marketing metrics 2016 drivers, challenges and · pdf filechallenges for provider metrics...

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 Metrics 2016

Drivers, Challenges and Opportunities

Preston Gee, CHRISTUS Health

David Marlowe, Strategic Marketing Concepts

Agenda

1. Challenges for Marketing Metrics

2. Categories of Marketing Metrics

3. Highlights of SHSMD Marketing Metrics 2016 Study

4. Marketing Metrics Reporting

5. Case Study – CHRISTUS Health Marketing Dashboard and Intake Process

6. Questions

Challenges for Provider Metrics

• Lack of externally-based “required” metrics to create a common ground.

– No JCAHO or FASB requirements for Marketing KPI’s

• Lack of internal consensus on what is important to measure.

• What does Marketing actually “control”?

• Is the needed data timely, available – or even collected?

• Do we have the resources to adequately track and report?

Categories of Metrics

• There are essentially 3 categories:

– Production Activity Metrics

– Marketing Operations Metrics

– Strategic Results Metrics.

• The lines blur a bit between the categories but by and large almost all of what we can or should measure falls in to one of these 3 categories.

• Recent study of 25 AMC/System Dashboards – All had Production and Marketing Operations metrics. Most had some Strategic Results metrics – but nothing consistent across all of the Dashboards.

Production Activity Metrics(Examples)

• Number of collaterals produced

• Number of events held

• Number of press releases sent

• Number of tours given

• Number of press inquiries handled

• Number of videos produced

• Number of micro-sites developed

• Number of ads created and placed

• Number of CRM-driven mailings sent out

• Number of blog or Social media site postings

Marketing Operating Metrics(Examples)

• Number of event, class, screening attendees

• Number of accepted media placements or minutes/scope of coverage.

• Call Center volume

• Web site usage metrics (unique visitors, etc.)

• Newsletter readership levels

• Social media “followers”

• Physician relations or sales calls made

• Inquiry/contact conversion rates

Strategic Results Metrics(Examples)

• Volumes

• Market Share (many different types)

• Organizational image (preference, etc.)

• Referrals, Active referral sources

• Leakage levels in key services

• Key audience satisfaction, retention

• Membership (example – Fitness Center)

• Contracts for services (lab, occ med, etc.

• Enrollment, Re-enrollment

• Population Health goals

• ROI from marketing efforts (financial return)

SHSMD Metrics Study

• “Life Beyond Promotion – Core Metrics for Measuring Marketing’s Financial Performance”

• Started in the Fall of 2014, reported released in the Spring of 2016.

• Original Goal – To create a core set of Marketing Metrics with (a) CFO support and (b) impact on financial returns (direct or indirect).– Effort included representation from HFMA.

• By-product – First “industry-wide” provider marketing metrics “standard” – albeit at a “1.0” level.

SHSMD 2016 Core MetricsGrowth

Metric Measurement

1. Volume Change Monthly, Quarterly, Annually

2. Increased Revenue (Or savings from risk-based pre-payment)

Monthly, Quarterly, Annually

3. New Patient Acquisition Monthly, Quarterly, Annually

4. Market Share(IP, OP Usage. Could also be enrollment or membership)


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SHSMD 2016 Core MetricsBrand and Image

Metric Measurement

5. Brand Awareness (Aided, Unaided) Annually

6. Brand Preference Annually

7. Key Service Line Reputation Annually

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SHSMD 2016 Core MetricsStakeholder Engagement

Debate – What about influence on other Stakeholders –Employees, Doctors, Donors, Members, etc.?

Metric Measurement

8. Patient Satisfaction Quarterly, Annually

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SHSMD 2016 Core MetricsMarketing Communications

Metric Measurement

9. Paid media impressions, responses Quarterly, Annually Digital may be more frequent

10. Earned media value, tone, impression, actions

Quarterly, Annually

11. Owned media – households reached, responses


12. Social Media (Activity, Reach) Weekly, Monthly, Quarterly, Annually

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SHSMD 2016 Core MetricsMarketing Communications

Metric Measurement

13. Digital Media (Wide array of metrics) Monthly, Quarterly, Annually

14. Direct Marketing (Outbound calls, direct mail, e-mail, targeted e-newsletters, etc. Measure responses, conversion, etc.)

Weekly (Digital), Monthly, Quarterly, Annually.

15. Physician Liaison/Sales (Visits, gains in referrals/volumes)


16. Other Sales (Incremental revenue, referrals, new business, membership, contracts, etc.)


17. Return on Marketing Investment (ROMI)(Revenues connected to specific efforts)

At specific points (6 months to 2 years) after implementation

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What about “2.0” Metrics?

• There is a lot of activity out there in terms of cutting edge, unique, perhaps even odd provider marketing metrics – which is great if it meets a need.

• Examples:

– Share of PCP Group Affiliation

– Share of Health Care “Wallet”

– Life Time Value of a Marketing-Influenced New Customer

– Value of a “Lost” Customer

– Impact of Marketing on Related Areas (Fund Raising)

Marketing Metrics Reporting(Recommended Guidelines)

1. Choose metrics that matter –

– To your CFO/CEO/COO and Board(?)

– To the strategic direction of the organization.

– Consider the “so what” factor – does the metric impact operational or strategic decisions?

2. Decide how many metrics to report (10-15?)

3. Get agreement on definitions, formulas, targets to achieve in advance.

4. Keep it current or don’t bother.

Marketing Metrics Reporting(Recommended Guidelines)

4. Make it simple to access, read and use.

– And check once in a while – is anyone really reading it?

5. Be honest – if the results are not up to goals, acknowledge and look at root causes and solutions.

6. Decide how often to report:

– Time periods of the data elements (why report monthly if many elements only change quarterly or annually)?

– Resources available within Marketing

– Patience/interest of the target audience

7. Share it as widely as you can.


Strategic Marketing Dashboard

and Intake Process

Preston GeeVP of Strategic Marketing

CHRISTUS Health

Traditional and Dimensional

1. Metrics that align with organization goals.

2. Emphasis on volume, share, financial performance.

3. Upstream considerations and the impact on metrics.

4. Using metrics to prioritize projects

Financial | Volume Metrics

SAMPLE DATA ONLY

Marketing Funnel Metrics

Strategic Marketing DashboardAugust 15, 2016

Attract Engage Convert

SAMPLE DATA ONLY

ALT | PSA Market Share

SAMPLE DATA ONLY

Employer Program Metrics

SAMPLE DATA ONLY

Framing the Metrics

1. What matters to the consumer/patient?

2. Can the organization deliver? If not, you’re marketing the competition.

3. How much can marketing influence the experience?

Strategic Marketing

Intake Workflow and ProcessFY 17

Health PlanDigital

Engagement

OperationsDecision Support

Sales Mgmt.

Strategic Marketing

Case in Point --Adjacencies

1. Consumer research revealed that soft skills (clinical interaction/empathy) matter most.

2. Physician satisfaction and associate engagement are pivotal to the consumer/patient experience.

3. Think globally, act vocally – name the game and choreograph the full continuum

Marketing Intake

The Strategic Marketing Intake Process identifies campaign standards and processes that will be utilized for the intake of marketing requests. Our goal is to create a unified method across the CHRISTUS system that will streamline all marketing campaign requests in order to use our resources to their fullest capabilities.

Provide a single point of entry for all campaign requests. The intended outcome include a more transparent intake and output process and more efficient and effective use of resources within the Strategic Marketing department and regions.

Purpose

Type of Request Submitted

via the Intake Workflow

REQUESTS

How Are We Doing?

Need to ensure “target audience” is entered.

If SYSTEM/CORP – include internal dept. name

Review of requests and reply within 24 hrs.

Crosswalk projected budget dollars with actual budgeted dollars.

Lack of engagement: Some regions BVK

Timely entry into Basecamp. Reporting of data onto

monthly dashboard Communication from

vendors regarding status updates

Interdepartmental collaboration with Digital, Operations and Vendors.

Stronger call-to-actions. Effective use of resources Standardization of

campaigns. Increase Email campaigns Increase Paid search

The request is under control and we can deliver as per the schedule.

The request under control but problems have been identified. There are high chances to bring this request under control by re-planning

The request is not under control. Immediate attention is needed.

The Salient Summary

1. Marketing represents the customer – so research is fundamental to understanding.

2. You have to go upstream (operations) or the efforts are little more than window dressing.

3. Everyone owns the metrics – not just marketing.

4. Metrics should be pre-emptive (investment) and retrospective (incentives).


Questions?

Preston Gee – [email protected]

David Marlowe – [email protected]

marketing metrics 2016 drivers, challenges and · pdf filechallenges for provider metrics...

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