proving the value of your website
TRANSCRIPT
Proving the Value of
Your Website
Today’s Presenters
Ben Dillon, MBA | Chief Strategy Officer | Geonetric
Ben writes and speaks extensively about healthcare technology trends, on
everything from social media strategies to accountable care organizations. He’s
also a Twitter junkie – follow him at @benatgeo.
Tedd Kipper | Client Strategist | Geonetric
To call Tedd experienced in the healthcare industry is an understatement. With
former roles that include COO at a community hospital and director of business
services for a physician group, understands the unique challenges and
opportunities that face healthcare marketers today.
Duke University Study
• Two out of three chief marketing officers are feeling
pressure from administration and the board of directors
to prove marketing’s value.
• Two-thirds of marketers agree that there is now more
pressure to show return on investment in marketing
spending and that the pressure will not be going away
anytime soon.
• 83% of marketers indicate that it’s extremely or
somewhat important for their team to prove the business
impact or Return on Investment.
Your ROI IS Important
• Reimbursement uncertainty is making ROI more and
more important
• There are two ways to measure a websites effectiveness –
quantitative and qualitative.
• Analytical tools can help you connect marketing activities
with revenue generated
• Gather results to report to stakeholders to show the
investment was worth the expense
ROI Doesn’t Tell the Whole Story
1. ROI also means return on impressions – the number of
people that actually view your marketing material
2. ROI is also a return on opportunity – the indirect
marketing potential in creating downstream revenue
3. ROI can also mean return on engagement – where you
analyze how people are engaging with your brand or
content.
4. ROI, most importantly, can mean measuring your
brands performance in terms of building and
maintaining relationships.
How to Measure Your ROI
Five Steps to Improving Outcomes and
Measuring Results
1. Know your organization’s strategic goals
2. Align your marketing objectives with those strategic
goals – ask your vendor to help
3. Be diligent in tracking results
4. Reporting results to stakeholders
5. Review and reset
Benefit Health
Strategic Plan Priorities
Improve Quality
Improve OB/GYN Market Share
Provider Promotion
Financial Performance
Five Steps to Improving Outcomes and
Measuring Results
1. Know your organization’s strategic goals
2. Align your marketing objectives with those strategic
goals – ask your vendor to help
3. Be diligent in tracking results
4. Reporting results to stakeholders
5. Review and reset
Improve Quality
Objective Tactic Audience Success
Measure
Develop specific clinical
data integration
throughout appropriate
service lines
• Weave clinical data
into service lines, make
it meaningful
• Use HCAHPS scores as
a visual measurement
for patients
researching facility
• Family healthcare
decision makers –
women
• Men and women 50+
• Geographically;
Eastern Iowa, Western
Illinois and Wisconsin
• Community business
partners
• Physicians
• Benefit Health
employees
• Regional providers and
facilities
Time on site increases
from average of 2:00
minutes to 2:50 minutes
Financial
Objective Tactic Audience Success
Measure
March 2015 – Launch
brand campaign
• Marketing campaign
using Geonetric’s agile
marketing division
• Agency working on
campaign, work
together to ensure
campaign success
• Patient stories
• Family healthcare
decision makers –
women
• Men and women 50+
• Geographically;
Eastern Iowa and
Western Illinois and
Western Wisconsin
• Community business
partners
• Physicians
• Regional providers and
facilities
• Requests for
information increase
by 10%
• Request for
appointment increase
by 5%
• Class registrations
increase by 15%
• Provide content that
speaks to the “Benefit
Health” experience
• Testimonials from
patients, doctors
Social media, videos and
traditional marketing
Increase newsletter
subscriptions. Have
community sign up for
news feeds that utilize a
Brand Journalism
approach
Begin placing patient
testimonials on provider
profiles.
Customize provider profile
section with treatment
philosophy or personal
interests.
SEO Audit – conducted by
Geonetric to assist in
optimizing keyword and
description search
Website will be used to
show benefits of clinical
integration
SEO Audit – conducted by
Geonetric to assist in
optimizing keyword and
description search
Use videos to help
patients/visitors have a
more personal connection
with provider
Description and keywords
work
Recognized leader of
health education
Description and key words
work
Use panels effectively, a
campaign with a strong
landing page, make sure
doctors have killer profiles
Launch clean up effort to
improve SEO
Develop specific quality
landing pages. Show the
data, keep it updated
Launch clean up effort to
improve SEO
Digital Roadmap Q4, 2015
Improve
Quality
Improve OB/GYN
Market Share
Provider
Promotion
Financial
Performance
Five Steps to Improving Outcomes and
Measuring Results
1. Know your organization’s strategic goals
2. Align your marketing objectives with those strategic
goals – ask your vendor to help
3. Be diligent in tracking results
4. Reporting results to stakeholders
5. Review and reset
Improve OB/GYN Market Share
Objective Tactic Audience Success Measure
Relevant content and clear
calls to action to increase
patient requests for
information
Content writing • Family healthcare
decision makers –
Women
• Women between the
ages of 22 and 40
• Geographically;
Eastern Iowa, Western
Illinois
Time on site – Increase by
1:30 minutes
Forms with clear calls to
action (pre-registration,
prenatal class registration)
Conversions – Increase
class registrations by 20%
Increase patient census New vs. returning –
Increase new patients by
5%
Form Prior
Status
Net Forms
by IP
Address
IP Address
Using
Services
IP Address
Utilization
Rate
Patients Visits Gross Charges (Includes
Downstream
Rev)
Request
Appointment
Current
Patient
225 40 18% 40 85 $42,752.55
Request
Appointment
Prospect 157 15 10% 17 51 $61,345.22
Class
Registration
Current
Patient
83 22 27% 22 22 $143,554.82
Class
Registration
Prospect 117 37 32% 37 37 $166,832.10
Patients Visits Net Revenue
(65% of Gross)
Current
Patients
62 107 $121,099.79
Prospects 54 88 $148,315.26
Totals 116 195 $269,415.05
Benefit Health OB/GYN Market Share Tracking Results
Details by
Form Type
Medical Group Emergency
Room
Outpatient Surgical
Cases
Inpatient Totals
Form Prior
Status
Visits Charges Visits Charges Visits Charges Visits Charges Visits Charges Gross
Charges
Request
Appt.
Current
Patient
42 $13,214.32 11 $8,412.11 22 $5,689.55 0 $0.00 10 $15,436 $42,752.
Prospect 13 18,032.66 5 $5,294.78 10 $5573.56 0 $0.00 23 $32,444 $61,345.
Class
Register
Current
Patient
3 $1538.21 0 $0.00 0 $0.00 4 $14891 15 $127,124 $143,554
Prospect 5 $4,896.77 8 $8,832.55 9 $16,678 0 $0.00 15 $136,424 $166,832
Benefit Health OB/GYN Market Share Tracking Results
Additional Measurement Tools
20
Benefit Health – Digital FormData: Completion of Digital Forms to Actual Patient Visit
Criteria: Website Visitor Conversions
Current patient/
New patient
Number of
patient(s)
Number of
Visits
Targeted
Physician
Treating
physician
Patient
location
Gross
charges
Request an
Appointment
Current Patient
New Patient
Home Care
Referral
Current Patient
New Patient
Hospice
Referral
New Patient
Face to Face
Encounter
Current Patient
New Patient
VNA Hospice
Referral
New Patient
21
Benefit Health – Awareness Campaign2014 vs. 2015
Data: Gross charges
Criteria: Digital forms completed for targeted service line
Jan. Feb. March April May June July Aug. Sept. Oct. Nov. Dec.
Ortho2014
2015
Cardiac2014
2015
Cancer2014
2015
Gen Med2014
2015
Outpatient
Services
2014
2015
Clinics2014
2015
22
Benefit Health – Services APG Comparative Data by Procedure2014 vs. 2015
Data: APG’s
Criteria: New patient digital forms completed for targeted services
APG Description 2014 # of
Patients
Gross
Charges
2015 # of
Patients
Gross
Charges
Increase
(Decrease)
9 Excision and Biopsy
37 Arthroscopy
60 Pulmonary Tests
81 Echocardiography
85 Angioplasty
88 Cardiothoracic Procedures
137 Therapeutic Colonoscopy
233 Cataract Procedures
270 Occupational Therapy
271 Physical Therapy
272 Speech Therapy
281 Magnetic Resonance
Angiography
290 PET Scans
291 MRI
316 Individual Psychotherapy
322 Medication Administration
599 Hypertension
803 Cheomtherapy
807 Fever
Benefit Health – Service Line DRG Comparative Data2014 vs. 2015
Data: DRG’s
Criteria: New Patient digital form completion by targeted service line
DRG Description 2014 # of
Patients
Gross
Charges
2015 # of
Patients
Gross
Charges
Increase
(Decrease)028 Spinal Procedures
034 Carotid Artery Stent Procedure
052 Spinal disorders
133 Other ear, nose, mouth or throat
176 Pulmonary embolism
233 Coronary Bypass
414 Cholecystectomy
453 Spinal Fusion
509 Arthroscopy
535 Fractures of hip and pelvis
614 Adrenal procedures
653 Major Bladder procedures
686 Kidney and urinary tract neoplasms
774 Vaginal delivery
Five Steps to Improving Outcomes and
Measuring Results
1. Know your organization’s strategic goals
2. Align your marketing objectives with those strategic
goals – ask your vendor to help
3. Be diligent in tracking results
4. Reporting results to stakeholders
5. Review and reset
Return on Investment Reporting
Closed Loop
Prospect
Visits for the
First Time
Visitor Takes
Activity on
Your Site
Visitor
Provides
Info
Information
is tracked
via CRM
Visitor
Becomes a
Patient and
Credited to
ROI
Five Steps to Improving Outcomes and
Measuring Results
1. Know your organization’s strategic goals
2. Align your marketing objectives with those strategic
goals – ask your vendor to help
3. Be diligent in tracking results
4. Reporting results to stakeholders
5. Review and reset
Moving From
Cost Center To Revenue Center
Traditional
• Goals:
– Awareness
– Brand building
• Metrics:
– Impressions
– Clicks
– Page views
– ROI?
Cape Cod HVI
Traditional ROIServ
ice L
ine V
olu
me
Time
Historical Volume
Projected Volume
Baseline
Actual Volume
CRM
Lead/Demand Generation
• Goals
– Leads (screening signup, appointment request, etc.)
• Metrics
– Total leads
– New leads (new to CRM)
– Updated leads (updated in CRM)
– Cost per lead
– Projected/Actual ROI
Iterate Rapidly
Strategize, concept, design, and buildall at once
Deliver value in completed work(In-process work is of no value)
Build something that moves the bar
And “live” test with real users
Keep what works Throw away what fails
An Agile Approach To Campaigns
North Kansas City Hospital A cardiac campaign case study
Sam Caloroso,
“Medium please
but not too
much.”
Boosted Facebook
post targeting
Gender
Men
Interests
Bacon
Full breakfast
Sausage
Hot dog
Ham
Hamburger
Burrito
Quesadilla
Enchilada
Nachos
Beer
Fried chicken
KFC Kentucky Fried Chicken
Stress management
Parenting teenagers
Smoking
Tobacco smoking
GoalIncrease number of Calcium Scoring
Heart Scans by 18 per month
(54 for three months)
Actual Results493 additional sign-ups in first
three months
Revenue Marketing
• Goals
– Turnkey business driving system
(Repeatable/Predictable/Sustainable)
• Metrics
– Cost per conversion
– Total average value per conversion
– Funnel tracking
– Actual investment per period
– Projected/actual return per period
– Projected/actual ROI per period
North Kansas City Hospital
The cardiac campaign generated an additional
542 leads in 9 months using PPC only!
Repeatable / Predictable / Sustainable
The Reality of R/P/SEff
ecti
ven
ess
Time
Autopilot
Diminishing
Returns
Tune-up
Wrap Up
1. Reimbursements are changing and putting pressure on
all areas of the facility to prove their ROI
2. Analytical tools provide the most effective
measurements to connect marketing activities with
revenue generated
3. Gather results to report to stakeholders to show the
investment was worth the expense
4. Measuring ROI is time consuming but important to
carry out
5. Become Revenue Marketers