SHSMD Sept 2016 - FINAL

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

Marketing Prioritization Alignment and Dashboard Reporting

Presented by Gundersen Health System:Pamela Maas, Chief Business Development and Marketing Officer

Julieann Paulson, Service Line Marketing ConsultantLiz Ritter, Planning and Development Analyst

What Will We Discuss Today?Who we areWhy prioritizationPrioritization tool and

exerciseMarketing dashboardOngoing tracking and

reportingLessons Learned Summary

Gundersen Health System

INTEGRATED DELIVERY SYSTEM7,300 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 PRODUCTSEnvironmental Sustainability/ENVISION

Advance Care Planning/Respecting Choices

Bereavement Services/Resolve Through Sharing

Nutrition/500 Club

MEDICAL FOUNDATION

Our Team

Pamela MaasChief Business Development and Marketing Officer

Julieann PaulsonMarketing Consultant

Liz RitterPlanning and Development Analyst

Other key collaborators: SVPs/VPs Service Line Leaders Regional Center Leaders Finance Information Systems

Gundersen Health System Strategic Plan

5

Marketing Prioritization – WHY?

No Alignment – CONSUMING

No Alignment – NOISY

No alignment – CONFUSING

Alignment leads to IMPACT

Prioritization Process

• Prep Meetings

• Launch Meeting

• Individual Prioritization Completion

• Prioritization Consolidation

• Final review and alignment

• Communication

• Dashboard and Ongoing Reporting

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

Marketing Priorization - 2016

Total Score

Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100%

Service LineMarket Share

Current Access (3rd Day Out)

Operating Margin

Value of1% Shift in

Market ShareForecastedGrowth %

PatientExperiencePercentile

Contributes toDownstream

Revenue

AnticipatedCapacity

(2016)

Strategic Value to

GHSDegree of

Competition

Mission-CentricService Score

Reference OnlyQuantitative

(based on actual performance)Subjective

(scores provided by VPs)

Scoring Key0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP

Prioritization Quantitative and Subjective Data Points

• 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

Handout

• Operating Margin• Market Share• Forecasted Growth

– example• Access• Patient Experience

Gathering Data and Ranking Criteria2015 Volume 2020 Volume % Growth

1 Boscobel 17,415 17,776 2.1%1 Family Medicine LAX-ONA1 Pediatrics1 Regional Clinics1 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 ExpressCare2 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 Adults3 Cancer and Blood Disorders 5,296 5,485 3.6%3 Center for Breast Care3 Dermatology 82,016 92,464 12.7%3 Endocrinology3 Gastroenterology 40,954 46,267 13.0%3 General Internal Medicine 23,099 24,146 4.5%3 Hospice & Palliative Care3 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 Rheumatology4 Behavioral Health 179,020 179,138 0.1%4 Dental Specialties4 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%

High >15%Average 5%-15%Low .1-4.9%None Negative

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Criteria

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Team Service Line

Inpatient and Outpatient 5-year Projected Growth

no data from the AB

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.

no data from the ABno data from the AB

Prioritization Results and Ranking Adjustments

Marketing Priorization - 2016

Total Score

Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100%

Team Service LineMarket Share

Current Access (3rd Day Out)

Operating Margin

Value of1% Shift in

Market ShareForecastedGrowth %

PatientExperiencePercentile

Contributes toDownstream

Revenue

AnticipatedCapacity

(2016)

Strategic Value to

GHSDegree of

Competition

Mission-CentricService Score

4 Orthopeadics 36% 27 days 9 9 6 6 9 9 9 9 9 95.0 Projected Tier 13 Cancer and Blood Disorders 44% 22 days 9 9 3 9 9 9 9 9 9 93.33 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 das hboard tracking and reporting

2 Pharmacy - - 9 6 6 0 9 6 9 9 6 81.7 Priori ty marketing spend and tactical execution

3 Imaging/Radiology - - 9 9 3 3 6 9 9 6 9 81.7 Grea ter channel exposure and spend

3 Gastroenterology 43% 71 days 9 9 6 6 9 0 9 9 9 80.04 Eye Institute 46% 20 days 9 6 9 6 6 6 6 6 6 76.7 Projected Tier 21 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 das hboard tracking and reporting

4 Urology 34% 16 days 6 3 9 6 9 6 6 6 6 73.3 Secondary priori ty spend and tactical execution

1 Tri-County Whitehall 12% 6 days 6 3 6 3 6 9 9 6 9 71.7 Grea ter channel exposure and spend

1 Boscobel 9% 87 days 6 3 3 3 6 9 9 9 9 70.02 Emergency/Trauma 19% - 9 9 6 6 6 0 9 6 6 70.02 Vascular 43% 14 days 6 3 6 6 6 6 9 6 6 66.74 ENT 37% 13 days 6 3 6 6 6 6 9 6 6 66.7 Projected Tier 33 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 l imited channel expos ure; s pend

1 Pediatrics 40% 13 days 3 3 3 6 6 6 9 3 9 56.71 Regional Clinics - - 0 6 3 6 9 3 9 6 9 56.73 General Internal Medicine - 39 days 0 6 3 6 6 6 9 6 9 55.0

Subjective(scores provided by VPs)

Scoring Key0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP

Reference OnlyQuantitative

(based on actual performance)

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

Prioritization Results and Service Line Planning

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 TrackingGoal 5%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total2016 % 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

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


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


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 DASHBOARD: Heart - Goal Tracking1. Increase Heart Failure new patients to specialty by 5%

2. Increase Valve Clinic volumes by 5%

3. Increase Heart Surgeries by 5%

4. Increase Electrophysiology Studies by 25%

Marketing Campaign TrackingJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Actual % ∆ YOY (running total)

SEM Heart Surgery 567 clicks, 23,641 imp, 2.40% CTR, 6 calls tracked

SEM Heart Surgery - 899 clicks, 45,866 imp, 1.96% CTR, 27 calls tracked




SEM Heart Surgery - clicks 795, 34,505 imp, 2.30 CTR, 6 calls tracked

SEM Heart Surgery - cl icks, imp, CTR, calls tracked


SEM Heart Surgery - clicks, imp, CTR, calls tracked

SEM Heart Surgery - cl i cks, imp, CTR, calls tracked


SEM Heart Surgery - clicks, imp, CTR, calls tracked

SEM Display ads 1,483 clicks, 83,395

imp, 1.78% CTR

MICS 2nd Opinion Info Packet now

avai lable

MICS 2nd Opinion info packets to

Regional Services

Priority One patient story - Gundersen

Mag, SE WI version

MICS radio spot-ESPN 105.5 FM

SEM Display ads cl icks, imp, CTR

SEM Display ads cli cks, imp, CTR




SEM Remarketing 3,095 clicks,

101,545 imp, 3.05% CTR

Cover story Gundersen

Magazine - Cardiac Arrest pt from SE MN

MICS print ads - La X Trib, 2 RVNG local pagers and PdC

SEM Remarketing cli cks, imp, CTR

SEM Remarketing cl icks, imp, CTR




MICS Pencil and Pushdown on Trib website, 2 days

Priority One Success Story - MedLink News

Hope's pt story - Gundersen Mag

GoalHeart MRI article - MedLink News and MASN

Priority One Success Story - MASN

Heart Surgery 2nd Opinion SEM - 33

clicks


clicks


clicks


clicks


clicks


clicks

Heart Surgery 2nd Opinion SEM -

cl icks


cl icks


cl icks


cl icks


cl icks


cl icks

MICS/Valve hybrid surgery - Medical Monday segment?

Second Opinion 100 clicks

Sources - mostly organic and SEM






Second Opinion xx cl icks






3. Increase Heart Surgeries by 5%M

arke

ting

Tacti

cs

9%

5%

0

10

20

30

40

50

60

70

2016 Total 2016 Goal 2015 Total 2014 Total

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

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

Questions?

SHSMD Sept 2016 - FINAL

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