1.WHAT DO REFERRING DOCS WANT? Presenters: Jill Lawlor, Cooper University HospitalDan Dunlop, Jennings Moderator: Lyle Green, MD Anderson Cancer Center March 22, 2012

2. MARKETING TO REFERRING PHYSICIANS:THE TRADITIONAL MODEL Office visits, lunches, cocktail parties, events, CMEs Requires time of the referring physician, a vanishingcommodity At a time when running a practice is more stressful,more business-like Requires time of your physicians 2 3. THE TRADITIONAL APPROACH TO PHYSICIANS RELATIONS Where does referring physician marketing live in thismodel? Is the Marketing Department involved? Is there integration between physician relations andmarketing? Digital? How do we achieve holistic, integrated solutions(web, social, traditional)? 3 4. PHYSICIAN DISSATISFACTION The Physicians Perspective: Medical Practice in 2008.(The Physician Foundation) Morale 42% rated their colleagues morale poor orvery low 78% of physicians said medicine is either no longerrewarding or less rewarding 76% of physicians said they are either at fullcapacity or overextended and overworked 45% of doctors would retire today if they hadfinancial means4 5. PHYSICIAN DISSATISFACTION The Physicians Perspective: Medical Practice in 2008.(The Physician Foundation) 94% said the time they devote to non-clinical paperwork in the last three years has increased, and 63% said that the same paperwork has caused them to spend less time per patient. 60% of doctors would not recommend medicine as a career to young people. Only 17% of physicians rated the financial position of their practices as healthy and profitable 5 6. S o m e t h i n g h a s g o t t o b e d o n e, a n d u r g e n t l y, t o a s s i s t p hy s i c i a n s, e s p e c i a l l y p r i m a r y c a r ep hy s i c i a n s. T h e wh o l e t h i n g h a s s p u n o u t o f control. I plan to retire early even though I s t i l l l o v e s e e i n g p a t i e n t s. T h e p r o c e s s h a s j u s t become too burdensome. Fa m i l y P hy s i c i a n , Te x a s 6 7. PHYSICIAN DISSATISFACTION Context: Changes in the practice of medicine Electronic Health Records Electronic Patient Registries Quality Contracts Patient Centered Medical Home initiative and ACOlead to less clinical autonomy Not enough time with each patient leads to job stress 7 8. YET IT REMAINS OUR CHALLENGE TO ENGAGE THEM. 8 9. PHYSICIAN SATISFACTION REPORT Intellectual stimulation, professional/collegialrelationships and prestige of medicine were rated asthings physicians find satisfying about practicingmedicine. Evidenced by the rise and popularity of physician-onlyonline networks: Sermo So, where do we go from here?9 10. NEW OPPORTUNITIES THAT ACCOMMODATETHE PHYSICIAN LIFESTYLE & VALUES Physician-only networks Mobile applications Social media Physician blogs Online Video The Physician portal10 11. RESEARCH FORCOOPER UNIVERSITY HOSPITAL ASSIGNMENT Create an integrated marketing plan targeting referringphysicians (employed and community-based) Review of best practices Crowd sourced healthcare marketers using LinkedIn 11 12. CROWD SOURCING A SOLUTION 12 13. MEETING LYLE 13 14. PHYSICIAN MARKETING BEST PRACTICES MD Anderson University of Michigan Health System St. Joseph Mercy Oakland Rush University Medical Center UW Health 14 15. 15 16. 16 17. 17 18. 18 19. 19 20. 20 21. 21 22. 22 23. 23 24. MD ANDERSON INNOVATIONS 1. myMDAnderson physicianportal 2. Clinical Operationsinvolvement, ie."operational marketing 3. Referring PhysicianSatisfaction / Reputationprocess 24 25. MD ANDERSON INNOVATIONS (CONT.) 4. Hybrid physician liaisonteam (clinical and sales 5. Physician Engagement -Referring Physician andFaculty Advisory Boards 6. Use of social media tools,primarily Twitter and ourphysician microsite -physicianrelations.org 25 26. 26 27. 27 28. 28 29. 29 30. LEADING TRENDS Comprehensive online resources Referring physician web portal Extensive use of video to introduce physicians Experimentation with social media and physicianblogs Continuing reliance on thoughtfully producednewsletters 30 31. PHYSICIAN & HOSPITAL BLOGS31 32. 32 33. 33 34. 34 35. 35 36. 36 37. PHYSICIAN-ONLY COMMUNITIESSuccess comes from the three Ts: Trust, Timesaving, TopicalContent Sermo Medscape QuantiaMD Epocrates Ozmosis Doximity 37 38. PARTICIPATING IN ONLINE COMMUNITIES Clinician Profiles Geographic Networks by Medical Specialty Discussions/Forums Microblogging Blogging38 39. THE POWER OF LINKEDIN 39 40. WHY LINKEDIN? Allows you to control your digital footprint Search Great for parking physicians CV More professional in appeal LinkedIn Groups Terrific Daily and Weekly Summaries* Credit goes to Bryan Vertabedian, M.D.40 41. 41 42. 42 43. COOPER UNIVERSITY HOSPITALREFERRING PHYSICIAN MARKETING 43 44. COOPER UNIVERSITY HOSPITAL BACKGROUND Academic Medical Center Level One Trauma Center Serves Southern New Jersey and the Delaware Valley Medical education, patient care and research One of the highest volume trauma centers in theregion44 45. NEED FOR AN ENHANCEDPHYSICIAN MARKETING EFFORT Losing patients to lesser programs in NJ Control leakage from Cooper physicians Need to build stature of Cooper physicians andleading programs Build awareness of Coopers depth and expertise inspecific services45 46. INTENSE COMPETITION Penn Medicine Jefferson Health System Temple University Health System Fox Chase Cancer Center Childrens Hospital (CHOP) Community hospitals in South Jersey46 47. CURRENT PHYSICIAN MARKETING EFFORT Office Visits Physician advertising Community Outreach CMEs Referral Directory Concierge Hotline Direct Mail Announcements Grand Rounds E-mail Announcements Collateral Physician Group networkingevents Departmental Annual Practice Manager Events Reports Top Doctors Recognition Doctors Day Celebration 47 48. PHYSICIAN MARKETING PLANWhat was missing from the existing program: A formalized, focused, systematic approach A conceptual umbrella for delivering contentto physicians (employed & independent) A branding vehicle to increase stature andesteem for Cooper48 49. COOPER PRIORITY SERVICES Heart Institute Bone & Joint Institute Neurological Institute Cancer Institute Digestive Health Institute Surgical Services Women & Childrens 49 50. GOALS FOR PHYSICIAN MARKETING Increase referrals from physician group andCommunity Physicians Build the stature of Coopers physicians and services Build awareness of Coopers key services Create a focused, conceptually driven approach tophysician marketing50 51. PROGRAM BENEFITS One conceptual umbrella for marketing to referringphysicians One package for delivering information fornumerous services Positions Cooper as the authority Brings visibility to Cooper physicians & services Places Cooper on a larger playing field51 52. SOUTH JERSEY MEDICAL REPORT A quarterly publication written for referring physiciansin the region Service-specific editorial focus, varies with each issue Brief updates on other services Notes about activities of Cooper physicians52 53. SOUTH JERSEY MEDICAL REPORT EDITORIAL CONTENT PLAN Clinical Care Updates Advances in Medicine Colleague Corner& Technology New Medical Staff Blog Post ExcerptsProfiles Cooper News Resources Updates on Cooper Upcoming CMEsMedical School Clinical Trials53 54. 54 55. 55 56. 56 57. 57 58. 58 59. 59 60. 60 61. 61 62. 62 63. SJMR RADIO: MITRAL VALVE REPAIR63 64. INTEGRATED DEPARTMENTAL WEB CONTENT 64 65. PhysicianMedia VisitsRelationsWebSocial MediaSouth Jersey Content Medical Report Publication Physician SJMR Videos &Radio PodcastsSJMR Website65 66. REPURPOSING CONTENT Articles for South Jersey Medical Report PDF version for download on the Website Hard copies for practice visits from Liaisons Related advertising Cooper website -- service line content YouTube and ICYou video channels66 67. WEEKLY SPADEA 67 68. REPURPOSING CONTENT LinkedIn group, Facebook& Twitter South Jersey Medical Report radio campaign Audio for radio spots Video on South Jersey Medical Report website Video on departmental web pages 68 69. ENRICHED WEBSITE CONTENT Enhance the online brand experience Add information for referring physicians for eachmajor service line Basic referral information Ongoing communication with referrer Enrich service line content with multimedia andeditorial developed through SJMR 69 70. 70 71. 71 72. 72 73. 73 74. 74 75. 75 76. 76 77. PHYSICIAN LIAISON PROGRAM 77 78. GOALS Increase referrals to the hospitals outpatient physicianpractices (which will in turn, increase the volume ofhospital procedures). Improve the non-Cooper physician communitysrelationship with Cooper. Overcome any objections to Camden location. 78 79. STRATEGIES Educate Non-Cooper physicians about the physiciansand services the hospital offers via in depthconversations. Target both Cooper and Non-Cooper primary carephysicians to strengthen our relationship withgeneralists. Create a positive experience for their decision to sendtheir patients to the health system. 79 80. STRATEGIES (CONT.) Identify the real issues and concerns the referringphysicians have when sending their patients to Cooper(primarily: Access, Location and Communication). Fix / Overcome these concerns Relay the common concerns to hospital leadershipteam to remedy80 81. Tactics Peer to Peer programs: Cooper specialist meetswith a non-Cooper Primary Care physician. Hospital Tours: non-Cooper Physicians and PracticeManagers In Patient/Physician Liaison feedback: Provides non-clinical feedback to the referring physician. Office visits, Emails, Phone Calls Invitations to our CME programs In-services (educational breakfast or lunch programs)81 82. RESULTS Year over Year (2010 vs. 2011) there was a 13% increasein referrals amongst the base of physicians covered byour physician liaison team to the specialties which theywere promoting. Hundreds of minor issues (who to contact, etc) wereaddressed by the Physician Liaison team. Major issues were elevated to the hospitals SeniorLeadership team which formed a task force to addressthe problems (primarily Access andCommunication.).82 83. FINDINGS Focus is the key to success Tracking and measuring is extremely important:Know which tactics work on which customers. The liaisons are a great resource for serving asground intelligence. 83 84. PHASE II SOCIAL MEDIA FOR PHYSICIANS Facebook pages for Cooper Institutes Twitter feed for Cooper Institutes Physician-to-Physician Blogs Physician-Only Networking Sites -- Sermo andOzmosis84 85. PROGRAM SUMMARY Enhance the extensive physician marketing programcurrently in place Focus the efforts under the South Jersey MedicalReport umbrella Extend Web and social media efforts Repurpose content Coordinated approach with service lines 85 86. FIRST YEAR DATA 21,000 newsletters mailed to date 1,863 unique visits to sjmedicalreport.com(1st& 2nd quarter 2011)86 87. FIRST YEAR RESULTS2011 Greenburg Quinlan Rosner Report Non-Cooper PCPs willing to refer for Cancer Care o46% in 2009 o77% in 2011 Non-Cooper PCPs willing to refer for Heart Care o59% in 2009 o77% in 2011 Non-Cooper PCPs willing to refer for Neurosciences o47% in 2009 o75% in 2011 Non-Cooper PCPs willing to refer for Orthopedics o74% in 2009 o69% in 201187 88. WHAT DO REFERRING DOCS WANT? Easy access and clinical information How do we do this? Anticipate their need for information Generate content that is relevant and easily accessed Introduce colleagues virtually Deliver content via multiple channels to meet theneeds and preferences of individual physicians Keep communication flowing; follow-up88 89. CONTACT INFORMATION Jill Lawlor, Cooper University Hospital Email: lawlor-jill@CooperHealth.edu Dan Dunlop, Jennings Email: ddunlop@jenningsco.com Twitter: @dandunlop Lyle Green, MD Anderson Cancer Center Email: lgreen@mdanderson.org Twitter: @LDGreen66 89