How to talk to your C-suite executives
Have you ever had a deer-in-the-headlights experience when
you've presented an executive summary? You meet with the CEO and
other C-suite members. You've got a rock-solid marketing campaign
to help meet your hospital's business goals. But when you start
presenting - BLANK STARES - all around the room.
What just happened?
You led with your right; not your left - brain that is. We in
the marketing profession need to remind ourselves that CEOs and
others in the C-suite line are in the problem-solving business. If
we want to capture their attention, we need to provide hard-hitting
solutions to their healthcare concerns, and we need to know how to
First, what are the concerns of hospital CEOs these
days? According to the American College of Healthcare Executives,
these issues are at the top of CEOs' lists:
- Financial challenges
- Healthcare reform implementation
- Governmental mandates
- Patient safety and quality
- Care for the uninsured
- Patient satisfaction
- Physician-hospital relations
- Population health management
- Personnel shortages
- Creating an accountable care orgnaization
If you can effectively address one or more of these concerns in
your marketing plan and executive summary, you can turn that
dreaded deer-in-the-headlight stare into "The Buck Stops Here"
buy-in from the top.
How to talk to your CEO
Once you get in front of your CEO, CFO and the like, it's time
to set creativity and colorful dialogue aside. Cut to the chase
with succinct, black-and-white C-suite speak. In other words, don't
get bogged down in details. Think "big picture" first. Provide a
brief summary - sans marketing lingo or clever campaigns. Stick to
what CEOs and other executives need to know by highlighting these
- Objective: What are we trying to accomplish?
What behavior are we seeking to change? How does this initiative
support your rural hospital's strategic plan?
- Messaging strategy: What is our message? This
doesn't mean you need to provide the exact copy. Just clearly
explain what your approach will be.
- Timing: Share when the campaign will be
launched. Again, forego the details. Stick to the key dates of when
you'll hit your target audience(s).
- Results and measurement: Let your CEO know how
all of this will benefit the hospital and how you'll report on
Watch for additional posts in my "How to Talk to …" series for
insights on how to more effectively communicate with your rural
hospital's other key audiences. If you have any specific questions,
I'd be happy to talk with you.
If you got lost in the woods, ran out of food or got
confronted by a bear, do you know how you'd react?
These unexpected challenges of hiking and camping - and the
reactions they produce - can be very similar to the obstacles
critical access hospitals (CAH) and other small or rural health
organizations are facing. But instead of getting lost in the woods,
your organization may be struggling with how to balance quality,
transparency and affordability. Instead of running out of food, you
may be running out of budget dollars. And you probably aren't
facing a bear, but one or more larger competitors.
To overcome all these difficulties, all you have to do is follow
five steps that I like to call "Survival of the Smartest." These
steps help you take a comprehensive deep-dive into both the
business and marketing perspectives of independence and
Step 1: Size up the situation
Understand what you're up against by determining your strengths,
weaknesses, opportunities and threats.
Step 2: Have a positive attitude
Don't let the challenges or misperceptions leave you hopeless.
Actively decide that you are willing to take the steps necessary to
survive and gather the support of employees and the community.
Step 3: Navigate negotiations
Sometimes being 100 percent independent isn't possible, but be
sure to stand your ground when establishing beneficial partnerships
for a modified independence.
Step 4: Chart your course
Create a business development and marketing plan that will guide
you in increasing awareness, market share and patient volumes.
Step 5: Make yourself visible
Develop a strong brand and position, and then market your
strengths in your target service areas.
Interested in learning more? If you are attending the National Rural
Health Association (NRHA) CAH Conference on October 1-3 in
Kansas City, you can attend the speaking session, "Survival of the
Smartest: How to Retain Independence" on October 2 at 2 p.m. Lisa
Schnedler, CEO of Upland Hills Health (UHH), and I will present a
case study of how UHH used these five steps to create unique
partnerships and gain market share to become a
financially-independent and award-winning healthcare
If you are not able to attend, send me an
email to receive a copy of the presentation.
last post discussed some of the "clinical" aspects of
telemedicine and the benefits rural hospitals can expect from a
well-implemented program. But there is one caveat to those
statements of success.
Most consumers won't fully understand the value of telemedicine
unless you effectively deliver your message - and continue to
reinforce it. Successful telemedicine programs do this well. On the
other hand, hospitals that take an "If we build it, they will come"
approach realize a minimal return on investment, at best. Others
Just like the services your on-site providers offer,
telemedicine is a marketable service line. Do it right, and your
hospital will not only increase awareness and utilization of your
telemedicine program, it will improve your reputation as a leader
and provider of innovative, high-quality, comprehensive
Here are some - and I emphasize "some" - major marketing to-dos
that you'll want to check off your list as you implement your
telemedicine program. I'll go into more detail during my upcoming webinar.
- Conduct a market analysis to ensure your
program has a sustainable service model. It will help you define
your program and identify and describe your key customers,
competitors and potential partners.
- Create a climate for success. Even though
telemedicine services have been available for some time, the
concept will be new to many of your patients, clinicians,
administrators and others. An effective marketing and promotional
program can help ensure your telemedicine program is highly
accepted by major stakeholders and the community.
- Identify specific marketing objectives. Be
sure to link them to your overall program goals.
- Create a messaging platform. Determine how
you'll differentiate yourself; create a unique selling
- Develop your marketing strategy. Using
identified customer groups, value to these groups, concerns and
barriers, you can determine the best strategies and mediums to
target each audience (e.g., patients/consumers, staff,
- Develop promotional materials. Once you have
clearly defined your program, customers and external environment,
you can begin to develop the materials and activities to promote,
communicate and educate your target audiences.
- Monitor results. No marketing strategy should
be set in stone. Monitor results and be prepared to adjust your
As I mentioned, I'll be taking a deeper dive into the marketing
aspect of a successful telemedicine program during our upcoming
webinar, "Building and Marketing a Telemedicine Program,"
on Tuesday, September 9 from 12 - 1 p.m. (CDT). Donna Jennings,
vice president of Valis - a telemedicine consulting and solutions
firm - will join me and lead a discussion on the clinical and
financial side of telemedicine.
Did you see the recent Wall Street Journal article, "
Rural Hospitals Feel Pinch --- Strapped Facilities
Squeezed Further by Medicare Changes, Dwindling Subsidies"? If
you didn't read it, the headline says it all.
What the article doesn't tell you is how to "pinch
back." In other words, "How can your hospital succeed in spite of
Medicare changes and decreased subsidies?" One solution is
Now hear me out … I know "telemedicine" has become a healthcare
buzzword these days. But there's more to it than video conferencing
with a specialist hundreds of miles away. I also know that a lot of
rural hospitals are turning "telemed" into "teleprofit." That's not
rhetoric. It's a fact.
I've worked closely with Donna Jennings, an expert in the field
of telemedicine consulting, and we've learned quite a bit from each
other. As vice president of Valis, Donna not only knows her stuff, she's
been elbow-deep in setting up successful telemedicine programs
across the country.
Based on our discussions, I can tell you unequivocally, that
rural hospitals can benefit both clinically and financially from an
effective telemedicine program. While I've seen evidence of this
with my own clients and business partners, Donna shed some light on
a few lesser-known facts that it's important for your hospital to
For example, according to Donna, "Many hospitals don't know
that they can bill - and get paid - for telemedicine services
if the program is set up appropriately and is very tightly
She also stressed that, "It's important for hospitals to
realize that return on investment goes beyond the telemedicine
consultation itself. It's also related to things like reduced
readmissions and mortality rates and value-based care metrics,
which hospitals now get paid on."
Telemedicine can provide a multitude of benefits to your
hospital and patients. To help get your arms around them, I've
broken the advantages into four distinct categories:
- Improved access to inpatient and outpatient
care: Telemedicine allows your hospital to offer your
patients high-quality and consistent specialty care that's close to
home. And that care can be provided without the large investment of
hiring full-time, on-site providers.
- Improved patient outcomes: Telemedicine gives
your patients immediate access to the specialists they need so they
receive the right care, right away. This has been shown to improve
outcomes for inpatients. You know what that means for your hospital
when you're paid on performance. Earlier specialist treatment can
also result in lower costs. And telemedicine allows similar
benefits to outpatients, improving care without the cost and
inconvenience of travel.
- Improved hospital performance: Telemedicine
can decrease lengths of stay, mortality rates and patient transfers
to tertiary facilities as well as encourage appropriate admissions
and discharge decisions. But that's not all. When patients
have local access to the specialists they need, readmission rates
and outmigration can be minimized, which can be a major coup for
- Improved patient satisfaction: Telemedicine
helps reduce travel time, wait time and related stress and
uncertainty for patients needing specialty care. Inpatients also
benefit from continued care by their own doctor who knows them
best, with assistance from a well-trained telemedicine
specialist. And a well-organized and clinically sound
telemedicine program can produce excellent patient and family
I also learned about different grants that are available to
hospitals. According to Donna, "Many grants are available
to hospitals, especially in the area of rural healthcare. These
grants can help hospitals invest in a telemedicine program and,
with appropriate monitoring and outcomes support, hospitals can
retain the grants so they can continue, and expand, their
This is just the tip of the telemed iceberg when it comes to
leveraging the benefits and opportunities available to your
You can find out more during our upcoming webinar, "Building and Marketing a Telemedicine
Program," on Tuesday, September 9 from 12 - 1 p.m. (CDT). Donna
will take a deep dive into the clinical and financial side of
telemedicine, and I'll share a marketing perspective both in the
webinar and in my upcoming blog.
Rural hospitals across the country are looking for ways to
increase surgery volume. But in their search for an elusive
cure-all, many overlook opportunities right in their own backyard.
Consider the following example:
Most rural hospitals serve an older demographic. With an aging
population come age-related healthcare needs, like knee
replacements. And the total number of
knee replacement surgeries has soared 161.5% among Medicare
participants over the past 20 years.
Let me put that into context for your CAH:
- Today, about 4 million people - or 1 in 20 consumers over the
age of 50 - have had knee replacement surgery.
- That number is expected to grow to an estimated
yearly demand of 3.48 million procedures
Your CAH can leverage this opportunity, or opportunities like
this, to immediately increase surgical volume by:
- Developing a targeted marketing campaign for consumers
- Implementing a strong PCP program to build relationships with
physicians to help your CAH build surgical volume for the long
- Managing the surgical process effectively, as described in this
- Developing relationships with neighboring hospitals to share
surgical teams and services. This recent article in The Rural Monitor highlights
how robotic technology is expanding surgical capabilities of CAHs
in Michigan, Minnesota and Washington.
What if your CAH doesn't have an orthopedic surgeon?
The principles are the same. There are many opportunities to
develop relationships with specialists, whether they're independent
or part of a system.
If you have questions about how your CAH can keep your surgery
suites busy, give me a call at 920-544-8102 or send me an email at
email@example.com. I have some ideas and case
studies I'd be happy to share with you.
In my last blog, I shared
why it's important for your CAH to build a women's health
program. The facts spoke for themselves. So let's move on to the
- Analyze before you strategize: Conduct a
demographic and needs analysis to identify gaps, overlaps,
challenges and opportunities.
- Drill down. Your CAH can stand out in women's
minds by personalizing services - and marketing messages. For
example, is your primary audience women age 55+ who enjoy gardening
and knitting or is it physically active, service-minded middle-aged
women? That leads me to my next point …
- Know what women want. Studies show that women
want to be treated like women - not just "consumers." This
female-centric focus encompasses everything from providing a
feminine décor and tranquil environment to communicating with women
on a personal level and making it convenient for them to engage
with your hospital and staff.
- Build a core area of excellence. Develop at
least one core service to build as a competitive advantage, (e.g.
breast health). As you establish your CAH as an expert in this
area, it can help build the perception that your hospital is a
leader in other areas of women's health.
- Mine your mix. "Women's health" goes beyond
OB-GYN. It's evolving into a multi-discipline mix of service lines.
Increase revenue by taking a cross-departmental approach to carve
out niches from orthopedics, cardiovascular and other high-margin
services your target audience needs.
- Don't underestimate provider relationships.
According to a 2011 Kaiser Women's Health Survey, most women (83%)
report that they have a provider they see on a regular basis. These
women maintain a consistent relationship with the healthcare
system, which fosters the use of preventive and other women's
- Think virtually. This goes beyond using
telehealth services. Many CAHs are building virtual women's health
programs with the help of their marketing department or an external
- Partner for progress and profit. Work with the
community and local organizations to provide women's services
beyond the scope of your hospital. This is an effective way to
build loyalty among healthcare's number one decision-makers who can
drive business to other areas of your organization.
I've worked with many CAH clients to help them build profitable
women's health programs. If you'd like to learn more about these
specific strategies and see case studies, don't forget to register
for my June 4 webinar, "How to Build a Women's Health Program in Rural
Healthcare." If you have questions prior to that, shoot me an
email or give me a call.
We all know that women make the majority of healthcare
decisions. But the reasons for building a strong women's
health program extend far beyond this well-known fact. For
starters, The Advisory Board Company (a global research and
consulting firm) found that:
- Women account for about 60% of hospital volumes.
- Women have significant unmet needs for health services.
- Nationally, women in the 45+ age group has grown 25% over the
past 10 years and is expected to grow another 14% over the next
And then there's the Affordable Care Act:
- Under the ACA, women's preventive healthcare, like mammograms,
screenings for cervical cancer, prenatal care and other services,
generally must be covered by health insurance plans - with no cost
- The law also recognizes the unique health needs of women
throughout their lifespan.
I hope these facts have caught your attention
Because they can point to profit for your CAH. The time is ripe
for your rural hospital to build a women's health program that
address the changing needs of women throughout their lives.
While OB-GYN will remain a core focus, it's time to think beyond
the "baby stage." An aging population - especially in rural
communities - translates into additional needs for breast and
heart health services, urogynecology, screenings for osteoporosis,
hormone therapy, management of chronic conditions and more.
Building a comprehensive women's health program can increase
revenue for your CAH while building a loyal following of female
patients, engaging them throughout every stage of their lives. And
don't forget: these women have a big influence on the healthcare
decisions made by other family members.
Now that we've established "why" your CAH needs to build a
strong women's health program, my next post will focus on "how" to
do it - regardless of the size of your hospital and its
staff. In the meantime, I'd be happy to field any questions
you have about this timely topic.
You can also register to attend our upcoming webinar, "Building
a Women's Health Program," to learn the best strategies for program
Wednesday, June 4
12 - 1 p.m. CDT
Presented by the National Rural Health Association Partnership
1The Advisory Board, Future of Women's Services:
State of Women's Services, September 2008.
In the worlds of rural and critical access hospitals, size is
typically an obstacle. But in our eyes, it's never about how big
you are; it's about how you position and market yourself. With this
idea in mind, along with commitments to quality and strategic
marketing plans, our clients have received national recognition for
patient and employee satisfaction and quality of care - despite the
fact that they are "small."
Recently, we've seen personal evidence of the truth of our motto
by receiving eight national awards through the 31st
Annual Healthcare Advertising Awards and the 2014 Aster Awards.
The Healthcare Advertising Awards are sponsored by
Healthcare Marketing Report and honor healthcare marketing
professionals for exceptional quality, creativity and message
effectiveness in advertising. This year's competition was one of
the largest with over 3,700 entries submitted by some of the
nation's largest healthcare systems and marketing/advertising
agencies. From this impressive pool, we were incredibly proud to
- A Silver award for the Telespecialists, LLC logo design
- A Bronze award for the Black River Memorial Hospital "Up Again"
- A Merit award for the Bone & Joint pain management primary
care provider piece
- Two Merit awards for the Holy Family Memorial "life.Empowered"
- Cardiology - "I beat the widowmaker"
- Orthopedics - "I made it out of the rough"
Awards are also an annual competition hosted by Creative
Images, Inc. It recognizes the nation's healthcare marketing
professionals who've demonstrated excellence in advertising. This
year we won:
- A Gold award for the Bone & Joint Walk-In Care
- A Gold award for the new Legato website
- A Silver award for the Black River Memorial Hospital "Hoopla"
It just goes to show that being smaller doesn't mean you can't
Visit our portfolio to check out the winning
Addressing Health Literacy: An Always
Nearly half of all American adults - 90 million people - have
difficulty understanding and using health information, according to
the Institute of Medicine. 1
Low health literacy affects people from all walks of life. Even
many college graduates don't have the health literacy skills needed
to navigate the health system and actively participate in their
care. Holding an MBA does not necessarily mean a person understands
the medical jargon physicians - or nurses - often use. In fact,
well-educated people may be at an even greater disadvantage because
embarrassment about not understanding instructions they think they
should understand may prevent them from asking
The impact of low health literacy on rural hospitals and
Low health literacy can contribute to outmigration as confused
and helpless patients feel their needs aren't being respected or
met. They'll drive a little further, when possible, if the nearest
urban teaching hospital's communication style resonates with them.
Not addressing low health literacy can also lower your HCAHPS
scores and thus, reimbursements. And here's the kicker:
higher rates of hospitalization and avoidable use of emergency
services associated with low health literacy wastes billions of
Does your hospital have room for
Do your patients routinely answer these HCAHPS questions with
- During this hospital stay, how often did doctors treat you with
courtesy and respect?
- During this hospital stay, how often did doctors listen
carefully to you?
- During this hospital stay, how often did doctors explain things
in a way you could understand?
Make effective communication an "Always"
- Teach providers to lose the medical jargon -
Communicating in plain language won't undermine their authority; in
fact, clear communication enhances the perception of value of the
encounter and helps create trust.
- Create an environment free of shame and blame
- It works both ways: caregivers and patients should feel
there are no dumb questions.
- Use the teach-back method - Educate physicians
and staff in this tried-and-true method of testing whether they
have communicated in a way patients understand.
Getting started is easier than it sounds!
There are an overwhelming number of resources out there,
including solid information curated by the NIH. If you're brave
enough and have time to do some heavy reading, look here.
Or, for a quick start, check out these reliable, user-friendly
- The AHRQ Health Literacy Universal Precautions Toolkit has
everything you need to know to assess your current performance on
health literacy issues and begin to make significant changes. Download it for free.
- The "Always use Teach-Back!" training tool kit is a free
interactive online learning module for providers developed by the
University of Iowa, The Picker Institute, Des Moines University and
Health Literacy Iowa. Access it here.
If you are not already aggressively addressing low health
literacy in your community, getting started is not as difficult as
you may think. And it's the right thing to do for hospitals and
Wherever you stand on the Affordable Care Act (ACA), I think we
can all agree that preventive care is in the air. The ACA and
many of its programs, parts and parcels focus on care coordination,
prevention and wellness. That has both employers and health
insurance providers placing greater emphasis on wellness. And
consumers are following suit.
SymphonyIRI (a market research company) found that:
- ¾ of all consumers are trying to eat healthier today to save
money on health care later.
- 30% of all adults (on average) are concerned about weight
- 29% are worried about stress management.
- As people grow older, their health concerns become more focused
on problems associated with aging instead of weight and stress. The
top two health concerns of seniors, aged 68 and older, are:
- Heart-related issues.
OK, so I think we're clear on why your rural hospital
needs to take note of these facts and stats. But that leads to an
even more important question: How can your CAH leverage
these trends? I'll give you some examples:
- Develop a campaign around preventative care, such as mammograms
- Don't waste consumers' time by telling them what it takes to be
healthy and all the reasons it's important. They already know what
and why, and will just tune you out.
- Focus on making it easy and "nonthreatening" for them to take
action, like holding a "Mani and Mammogram" event.
- Offer a farmer's market on your hospital's grounds to increase
physical activity and promote healthy eating.
- Leverage the ACA by partnering with local businesses offering
employee wellness programs.
- Employers know that wellness programs help reduce absenteeism,
employee turnover and insurance premium costs.
- The ACA supports workplace wellness programs, such as those
that provide incentives for attending a weight loss, nutrition or
smoking cessation program.
- Building strong business partnerships can ultimately result in
stronger consumer/patient relationships for your CAH.
- Get involved in the community to promote preventive care. WEPAC Hoops for
Hope Weekend is a great example. Ashland Health Center and
Comanche County Hospital put on an annual event with 90% of the
proceeds going to pay for mammograms, pap smears and colonoscopies
for women in those five small towns.
These health and wellness initiatives can lead to more revenue,
increased volume and stronger patient relationships for your CAH.
That's a fact. I'd be happy to share some proof points with you.
Give me a call or shoot me an email if you'd like a professional
perspective on what your CAH is doing - or could do - to leverage
health and wellness trends in 2014.