Five Bold Moves to Transform Healthcare Marketing

Karen Corrigan

Corrigan Partners LLC

@karencorrigan

corriganpartners.com

So, how do I . . .

Create a future-ready, high-performing and efficient marketing operation; that will . . .

Better position the organization to compete as changing market dynamics reshape the competitive environment . . .

And achieve organizational growth and profitability goals?

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Establish a transformative agenda for change

• Restructuring markets and intensifying competitor activities in anticipation of reform and other industry pressures require more focused marketing investments.

• New reimbursement methods and emerging business models require greater emphasis on customer engagement to optimize profitability.

• Web, social networking and mobile technologies are changing consumer behaviors and revolutionizing business processes everywhere, requiring new competencies, capabilities and investments for customer acquisition, retention and engagement.

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Five bold moves to transform marketing

Change the marketing culture

Configure the new marketing organization

Acquire new competencies, capabilities and skills

Create a compelling case for change and bias for action

Communicate new roles, new rules, new expectations

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Bold move #1:

Change the marketing culture This requires a shift in thinking about marketing as tactical operations to a discipline that is strategic, cross-functional and bottom line oriented.

STRATEGIC

RESULTS ORIENTED

CROSS FUNCTIONAL

Focused on opportunities that drive growth and better business performance.

Orchestrated across marketing, clinical and business functions, with shared accountabilities for success.

Delivers on growth, revenue and profit targets.

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Bold move #2:

Configure the new marketing operation

Establish a future vision, role and scope for marketing

Restructure to align/integrate critical functions

Review and update staffing models and skills

Standardize planning and resource allocation modeling

Develop performance management standards & measures

Invest in the core technology infrastructure

Build a unified, high performance operation and culture

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Bold move #3:

Acquire new competencies, capabilities and skills

Strategic marketing planning

Market intelligence and business analytics

Brand building and management

Market and customer creation abilities

Product development

Sales, CRM, PRM, customer contact centers

Customer engagement proficiencies

Social commerce and community management

Cross-channel content strategy and management

Digital media fluency (web, mobile, social, etc.)

Real-time responsiveness

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Bold move #4:

Create a compelling case for change; bias for action

Growing revenue, improving business performance, increasing brand loyalty and building sustainable competitive advantage . . .

Build brands that attract customers and remain relevant as markets change

Develop highly targeted smart growth strategies across inpatient, ambulatory, retail and virtual sites

Drive successful growth of more tightly integrated physician partners

Redefine and leverage channel relationships

Create future-ready models of care delivery that optimize profitability under reform economics

Leverage web, mobile and social media technologies to attract and engage stakeholders

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Bold move #5:

New roles, new rules, new expectations Communicate new rules and expectations:

Marketing will establish a robust partnership with administrative, clinical and business operations to drive clear alignment of growth, brand and marketing strategies and investments to the health system’s transformation agenda, growth and financial goals

Marketing investments will be prioritized to strategic planning, business development, growth and financial performance imperatives.

Data and analysis will inform strategic marketing thinking and planning, and provide an evidence-based approach to marketing investment.

Marketing and operations will establish cross functional collaboration, decision-making and co-accountability for outcomes.

Time – and dollars – will be focused on fewer, more impactful activities; and activities and tasks that do not contribute to growth and improved competitive performance will be transitioned or eliminated.

Marketing performance measures, monitoring and reporting systems will be developed and employed to track progress and outcomes.

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Key questions to get the conversation started . . . What is the current state of marketing in terms

of priorities, effectiveness, capabilities, skills, systems, structure and performance?

What is your vision for its future state? What is the gap between current- and future-state in terms of structure, processes, competencies and investments?

What are the marketing opportunities and challenges in regards to changes in the delivery system; e.g., care transformation, multiple geographies, expanding services portfolios, employed physician SBUs, etc.?

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Key questions to get the conversation started . . .

What marketing capabilities and controls are/should be held by the corporate operation; what is optimally administered by major business units?

How are advances in technology (digital, social media marketing, CRM, etc.) changing marketing practice, and what new infrastructure, skills and competencies will this require?

What are the optimal synergies and relationships between planning, marketing, PR, sales, etc., as well as with finance, IT and SBU operations to inform and support brand building, business development and growth priorities?

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Embrace change, then drive transformation

Questions. Comments. Discussion.

Karen Corrigan Founder/CEO Corrigan Partners karen@corriganpartners.com P 757.288.2480 @karencorrigan blog @ karencorrigan.com