Every day I wake up thinking about the consequences of our work. If you’re the chief executive at a healthcare organization, you and I have that in common. In healthcare, we know far more is at stake than the bottom line. Real people are affected by what we do and say about your brand.

Just one short post may have been the most important thing I did the other day. I read a forum chat between two men who had testicular cancer—one a survivor and the other a young man searching for information about the best doctors, treatments and cancer centers. Armed with knowledge and confidence in the medical care at Indiana University, I inserted myself into the conversation and posted a recommendation. I connected the young man to an oncologist and researcher I was fortunate to meet in 2006 – the same physician who saved Lance Armstrong’s life a decade earlier.

Just a personal story? Not really. In many ways, this is what we do for our clients every day. We convince patients, patients-to-be, physicians, suppliers, manufacturers and healthcare organizations of all kinds to make better, more informed choices. We convince people to choose our clients’ brands. We encourage people to make connections that save lives. These are the consequences healthcare marketing.

Here’s what I mean:

When we promote cardiac care, we say the heart center can reliably and consistently open blocked arteries in notably less than the 90-minute national standard. As our clients know, we won’t execute a single ad until we absolutely, positively know the promise can be delivered. When we produce white papers, webinars and campaigns to convince pathology labs and blood banks to adopt new patient safety technologies, we know that patients can benefit. We also know failure to do so can have devastating consequences.

I could go on and on with examples like these, but the real bottom line is this: everyone deserves to make informed decisions about healthcare. That’s why Dobies Healthcare Group exists, and it’s why we are so passionate about everything we do for our clients. As a healthcare CEO, you deserve a marketing partner like us – experts who know how to drive new patient volume, sales, and market share, and who wake up every morning thinking about the consequences of what we do for your brand.

As I listened, I was impressed by the passion and honesty each participant shared—a benefit that’s relatively unique to IDIs. Focus groups, on the other hand, tend to be dominated by a handful of participants, which can skew results. By eliminating the drawbacks of “group think,” IDIs enabled us to garner consumer input that was not affected by the views of other participants.

Other advantages of IDIs include:

• They allow us to investigate not only perceptions, but also individual thought processes. Because consumer feedback is solicited and given in a one-on-one dialogue, IDIs help shed light on differences that exist within each target segment.
• By design, IDIs give the interviewee significantly more “floor” time, meaning the consumer will speak for approximately 80 percent of the interview. By contrast, focus groups require more speaking and facilitating by the moderator, which leaves less time overall for consumer responses.
• IDIs can be adapted to other settings as well, including online and phone interviews.

We value IDIs for all these reasons and more. By taking group bias and external influence out of the equation, we can gather insightful information for our client that may not have surfaced as clearly in a focus group or survey. Probing the hearts and minds of healthcare consumers as individuals enabled us to draw several informed conclusions and build them into our client’s strategic plan. We are confident tomorrow’s consumers will like what they see from this client in the coming years because it will be, by and large, exactly what they said they want and need.

Which brings me to the importance of patient touch points—those many opportunities for healthcare providers to ‘live their brand’ by enhancing patient experiences. Every interaction counts, whether direct or indirect, clinical or non-clinical.

In a sea of how-to’s and must-do’s surrounding social media and health information technology, it’s important to keep more conventional methods in our strategies as well. With today’s patients empowered to think and act like retail consumers, providers are wise to take pages from consumer-oriented business models to elevate service levels and deliver fully satisfying experiences at the point of care. Think Disney, Zappos and Nordstrom.

Here are three great places to start:

• Personalize Care. People love it when they feel camaraderie with their care team, and they respond with loyalty when they believe you know them as individuals. Introduce yourself, call patients by name and look them in the eye. Also, be mindful that your presence in the community is making impressions on people even before they become your patients, so find ways to customize every encounter.
• Be Responsive. It goes without saying that patients are happier when healthcare providers eliminate wait times. Go beyond the obvious. Ask patients about their expectations and respond to their personal needs. Unanticipated opportunities to show extraordinary service go a long way toward improving the patient experience.
• Keep Patients Informed. Whether it’s about medications or when the doctors are likely to make their rounds, keep patients informed. Explain tests, treatments and procedures; describe the technology you use. Include patients (and if appropriate, their families) in decision-making.

At Dobies Healthcare Group, we encourage healthcare marketers to champion the notion that brand is what you do. It is not a logo or tagline—a brand is something that lives in people’s hearts and minds. It’s defined by expectations developed over time through your communications and more importantly, your actions.

In other words, when you make a brand promise related to patient experience, you need to know you can keep it. You also need to continually strengthen the promise by identifying and translating consumer expectations into touch points that matter most to patients.

SHSMD attendees participated by entering today’s hot topics into our word cloud app. You can view the results here. But what do the results tell us about the directions and challenges hospital marketers face as we head into 2012?

The most commonly used phrase was “physician strategies,” with “social media” coming in close behind. Many hospital strategists are looking for effective ways to engage with physicians and patients. While social media continues to grow as a cost-effective way to expand reach and frequency, strategists are struggling with how to reconcile professional relationships with online social platforms—and even how to get people to “Like” or “Follow” their hospitals in the first place, let alone leverage that affinity. It’s a challenge many of today’s healthcare marketers must untangle, and clearly engagement is the name of the game.

Other issues taking center stage for healthcare marketers include:

• Direct marketing – promoting what works to grow market share.

• Brand building – on-target messaging in the midst of health reform and ACO debates.

• Market-driven plans (and plans that drives markets) – thinking strategically and delivering creatively.

• Better returns – demonstrating improved ROI and ROE as direct results of marketing efforts.

If your marketing initiatives don’t include solid strategic planning in the areas described above, you’re missing opportunities to enhance relationships, grow in volume, improve your brand and more.

What about you—what’s on your mind in healthcare marketing today? If you didn’t share with us at SHSMD, feel free to do so in the comments below. We’d love to hear from you.

Although we are in the business of marketing healthcare, we can learn a lot from auto manufacturers; they are expert FAB’ers.  Watch carefully the next time you see a television commercial for a new car to see if you can follow the pattern. I’ll bet you’ll be able to identify the three components:

• Feature: A prominent part, characteristic or special attraction
  • “The new Cadillac CVS has pop-up navigation, a 40 gig hard drive, wood trim and a sunroof.”
• Advantage: A favorable impression or effect (of the feature)
  • “It’s a luxury vehicle…”
• Benefit: Something that promotes well-being (from the perspective of the recipient)
  •  ”…that will turn you on.”

Granted, healthcare benefits may not be as stimulating, but they certainly fall into the “well-being” category.  Auto manufacturers drive home the benefit by using sound and images. They create their brands on television and rely on the internet and dealerships to sell them.

Check out my article to learn more and soon you’ll be creating FABulous messages with confidence!

So how do you determine what your brand is really saying?  Two words: Brand audit.

A brand audit systematically assesses the company’s brand from three vantage points:

1. Communications: How authentically the company appears in documents, proposals, advertising, Web sites and other venues
2. Internal: What employees think
3. External: What the customer believes

An audit is like peeling an onion one layer at a time to expose the core essence of the brand, and reviewing these three areas can help leadership understand how well the brand aligns with the organization’s strategic priorities and core values. Plus, it creates a road map for both marketers and executives to use in improving the brand’s overall authenticity. 

To learn more, check out my article on brand audits and take the first steps toward truly living your brand.

Most recently we put our marketing muscle into an award-winning maternity campaign that focused on the physician/hospital connection and the patient experience.  Congrats to Janice, Denise, Randee and Kelley for bringing home a Platinum branding award from HealthLeaders, and two Emeralds and two certificates of merit from the Kansas Association of Health Care Communicators.  More importantly, thanks for helping Lawrence Memorial Hospital deliver more babies despite the baby bust!

So this past weekend, I took Coleman’s challenge: I grabbed some friends and went camping in Middle-of-Nowhere, Mo., where cell phone/Wi-Fi service was nonexistent.  For a full 48 hours, I was unable to check my email, update my Facebook status, send a text or even make a phone call…and to my great relief, I was okay. 

Perhaps it was because I was too preoccupied with activities like building a fire so I could, you know, EAT, but I didn’t once feel the urge to post “Gathering kindling and hoping the rain stops soon” as my Facebook status.  And I didn’t wonder who had emailed me or if I was missing an important text message.   As it turns out, I CAN live sans social networks or cell service (at least for a few days, anyway)!

I take pride in this personal victory considering the New York Times article I ran across last week that revealed many Americans are hopping online soon after, if not before, hopping out of bed each morning.  Whether it’s texting over toast or social networking instead of reading the morning newspaper, this is a trend with which I am all too familiar; I check my email, Facebook and Twitter account via my Palm Pre before my head is even off my pillow every morning. 

But after this weekend of “roughing it,” I can at least take comfort in knowing my morning Internet craving can be overcome.  And you can be sure I’ll keep visiting the “original social networking site” in the future to keep my online habits in check.

So while there’s no “so what” marketing message for today, I did want to encourage you to think about how you can “strategically withdraw” or retreat to take time for yourself. And make it a point to “be present” in the midst of a busy day no matter who you’re with. Make it a priority and part of your personal brand to engage at a deeper level with yourself, your family, friends, staff and business partners. It’s amazing what you learn and what you get back in return.

So, I drove two blocks to Dynamic Earth. A place where the staff put their heart into serving customers. They really get into helping you excel at your next adventure. The staff at Dynamic Earth focus less on the label and more about how your wearing the right thing will help you perform against the roar of the river, the heat of the sun, the torrential rains above tree line. Ok, I know what you’re thinking – this retreat doesn’t sound like those kind of  “adventures.”  It doesn’t matter — it wasn’t just about the clothes. I left with new information on whitewater kayaking clinics on the Mulberry River (something I’d been looking for), inspiration to get my kayak back in the water, and a deeper conviction that brand is about what you DO, not merely what the marketers write and create at the point of purchase. Great customer service and mission-passionate staff go a long way toward establishing strong brands.