Track 2 Communications: The New Black · Track 2 Communications: The New Black Healthcare Marketing...
Transcript of Track 2 Communications: The New Black · Track 2 Communications: The New Black Healthcare Marketing...
Track 2
Communications: The New Black
Healthcare Marketing and Physician
Strategies Summit
May 1, 2014
9:45-11:00 a.m.
Presented by:
�Holli Salls, Salls Group LLC
�Terri Goren, Goren & Associates. LLC
�Dalal Haldeman, SVP, Johns Hopkins Medicine
Agenda
Holli Salls
Terri Goren
Dalal Haldeman
• Overview and Group
Exercise
• National healthcare
communications research
• Engagement and Tools
from Johns Hopkins
Medicine
• Questions
Group Exercise:
What top three communication challenges face your organization today?
SallsGroup
National Healthcare Communications
Research
Survey Questions
• What top three (3) communication challenges face your organization today?
• What communications initiatives are you currently doing less of? What are you doing more of?
• Describe your current communications infrastructure? What skill sets do you need most going forward?
• Does your leadership understand the difference between communications and marketing?
Methodology and Survey Sample
• 14 telephone interviews
• Conducted February-March 2014
• VPs and Senior Directors of Marketing and
Communications
• Survey sample
- Academic medical centers
- Health systems
- Large physician practices
- Community hospitals
- Children’s hospital
Organizations
Catholic Health of Buffalo
CentraState Healthcare System
Emory Healthcare
Hartford HealthCare
Henry Ford Health System
Meridian Health
Nationwide Children’s Hospital
Ochsner Clinic Health System
Penn Medicine
University of Arkansas for Medical Sciences
University of Iowa Hospitals and Clinics
University of Kentucky HealthCare
University of Virginia Health System
WellSpan Health
Today’s Environment: What We Heard
• “Highest complexity ever in my 30+ year career … reform is
single most aggressive disturbance of our time.”
• “We live in a disruptive industry where change is the norm.”
• “Our biggest challenge is time … the degree and pace of
change is immense.”
• In my 3 decades in healthcare, I have never had so many balls
in the air, ever.”
• We have to help our organizations change. We’re asking people
to work harder while fundamentally redesigning the work they
do …. for a future we don’t live in … can’t relate to … and one
with which we have no reference.”
• “Opportunity of a lifetime for communications professionals”
Question #1
Key Communications Challenges
Top line Findings
• Communications function as change agent as reform
forces cultural shifts in many organizations
• Internal communications ranked as single biggest challenge, specifically due to need to educate and
engage employees about industry changes, their
impact to the organization, what changes will mean to
them and how changes will benefit patients and the
community
Key Challenges (cont’d)
• Physician communications and
engagement also viewed as critically
important due to new structural models,
reimbursement issues and generational
differences
• External communications viewed as highly
important but getting “house in order”
appeared to be foremost concern
Top Challenges (cont’d)
Internal Examples
• Extensive communications support required to help those
organizations trying to shift cultures that adopt and embrace
change and/or …
• Organizations needing to reorient employees from viewing
organization as bricks and mortar (hospital only mentality) to
wellness and disease management mindset (population health)
• Strategic communications viewed as critical to framing changes
so physicians and employees view changes as opportunities to
contribute rather than seeing as merely disruptive, especially among private physicians
Internal Examples (cont’d)
• Ongoing translation of complex issues (e.g., regulatory changes, reimbursement issues, etc.)
• New vocabulary/terms to translate (e.g., ACO, ACA, HCAP, narrow network, price transparency, value-based payments, clinical integration, etc.)
• Organizations getting larger and more complex; new models need to be explained to physicians and employees, including what they are and why they should care (e.g., acquisitions, alliances, affiliations, “systemness,” etc.)
“It feels like we have a whole new language out there and almost need a Glossary of Terms.”
Top Challenges (cont’d)
• Greater communications support needed to help educate and empower managers about industry changes and new processes (e.g., communications training, scripting, tool kits, etc.)
• Content management continues to challenge large systems in multiple locations (speaking with unified voice)
Top Challenges (cont’d)
External Examples
• Communicating with the newly insured and managing
expectations, especially due to high deductibles (e.g., more face-
to-face)
• Increasing patient engagement by building loyalty beyond
hospital while they’re healthy (“helping consumers own their
health”)
• As reimbursement models change, need will increase to better
communicate why patients need to stay within your system
• Price transparency will take on greater significance and have
major implications
“Patients are going to have to know what they’re paying for and
what they’re getting for it.”
Question #2: What communications initiatives
are you currently doing more? What are you
doing less of?
Doing More of …• Shift to digital (web, social, mobile) continues but
speed varies based on organization’s cultural “readiness”
• Increased use of CRM segmentation strategies (“precision marketing”)
• Greater standardization (e.g., templates, campaign tool kits, etc.)
• More ”story telling” versus chest-thumping
“I tell my staff …. please, no more ribbon cuttings and announcements of new machines!”
Doing More of (cont’d)
• Wellness-focused employee engagement using CRM
• Greater emphasis on quality execution, especially internal campaigns due to nature and complexity of issues (e.g., “Thrive” and “Unity”)
• Scripting for front line staff (e.g., new Medicare processes)
• Better management of brand across all digital channels
• Video, video, video
Doing Less of …
• “Killing off” anything not linked to strategy
• Less mass advertising
• Fewer topic-specific print publications/newsletters across all audiences
• Fewer print runs of annual reports
• Fewer print runs employee newsletters
“It’s time we get out of the production business.”
Question #3: What skill sets do you need
most going forward?
Top-line findings
• Sophisticated communications analytics/metrics (e.g.,
measuring attitudinal, behavioral changes, etc.)
• Deeper digital experience and expertise: web, social
and mobile
• Greater sophistication among editorial staff (e.g.,
knowledge of financials, operations, etc.)
• More business acumen
Question #4: Does your organization know the
difference between marketing and
communications?
NO!
Summary
• Communications function as change agent as organizations
undergo cultural shifts
• Internal communications/employee engagement viewed as #1 priority
• Physician communications/engagement seen as HIGH priority
• External communications viewed as VERY important but not as
as pressing as internal communications
• Unanimous perception that leadership does not know difference
between marketing and communications
• With one exception, all agreed that strategic communications will only increase in importance within their organizations
Healthcare Marketing and Physician Strategies SummitCommunications: The New Black
Presented by: Dalal Haldeman, Ph.D., M.B.ASenior Vice President, Marketing and CommunicationsJohns Hopkins Medicine
Our Objectives
• How to increase engagement
– Key audiences
– New audiences
• What tools are we using more effectively?
• Why integration of priorities for communications and marketing experts is key: What are we doing differently?
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23
The ACA Implications For Marketers and Communicators
• The need for better communication is
growing exponentially
• The anxiety and fear of change both
require more interactions and face-to-
face communications
• There is an influx of new consumers
• Local targeting and health exchanges
have increased
• Consumption of medical services is
increasing
• The financial squeeze is unclear
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Implications for Our Communication TeamsTen Implications
A. Three Top Imperatives:1. Need more integration/health innovation and efficiencies2. Need for shared decision-making tools3. Need for common brand architecture and templates for all business
development and tools
B. Three Top Talents And Expertise4. New mobile applications and development5. Telemedicine and multimedia6. Content and interactivity
C. What To Pay Attention To: 7. Multidisciplinary teams everywhere
(role of the NP and PA)8. Internal communication 9. Pushing for focus to avoid “fatigue” (BUCKETS)
D. Most Important Priority:10. Connecting the dots for us and for our patients (BUCKETS)
• We need to use new technologies – multimedia and
videos
• We have to drive change
• We have to facilitate quick interactions and be on the
mobile platforms
• We have to provide even more CUSTOMIZED,
HELPFUL, HONEST and QUICK information
• There is a need to pay more attention to patients’
empowerment and to educating the decision coaches
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What We Need To Do More Of To Increase Engagement
Tool # 1: Set Values
• Value your employees and colleagues
• Hire on values first
– Teamwork
– Innovation
– Respect for all individuals
My values are from over 30 years ago
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Tool # 2: Restructure And Align Goals
1. Align goals
• Achieve better positioning
• Drive more focus on thought leadership and priority buckets
• Achieve more effective internal communication visioning and connecting the dots
• Achieve more efficiencies
• Drive operational change and cultural comfort
• Develop goals based on priority buckets and measure
2. Use template of key questions and check lists
• What do you want to achieve?
• What thinking do you want the viewer or audience to have?
• What action do you want to induce?
• How would you know?
1.Conduct research and polls to stay focused or
induce change
2.Support e-strategy and mobile technology
3.Restructure to integrate with content
development, knowledge and expertise
4.Connect the dots with all our internal
communications demands
5.Encourage face-to-face communication in
times of change
6. Ask the right questions and ask about the
“BUCKET”28
Tool # 2: Restructure And Align Goals:What Is Our Department Doing Differently?
Marketing and Communications structure and skills sets:
1. Strategic Communication Team
• Media relations
• Design
• Institutional communication and thought leadership
• Science writing and story telling
2. Marketing and e-strategy team
3. Data analysis and business planning team
4. Branding team
5. Consumer behavior and research team
6. Video team
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Tool # 2: Restructure And Align Goals
Tool # 3: Conduct Research And Polls
• Use and share the data
• Understand the behavior
• Induce change
• Use informatics
• Use visualization platforms
• Use polling during meetings
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Example: Research And PollsInternal Communication and the JHM Strategic Plan
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45
72
164
619
1173
2.2%
3.5%
7.9%
29.9%
56.6%
Not Answered
5-6 times
More than 6…
3-4 times
1-2 times
Never
Valid Responses: 2073
During the past six months, approximately how many times have you discussed the JHM Strategic
Priorities with members of your team? (Respondents could only choose a single
response)
% of Responses
# of Responses
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Example: Research And Polls Internal Communication and the JHM Strategic Plan
576
1276
1781
20.9%
46.3%
64.7%
Print publication
In Person (e.g. meeting,
conversation)
Internet/Email
Valid Responses: 2753
How did you learn about the JHM Strategic Priorities? (Select all that apply)
(Respondents were allowed to choose multiple responses)
% of Responses
# of Reponses
32
Example: Research And Polls Internal Communication and the JHM Strategic Plan
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490
947
1026
1073
18.3%
35.3%
38.3%
40.0%
Other Employee or Colleague
Your Own Team Leader/Supervisor
Top Institutional Executive (President, Dean/CEO)
Other Institutional Leader (e.g. Vice Dean, Vice President, COO, Director,
Administrator)
Valid Responses: 2681
From whom did you learn about the JHM Strategic Priorities? (Select all that apply)
(Respondents were allowed to choose multiple responses.)
# of Responses
% of Responses
Tool # 4:Use Videos to Tell the Story
• Stories that generate “buzz”
• Videos and stories that reach target audience
• Stories for Mass Media
• Brand Journalism
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Integrating video content with existing communication efforts to engage,
give insight and support Johns Hopkins Medicine mission. Videos live on:
• Homepage• Clinical, Educational, Research & Institutes websites• News and Publications websites• Find a Doctor Directory• Internal Communication venues
Promotions & engagements using Social Media Channels (e.g. Facebook, Twitter, LinkedIn, Google +)
How are we using videos?HopkinsMedicine.org
JHM Strategic Plan: Biomedical Discovery
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Internal Communications and Employee Engagement Strategy
Patient Centered Care:Walking the Talk | Town Hall Meeting
Johns Hopkins Gives Back –United Way
JHM Quarterly Town Hall Meeting to Staff
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Johns Hopkins Researchers Find Caffeine Enhances Memory - For some, it's the tradition of steeping tea leaves to brew the perfect cup of tea. For others, it's the morning shuffle to a coffee maker for a hot jolt of java. Then there are those who like their wake up with the kind of snap and a fizz usually found in a carbonated beverage.
Coffee Time? How Caffeine Can Boost Your Memory
Attracting Potential New Students/ Applicants and Young Researchers
Genes to Society | New Curriculum
Emergency Medicine Residency Program
Research and Technology Science | Out of the Box
Stopping Breast Cancer Leader CellsJohns Hopkins’ cell biologist Andy Ewald explains his latest finding on how breast cancer cells spread and how they might be stopped.
Johns Hopkins Bench to Bedside
The concept of bench-to-bedside is perhaps best highlighted by some of the collaborative work between Johns Hopkins Institute for Basic Biomedical Sciences biomedical engineering faculty members and clinicians across the School of Medicine and Johns Hopkins Hospital..
Promote Research and Technology Make science accessible and convey a human side
Tool # 5: Connect with Content: Integrate Content, Social Strategies and Videos
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Home Page
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Tool # 5: Connect and Seek Out Audiences & Conversations
“Could somebody explain how this happened?”
“I thank everyone who acted on our concerns. My sister’s surgery date is now set…Thank you!”
Tool # 6: Develop Thought Leadership
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Objectives
Targets
Branding
Framework
Resources
Tactics
Metrics
1
2
3
4
5
6
7
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• Establish Steve Thompson as a thought leader in health care globalization strategy
• Establish and own the niche termed “global collaborative health care”
• Position Johns Hopkins Medicine (JHM) as a world leader in raising the global standard of health care
• Attract global health care leaders from target regions to collaborate with JHM
• Raise awareness and engagement about JHM’s impact on global health care
• Raise awareness and engagement about Johns Hopkins Medicine International’s programs internallyamong JHM influencer audiences
Primary
Tool # 6: Develop Thought Leadership:Set Objectives
Tool # 6: Develop Thought Leadership:Define Targets
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•Trends in international health care business
•Global collaborative health care:
•Legacy/impact approach
•Special role of academic medical centers
•Successes and lessons learned
Topic AreasTopic Areas
•North America: US, Canada, Bermuda
•Middle East: UAE, KSA
•Latin America and Caribbean: Caymans, Mexico, Colombia, Peru, Panama, Chile, Brazil
•Europe: Russia, Turkey
•Asia/Pacific: India, Malaysia, Singapore, Indonesia, China, South Korea
Regions Regions
•Health care business community in the US and abroad
•Key international influencers/opinion leaders
•Global and national health policy makers
•National and international business and health care media
• Internal audiences
Audiences Audiences
Tool # 6: Develop Thought Leadership:Identify or Redirect Staff Resources
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.50 FTE: writer.30 FTE: media
relations
.25 FTE: editor.30 FTE: digital project
manager
Thought leader:
4-6 hrs/month
Tool # 7: Understand And Explain The
Power Of Technology: The Good, The Bad, The Ugly
45Source: http://www.huffingtonpost.com/2013/12/09/poll-women-technology-complicated-relationship_n_4395935.html
46Source: http://www.huffingtonpost.com/2013/12/09/poll-women-technology-complicated-relationship_n_4395935.html
Tool # 7: Understand And Explain The Power Of Technology: The Good, The Bad, The Ugly
Tool # 7: Understand and Explain Technology: Doctor Review and Rating Sites
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Tool # 7: Understand And Explain The Power Of Technology: Taking Control of Online ReputationBad News and Good News
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First! The bad news:
• You can not control the
universe.
• What’s on the Web is on the
Web.
The good news:
You can create and
inspire positive content.
Tool # 7: Understand And Explain The Power Of Technology: Taking Control of Online ReputationWhat Not to Do
• Do not ignore negative
comments.
• Do not share details in your
response.
(Provide a contact for service
recovery)
• Do not get into a fight. You will
not win.
• Think twice about “burying”
content through reputation
management services.
• Avoid litigation at all costs.
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Tools That I Found To Be Effective
1. Set values: Together we are better
2. Restructure and align goals: the power of buckets, templates and check lists
3. Conduct research and polls and use data
4. Use videos to tell the story
5. Improve CONTENT, consolidate and integrate
6. Develop thought leadership
7. Explain, train, and use the power of technology 50
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Part IV
Questions?
Ideas Sharing?
Thank you!
SallsGroupHolli Salls, Principal
Terri Goren, Principal
Dalal Haldeman, PhD, MBA
Senior Vice President,
Marketing and Communications
Johns Hopkins Medicine