mommyjenlin

It has been a most interesting year of change for healthcare in 2011. Medical Homes, final regulations on ACOs, patient- centered or centric care focus, payment models beginning to move from production of care to payment for quality care and at least in some places, a growing understanding of the importance of healthcare marketing and branding. But, none of this will be successful unless you have an engaged patient. In anticipation of still more change and continued progression to a fully reformed healthcare model, (regardless of what the Supreme Court of the United Sates rules), healthcare will never be the same. And it hinges in large part, on an engaged patient. Engaged in diagnosis and treatment. Engaged in wellness. Engaged in health plan selection. Engaged like they have never been before. As you set your strategic marketing plans and tactical budgets for 2012, a key component is how you will begin to engage the patient, aka healthcare consumer. And it's not just wellness

Any number of healthcare organizations are looking to increase admissions to drive revenue and volume by physicians. Some providers are returning to the days of employing physicians, and that seems to be making a big comeback for health systems ACO development. Anyhow, 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 disease-states. In most cases, they are managed by people who have never sold anything in their life. The first time the sales person comes back to the organization with, "This needs to change" request, it all breaks down, because nobody internally wants to really change anything. Besides, with all the Stark considerations, we really can't do too much anyway. What's wrong with this picture? If you are really serious about growing revenue and volume, you must, not need too, you must, make changes in the physician experience in your organizat

Can you believe that the sales funnel is 112 years old? Hmmm. Seems like a lot has happened since then. No wonder the ole’ funnel is showing signs of wear. IDC research shows that the time it takes for tech companies to create a B2B customer has increased by 15% in the past year. Is it time for a fresh approach? The sales funnel first appears in a 1925 book by Edward K. Strong called The Psychology of Selling and Advertising. Strong attributes the funnel’s invention in 1898 to Elias St. Elmo Lewis , a sales manager for National Cash Register (NCR). St. Elmo Lewis, who later helped found the Association of National Advertisers , called his sales funnel AIDA for the four stages of “awareness, interest, desire, and action”. The traditional funnel uses an industrial era paradigm that treats a buyer like a widget. With the right machine, a vendor can manufacture that widget into a product called a customer. In the industrial model, the marketing team works awareness at the upper funnel wh

Have you considered the question of your brand, or brands, the ACO brand you may create, or as an ACO participant? This is really a much more important question than you may think. For some healthcare organizations, it won't be, as they have a highly developed brand architecture and strategy. For others, that haven't been paying as much attention to their brand architecture and strategy, it will. I would surmise that large healthcare systems and payers will be ahead of the branding game, and able to seamlessly create and launch an ACO under their current brand umbrella. I think the brand challenge for healthcare systems, will be when they have to contract for services outside of their traditional system. In those organizations that have more brands under the sun than stars in the galaxy, it will be a challenge supreme. That is what happens when there is no clear marketing leadership in most of these healthcare organizations. If you did the brand market research as well, you w

Now that the final rules for ACOs have been released by CMS , it seems that there is more positive interest in the ACO model first proposed under PPACA . The basic premise remains the same, to engage the patient, aka the healthcare consumer, in the care and treatment decision making process. Medicare ACOs remain open networks, meaning that members can go outside the ACO for service. The marketing challenge before you is to attract members to your ACO, engage and retain them. You must be prepared to deliver an individualized experience that meets the needs of that patient. A mass customization, of your patient experience process, down to the individual level. One size does not fit all. In entering the brave new world of ACOs, here are some things that you need to consider for marketing: 1.) Clear and easily stated Value Proposition . Not a mission statement, this is crucial for communications and focusing the message to members, employers, payers, government and community. Not flowery

The last two years have been hard times for tech marketers: there has been major pressure to transform execution, coupled with a significant reduction in the rate of budget growth. This is truly the "We are being asked to do more, with less" situation that marketers casually complain about. But this time, it is reality. Despite the headwinds, I have been very impressed with the major brand campaigns that Dell and Xerox have been able to execute. Both Dell and Xerox have spent billions for a major make-over of their product portfolios: acquiring and developing significant Services and Software capabilities. So much has changed at these companies that the brand perception no longer matches the product reality. Brand perception simplified is: "What do you think of, when you think of Dell?" And, "What do you think of, when you think of Xerox?". When I think "Dell", I think of several cardboard boxes of new PC gear lying in my driveway, fresh off the

How often do you call in from an outside landline or cell phone, to your organization too experience what a customer does when calling? This isn't such a strange question. We all go through the evaluation process, seek the system we believe will reduce our cost, improve response and service, which will hopefully result in less dropped calls, increase customer or patient satisfaction and revenue. But you know, sometimes we make the system so complicated, that we forget why someone calls us. For this I have coined Mike's Law: "The smaller the organization, easier to use is the automated answering solution. The larger the organization, the more complex and harder the automated answering solution is to navigate." Use is very different than navigate. One implies simplicity, the other complexity. Let me give you a couple of examples. In calling a local hospital when a family member was hospitalized, it was really very straight forward. Dial in, hear the message, dial the ex