mommyjenlin

What really was the impetuous for today's blog was a two-page, full-page spread from a major healthcare system. It caught my attention for the fact that there was a lot of copy and it was all about us. I looked for the value proposition and the compelling reason why this is important to me, but could not find any. A very expensive way to talk at someone. With healthcare changing so rapidly, is it time to move healthcare advertising beyond "all about us" to the value and benefit we bring to you , the healthcare consumer. I mean, unless you are a brand new provider in the market, you have been telling your audiences all about your features and benefits for years now. They get it. In today's world, it's about value and benefit to the healthcare consumer. In today's world, it's about the answering the healthcare consumers question of what is my ROI for using you? In today's world, you need to have a compelling value proposition with messaging that provides

Healthcare is changing at a far more rapid pace that at any time in its history. I am not referring to the pharmaceutical or technological advances which have no doubt improved the quality of care and in most cases, the quality of life as well. Since 1983 with the introduction of DRGs, we as an industry have been touting the benefits of wellness, individual responsibility in health and the patient taking an active role in their healthcare. Much has changed since that time and much has remained the same. But now, the game has really changed . Welcome to the age of the networked patient. The networked patient is someone who has an intense curiosity about their health condition, expects to have an active role in making healthcare decisions and this is most important, they want control of their health information. They use in internet, social media and seek out others. They read and study about their health condition. They ask questions and will seek out alternatives. The look at provide

Any number of healthcare organizations are looking to increase admissions to drive revenue and volume by associated physicians. Some providers are returning to the days of employing physicians and that seems to be making a big comeback due to the Patient Protection and Affordable Care Act (PPAAC). Here's hoping lessons learned from the last go around of physician employment will result in fewer mistakes this time. Sales staffs are popping up all over like weeds-in-a-field, complete with goals and objectives, territories and sales quotas for specific docs along identified and profitable disease-states. In most cases they are managed by people who have never sold anything in their life. Little understanding of the relationship sales cycle, what is important to the physicians, their needs and ultimately their patients. The first time the sale person comes back to the organization with "This needs to change" request, it all breaks down because nobody internally wants to reall

Living in a large metropolitan area with some pretty well recognized system heavyweights and Academic Medical Centers, I am fortunate enough to see a good deal of hospital advertising. Anyhow, happy smiling patients, doctors looking intently into a microscope, nice building exterior shots and high-tech equipment all promoting a central system brand. High production values and in most cases using hired talent instead of employees. One even made the claim of being one of the top 10 hospital systems on the country. I have said it before and I am saying it again, where is the differentiation? And what does the statement: "We are one of the top-10 hospital systems in the country" mean? So I thought I would go to their web site expecting to see some kind of explanation on the award, but I was sadly mistaken. All the site had in the About Us was top-10 again. Okay, is that in customer satisfaction, financial performance, system integration? What exactly does that mean? Food for thou