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Recent Portfolio. 2009. 1. Case Study #1: D-to-C Electronic Marketing in Health Care Case Study #2: Affinity Marketing Case Study #3: Brand Redefinition.

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Presentation on theme: "Recent Portfolio. 2009. 1. Case Study #1: D-to-C Electronic Marketing in Health Care Case Study #2: Affinity Marketing Case Study #3: Brand Redefinition."— Presentation transcript:

1 Recent Portfolio. 2009. 1

2 Case Study #1: D-to-C Electronic Marketing in Health Care Case Study #2: Affinity Marketing Case Study #3: Brand Redefinition Case Study #4: Crisis Management Case Study #5: Video Messaging to impact behavior change Case Study #6: Building a Physician Recruiting Program Case Study #7: Using MarCom tools to establish best practices Case Study #8: Instituting consistent brand identity in an organization Case Study #9: Consumer advertising to motivate behavior Case Study #10: Using targeted direct mail 2

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4  Situation Today, health care is more and more consumer directed, and the primary source of health care information for more than half the population is the Internet. Yet less than 15% of AmSurg’s 140 GI centers were online. 4

5  Objective To develop a cost-effective way for centers to get connected with individuals who should be getting their screening colonoscopy. 5

6  Actions  Developed WebAdvantage, a comprehensive electronic marketing approach for a GI surgery center, which included a content-rich Web site with the ability to lead prospects to an appointment decision—for $190 per month membership fee.  Traffic was driven through ADVO direct mail as well as through AmSurg’s proprietary patient portal, stopcoloncancernow.com. 6

7  My role  Concepted and named WebAdvantage.  Directed site development through outside vendor.  Supervised/edited content.  Navigated legal (PHI/HIPPA) compliance issues.  Developed materials to sell concept to centers.  Hired Web professional to take it to the next level, involving social networking.  Played key role in design and content of stopcoloncancernow.com as well as the direct mail (ADVO), print and radio test campaigns for that site. 7

8  Results  stopcoloncancernow.com generated.01% response (procedures) in four-month, three market test period, a remarkable result considering the normal “sell-in” for a colonoscopy is 6-24 months and the test was just four months in duration.  WebAdvantage launched in November, 2008. By May, 2009, it had 60 participants, well on the way to 100-center goal by end of 2009. 8

9  Sample sites www.raleighendoscopy.com www.lecbr.com www.riveroaksendoscopy.com www.lancastergicenter.com www.epgastro.com www.tampaendocenter.com www.gibaltimore.com www.tbirdendo.com www.airportendoscopy.com www.endocentermiami.com 9

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11  Situation Undoubtedly, the easiest customer to acquire is one that “looks” a great deal like an existing valued customer. In a single-specialty GI surgery center, the prospect with the most affinity to the patient is often the individual who drives them to their procedure, yet nothing had ever been done to engage these potential patients at this point of relationship. 11

12  Objective Engage these “patient companions” in activity/dialogue leading the appropriate ones to schedule a needed screening colonoscopy—presently, national compliance rates for this life-saving procedure are 50%- 60%, indicating deep opportunity. 12

13  Actions  Developed Patient Companion News (PCN), a four- page tabloid with colon cancer/ colonoscopy facts plus games/items to help pass time waiting.  Included BRC for more info or to schedule appointment.  Created break room posters to engage staff as well as “Be a Hero” buttons encouraging staff/companions to urge friends and loved ones to get their colonoscopy.  Developed patient scripts to aid staff in effective prospect interaction.  Created “sales” piece outlining four levels of program execution. 13

14  My role  Concepted the program elements including “Be a Hero” campaign.  Wrote all materials.  Supervised staff follow-up on graphics development as well as distribution of materials. 14

15  Results  Program enthusiastically accepted by more than 40 centers within three weeks of intro, a record for program acceptance in a system where centers make autonomous marketing decisions.  More than 50,000 copies of PCN printed, an anticipated two-month run rate.  Cost managed so effectively that two new procedures will cover cost for two months’ of materials. 15

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17  Situation Comdata, a company founded with a “check” card for the trucking industry, had grown far beyond that sector with significant business—as well as market leadership—in gift cards, aviation payment, merchant cards, and a variety of methods for transferring money. Furthermore, through acquisition, they had become a company with six distinct business units, bringing more than a dozen corporate and product brand names to the table with no single corporate focus, both internally and to its varied markets. 17

18  Objective Define a single focus for the company that was meaningful to its various customer bases and could be easily embraced, understood and supported by all its employee groups. 18

19  Actions  Retained consultant who would be credible, neutral authority as difficult transition recommendations were developed.  Supervised rigorous brand discovery program including researching internal and customer groups, product positioning and other brand influencers.  Careful to develop process that resulted in buy-in across business unit barriers as well as from skeptical senior management.  Also gave careful attention to redefining brand toward enhancing present brand strength and market leadership in various markets, not weakening it. 19

20  My role  Played key role in building the case for the need/understanding for a rebranding process, and its potential value, to senior management.  Researched brand development partners.  Led entire process, coaching outside resource on issues as well as coordinating a very ambitious interview process. 20

21  Results  Today, Comdata’s brand is not trucking, merchant services, gas cards, pay cards or aviation products, but it is known for “Payment Innovation.”  This seemingly simple rebranding delivered the anticipated objective of bringing business units under one value flag, especially its market-leading gift card division, without loss of business or brand strength. 21

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23  Situation In February, 2008, poor infection control practices at an outpatient surgery center in Las Vegas, Nev., led to the largest patient notification in U.S. history, with more than 60,000 past patients told they might have HIV or Hepatitis C following a procedure at the center. On Sunday following the announcement, an AmSurg center in nearby Reno found its photo adjacent to an unfavorable editorial in the lead newspaper, pulling it into the story despite the fact that the center followed superior infection control practices and, in its more than a decade in operation, had never had a patient contract any disease from another patient. 23

24  Objectives  Put distance between the Reno center and the worsening story involving the Las Vegas center.  Additionally, as the Las Vegas story went national, minimize its impact on the company’s remaining 139 GI centers.  Minimize or prevent any loss in procedures due to the Las Vegas story.  Minimize or prevent any cancellation of contracts on the part of the center’s patient payor agencies. 24

25  Actions  Working with local PR firm, had discussions with newspaper’s editors and earned a retraction plus willingness to gain greater understanding of the story.  Posted Web site in 48 hours addressing patient/ provider concerns, distancing center from growing national story.  Developed media statements, scripts and protocols for responding to patients, providers and referral sources.  Develop advisories and materials for other AmSurg centers as story gained traction in their communities.  Instituted AmSurg media hotline to respond to inquiries as they found their way to the corporate level. 25

26  My role  Functioned as media counsel on multi-functional crisis team which included legal, clinical services, compliance personnel. Kept CEO informed of progress and issues.  Wrote all statements, Q&As, Web site content, scripts, referral source letters and developed protocols for media contact.  Wrote and distributed advisory materials for other AmSurg centers; dealt directly with local community issues as needed.  Responsible for media hotline, becoming first AmSurg spokesperson other than CEO/CFO. 26

27  Results  Able to keep Reno center out of news after initial and erroneous story, including in year-end news round ups nine months later in December.  In fact, turned the tables and developed center physicians as expert resource for the media as the Las Vegas story wore on.  Only one provider cancellation which was reinstated within a few weeks.  Center experienced no discernable procedure losses. 27

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29  Situation Just over half of adults who reach recommended age for screening colonoscopy actually have the procedure. Yet most people know the facts: colon cancer is the #2 cancer killer and timely colonoscopy would eliminate more than 90% of it. The procedure is just too associated with perceived discomfort, embarrassment and a belief that it really isn’t necessary unless there are symptoms or family history—all attitudes which are literally killing people unnecessarily. 29

30  Objective Use humor and tasteful self-deprecation to take the edge off the procedure in a format that could be easily, inexpensively and repetitively distributed throughout the AmSurg system. 30

31  Actions  Developed a series of eight short videos (:60-:120) addressing key colon cancer/colonoscopy issues.  Used on-camera announcer with minimal props/seamless background to poke a little fun at colonoscopy while educating the viewer to serious consequences of avoiding it. (Format could be easily, inexpensively reproduced for other topics over time.)  Distributed videos on surgery center Web sites, in waiting rooms, with referral sources, on YouTube, at health fairs. 31

32  My role  Concepted and wrote initial scripts before handing off to video production company for final edit and scene development.  Served as executive producer finalizing scripts, getting legal and medical review completed, exercising creative review and control. 32

33  Results  Videos are enjoying very high hit rates on WebAdvantage sites where they rank in the top three visited segments of the pages.  Also enjoying high viewership on YouTube and stopcoloncancernow.com.  So successfully produced that senior management approved additional videos for eye and multi centers.  To view all eight on stopcoloncancernow.com, go to: http://stopcoloncancernow.com/site/home http://stopcoloncancernow.com/site/home 33

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35  Situation A surgery center’s success is directly related to how many procedures are done there, and the gatekeeper for procedures is the physician(s). Yet the number of gastroenterologists in the U.S. is decreasing annually making it challenging to replace retiring GIs. A physician recruiter costs about $25,000 per placement making this a significant operational cost. Adding to AmSurg’s recruiting problem is the fact that its centers are not AmSurg branded, so most young, new GIs are unaware of its leadership in the marketplace. 35

36  Objective  Create a cost-effective, ongoing program for recruiting that could be managed by minimal (and existing) corporate staff.  Target GIs in fellowship programs and physicians in their first five years of practice (more than 60% change).  Generate a flow of inquiries that will result in placements at a significant savings over current practices. 36

37  Actions  Undertook research to discover key factors impacting practice choice.  Developed direct mail series of informative “guides” that answered the most common questions/ apprehensions about practice search and, especially, why an AmSurg managed center would provide a differentiated professional experience.  Placed branding ads in key GI professional publications.  Created “practice locator” tool on AmSurg Web site. (go to http://amsurg.com/about/recruitment.asp) 37

38  My role  Developed overall strategy and content concept for brochure series: “CareerMoves”  Supervised creation of final brochures and print ads, and did media research/negotiations to get best placements.  Worked with IT to build selector tool despite antiquated Web structure.  Monitored response and passed eligible candidates to appropriate centers. 38

39  Results  Within 60 days, had generated 30 contacts to pass on to appropriate centers for further recruiting.  Reduced annualized recruiting cost by 49%. 39

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41  Situation AmSurg’s 189 outpatient surgery centers are independent LLCs with physician partners who represent 49% ownership. They are basically a community of independent “franchises.” Since the business model does not require centrally directed marketing activity, ensuring best practices in key marketing practices historically had been spotty, if nonexistent. 41

42  Objective  Clearly delineate what AmSurg considers to be best practices in key areas of marketing activity.  Provide time- and cash-strapped centers with protocols and materials that save them time and money as they institute key best practices.  Create clear understanding among corporate marketing personnel as to what is expected in key areas of marketing activity, an area that had been largely left to individual execution resulting in a range of results. 42

43  Actions  Using multi-functional teams, a series of AmSurg Momentum programs were developed.  Each program included step-by-step instructions and tools for establishing best practices in: Recall (patients who need to schedule update colonoscopies), Scheduling (ensuring “holes” are filled), Referring Physician activity (responsible for most of the centers’ procedure referral), Direct Access Colonoscopy  Each program was AmSurg branded and published both in hard-copy handbooks as well as online. 43

44  My role  Using Six Sigma practices, led the development of program bones using cross-functional groups and multi-functional input.  Using that input, wrote the programs including the phasing, activities and creative materials.  Supervised the graphic development of the work using outside resources.  Developed introduction of program to Operations personnel. 44

45  Results  Programs were adopted over the next 24 months in toto, or in part, by about 40% of applicable centers.  In the Recall Momentum program, several high- producing centers which thought their recall programs were adequate discovered their actual performance levels were low, adopted the best practices recommendations and doubled response from their programs, an extremely high rate resulting in revenue increases in the high single digits. 45

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47  Situation Like many young companies, AmSurg had developed a logo early in its history but had never set/enforced any consistent guidelines for its use. Additionally, the company had developed several service lines that had value for its physician and patient constituencies but had never developed a consistent look and feel that communicated a single source for these services. 47

48  Objective  Consistently brand key services to, especially, physician partners.  Establish guidelines for brand identity assets that would be stringently followed throughout the company.  Develop brand identity protocols that leveraged the company’s value in a variety of activities including IT, marketing, human resources, facilities management, purchasing, operations and financial management, to cite several key areas. 48

49  Actions  Core logotype was preserved but guidelines were developed and enforced, even to signage changes.  Using color and position, a protocol was developed that leveraged key departments that brought value to constituencies.  Departmental logos and accompanying tools were developed (memos, PowerPoint, newsletter mastheads, etc., for each)  A brand standards manual was written and posted on the company’s intranet including such things as consistent email signature appearance.  Program was introduced at company’s annual meeting with newly revised business cards handed out to each employee as they left, with stationary and other logoed materials in place when they returned to the office. 49

50  My role  Personally executed audit of all logo usage to validate need for graphic standards as well as departmental protocols.  Worked with outside resource, multi-functional internal committee and executive committee to develop departmental protocols for logo usage and resulting materials.  Wrote graphic standards manual, working with outside resource to put it into electronic format.  Served as standards monitor during initial implementation period as well as ongoing. 50

51  Results  Relatively seamless conversion process with minor issues.  Enthusiastic adoption of standards and departmental identities. 51

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53  Situation March is Colon Cancer Awareness Month in which health care providers throughout the country urge individuals to take steps to prevent this #2 cancer killer. AmSurg’s 139 GI-specific centers want to participate in the heightened awareness generated by such organizations as the American Cancer Society and national news programs, yet have limited budgets to do so. Furthermore, experience has shown that just presenting the death rate from this disease, while factual, is not a motivator. 53

54  Objective  Offer materials that will not only raise awareness of colon cancer but motivate the appropriate individuals to get colon cancer screenings.  Develop base materials that can be inexpensively used by locally branded surgery centers on very slim budgets within present Medicare legal parameters.  Look for ways to leverage the materials beyond just the surgery-center-specific application. 54

55  Actions  Adapted graphic look from the stopcoloncancernow.com Web site to posters, ads, mailers and brochures that could be inexpensively/easily branded to host center.  All materials developed to be useful throughout the year, not just during CCAM (Colon Cancer Awareness Month)  Materials repositioned colonoscopy from a diagnostic test to a procedure that prevents colon cancer, not just detects it.  Materials developed that met diversity objectives including the translation of all into Spanish.  A brochure was developed, in two versions, to use in offering the materials at no cost to 1) referral sources and 2) to large employers. 55

56  My role  Participated in core research that developed messaging.  Managed internal and external resources to translate message into materials.  Wrote “sales” piece for both referral sources and large employers.  Supervised staff in encouraging implementation throughout system. 56

57  Results  More than 50 GI-specific centers used some or all of the program, exceeding prior center compliance by more than 200%.  Materials are still being used, even outside of March Colon Cancer Awareness Month. 57

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59  Situation An area in which consumers can make the decision to go directly to a specialist is in eye care, especially in cataract treatment. Yet, an older person who has a cataract often does not realize this is a highly treatable condition that no longer requires inpatient surgery. In fact, since the condition occurs over time, they may not even realize they have a cataract, yet their lifestyle is very much impacted. Tied to this dynamic are age-freedom-dependency-denial issues. 59

60  Objective  Conserve scarce center marketing dollars by creating a highly targeted communication solution.  Create an easy, affordable, non-threatening opportunity for potential patients to come in for evaluation.  Use messaging that indicates the lifestyle issues the candidates are facing may be very easily and quickly remedied. 60

61  Actions  Using PRIZM research, a highly targeted mailing list of likely candidates for cataract surgery—or child caretakers of such—was developed.  Cost-effective ADVO mailers were developed allowing for large-type messaging for a somewhat sensitive message.  Strategy was to leverage seniors’ concern that they may not be able to pass their driver’s license eye exam upon renewal by offering the same exam in office at a very nominal cost. 61

62  My role  Did due diligence with eye partners and developed strategy based on their input.  Did legal due diligence to make sure strategy did not violate Medicare Stark laws, the consequences of which would have been extremely heavy fines.  Worked with media buyer on direct mail list parameters.  Tested support radio and television which tracking proved to be of no value. Became a direct mail program only, cutting overall program cost in half. 62

63  Results  Program generated 30 appointments/ procedures within 30 days, generating revenue that paid for the initial campaign, including test elements.  Final campaign deemed so successful that it was repeated three times over the course of two years. 63

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