Marketing Prioritization Alignment and Dashboard Reporting

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. 2016 Society for Healthcare Strategy & Market Development

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

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

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 Gundersen Health System Strategic Plan

Marketing Prioritization WHY?

No Alignment CONSUMING

No Alignment NOISY

No alignment CONFUSING

Alignment leads to IMPACT

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

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

Prioritization Quantitative and Marketing Priorization - 2016 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

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 17,776 2.1% 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 13,242 2.6% 1 Tri-County 24,436 25,873 5.9% 1 Women's Health 30,492 31,901 4.6% 2 Bariatrics 353 349-1.0% 2 Emergency/Trauma 16,985 18,430 8.5% 2 ExpressCare no data from the AB 2 General Surgery 15,885 17,063 7.4% 2 Neuroscience Center 43,658 49,948 14.4% 2 Physical Therapy/Rehabilitation 338,624 375,016 10.7% 2 Vascular 20,854 23,513 12.8% 3 Allergy Adults no data from the AB 3 Cancer and Blood Disorders 5,296 5,485 3.6% 3 Center for Breast Care no data from the AB 3 Dermatology 82,016 92,464 12.7% 3 Endocrinology no data from the AB 3 Gastroenterology 40,954 46,267 13.0% 3 General Internal Medicine 23,099 24,146 4.5% 3 Hospice & Palliative Care no data from the AB 3 Imaging/Radiology 469,599 492,802 4.9% 3 Nephrology/Renal 12,510 13,927 11.3% 3 Pulmonary 37,182 43,866 18.0% 3 Rheumatology no data from the AB 4 Behavioral Health 179,020 179,138 0.1% 4 Dental Specialties no data from the AB 4 ENT 46,957 51,506 9.7% 4 Heart Institute 163,621 176,269 7.7% 4 Orthopeadics 61,630 69,509 12.8% 4 Plastics 10,099 11,539 14.3% 4 Podiatry 25,383 29,236 15.2% 4 Urology 23,707 27,761 17.1% 4 Vision 128,016 151,406 18.3% 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

Prioritization Results and Ranking Adjustments Marketing Priorization - 2016 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 9 9 6 6 9 9 9 9 9 95.0 Projected Tier 1 3 Cancer and Blood Disorders 44% 22 days 9 9 3 9 9 9 9 9 9 93.3 3 Center for Breast Care - 32 days 6 9 6 9 9 6 9 9 9 85.0 Assigned marketing consultant 1 Women's Health 34% 11 days 9 9 3 6 9 6 9 3 9 83.3 Focused market planning and regular meetings 4 Heart Institute 38% 41 days 6 9 6 6 9 6 9 9 9 83.3 Marketing dashboard tracking and reporting 2 Pharmacy - - 9 6 6 0 9 6 9 9 6 81.7 Priority marketing spend and tactical execution 3 Imaging/Radiology - - 9 9 3 3 6 9 9 6 9 81.7 Greater channel exposure and spend 3 Gastroenterology 43% 71 days 9 9 6 6 9 0 9 9 9 80.0 4 Eye Institute 46% 20 days 9 6 9 6 6 6 6 6 6 76.7 Projected Tier 2 1 Family Medicine LAX-ONA - 18 days 3 6 6 6 9 9 9 3 9 75.0 Assigned marketing consultant 2 Neurosciences 43% 22 days 9 3 6 3 6 6 9 9 6 73.3 Focused market planning and regular meetings 2 General Surgery 38% 14 days 6 9 6 6 6 6 9 6 6 73.3 Marketing dashboard tracking and reporting 4 Urology 34% 16 days 6 3 9 6 9 6 6 6 6 73.3 Secondary priority spend and tactical execution 1 Tri-County Whitehall 12% 6 days 6 3 6 3 6 9 9 6 9 71.7 Greater channel exposure and spend 1 Boscobel 9% 87 days 6 3 3 3 6 9 9 9 9 70.0 2 Emergency/Trauma 19% - 9 9 6 6 6 0 9 6 6 70.0 2 Vascular 43% 14 days 6 3 6 6 6 6 9 6 6 66.7 4 ENT 37% 13 days 6 3 6 6 6 6 9 6 6 66.7 Projected Tier 3 3 Dermatology - 15 days 6 9 6 3 6 0 9 6 9 63.3 Tactical marketing team 4 Dental Specialties - 23 days 3 3 3 9 6 9 6 9 6 61.7 Tactical execution; some planning 1 St. Joseph - Hillsboro 13% 11 days 6 3 3 3 6 3 9 6 9 58.3 More limited channel exposure; spend 1 Pediatrics 40% 13 days 3 3 3 6 6 6 9 3 9 56.7 1 Regional Clinics - - 0 6 3 6 9 3 9 6 9 56.7 3 General Internal Medicine - 39 days 0 6 3 6 6 6 9 6 9 55.0 Mission- Centric Service Score

Service Line Planning

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

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

SL Goals and Marketing Objectives

Marketing Tactics

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 171 159 330 2016 Goal 173 183 141 161 208 170 194 193 205 192 180 193 2,192 2015 Total 165 174 134 153 198 162 185 184 195 183 171 184 2,088 2014 Total 175 155 174 176 145 178 173 169 158 176 131 125 1,935 2. 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 15 8 20 20 25 88 2016 Goal 23 22 19 16 19 16 18 16 14 23 14 16 214 2015 Total 22 21 18 15 18 15 17 15 13 22 13 15 204 2014 Total 18 17 14 21 26 13 22 27 21 20 17 17 233 3. 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 35 59 49 52 38 233 2016 Goal 35 49 48 45 46 51 48 39 46 58 51 48 566 2015 Total 33 47 46 43 44 49 46 37 44 55 49 46 539 2014 Total 28 43 38 29 36 38 43 40 43 42 35 48 463 4. 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 0 2016 Goal 0 0 0 0 0 0 0 0 0 0 0 0 0 2015 Total 0 2014 Total 0

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, 45,866 689, 32,281 721, 36,139 753, 37,635 795, 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 105.5 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 70 60 50 40 30 20 10 0 2016 Total 2016 Goal 2015 Total 2014 Total

Marketing Growth Objectives and Data Tracking

Marketing Growth Objectives and Data Tracking

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

Questions? The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. 2016 Society for Healthcare Strategy & Market Development