According to “strong patterns in guiding philosophies” that emerged from CEO insights in the study, the top three hospital success factors are listed below, each accompanied by my own assessment of its application in marketing:

• Unwavering Commitment to Quality. As top CEOs demonstrate a strong and clear commitment to quality, marketing staff must respond by becoming champions of transparency who communicate results and drive healthy patient experiences.

• Making Great Relationships with Physicians. Top CEOs recognize that keeping physicians engaged, motivated and aligned is a key success factor. Unfortunately, many of today’s hospitals do not have a dedicated physician relations program. Instead that role is shared by the CEO and other hospital leaders. The future requires a data-inspired, fully committed approach to physician relations that offers support and direction to physicians. The hospital’s marketing officer should be integral to these efforts.

• Ability to Overcome Today’s Greatest Challenges: Reform and Reimbursement Cuts. As hospital CEOs face unprecedented pressures to operationalize under health reform, marketing officers need to lead the charge with new business strategies that position the organization to compete more effectively. We see marketing leaders becoming much more focused on shorter-term scenario planning and research and development of new care management programs (e.g. CHF clinics, access strategies, medical home models, etc.) to help the organization excel in a value-based purchasing environment.

If you’re in hospital marketing, ask yourself: do your current responsibilities align with the top three hospital success factors, and therefore, your CEO’s expectations? If not, it’s time to rewrite your job description. Start by thinking practically about how you can drive your organization to greater success using the points above as your guide.

In our last blog post, we discussed the importance of giving patients what they want to see on your healthcare provider website. As you plan your content strategies, think about the rapidly growing reach of online videos. They’re an effective way to build your brand by engaging your audience.

Check out these related insights from a health consumer study by Google and OTX:

• One in three people (32 percent) watch health videos online. That outranks the number of people watching videos about food, celebrities, beauty and fashion, sports and many other content categories.

• More than half (54 percent) of patients want information on specific conditions when they watch health videos online. Additionally, 49 percent express interest in videos featuring experts, e.g. physicians (like these videos we helped create to introduce the doctors of Lawrence Memorial Hospital’s affiliated OB-GYN practice).

• Four in 10 patients (43 percent) say they used a search engine for more information on health topics featured in online videos. Many took further action as well: 21 percent signed up for a health-related newsletter, 12 percent clicked on an ad, 10-16 percent recommended a website or forwarded a video link to someone, while another 7 percent shared a video via chat or blog. When you look at it this way, it’s easy to see how online videos make a very effective ‘gateway’ touch point between your organization and the people you want to reach.

In addition to being easy and relatively inexpensive to distribute, online videos excite and resonate with people who prefer to learn by watching (roughly two-thirds of the population). For your audience, videos are more closely linked to a storytelling experience than text on a screen, which makes video a more engaging and memorable medium by its very nature. Videos also offer a great deal of flexibility when it comes to production and execution:

• They can be made on any budget. If spending is an issue, consider using a flipcam in a quiet work space with an attractive backdrop and good lighting. Feature your physicians speaking naturally (albeit from a well-prepared script) to deliver a clear, concise message with minimal post-production editing.

• They can be repurposed for a variety of applications. Think outside your website and YouTube – your video content could be integrated into a webinar, included in e-newsletters, featured on your facebook page, displayed on tabletops at recruitment fairs and more.

• They make very compelling online ads. If your budget allows it, go beyond educational videos and into the advertising arena. Video ad spending is projected to increase by 40 percent this year alone. Public service announcement videos are also effective at building brands by reaching out to people in meaningful ways – like this PSA we produced for Saint Luke’s Muriel I. Kauffman Women’s Heart Center, an oldie but goodie that moved the dial on heart awareness among Kansas City women.

If you’re new to video content creation and optimization, contact us for some useful tips. Then start planning – and producing – to establish new connections using online videos.

This is especially true for hospital and physician practice websites. These sites should be current, easily accessible resources for the eight in 10 internet users who seek health information online, but generally speaking, they’re not. Studies show many of today’s provider websites are mediocre at best. Why? Because these patient-facing sites don’t offer much when it comes to patient-friendly, patient-focused information.

What they do tend to offer in abundance is hospital- or practice-centric ‘About Us’ content. While it’s okay to provide an overview of the organization as a local patient care provider, that’s really not why people visit the site, especially when it comes at the expense of information patients really need, like whether their insurance will be accepted, what forms they’ll need for a first-time visit, which floor the lab is on, whether they can get a certain procedure at your facility, how to reach their specialist by phone, and so on.

Bottom line: the most successful healthcare websites put patients first. Why disappoint when you can ‘wow’ people instead? Making your site patient-friendly involves varying levels of complexity and expertise, but here are some things to consider that won’t require a complete overhaul:

• Be accessible to everyone. Offer concise content at a high school reading level – no long, jargon-heavy paragraphs. Make sure it’s a mobile-friendly site, because one in five cell phone owners in the U.S. today have used their phones to look up health-related information. Offer bilingual content if English is a second language for many of your patients, and accommodate people with disabilities like visual impairments that limit web accessibility if you can. Thanks to a wide variety of plugins, extensions and widgets available for today’s most commonly used content management systems, these tasks are often not as difficult as you might think.

• Make sure search engines can – and do – find you. Plugins for search engine optimization (SEO) are a dime a dozen these days. It helps to have key words and phrases in your content, but that alone is rarely enough to make you a top match in searches. Deploy SEO strategies to ensure people find you when your content answers the questions they’re asking.

• Keep it fresh. Stale, outdated content engages no one. Be sure to update your site with new developments relevant to patients, like upcoming health promotions, new doctors and services, extended appointment hours and so on. And if one or more of your physicians is willing to blog in layman’s terms on key medical topics and news, we say go for it!

By the way, online videos are also a great way to provide truly engaging content that users can access and absorb with ease. But that’s a whole other blog topic – read more here.

And finally, in terms of design, here’s your new mantra: No Clutter Allowed. Apply the same levels of neatness, logic and organization to your site as you do at your facility. Remember, your website – and in particular the landing page – is often your first chance to make a good impression, so use it wisely. Put the needs and interests of patients first.

Maybe the person who manages community relations at your hospital has a new title, maybe not. Regardless, the purview of the position has expanded. At Dobies Healthcare Group, we see three core responsibilities for hospital marketing officers:

1. Drive the patient experience. Today’s hospital marketing officers own the patient experience. They take a lead role in creating loyalty and repositioning the patient at the center of the hospital’s delivery system.
2. Develop overall business strategy. In addition to increasing market share, hospital marketing officers are now responsible for new business and program development to enhance the hospital’s competitive advantage.
3. Nurture the system of care. Now more than ever, it’s important to be proactive rather than reactive in creating and nurturing an emerging system of care. Working with leadership on service line, physician engagement and system of care issues has become a routine function.

Even from this quick summary, it’s easy to see how the role of hospital community relations has evolved far beyond its more traditional PR/promotional functions. That’s why many hospital leaders turn to healthcare marketing specialists who can help them navigate these complexities and grow into the next generation of healthcare.

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.

Both factored in during our fourth annual holiday scavenger hunt earlier this month, when we took half a day to “unleash our creative potential” – something we do at work every day, but this time we took it to the streets of Kansas City. Together with our associates at Group 3 Solutions, we ventured out in teams, each one armed with a camera, a charitable donation, and a healthy determination to have fun and finish first.

• Task 1: Find your creative voice. To prepare the final touches for our annual white elephant gift exchange, team members were asked to create holiday cards with “sappy sentiments” and original artwork. It’s always fun to see the range of directions we take with an assignment like this, especially when we’re given crayons and construction paper as our art tools. Nothing helps ring in holiday cheer quite like the festive decor of Hallmark, so we tapped the talents of our inner children at “CC@CC” – the Crayola Cafe at Crown Center.
• Task 2: Create a lifeline for those in need. At Dobies Healthcare Group, we believe it’s important to give back to the community all year long. But this time of year – when cold and loneliness have greater repercussions on the health and well-being of the less fortunate in our area – we like to create a special event for it. Teams were sent to Project Warmth KC headquarters and City Union Mission to drop off blankets and monetary donations. Although it may not provoke as many laughs, this is always our favorite part of the scavenger hunt.
• Task 3: Explore the creative vision of an architectural icon. While some of us admired “the old” at the Nelson-Atkins Museum of Art, others marveled at “the new” – the Kauffman Center for the Performing Arts. The latter recently changed our downtown skyline, and both buildings helped put Kansas City on Frommer’s Top 10 Destinations in 2012.
• Task 4: Join in a creative holiday toast. It’s fun to break away into teams at the start, but it’s even more fun to come back together as a group for the end. To show our support for local small business, we capped off the festivities with some “artful frozen cocktails” and Snow & Co. in the Kansas City Crossroads District.

As always when we’re having a blast, time flew by and soon the day was done. Funny…the same thing happens every day at the office, too – just goes to show how much we love what we do here at Dobies Healthcare Group.

To view pictures from our scavenger hunt and more, visit us on facebook. Happy Holidays!

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.