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Showing posts with label hospitals. Show all posts
Showing posts with label hospitals. Show all posts

Tuesday, October 5, 2010

How does Your Physician Sales and Services Program Compare? New Benchmarking Study to Assess Trends and Practices.

Physicians still direct the vast majority of inpatient healthcare in the marketplace - as many as 80% of patients enter the doors of hospitals and facilities at the direction of physicians. The movement toward a consumer-driven market notwithstanding, many hospitals, health systems and large specialty practices have turned to physician sales or referral development programs to grow their business. Unfortunately, motivating physicians to change referral patterns is a daunting task under the best of circumstances and the lack of industry “best practices” complicates the situation even further.

In September 2010 Corporate Health Group (CHG) launched their third benchmarking study of Physician Sales and Service. The National survey will obtain new trends and craft comparisons and a gap analysis of data captured 2005, 2008 and now 2010. The survey (a mix of open and closed ended questions) is available online and respondents will get a free Executive Summary. (and who turns down 'free' these days?)

The results will provide detailed management and benchmarking data for physician sales managers and healthcare executives to benefit their programs for future success. Key insights will include:
  • How are others in your shoes attaining ROI successes?
  • What new best practice is growing net new referrals?
  • What are emerging trends in physician relations?
  • How does your program compare to national leaders in physician relations?
You can participate in the study (and get a free copy of the Executive Summary) by clicking on this link: Take the Survey.

Additionally, if you work for a large system or association, CHG can set up a unique organization code so that you receive a report showing overall trended data (2005, 2008 and 2010) compared to your organization. Get the code prior to taking the survey by contacting Laurie Slater at Corporate Health Group (lslater@corporatehealthgroup.com).

Tuesday, August 25, 2009

5 Key Areas of Focus when Assessing Physician Need and Alignment Strategies

What health system doesn’t have physician recruitment, integration and alignment at the top of their strategic priorities? Market competition, pipeline shortages, failing practice economics and a growing recognition that they can’t achieve quality and financial goals without physicians at the table, have organizations jockeying to win the race for physician integration and commitment.

A well-planned approach requires superb strategic thinking about possible, probable and preferred futures, and a well-crafted plan to bring vision into reality. The process will be better informed through an analysis about the current state of physicians in the marketplace and how that is likely to change in the future.

However, data is just data unless you use it strategically. 5Rs provides a framework and methodology in which to discover and calculate opportunities:

  1. Recruitment — Recruitment strategies address physician shortages when both strategic and community assessments indicate a need for physicians in a particular specialty
  2. Retention — Top producing physicians are candidates for retention strategies based upon historic commitment of activity to the hospital for inpatient and outpatient service volumes
  3. Redirection — Physician candidates for redirection strategies are typically those aligned with competitor hospitals.
  4. Redeployment — The goal is to increase practice volumes through better geographic location of the practice or through the presence of multiple practice sites
  5. Retirement — Transition planning should be considered for top producing physicians over the age of 55.

Insights from this analysis will launch health systems out of the starting gate and into the field by producing a focused set of tactics to support the overall physician engagement strategy.

Karen Corrigan

Sunday, August 23, 2009

Running a Hospital is a Blog Worth Following

Running a Hospital (www.runningahospital.blogspot.com) by Paul Levy, President and CEO of Boston’s Beth Israel Deaconess Medical Center, is a blog worthy of following. And a great example of how a social media tool can be used to reach out and create relationships with key audiences. Paul’s blog is followed by employees, doctors, patients, peers, media and many others. As of this writing, his profile alone has been viewed 55,000 times.

You can also follow Paul Levy on Twitter (paulflevy).

Karen

Monday, August 3, 2009

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


Saturday, August 1, 2009

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.

Wednesday, July 29, 2009

Keeping Your Brand Healthy After Physician Integration: Part I

The rapid restructuring of the physician services sector and resulting physician alignment, integration and employment models are presenting new brand building challenges for health systems, hospitals and physician organizations. Assuming the average primary care physician sees about 5,000 patients visits a year, back of the napkin math shows us that a health system with 100 employed physicians brings in a half million visits or so annually – with 300 to 400 physicians that number can rise upwards of 2 million. Now assuming that brand impressions are shaped through familiarity and frequency of use, then it’s easy to see how a large employed physician practice can be the catalyst for building – or unraveling – brand reputation.

You see, what we’re still learning in healthcare is that brand is built more powerfully through the customer experience than through promotions. The most creative imagery and well-crafted messages of killer advertising will not survive poor or inconsistent customer service – physician offices that don’t return patient calls, or don’t answer calls over the lunch hour when it’s most convenient for patients to make them, or can’t make timely appointments or see patients on time, or the poorly trained and groomed front desk staff, or the torn upholstery of the waiting room chairs, or the rushed appointment, or the doctor or nurse that enters the exam room, eyes on the chart and not on the patient. Or even worse – the missed diagnosis, the wrong medication, the preventable error.

The significance and potential impact of these everyday irritants and sometimes serious missteps cannot be underestimated once aggregated under the brand umbrella of a large health system. Every physician practice is now a branded access point, perhaps even the most critical of those touch points capable of enhancing or destroying brand reputation.

Brands are about business – growth, customer loyalty, profitability. It just doesn’t make good business sense investing millions to effect a large scale physician integration strategy if only to lose that and more by not purposefully addressing how brand equity will be preserved and enhanced.

So how can brand be unleashed to drive growth and innovation for the health system-physician enterprise? Well, that’s Part II – coming soon.

Karen Corrigan

Saturday, July 25, 2009

How to Lose a Nurse

The call to nursing came the summer my 15 year old daughter had a leg injury that landed her a desk job in a Nicaraguan clinic during a church mission trip to Vida Joven in the mountains north of Managua. Instead of joining her fellow teens in camp activities (made difficult enough even without a leg in a cast by the weather, terrain and primitive conditions), she joined a group of doctors and nurses that set up a temporary clinic to provide medical care to people in neighboring villages. Families, often towing five or six shoeless children, walked as far as ten miles to see the American doctors and receive much needed medical treatment for ailments ranging from intestinal parasites to skin fungus to respiratory impairments caused by sleeping in enclosed tarp huts where kerosene is burned to warm the chilly mountain air. Babies with birth defects, children suffering from malnutrition, young men with malaria, diarrhea, festering cuts – curses of the poor in developing countries.

My daughter spoke Spanish well enough to facilitate conversations between the doctors, nurses and patients. And she was put to work dispensing medications – everyday drugs we take for granted but precious to those that suffer while waiting months and months for the clinic to come to Vida Joven. She came home that summer eyes wide opened by the abject poverty of the people living in the western Hemisphere’s second poorest country.

She went back to Nicaragua every summer of her high school years, taking on greater responsibilities in the medical clinic and growing in the conviction that nursing was what she wanted to do. Back at home she searched for a university with a nursing program. She spent spring breaks and summers off building an orphanage in Boliva, nursing at a hospital for women and children with AIDS in Kenya, volunteering at a clinic in La Paz. One day she said to me, “Mom, I was born to be a nurse. I just didn’t know it until now.” Now being the day she came across a tiny rain-soaked boy of four or five stooped and shivering under a tree in Nicaragua – shoeless, hungry, sick. Something clicked for her. And six years later here she is – RN, BSN.

Last night she called me – distressed, angry – wanting to quit her hospital job of just one year after spending another twelve hour shift trying to care for too many critical patients with too few staff, missing supplies, inoperable equipment and physicians that don’t return calls when their own patients are heading south. Concerns tumbled out. The evening she couldn’t get the doctor or charge nurse to believe that her patient was septic (he was). The day that she held tight to a hypothermic patient using her own body warmth to try and raise the woman’s temperature because there were no warming blankets on the unit and no one to search for any. The night just six months out of school when she was the senior nurse on the floor. The critical care patients admitted to med/surg beds without the monitoring equipment or staff to keep them alive. The psych patient admission that punched her in the face. That one shift when the unit had twice the staff (‘don’t get excited,’ said the charge nurse, ‘it’s the show for JCAHO’), the next day when they were all gone. The countless meetings where nurses were invited to share their concerns and ideas. The weeks that ensued where nothing changed.

Her panic was palpable; seated in the fear that her patients are in harm’s way of a system that is just plain broken. And I heard what she wasn’t saying out loud.

That even in the jungles near Matagalpa, even in the slums of Nairobi, even in the makeshift clinics where a handful of professionals and a dozen suitcases of medical supplies somehow divide like fishes and loaves – she never felt as powerless or worried for the safety of her patients as she does in this nationally-ranked, Magnet-designated hospital.

And that breaks my heart.

Sunday, July 19, 2009

Is Service Line Success Embedded in Design or Execution: Part 4

This is the final installment of four posts on healthcare service line strategy and structure.

With Service Lines, Imitation is Not the Answer

The classic flaw of imitation is the assumption that someone else is doing it right.

For the service line management model to be an effective growth engine, providers must move beyond benchmarking and replication to forge a distinctive position in the market. The secret to competitive effectiveness is not to be better than the competition. But to be different in a way that is distinct, relevant and truly meaningful to your customer base -- by seeking different value-producing approaches to the market, by driving innovations in service delivery, by creating unique approaches to integration and service consolidation, by cultivating unique partnerships, by understanding how different degrees of centralization, delegation of authority, and functional specialization work together to achieve differentiation.

The key consideration for health care leaders is how those differences add value to the service line model in achieving the company’s strategic vision and goals.

So, the critical question for service line execs is how differentiated value is defined, created and delivered. This requires more than an aggregation of tactics, but a leadership-driven approach to identifying opportunities, crafting strategies to create a distinct and compelling value proposition, developing a effective business model and operating structure, forging physician partnerships, and prioritizing investments.

What's important to keep in mind is that service line management, in and of itself, is not the goal. When aligned to an organization’s strategy and configured to achieve results, it can, however, be a powerful model for creating and sustaining competitive advantage.

Karen Corrigan