5 Big Ideas on the Minds of Healthcare Marketers

by Jason Skinner, Chief Marketing Officer - 05/21/19

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While creating content for this year’s Healthcare Marketing and Physician Strategies (HMPS) Summit, we asked several speakers to highlight the most important ideas they want attendees to take away from their presentations.


As the official content partner for this week's HMPS 2019 conference, we interviewed presenters on topics ranging from increasing customer lifetime value to integrating physician teams following a merger or acquisition. Here are their answers to the question, “What is the most important thing you want attendees to take away from your presentation?”

Cancer, In Other Words

The No. 1 takeaway: “We want to raise consciousness of the research [on patient communication preferences] and embrace the responsibility that we have as marketers to understand the impact of our words, messages and images. Also, how do we own that responsibility in a way that we all feel good about as leaders in our organizations and as people in the healthcare industry with influence. We have to recognize our influence, and make sure that we’re using it for good.”

—Chrisie Scott, SVP & Chief Marketing Officer, Virtua Health

Digital Strategists: Defining the Role

(Read the blog post summarizing the presentation.)

The No. 1 takeaway: “We live in a day and age where we have the responsibility to move things forward. We can’t live in a silo. In this future state, digital is the glue that ties together an organization. By developing distinct, solid digital strategies and allowing people in different parts of the industry to work together—that is where healthcare organizations need to head to create a customer-first culture. We don't want to live in a world where our responsibility is very much structured in one area. We have the responsibility to first understand our customers and then to understand how we can leverage other digital spaces within our organization to move towards the common future goal, which is being customer-first.”

— Chris Boyer, System Director of Digital Strategy and Analytics, Fairview Health Services

Customer Lifetime Value

The No. 1 takeaway: “It is critically important that modern healthcare marketing and engagement programs focus on finding, guiding and keeping patients over the long term. Understanding the various value points and investment required across customer segments and how they relate to each other is time-consuming, complex work—but it's vitally important. We have termed this new perspective Stacked Marketing, as it takes each of these patient/consumer precision marketing segments and stacks them on top of each other to reveal a short- and long-term impact. It also gives us a better overall understanding of the customer journey. For Geisinger, which provides both care and coverage, we place a high value on both retention and our ability to help our patients and members live their healthiest lives. That makes each segment’s calculation of Lifetime Value critically important.”

— Don Stanziano, Chief Marketing Officer, Geisinger

Patient Retention & Loyalty: Advancing Algorithms to Hyper-Personalize Targeting

(Read the blog post summarizing the presentation.)

The No. 1 takeaway: “So many of the efforts in healthcare over the past several decades have been to improve safety and quality outcomes, which is great—but that’s table stakes. That’s not differentiating. I would love people to understand that patients gauge quality on experience, how they feel and how they’re treated. They assume quality, and they should. They’re going to base their view of a healthcare system on their experience. The way to make a difference is to focus on improving the experience for patients, which is why individualized business plans is the way to improve the experience.”

— Craig Kartchner, Associate Vice President, HonorHealth

Physician Relations: Best Practices with Mergers and Acquisitions

The No. 1 takeaway: “Due diligence and planning are key [when preparing to integrate physician liaison teams], and a really thorough assessment prior to the implementation is essential. I think we’re good about understanding that change management needs to occur, but we’re not always sure what those changes are going to be. If we can anticipate what changes can occur and be open and flexible enough to accept that there are going to be surprises, we’ll be able to lead our teams to the next phase successfully.”

— Lori McLelland, Corporate Director, Integration Outreach, Emory Healthcare Network

The No. 1 takeaway: “You have to look at integration as a journey. As soon as you know you’re facing an integration, assess the team and spend a lot of time investing in your employees to ensure they understand their roles and expectations. Make sure they have the tools to do their jobs. It is really important to look at [integration] in this big continuum and understand that a lot of the work happens before you even integrate; thinking through the plan and what the teams need, where each person stands and where you will have to bring them so that you have a high-functioning team.”

— Marcy Traxler, Vice President, Business Development & Service Line Strategy, AMITA Health

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