Marketing Prioritization Alignment and Dashboard Reporting

Transcription

1 Marketing Prioritization Alignment and Dashboard Reporting Presented by Gundersen Health System: Pamela Maas, Chief Business Development and Marketing Officer Julieann Paulson, Service Line Marketing Consultant Liz Ritter, Planning and Development Analyst The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development

2 What Will We Discuss Today? Who we are Why prioritization Prioritization tool and exercise Marketing dashboard Ongoing tracking and reporting Lessons Learned Summary

3 Gundersen Health System INTEGRATED DELIVERY SYSTEM 7,300 EEs/767 Providers/ 470 MDs 48 clinic locations 325-bed Tertiary Medical Center Behavioral Health Hospital Four Critical Access Hospitals Four Nursing Homes Tri-State Ambulance Service HEALTH PLAN NATIONAL PRODUCTS Environmental Sustainability/ENVISION Advance Care Planning/Respecting Choices Bereavement Services/Resolve Through Sharing Nutrition/500 Club MEDICAL FOUNDATION

4 Our Team Pamela Maas Chief Business Development and Marketing Officer Julieann Paulson Marketing Consultant Liz Ritter Planning and Development Analyst Other key collaborators: SVPs/VPs Service Line Leaders Regional Center Leaders Finance Information Systems

5 5 Gundersen Health System Strategic Plan

6 Marketing Prioritization WHY?

7 No Alignment CONSUMING

8 No Alignment NOISY

9 No alignment CONFUSING

10

11 Alignment leads to IMPACT

12 Prioritization Alignment is KEY Engage senior leaders Identify and align on top organizational priorities Increase internal awareness and support Minimize upset and confusion Sets stage for strategic partnership Shows accountability and measureable impact

13 Prioritization Highlights Identify organizational scope Quantitative and qualitative categories Ranking criteria and weights Independent and collective engagement Results categorized into priority tiers 1-3 Clear understanding of marketing commitment based on tier results

14 Prioritization Quantitative and Marketing Priorization Subjective Data Points Handout Scoring Key 0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP Reference Only Quantitative (based on actual performance) Subjective (scores provided by VPs) Total Score Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100% Service Line Market Share Current Access (3rd Day Out) Operating Margin Value of 1% Shift in Market Share Forecasted Growth % Patient Experience Percentile Contributes to Downstream Revenue Anticipated Capacity (2016) Strategic Value to GHS Degree of Competition Mission- Centric Service Score Identify accessible quantitative data; internal and market data Determine subjective categories according to value to the organization Evaluate weight percentages to align with data categories

15 Gathering Data and Ranking Criteria Operating Margin Market Share Forecasted Growth example Access Patient Experience Inpatient and Outpatient 5-year Projected Growth Team Service Line 2015 Volume 2020 Volume % Growth 1 Boscobel 17,415 17, % 1 Family Medicine LAX-ONA no data from the AB 1 Pediatrics no data from the AB 1 Regional Clinics no data from the AB 1 St. Joseph's 12,903 13, % 1 Tri-County 24,436 25, % 1 Women's Health 30,492 31, % 2 Bariatrics % 2 Emergency/Trauma 16,985 18, % 2 ExpressCare no data from the AB 2 General Surgery 15,885 17, % 2 Neuroscience Center 43,658 49, % 2 Physical Therapy/Rehabilitation 338, , % 2 Vascular 20,854 23, % 3 Allergy Adults no data from the AB 3 Cancer and Blood Disorders 5,296 5, % 3 Center for Breast Care no data from the AB 3 Dermatology 82,016 92, % 3 Endocrinology no data from the AB 3 Gastroenterology 40,954 46, % 3 General Internal Medicine 23,099 24, % 3 Hospice & Palliative Care no data from the AB 3 Imaging/Radiology 469, , % 3 Nephrology/Renal 12,510 13, % 3 Pulmonary 37,182 43, % 3 Rheumatology no data from the AB 4 Behavioral Health 179, , % 4 Dental Specialties no data from the AB 4 ENT 46,957 51, % 4 Heart Institute 163, , % 4 Orthopeadics 61,630 69, % 4 Plastics 10,099 11, % 4 Podiatry 25,383 29, % 4 Urology 23,707 27, % 4 Vision 128, , % Inpatient and Outpatient 5-year projected growth estimates are from The Advisory Board. Some service line projections were not available, and those are identified in gray lettering. Criteria High >15% Average 5%-15% Low.1-4.9% None Negative

16 Prioritization Results and Ranking Adjustments Marketing Priorization Scoring Key 0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP Reference Only Quantitative (based on actual performance) Subjective (scores provided by VPs) Total Score Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100% Team Service Line Market Share Current Access (3rd Day Out) Operating Margin Value of 1% Shift in Market Share Forecasted Growth % Patient Experience Percentile Contributes to Downstream Revenue Anticipated Capacity (2016) Strategic Value to GHS Degree of Competition 4 Orthopeadics 36% 27 days Projected Tier 1 3 Cancer and Blood Disorders 44% 22 days Center for Breast Care - 32 days Assigned marketing consultant 1 Women's Health 34% 11 days Focused market planning and regular meetings 4 Heart Institute 38% 41 days Marketing dashboard tracking and reporting 2 Pharmacy Priority marketing spend and tactical execution 3 Imaging/Radiology Greater channel exposure and spend 3 Gastroenterology 43% 71 days Eye Institute 46% 20 days Projected Tier 2 1 Family Medicine LAX-ONA - 18 days Assigned marketing consultant 2 Neurosciences 43% 22 days Focused market planning and regular meetings 2 General Surgery 38% 14 days Marketing dashboard tracking and reporting 4 Urology 34% 16 days Secondary priority spend and tactical execution 1 Tri-County Whitehall 12% 6 days Greater channel exposure and spend 1 Boscobel 9% 87 days Emergency/Trauma 19% Vascular 43% 14 days ENT 37% 13 days Projected Tier 3 3 Dermatology - 15 days Tactical marketing team 4 Dental Specialties - 23 days Tactical execution; some planning 1 St. Joseph - Hillsboro 13% 11 days More limited channel exposure; spend 1 Pediatrics 40% 13 days Regional Clinics General Internal Medicine - 39 days Mission- Centric Service Score

17 Service Line Planning

18 Prioritization Results and Service Line Planning Defining marketing growth objectives Meet with service line leaders to determine Monthly data tracking Define data tracking report; existing or creating with report writers Overall marketing plan/tactics to align with growth objectives Campaign channel, vendor, target market, dates, budget

19 Service Line Dashboards Marketing plan to support Service Line s Growth Objectives Target audience, budget, expected ROI, volume tracking, actual ROI

20 SL Goals and Marketing Objectives

21 Marketing Tactics

22 Marketing Goal Tracking MARKETING DASHBOARD: Heart - Goal Tracking 1. Increase Heart Failure new patients to specialty by 5% Goal 5% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2016 % Change YOY (running total) 4% -3% -3% 2016 Total Goal , Total , Total , Increase Valve Clinic volumes by 5% Goal 5% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2016 % Change YOY (running total) -32% -47% -30% -17% -6% -6% 2016 Total Goal Total Total Increase Heart Surgeries by 5% Goal 5% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2016 % Change YOY (running total) 6% 18% 13% 15% 9% 9% 2016 Total Goal Total Total Increase Electrophysiology Studies by 25% Goal 25% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2016 % Change YOY (running total) 2016 Total Goal Total Total 0

23 Marketing Campaign Tracking 3. Increase Heart Surgeries by 5% Marketing Tactics Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - SEM Heart Surgery - 899, 45, , 32, , 36, , 37, , 34,505, imp, CTR,, imp, CTR,, imp, CTR,, imp, CTR,, imp, CTR, imp, 1.96% CTR, 27 imp, 2.13% CTR, 10 imp, 2.0% CTR, 18 imp, 2.0% CTR, 14 imp, 2.30 CTR, 6 calls tracked calls tracked calls tracked calls tracked calls tracked calls tracked calls tracked calls tracked calls tracked calls tracked SEM Heart Surgery 567, 23,641 imp, 2.40% CTR, 6 calls tracked SEM Display ads 1,483, 83,395 imp, 1.78% CTR SEM Remarketing 3,095, 101,545 imp, 3.05% CTR MICS 2nd Opinion Info Packet now available MICS 2nd Opinion info packets to Regional Services Priority One patient story - Gundersen Mag, SE WI version Cover story Gundersen Magazine - Cardiac Arrest pt from SE MN MICS radio spot- ESPN FM MICS print ads - La X Trib, 2 RVNG local pagers and PdC MICS Pencil and Pushdown on Trib website, 2 days Heart MRI article - MedLink News and MASN SEM Display ads, imp, CTR SEM Remarketing, imp, CTR SEM Display ads, imp, CTR SEM Remarketing, imp, CTR Priority One Success Story - MedLink News Priority One Success Story - MASN SEM Display ads, imp, CTR SEM Remarketing, imp, CTR Hope's pt story - Gundersen Mag SEM Display ads, imp, CTR SEM Remarketing, imp, CTR SEM Heart Surgery -, imp, CTR, calls tracked SEM Display ads, imp, CTR SEM Remarketing, imp, CTR Actual % YOY (running total) 9% Goal Heart Surgery 2nd Opinion SEM - 33 Heart Surgery 2nd Opinion SEM - 21 Heart Surgery 2nd Opinion SEM - 52 Heart Surgery 2nd Opinion SEM - 98 Heart Surgery 2nd Opinion SEM - 81 Heart Surgery 2nd Opinion SEM - 88 Heart Surgery 2nd Opinion SEM - Heart Surgery 2nd Opinion SEM - Heart Surgery 2nd Opinion SEM - MICS/Valve hybrid surgery - Medical Monday segment? Heart Surgery 2nd Opinion SEM - Heart Surgery 2nd Opinion SEM - Heart Surgery 2nd Opinion SEM - 5% Second Opinion 100 Sources - mostly organic and SEM Second Opinion 73 Second Opinion 139 Second Opinion 98 Second Opinion 81 Second Opinion 91 Second Opinion xx Second Opinion xx Second Opinion xx Second Opinion xx Second Opinion xx Second Opinion xx Total 2016 Goal 2015 Total 2014 Total

24 Marketing Growth Objectives and Data Tracking

25 Marketing Growth Objectives and Data Tracking

26 Key Learnings Marketing Prioritization Interpretation of weights and criteria Baby Steps with living the priorities Marketing Dashboard Aligning dollar spend to revenue Quantifying impact and tracking Business goals Not always quantified Data definitions not standardized

27 Questions? The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development