Hospital marketing teams create campaigns that reach thousands of people, so it is important to use the right metrics to measure how those efforts work. Eight marketing executives from across the country share their insights on what metrics to follow.
Editor’s note responses are slightly modified for clarity and style.
Mark Bohen. By Brigadier General Brigham (Boston) Marketing Officer pick It is important for marketers to keep a comprehensive set of metrics that provide an overview of the effectiveness of all marketing efforts. For wholesale General Brigham, that includes regional and national brand strength measurements. Digital and social metrics such as organic standards for key services, content engagement rates and followers; Campaign metrics that analyze channel performance and ROI; And access to media communication actions, including tone and key messages.
Jigar Shah, Providence Chief Marketing Officer (Renton, WASH) ፡- It is important that marketing goals are 100% consistent with the organization’s short-term and long-term goals. As a result, we keep track of our bottom line. The first three are consistent with measurable organizational goals. The fourth goal is the product of our employees (or caregivers), and it helps us understand how the marketing team relates to our mission, vision and values and find happiness and purpose in their work.
Using these important bottom-line metrics, we do three important things: 1) Free the group to focus on “what”, not “what” is visible. This encourages curiosity and creative thinking and new solutions. 2) Provides flexibility to quickly adjust and deliver the team in times of crisis. 3) We can focus on the big picture and be strategic, deciding how to implement the strategy, what to drag, what key elements to look at.
Susan Bharati Henry. Head of Marketing and Customer Service at Reno, Nev. At Renown, we are investing in development and keeping track of the health of our marketing efforts to maintain loyal patients. Therefore, it is important to know the percentage of new customers (and why and how they are attracted to you). Keep them (why / how); Those who have left you (why) and still have no understanding, choice or loyalty in the market. These metrics help us to be more successful in our marketing efforts.
Lee Landow at Jefferson Health (Philadelphia) Marketing Officer Gone are the days when high-budget metrics such as general perceptions and click-through rates were sufficient as budgets were strong and scope was extended. Today’s Chief Marketing Officer must be able to collect not only tested and realistic marketing metrics but also metrics from within the organization. This requires outside the department and close collaboration with partners in areas rich in other information, especially patient access and patient experience. We can only see the real impact when we leave our cells and work together to monitor the patient’s smoothness and firmness throughout the journey. At the end of the day, if you want to know what parameters to focus on, the patient will be guided.
Matthew Pinzur. Jackson Health System (Miami) Marketing Officer pick It is a mistake to think that there is a solution that works for everyone. Every product and service is different. In general, we would like to have at least one strong measure of lead purchases, such as calls to referral lines and a good measure of the quality of those leads, which is typically conversion rates.
Brian Defa. Lifbridge Health (Baltimore) Marketing Officer Close Marketing metrics should mimic the marketing method before the service – but certainly not just direct discussion. After the visit, it is important for the overall long-term health of the organization (and how the organization provides care and is more valuable to the satisfaction of consumers) “Do I recommend this place to friends and family?” Outside of health care, this measure is called a net advertising point and is common. Of Go-to standard for any brand-consumer brand and consumer face-to-face organization. In the end, it’s a referendum (“yes, I’ll buy from you again”) and every business needs to be heard to stay healthy for a long time.
Beyond the macro level, we follow dozens of other criteria that are important for identifying places of opportunity: awareness, image, choice, best doctors, best nurses, best technology, most convenient, and so on. Behavioral gaps can be identified compared to competition and more media or better targeting can help you achieve better results.
For more strategic efforts, such as our OpenTable-esque online platform (HelloBrave), we keep track of the number of customers participating with us, as well as how and when. We learned that people like to make appointments on Mondays and Tuesdays from 8 a.m. to 5 p.m. (68%), but that the forum values the convenience of making appointments after regular business hours (32 percent) and using mobile phones (40 percent) to do so.
Without strong analysis, we are flying blindly, and we are driving the user’s voice and looking into strategic conversations.
Sheila Chaplin. University of South Carolina Medical University Chief Communications and Marketing Officer (Charleston) ፡ At MUSC Health, the most important marketing metrics we follow are considered margin contributions and return on investment.
Susan Milford. Senior Vice President of Marketing and Communications at OSF HealthCare (Peoria, Ill.) As marketing discipline has evolved and become more sophisticated, the scale has also grown. In order to have a positive effect on brand loyalty and volume growth in both general marketing objectives, many parameters are followed, which allows for adjustments to be made at the beginning of the marketing process to achieve conversions. For example, click tariffs are ultimately a key indicator of high conversion rates, so if the CTR metric is showing poor results, adjusting the digital marketing campaign can increase the CAT percentage and convert it to appointments.
However, effective search engine optimization is crucial when marketing to your organization. Consumers often think about health care services only when they need them, and so “Dr. Google” is their way of doing things. Your trusted healthcare content and service solutions need to be constantly monitored and optimized to identify the best way to get SEO organic as well as paid search by your patients.
Key branding metrics include awareness, selection, brand loyalty, net advertising point, and ad reminder. Key voice metrics for both patient recruitment and retention include a call-to-action response, which generates leadership and visits to conversions such as an appointment or emergency care center. Our Customer Relationship Management system allows you to match targeted marketing opportunities with an IHR patient to monitor marketing campaign volume delivery capabilities.