success • Awareness and acquisition was our main goal for this campaign • Our main goals were to measure engagement, lead collection and launch our first in-house journey How to Assess Performance • Review open rates and rate of new subscribers each week • Review the engagement per email • Review performance of Facebook ads for frequency, engagement and conversion rates • Review performance of SEM ads for clicks and conversion rates
- 16. Results 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 0 10 20 30 40 50 60 70 80 90 Quality Over Quantity Calls Appointments Total Reach/Impressions Launched with display, SEM, social and video display and Lessened display, less weight to brain tumor guide and more targeted. Sept removed display August/Sept, turned all channels off. Oct-Jan piloted first in-house journey, with minimal spend to search, display and social At the time of this campaign, we did not have robust tracking capabilities. Calls and leads represented here were manually pulled and cross-referenced and there is an expected amount of leakage.
- 17. Results At the time of this campaign, we did not have robust tracking capabilities. Calls and leads represented here were manually pulled and cross-referenced and there is an expected amount of leakage. 0 20 40 60 80 100 Source of Leads Facebook Call Source SEM Call Source Appointments 0 20 40 60 80 100 Guide Downloads and Calls Against Leads Downloaded Guides Calls Appointments
- 18. Results Landing Page Appointment 60% Find A Doctor Appointment 40% PERCENTAGE OF APPOINTMENTS MADE BY DESTINATION ASSET Landing Page Appointment Find A Doctor Appointment At the time of this campaign, we did not have robust tracking capabilities. Calls and leads represented here were manually pulled and cross-referenced and there is an expected amount of leakage. For Condition Marketed 57% Not Aligned with Condition 43% TARGETING AND OPERATIONS For Condition Marketed Not Aligned with Condition
- 19. Results Total Clicks: 1,777 • SEM: 739 • Facebook: 1,038 Care Guide Downloads: 147 • SEM: 29 • Facebook: 106
- 20. • Key Takeaways • Have one CTA per email • Make wait times shorter between emails • Update call center on a monthly basis to provide feedback on calls • Integrate CTAs on website • Create a QA checklist Overall Learnings & Scaling Internationally
- 21. How do we take an acute journey user and migrate into our overall communications?
- 22. Health and Wellness Journey
- 23. Health and Wellness Journey Overview Foundational Journey • Highly integrated • Continuous • Triggered by implicit and explicit interests and preferences to display personalized information for services and location. Health System Journey
- 24. Increase ability to manage population base by capturing prospective patient information. • Provide call center agents the ability to see prospect information and campaigns they came through. • Connect prospect data to patient data. • Create more personalized experiences and draw patients to the appropriate point of access. • Build loyalty and experience by providing relevant and timely information. • Reduce technology debt, by consolidating systems and optimizing workflows • Build out data model that allows us to understand analytics for acquisition, retention and opportunities Path Forward High Level Overview of CRM
- 25. Path Forward High Level Overview of CRM
- 27. Therese Lockemy Director of Internet Marketing & Social Engagement Tlockem1@jhmi.edu, @tlockemy
- 28. Breana Fischer Internet Marketing Specialist Bfische6@jhmi.edu @breanafischer7
Editor's Notes
- Therese: To provide context, the efforts around brain tumor that we will talk about today do not represent all of our efforts for this service. We've been running digital marketing campaigns around brain tumor since 2012. In March of 2017 we partnered with a vendor that is known for healthcare CRM and journeys to build our first multi-channel campaign that included a journey component. This was a defined scope to show proof of concept for this type of engagement and nurturing, in addition to having all of our data go to a central place to hopefully understand performance in a more trackable way. Some of the challenges we faced and continue to face was the shift to the Maryland All Payer Model, that put a cap on revenue in Maryland. As an academic medical institution our clinical care supports our research and education arms, so it was important for us to reach outside of Maryland. We already did so as a national brand, but needed to be more intentional about the markets we targeted and the services we were looking to build. At the start of this and still somewhat a challenge today, but we are making progress, is our ability to track results and understand who is making an appointment. Another area where there is a lot more conversation today, that didn't exist as much at time of lunch was clearly defined workflows and collaboration with our operations and call center colleagues.
- Therese: Due to the unique model in Maryland, we reached outside of our home state and targeted those that would have propensity to travel for care in the mid-Atlantic and north-east states. Measure of success for us, were some of the vanity level metrics because we didn't have those connections, leads (inclusive of downloads and request an appointment leads) and if possible it would be a bonus in our previous state to understand appointments.
- Therese To define areas of focus our leadership worked with finance, market analysis and clinical leadership. We need to start there to determine where there was access, what services made sense for the organization. We then worked closely with our service line team to look at the latest innovations, what differentiated us and assess previous results. We had to work closely with content and video to produce the assets and the vendor partner to glean insights from what they've learned when running similar efforts. We then needed to work with our call center to develop a process for when someone submits a form, how could we gather minimum information to reduce abandonment rate and enough for the agent to call the user back, work with them on the call back time and touch based throughout the campaign on what they were seeing. https://www.gettyimages.com/detail/illustration/doctor-royalty-free-illustration/166011645?adppopup=true https://www.gettyimages.com/detail/illustration/black-and-blue-call-center-icons-royalty-free-illustration/470995338?adppopup=true
- Therese To help orient those on the call today, this is a little bit of what our media mix looked like. We had search engine marketing running, social media, with a focus on Facebook, Programmatic display targeting based off attributes and premium health channels, You Tube pre-roll and display, etc.
- Therese We would then drive them to one of two pages depending on the CTA, either to a page to download a guide or to request an appointment
- Therese If they downloaded a guide, they would receive 3 emails (need to refresh myself on cadence) Each nurturing email is sent once over six weeks. Each one is separated by two weeks.
- Breana - With launching a journey, we learned that the process isn't simple and there are a few variables to consider
- Breana - The campaign Therese spoke to, it ended and then we took the opportunity to bring it within our platform
- Breana - One of the first things to consider is the content and there are a few questions to ask during the project planning stages: 1. Who are the people that need to be involved with this project? Physicians? Marketing Managers? Web Team? --- There were more people involved with this process since it's a niche condition and making sure you're building enough lead time and the steps of the journey 2. How can you align each person's timeline for the project? What areas can you overlap to create efficiencies? For example, while the e-book is being created, can the web team start working on the form? 3. Include a note of the troubles we faced with getting everything launched in testing 3. What content pieces do you need? And what is the longevity of these content pieces? For example, if you are featuring physicians, ensure that the ones you are highlighting will be at your healthcare institution for a long period of time so you don't have to keep making changes during the setup and post production phases. Ensure a process for if physicians leave. 4. How will you promote the journey? What funds do you have available and how can this be integrated organically and through paid promotions?
- Breana
- Breana. Another area to consider for the journey is responsiveness. With the areas you'll be utilizing for the campaign (for ours it was social media and call center as the two primary), it's important to note the following: - Social Media Monitoring: How are users responding to the ad? Are you receiving positive or negative feedback? Are you testing different images and text after a month or two? What's your frequency with the audience? And ensure all questions are being answered in a timely manner. - Call Center: Ensure that you have communicated with the call center agents information regarding the campaign, including the launch date and end date, components of the campaign (emails, ads, etc.) and details of the information shared with potential patients. - QA Calls: We setup call tracking phone numbers and had the opportunity to listen to the calls and hear interactions between potential patients and the call center representatives. It's important to check in on the user experience and ensure they are being supplied the information they are looking for and are being directed to others within the institution if needed.
- Breana You can do all the prep needed, but how are you tracking your success? What are your goals for the campaign? - Ensure you teams are aligned on nomenclature for tracking alias, UTM strings, - can track journey builder, want to also see how ads are performing. - There are so many pieces so standardization of naming convention to bring into a BI tool is important. - Other measures of success for us were this being a proof of concept of running this in-house, how much time does it take, what are learnings, etc.
- Therese Want to remind everyone that our tracking capabilities were limited, in that we'd have the call tracking info and form data, but would receive manual data-uploads into a secure system that included who made an appointment. This then need to be cross reference using first name, last name and email or first name, last name and phone number. When we first launched we looked at how to obtain reach in a targeted way. We launched with all of the channels mentioned in the aforementioned slide. What these first few months show is the time that is needed to refine your strategy to learn from the insights and the time that campaigns take to ramp up when using platforms like Google Ad Words. After reviewing results, we lessened display, moved more weight to the request an appointment CTA and worked on targeting. September, the defined scope ended with our partner and we continued to run just social and SEM, with shifting budget from display to awareness tactics like social. Spikes in reach are due to video social campaigns we ran around brain tumor patient stories, which you can see some correlation between these activities and appointments. During this time we had been working on bringing the brain tumor journey in house, as Breana spoke to, but because of some of the complexities were not able to launch until October. Our brain tumor campaign ended in August, so by the time we launched this journey that was intended to run with the larger campaign, we had limited dollars. We knew it would still be worth it to pilot this in-house and we have learnings from this that Breana will share with you. This is why you see us go flat with our campaign and then minimal efforts the rest of the year.
- Therese With a focus on launching with a robust multi-channel campaign, at the start we did bring in many leads for the downloadable guide. When we shifted dollars to more request an appointment CTA's, we saw our calls and appointments increase. This does not take into account the trickle down from the guides, as a caregiver or family member may have downloaded and we had no way of connecting this to the actual patient, which is one of the challenges. The guide download gap from October to October was due to the campaign with our vendor ending, us continuing to drive acquisition while we worked on building this in house
- Therese We looked at what assets were visited by appointment. The landing page in this case could be the download guide landing page or the request an appointment landing page. The Find a Doctor is our physician directory. This shows the importance of having multiple assets that meet the patient where they are at. You can also see what the operational piece is so important. From those that made an appointment 43% wounded up in a department that this campaign was not targeted to.
- Breana - For this three month campaign, we receive more than 1,700 clicks on the ads and 147 conversions - Average open rate of 28% vs 32%
- Breana After running the campaign for three months, there are a few takeaways that we learned: 1. Having one CTA per email/Shorter emails: By not narrowing the focus of the subscriber, there were multiple clicks to our site, watch a video, etc and not to one CTA for us to channel our efforts 2. Make Wait Times Shorter: Initially, our wait time was up to seven days apart. We tested shortening this and found we receiving a bump in our open rate (overall, approximately 2%) by condensing the wait time. 3. Communication with the Call Center: It's important to check in on a monthly basis with the progress of the campaign. Also, new employees could start and while we want to ensure that they're aware of this campaign as well. 4. Organic Integration: As we mentioned earlier, this journey should not be a siloed effort. Specifically for this one, it's such a niche condition that it's important to consider where we could include CTAs on the site – service line site, physician bios, having physicians in the department promote the guide/landing page 5. Create a QA Checklist: Those items can include: Litmus test emails, checking ads, checking links, ensuring CallRail numbers are flipping – create a custom QA checklist for your team
- Breana
- Therese
- Therese Pulling from all that we've discussed, we are now working on building out a health and wellness journey that can serve as a stable and consistent foundation to more chronic and acute conditions. This approach use our health and wellness e-news to bring them in and then uses data around which article brought them in, which location and what content are they clicking on in the email to provide personalized communications to them, using implicit and explicit data. Part of our approach is to integrate this with our organic and paid strategies. As Breana mentioned a learning was that we had this very defined, self-contained journey that did not extend to our larger digital ecosystem. Breast example....better sleep, information about our sleep center.
- Therese Another thing we are working towards which was our most significant challenge. Is the connecting of data. We piloted and learned what it takes to launch a journey, how to set one up and the more technical and creative pieces. Our work ahead lies with enhancing our strategic approach to better target and build our data model and correspond data structure so that we can obtain the 360 degree view.
- Therese BI tools and workflows, etc. and hand to Breana to talk about preference center.
- What other aspects international expansion and what other challenges occurred with expanding to another country? Did you experience challenges with operations, such as people not being able to get an appointment or with negative comment on social media? What do you plan on doing with the subscribers from the Brain Tumor Journey campaign? How have you navigated working across departments to create an ideal experience for a user? How do you market niche conditions such as Brain Tumor with Facebook’s increased restrictions and Google’s limitations for retargeting?