from events planner to strategic partner whprms fall conference sept. 13, 2007 kathleen l. lewton,...
TRANSCRIPT
From Events Planner to Strategic Partner
WHPRMS Fall ConferenceSept. 13, 2007
Kathleen L. Lewton, MHA, APR, Fellow PRSAPrincipal, Lewton, Seekins & Trester
Today, it’s all about TACTICS
Blogs Podcasts DTC ads PR Websites VNRs “Traditional” press Webinars Buzz marketing
Social marketing Brochures Celeb spokesperson Special events Billboards Mascots Mobile vans Refrigerator magnets!
But as Sun Tzu wisely said:
“Tactics without strategy is the noise before defeat.”
Of course he also said: “Strategy without tactics is the slowest route to victory.”
We aren’t anti-tactic.
We’re just pro-strategy, as the foundation for successful tactical execution.
Today we’re talking “pre-tactics”
How to scan and span the healthcare organization’s external environment
How to use a strategic approach to make PR a critical function within the HCO
A.R.M. -- three key first steps for a strategic communications plan
And how these three steps are the foundation for a communications plan that does include tactics
What’s out there? Scanning the External Environment
If the communications operation isn’t taking charge of environmental scanning as part of taking a lead role in organizational strategy planning…
WE SHOULD BE!
Doing the scanning. . . . .
Having a structure in place to systematically • Review what is happening in the healthcare
environment, • Determine its implication for the organization• Recommend initiatives and strategies in sync
with the organization’s business plan.
. . . . . And owning the role
Means that communications becomes a major force within the organization’s strategic business planning.
And becomes a major contributor to the organization and its bottom line.
With that in mind . . . .
It’s only appropriate that we begin with a quick scan of “Healthcare 2007”
OR
Caught in the Campaign Crosshairs
Barak, Hil, Rudy and the rest agree:Healthcare makes a GREAT target!
And when the industry’s reputation is at an all-time low, the target’s more tempting• We used to take turns wearing black hat• Now, we’re all in the same barrel
– Inefficient, life-threatening hospitals– Greedy doctors– Unethical pharma and device companies– Black-hearted insurers
It’s dog eat dog
In an era of shrinking resources, competition is at an all-time high• Within the industry• Within the HC systems• Within communities• Within the company
Every sector of the industry is pitted against the others so that instead of waging a united battle for adequate financing for health care for all – we all fight over the scraps
Greyer, fatter, sicker
An aging population, yes• But the new oldies – the boomers – refuse to age and
demand solutions from the HC system• Stents, knees, hips – keep ‘em coming
Obesity truly an epidemic• Newest study – kids’ BMI already leading to increased LV
Mass Medical science means once fatal diseases aren’t
• Chronic disease burden terrifies employers
Account-ability
It’s not just costs – it’s who should pay• Payors shifting as fast as they can• Workers/unions accept inevitable• The uninsured flood the ERs and we all pay
Payors – biz and government -- demand quality and quality measures that can be understood
Development of tiered plans for reimbursement???
Talking Tech
Technology seen as CRITICAL variable, but there are issues
– Development funding– Technology affordability– Technology competitiveness– Capital demands for acquisition– Device development
Info Challenges
Medical record keeping and transmittal HIPPA challenges Communications expectations increased all around
• Physicians, nurses other staff• Patients• Internal communications• Community support
May the (work)force be with us
Staffing issues loom large• Do we have enough of the right kind of
physicians and are they were the patients need is greatest?
– And will all the good ones retire or become hedge fund analysts?
• Not enough nurses – and way not enough nurse educators
• Job stress exacerbates staff turnover in almost all job categories
The watchdogs bare their teeth
Regulatory environment is more challenging• From FDA to JCAHO, regulators respond to
consumer demand and politicians’ rants Legislators on both sides of aisle, in DC and
state capitals, see Medicaid and Medicare as ripe for budget cutting
Consumers in demand – and demanding
“Empowered?”• Yes, no, maybe, sometimes, it depends• Seek info . . . . . . to take to doc• Paying more, trusting less
– “Now I don’t know if my drugs are safe!”
• Don’t understand don’t comply• Knowing more behavior change
Physicians confused – and confusing
Frustrated, angry, fed up• Less control, even less RESPECT• More and more data, less and less time to grasp
it– ALLHAT: “Doctors have little time to read medical
journals”
• Public M&M stats change behavior --for the worse
• Tarred with same brush as Rx sales force
Control is key
Who is in charge here? Teaming in an unteamed world
And yet . . . . .
There are many more issues and challenges
What does it all mean? And what do PR people DO about it?
Clearly HCOs need to change . . .
But there’s a slight problem:
Frustrated employees see volume growth and cost containment as more work/less pay
Fed up payers see adequate payments and volume growth as eating into THEIR profits
Resentful doctors see volume growth as added competition
Legislative reformers see a big target for the coming elections
The key question: How do we manage relationships to get what we need from these stakeholders • Hint: Can you say “public relations?
SO . . . . .
How do we get a seat at the decision-making table to help solve the problems and address the challenges?
The answer lies in strategy
Stakeholder relationship change is a strategic issue dependent on but not 100% driven by good PR• The HCO has to change, too
But PR can be a driver of management behavior change and an advocate for effective stakeholder relations IF we have that seat at the table
And to get there, we have to be seen as strategic in how we work – and as contributing to organizational strategy
So first, think like a strategist
The key step is to focus on OBJECTIVES• If we understand the desired outcome, we can
figure out the key audiences and how to move them to action
• SO, why do we need this ad/brochure/campaign?– Increase “awareness” – why?– Increase volume of procedures– Increase inquiries as first step to an appointment– Change perceptions of poor quality– Increase donations, employment applications, physicain
referrals, etc.
One we know the objective . . .
We can create a plan with an outcome that can be tracked, monitored and measured
And measurement is critical• Not everything can be measured precisely, but
most things can be counted– Calls, inquiries– Appointments– Changes in awareness, perceptions– Donations– Etc.
Ask the right questions
Who do we need to reach? What do we want them to DO? What do we need to say? How do we need to say it? When? How often? How do we measure success?
ROI?
Also, PR strategy must map to corporate strategy
Which corporate goal does this initiative (campaign, ad, brochure, etc.) support?
If the answer is “none” or “I don’t know” – how do we justify spending time on it?
Selling your strategic capabilities to management
Everybody’s fighting for:• Control and/or• Resources
PR can be seen as an adversary for both• Or as overhead that eats operational resources
They may not like me, but how can I make them NEED me?
Focus on THEIR concerns
Align strategies to THEIR metrics Give them fresh strategy, not more product
• Interactive Web• Call centers• Personal communications skills
Become a valued partner
Treat peers as customers or clients – literally in terms of operations, and attitudinally
Help them re-engage their employees and physicians
Help research THEIR interests Plan collaboratively and take them seriously Solicit and act upon candid performance feedback Defend them Criticize honorably (behind closed doors)
And show them that PR operates with a very structured approach…
The ARM Approach
Identify the right AudiencesUse Research to understand, test
Create Messages that deliver results
Using ARM means beginning with O
Once again, what’s our objective? What audience do we want to do what?
• It isn’t grammatical, but it’s the key question• Once we know that, we can ARM ourselves for
success!
Strategy starts at A – for Audience
Solid strategies begin with a thorough and deep understanding of who the organization’s key audiences are• It’s not enough to focus only on the target
customer audience for a specific product or service – it has to begin with a 360 view of every audience that’s out there, watching and listening
• Because they all can have an impact, pro or con, on the target audience
HCOs have a myriad of audiences: Customers, Influencers,
Stakeholders, CriticsALL are important, ALL overlap & overhear
Patients (when they’re sick, consumers when they’re not)
Families, “caregivers” Physicians, surrogates Legislators, regulators Employees Shareholders Media
Stakeholders• Supporters• Critics
Influencers/Info Givers• Advocates• Disease groups• Clergy et al• FRIENDS AND FAMILY
When creating marketing/PR strategies, every audience counts
The marketing questions:• Q 1: Who makes the final decision?• Q 2: Who impacts the decision?
The reputation question:• Q 3: How will other audiences react?
Q1: Who makes the final decision?
The myth of the “empowered consumer” Empowered? Yes, . . . and no
• Some are, many are not• Even web searchers download the articles and
take them to “my doctor” • Only 31% of heavy users (over 65) go online• Hospital choice -- “where my doctor goes”• Sophistication overrated -- witness the demise of
whole-body scan centers
Consumer role varies widely
Decision maker – sometimes, when there are no constraints
Active participant – the self-confident Influencer – asks question, expresses self Order taker – many still are, limited by:
• My doctor only prescribes, my doctor only practices at . . . .
• My insurer only covers, my insurer only pays full price for . . . .
Q2: Who influences decision?
The doctor, of course• But also the office nurse, the PT, other HCPs
The insurer, both directly and indirectly Advocacy groups (depending on Dx) Unexpected sources – clergy, other trusted
sources Still significant, still overlooked too often:
FRIENDS AND FAMILY
Slogging through the audience ID process can be a struggle
Too often service line managers and product marketers want to default to consumer promotion
Identifying who really makes and impacts purchase decision can be like peeling an onion -- takes a while and can be painful
BUT focusing on the wrong audience -- or ignoring a key participant -- can lead to “less than success”
In general:
The more sophisticated the decision, the less confidence the consumer has• Choosing an ortho surgeon vs. demanding a
specific brand of hip implant It’s important to know what factors impact
YOUR consumer audience• CEOs/administrators/marketers tend to
overestimate consumer “empowerment”• Doctors tend to underestimate it• To know for sure is to ask, via research
Q3:How will other audiences react?
Never forget that any marketing or organizational decision is observed by “non-targets”
Messages are overheard and can be misunderstood unless the impact on these audiences is considered
Research shapes strategy, provides essential insights
The 3 A’s of research: Don’t Assume, don’t Adapt – ASK • “Oh we KNOW how they feel”• “They did this in Birmingham”• “It worked for Coke”
Research not only provides insight into target audience, but also creates benchmark against which to measure
The methodology mix: Consumer research -- the more qualitative,
the better• Surveys -- hard #s, but no context, nuance• Focus groups and personal interviews allow you to
probe, ask why and what if What you want to know:
• What they know and how they know it• How they receive and process information • What they care about, worry about• Who & what impacts healthcare decisions
Research:Critical tool to learn how to impact audience behavior
Physician research -- hard to come by, but invaluable• Key questions: how do you get info (channels),
who do you trust, what do you believe• Check the “surroundsound” effect -- who also
plays a role in MD decisions• Personal interviews help avoid the “mob effect”
in MD focus groups
The ideal methodology mix:
• Focus groups and personal interviews ↓ INSIGHTS
• Surveys (phone, online, intercept) ↓ DATA
• Focus groups and personal interview ↓ CLARITY
Research also critical for Message development and testing
• The reason many marcomm campaigns fail is simply because the message doesn’t work, for one of four basic reasons:
– They don’t understand it (Comprehension)– They don’t believe it (Credibility)– They don’t care about it (Relevance)– It doesn’t touch their emotions (Resonance)
• C2, R2
Comprehension – do they get it?
HCOs are huge abusers of jargon• Acronyms, science terms, insider info (Magnet)
And we pile on the FACTS, FACTS, FACTS Plus the “average” consumer audience
includes:• Illiterates• Semi-literate• Anti-literate• Low vision skills
Credibility – do they believe it?
Overpromising, directly or indirectly Overendorsing Overqualifying Overhyping things that have no inherent
credibility to the average consumer• Ratings, rankings• Awards• Credentials
Relevance – do they care about it?
Do they care about:• Service or product or procedure they figure
they’ll never ever need or use• Reputation of product/service sponsor• Hospital that’s two hours away
• We, us, our . . . . . . . all about YOUR assets rather than their real-life needs and how they will benefit
Resonance – does message touch their feelings?
For a message to move audience to action, it has to touch heads and hearts• Real people with real stories• Showing rather than telling• Same old phrases, same old pictures
Only one way to ensure messages will work
Test, test, test• In your market(s)• With your target audience• With a talented moderator/interviewer who can
play word games Great free advice re doctors, from Joe
Smith at Guidant: “If you’re going to provide information to
doctors, it has to be mainstream, familiar and actionable”
Necessary elements of a communications plan
Customer origin analysis Competitor analysis Internal communications position Marketshare/marketshare change Corporate strategic growth targets SWOT analyisis Identifying/segmenting the ideal customers Identifying ideal messages:
• What do we want them to know• What do we want them to DO
Tactics Timetable Budget Measurement
And NOW . . . .
Let’s talk amongst ourselves!
And later:• [email protected]• [email protected]• [email protected]