leveraging social media for business impact
DESCRIPTION
In this presentation, we review social media efforts in the healthcare industry, the five different stages of social media programs and what healthcare organizations can do to set themselves up for social media success.TRANSCRIPT
Leveraging Social Media for Real
Business Impact Healthcare Financial Management Association –
Texas Gulf Coast Chapter October 13, 2013
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What is social media?
The means of interactions among
people in which they create,
share, and/or exchange
information and ideas in virtual
communities and networks.
Source: http://webcomm.tufts.edu/social-media-overview13/
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Social media and healthcare
Social media has changed the face of patient to patient and patient to provider communications
Real time communication platforms allow open and honest dialogue
Opportunities to capitalize on patient feedback and build a trusted support community to actively engage with
Social media can also be used to address negativity, concerns and complaints as part of service recovery
Source: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-communications-landscape
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A growing number of today’s patients are increasingly using
digital tools as part of their overall health maintenance.
Sources: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-
communications-landscape
1 in 3 American adults have used the
web to figure out a medical issue
http://www.pewinternet.org/Reports/2013/Health-online/Summary-of-Findings.aspx
51% of patients say
they’d feel more valued
as a patient via digital
health communications
41% of people said social
media would affect their choice
of healthcare provider
Surprisingly, still only 26% of
all hospitals in the US
participate in social media
http://www.televox.com/downloads/technology-beyond-the-exam-room/
http://thesparkreport.com/branding/infographic-social-mobile-healthcare
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Healthcare: Struggle to demonstrate ROI
Ownership of social media is often dispersed across channels
Disease Center
Public
Relations
Marketing
Social Media Without a long-term strategy to
leverage this high volume
channel into core business
functions, hospitals and
healthcare systems will continue
to struggle demonstrating a
return on investment for social-
based initiatives.
LONG TERM SOCIAL MEDIA STRATEGY
Social Media
Social Media
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Why is this so difficult?
Decentralized Structure
1. Social program structure and integration
Pros Cons
Greater coverage of
the channel in terms of
listening, responding
and engaging social
communities
Measuring the
effectiveness of the
collective efforts across
the healthcare
organization
Greater overall
coverage by subject
matter experts –
Individual departments
focus on their domain
Lack of ability to
coordinate and
collaborate activities
across the organization
Centralized Structure
Pros Cons
Clarity of message due
to control over the
channel
Typically have limited
resources available;
allocated to more
tactical activities like
listening and
monitoring rather than
higher value activities
May lack
conversational
communication and
subject matter
expertise
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Why is this so difficult?
2. Social program goals and metrics
Biggest challenge for demonstrating ROI for social-based
initiatives is the natural tendency to focus on the channel and not
what happens within the channel.
Many focus on:
Instead of:
Likes Followers Retweets
Linking a social conversation to patient acquisition
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Collaboration is key
With limited resources or business constraints, tying program objectives to business objectives may seem out of reach
Programs stop short of setting goals based on financial outcomes and focus on softer, nonfinancial goals
Without linking to financial outcomes, demonstrating
real ROI is just not possible
This is what leads to stagnant or slow growth of many social programs in hospitals and healthcare systems
Collaboration across the organization is key to building a program
capable of demonstrating business impact
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Evolution of social programs
As a social program evolves it passes through 5 major stages:
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolidation of
Tools
The Social
Enterprise
1 2 3 4 5
GREATER INTEGRATION ACROSS THE INSTITUTION
INCREASED ABILITY TO DEMONSTRATE ROI
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• Social media recognized as important
• Want to establish a presence
• Social media policy developed
• Efforts may be singular and/or uncoordinated
• Simple goals (i.e. simply having a presence)
• Activities focused on managing that presence
• Metrics consist of likes, followers, etc.
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolitdation
of Tools
The Social
Enterprise
1 2 3 4 5
PAGE 11 © Endeavor Management. All Rights Reserved.
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolitdation
of Tools
The Social
Enterprise
1 2 3 4 5
• Expand efforts into social learning
• A program within a program is created
• Goals may extend to now also include measuring sentiment
• Goals still largely based on nonfinancial measures
• One department may be accountable for “listening”, with
other efforts being dispersed and managed individually
across the institution
• Experimentation with different media and monitoring tools
PAGE 12 © Endeavor Management. All Rights Reserved.
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolitdation
of Tools
The Social
Enterprise
1 2 3 4 5
• Begin to incorporate operations into social media
• Tend to be more centralized
• May build relationships and ad hoc workflows for overlapping
responsibilities (i.e. processing dissatisfied community members)
• Unofficial coordination between departments
• May see editorial calendars to manage communications across multiple
presences
• Metrics can begin to relate to financial outcomes resulting from service
recovery activities related to the social channel
PAGE 13 © Endeavor Management. All Rights Reserved.
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolidation of
Tools
The Social
Enterprise
1 2 3 4 5
• Social programs become more operationally organized
• Relationships with other departments are formalized
• Information is shared more freely
• Coordination of service recovery and other workflows across departments
• Social program is primarily centralized
• Generally an increase in budget initiates consolidation
• Listening expanded to actively involve competitors
• Social media used to make data-driven decisions
• Decision tree in place to ensure responses and reactions to negative
conversations are resolved quickly and consistently
• Program activities can be linked to financial and nonfinancial outcomes
PAGE 14 © Endeavor Management. All Rights Reserved.
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
Centralization &
Consolidation of
Tools
The Social
Enterprise
1 2 3 4 5
• Social program becomes the hub for collecting and sharing information related to social media
• Seamless workflows between departments
• Social deeply engrained in core business functions
• Social communities become a source for business intelligence
• Offers customers seamless experience across channels
• Have conversation liaisons who are subject matter experts and actively engage communities on a regular basis
• Messages become conversations, which become relationships
• Customers feel connected to the brand
• More advanced measurement
• Return on investment is the key metric for program success
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Social media will continue to grow in importance.
Managing this high volume channel requires a clear vision far
enough into the future to keep pages with a media that changes at
the speed of light.
Social program goals that support core business functions like
customer support, PR and physician relations require organizational
coordination and collaboration but yield financial outcomes.
Accelerating your social program
requires removal of barriers that impede
integration with the organization
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Accelerating your evolution from social program
to social enterprise
Know the channel but focus on how the people engage one another within the channel. 1
Identify how social media supports business functions within your organization. 2
Monitor what your customers say about your competition and their experience with your
competitors. 3
Let the tools do your work. 4
Be the voice of your community within your organization. 5
Use social media to have conversations – do not push messages. 6
Analyze, analyze, analyze. 7
Start small but be strategic. 8
Service recovery is big. 9
Brand advocacy is huge. 10
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In summary…
While most healthcare organizations have a social media strategy in place, many still find it difficult to evolve and innovate as fast as social technology does.
This can make social media strategy obsolete before it can be fully executed.
Developing a long-term strategy focused on integrating this channel into operations can ensure your program can keep pace and create business impact.
PAGE 18
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