Social Media: Dr. Jekyll or Mr. Hyde?

Kari Foster

by Kari Foster, social media marketer

When I tell people that I help healthcare organizations establish their Facebook and social media presence, the responses vary from “Cool!” to “I don’t have a Facebook account and don’t intend to get one.” You can likely imagine the age of those commenting, but not all of them fall within the likely stereotypes. In fact, we recently posted an article on this blog about the shrinking gap between older adults and millennials when it comes to online activity.

The commonality I find among naysayers, however, is that almost all are considering only the “Mr. Hyde” Facebook fan page. They’ve experienced the sites of the helplessly-narcissistic or recklessly-eager-to-share. Call me Ms. Glass Half Full, but what about the Dr. Jekyll’s out there?

Can we dismiss out of hand the successes of Mayo Clinic or Children’s Hospital Boston in the social media sphere? What about open source Web apps like Google Person Finder , developed by thousands of volunteers in search of a way to help after Katrina and then again after the Haiti earthquake? These apps combined missing persons’ data from sites all around the Web into a single, free place for that information to be gathered and shared.

Gathered and shared – isn’t that what we’re trying to do? When we create a place where patients, families and providers, alike, come together to find information, connect with services, share experiences and offer support to one another, we also create a community that identifies with and grows more loyal to our brand.

Today’s marketers must go where their customers congregate. Avoiding social technologies because we fear what someone ‘might’ say puts us further out of touch. Any tool works best when used correctly. After all, we didn’t stop using telephones because we grew tired of kids calling the house and asking if we had Prince Edward in a can, did we?

Embrace social technologies. Develop your strategy. Put in place solid policies and take the time to educate staff and physicians on appropriate use. Your customers will thank you.

Kari Foster helps healthcare organizations and providers create and manage social media marketing activities. Follow her on Twitter @kskipperfoster.

Patient Experience Starts with the Hiring Process

It’s 6:45 am on a Sunday morning and I’m sitting in an airport waiting on a Southwest Airlines flight to Chicago. The flight is running a little late, and bleary-eyed passengers bemoan the extra half hour of sleep they could have had. Meanwhile the Southwest gate agents, who look much too rested and energized for such an early hour, begin the lighthearted banter for which they are known. Pretty soon, the delayed passengers are laughing at their goofy repartee of corny jests and bad-rhythm rap. Once on board, the pilot apologized for the delay and joked that he’d just had a low-carb, high energy drink to help get us there in record time.

While some might see these gestures as silly, they are part of the airline’s legendary culture – one that turns customers into loyal followers. Southwest’s vigorous hiring process assures they have a better than average track record of selecting good-natured individuals that love to serve others but don’t take themselves too seriously. It makes for a great customer experience on an otherwise no-frills aircraft.

With all the talk about customer experience in health systems today, I wonder how many organizations have hard-wired their HR systems to weed out those applicants who just don’t have customer service in their DNA. Why try to train the surliness out of people that shouldn’t have been hired in the first place?

So many of our healthcare employees truly enjoy serving patients and customers, and do so admirably – often under trying circumstances. But those that don’t, hijack your brand – and break the covenant of trust between the brand and customer. That’s a marketing problem.

Time-starved Consumers Seek ‘Brand Butlers’

The convergence of consumers with limited time and the ease of providing mobile online services is creating a new class of service-oriented “brand butlers,” according to consumer insights firm trendwatching.com. Trendwatching.com defines brand butlers as brands that focus on assisting consumers to make the most of their lives, as opposed to the traditional branding model of selling consumers a lifestyle or identity.

Although trendwatching.com identifies the growing sophistication of mobile online services as crucial to the development of brand butlers, the company advises that offline services such as permanent or pop-up branded spaces and lounges tied to a specific event (music festival) or location (airport) can qualify as brand butlers. Trendwatching.com also advises that brand butlers go above and beyond top-quality products and services, so providing excellent customer service is not enough on its own to become a brand butler.

Learn more about their 8 key brand butler categories at Time-starved Consumers Seek ‘Brand Butlers’

Guest Blogger: Chris Bonney

When decisions regarding facility design, patient flow, registration systems and other design, process or policy issues are made, who is sitting at the table as the voice of the customer? Who evaluates the impact of those decisions on the customer experience? Once again, I am pleased to offer the insights and perspectives of long-time colleague Chris Bonney on this topic.

Tracking the Eyes That Count

I was at a meeting of some architects recently. In demonstrating their capabilities, they showed how they'd solved a tough design problem on a hospital expansion project by clustering treatment rooms in a way that increased operational efficiency and reduced construction cost. Sounds like a win-win proposition, doesn't it?

Only nowhere in the process was there input from the patients who'll be using the facility. And therein was laid the foundation for what is likely to be a history of low patient satisfaction with this facility.

No one checked to see if patients would object to all those treatment room with their curtain doors facing the same public area. No one checked to see if patients would understand the confusing and blandly colored wayfinding signage necessary to navigate the facility's labyrinth of interior corridors, none of which have visual cues to set them apart from each other. They didn’t consider that older patients might need covered places to sit down every fifty yards or so as they walk in from the parking lot in the rain, or whether they’ll even find their way through the three poorly marked left turns necessary to get into the facility’s parking lot.

Navigating the health system is challenging enough for most people even when they have all their faculties. But add advancing age, declining eyesight and hearing and the stress of whatever condition brings them into your healthcare facility and you multiply the opportunities for confusion, anxiety, anger and failure.

Remember “Brubaker,” the movie where Robert Redford arrived undercover as a new prisoner to get a glimpse of life in the penitentiary he’d been hired to clean up? Put yourself in the patient’s shoes. Take a walk around your facility wearing a blindfold, wearing someone else’s eyeglasses, wearing earplugs or with a cast on your leg. Start out on the street where the bus lets people off, or at the farthest point in the parking lot. Do it in the daytime and at night. Do it in a wheelchair. Spend some time in each of your waiting rooms just listening. Pick a random ER patient and observe that patient through his or her entire stay at the hospital. Sit in a patient room and listen to the staff conversations outside.

After you’ve done all this, you might be surprised how different your impressions are from what they are now, and how many new ideas you’ll pick up. You could learn a lot from your customers.

Chris Bonney is president of Bonney & Company, a Virginia-based marketing research firm. He can be reached at 757-481-7030 or by e-mail at: chris@bonneyresearch.com

Closing the Brand Equity Gap of Investment and Realized Return

Over the past couple of decades, health systems have made substantial investments in brand building. Many have succeeded in creating stronger brand awareness. Some have improved market position. Only a few, however, have fully realized the substantial, measurable advantage of a fully activated brand strategy.

What these brands leaders have discovered is that:

• Strong brands influence consumer choice
• Strong brands attract and retain the best talent
• Strong brands create contracting, partnering leverage
• Strong brands shape referral patterns
• Strong brands build customer loyalty
• Strong brands better weather economic cycles

The gap between investments in a brand and realized return cannot be closed with brand advertising alone; nor, can it be resolved by customer service, clinical quality, lean operations and other initiatives pursued in isolation of a comprehensive, integrated approach to better leverage the outcomes for market advantage. Greater share. Increased volumes. Better profitability. Customer loyalty.

The only way to narrow the brand equity gap is to effect strategic, operational, clinical, physician and marketing alignment to create and deliver a meaningful, differentiating and durable brand value proposition. Brand alignment builds the brand-driven culture that transforms an organization from one that simply ‘promotes a brand’ to one that ‘delivers the brand.’

Karen Corrigan

Rapidly Restructuring Healthcare Markets Require New Approaches to Brand Management

Ever more complex health system structures, physician relationships, expanding clinical portfolios, new business ventures and expansion into new markets require a proactive, focused and purposeful plan to build and leverage brand equity across the enterprise – across geography – across constituencies.

Today, health systems’ approaches to branding must evolve to address and manage the complexities of:

• Hospital and health system mergers & acquisitions
• Physician integration, joint ventures and owned medical practices
• Ambulatory, post acute and retail diversification
• Academic, technology and business partnerships
• Multi-market, multi-state expansion initiatives
• Enterprise IT/EHR/Website strategies
• Co-branding/co-marketing relationships

This requires more sophisticated methods for determining, managing, and building brand portfolios in diversified health systems, addressing multiple facilities, strategic business units, markets, physician integration, and partnering ventures. Because at the end of the day, the objective isn’t what to call something, it’s market leverage.

Karen Corrigan

Keeping Your Brand Healthy After Physician Integration: Part II

Health systems that ignore the implications of physician integration to the organization’s brand do so at their own peril. Hundreds of doctors in an employed physician structure can produce hundreds of thousands of patient visits in a year – each visit shaping and reinforcing the organization’s brand reputation.

Without an explicit strategy for creating and delivering a brand-defined experience in physician practices, health systems run the risk of developing a brand reputation they don’t want – formed from inconsistency of service, customer indifference, fragmented care, complex processes, poor medical care.

But it doesn’t have to be that way. The key question for health care executives is how to leverage investments in physician integration to increase total brand equity – to build a powerful, differentiated brand presence and to drive growth from a core positioning platform.

To do so, we must first understand brand as a central and foundational underpinning of competitive strategy. Brands are potent business-building assets for driving growth, engaging customers, building profitability. As you develop and evolve the integrated physician structure, key issues regarding brand and business building strategies should be addressed from the beginning.

So how can a health system turn a potential brand liability into an advantage?

• Determine your unique brand value proposition. How you plan to create and deliver value to current and prospective customers through the fully integrated physician practice is fundamental to long term success. What significant customer-centered benefits (more timely appointments, better coordinated care, personalized service, best in class physician talent, etc.) will your patients gain as a result of the integration strategy?
• Agree on brand identity. Names may be about egos, but brands are about business. The right brand identity should, first and foremost, ease the selection process for your customers. Brand identity for the physician group should be chosen in the context of the health system’s strategic positioning and growth goals, as well as its overall brand building strategy.
• Create brand alignment across operating, clinical and marketing systems, and build a discipline to channel investments into those things that matter most.
• Hardwire customer service, operating and patient care processes to ‘deliver’ on the brand. Patient experience is born through brand activation, a process whereby the brand value proposition is translated and transformed into actionable principles, features, service standards and behaviors. Remember that brand reputation is built primarily through customer experience.
• Enhance brand performance. Establish and monitor key metrics regarding growth, revenue, profitability, brand awareness, brand preference, customer advocacy and staff engagement. Identify growth opportunities in key segments, markets, channels. Address barriers that may limit the power of your brand to move market share.

The mantra for health systems seeking leverage from their physician integration investments is simple. Build the brand. Build the business.