Marketing Plan Template

Marketing Plan Template
Marketing and Planning Leadership Council Marketing Plan Template

How to use this template
Instructions How to use this template The Marketing Plan Template assists you in developing can be used to develop a marketing plan for a specific service line or an individual product/service. The template provides direction on key steps of the plan development process: plan review, situation analysis, action plan design, and implementation management. Review the available tools and exercises included in this document and add and remove slides to match the level of detail you need. Use the Executive Summary tool in the Implementation Management section to communicate the marketing plan to internal stakeholders and leadership. The template is designed to be used as an active document across the life of the marketing plan. Progress on the plan can be continuously tracked using the scorecard provided and modifications can be made as needed. Templates for budgeting, implementation management, and internal communications planning are also included. The “notes” section of each slide describes the purpose of each component and provides instructions for the specific task to complete. Where available, links to additional resources are provided to assist in the analysis. Further instructions appear on the slides as place holders and examples are provided throughout the template slides in italics. After completing the template, remove the Advisory Board slides (in red), and delete/replace all placeholder and sample text that appears on the slides to share the presentation with stakeholders. Finally, use the Executive Summary section should be used to present to institution stakeholders (e.g. planning committee, C-suite). For additional guidance on plan development or feedback on your draft plan, please contact Madhavi Kasinadhuni at

Marketing Plan Program/Department Name DATE
Add your institution’s logo here Marketing Plan DATE VERSION (E.g., Draft, Final, Draft 3.0) Purpose: Cover slide. Task: Add your institution’s name and logo and other details to the cover slide. Delete comment box.

Marketing Plan Template Overview
Road Map Marketing Plan Template Overview 1 2 3 4 SITUATION ANALYSIS ACTION PLAN IMPLEMENTATION MANAGEMENT MARKETING PLAN REVIEW Marketing Plan Results Success Factors Opportunities for Improvement Service Line Goals Current Performance Market Position Marketing Opportunities Target Market Selection Goal and Initiative Definition Prioritizing Initiatives to Goal Plan Overview Plan Implementation Executive Summary Purpose: To provide a roadmap for the marketing plan presentation. Task: This roadmap is a summary of the template slides provided in this document. You can adapt the template to meet your planning needs by adding/removing/reorganizing slides as needed. Once the plan is complete, edit the roadmap above to reflect the order and list of slides included for each section in the presentation.

Marketing Plan Review MARKETING PLAN REVIEW

20XX-20XX Marketing Plan Review
Executive Summary 20XX-20XX Marketing Plan Review Marketing Goal Strategic Goal Objectives Specific Media Initiatives Key Messages Success Goal #1: Increase awareness of prenatal services by 40%. Capture majority of primary market share for women’s services Increase unaided brand recall for sub-service line by 20% Digital video advertising campaign Pandora radio advertising Direct mail campaign Public transportation banner advertising Prenatal consultations essential for all pregnant women Goal #2: Achieve 50 new physician referrals/month Describe organizational strategic goal that relates to marketing goal Increase number of physician liaison office visits by 10 visits/month Physician-to-physician outreach meetings Increase in physician team results in low wait-time for appointments Goal #3: List key metrics used to evaluate success towards goal. List specific media initiatives that comprise marketing campaign for goal. List the key marketing messages used as part of the marketing campaign. Purpose: Summarize and evaluate outcomes of the most recent marketing plan. To edit the table: Add or remove table rows to accommodate the number of goals identified by right-clicking on the table. Task: List goals for the service line or organization marketing plan. For each marketing goal, list the related organizational strategic goal, quantifiable objectives measured, the media initiatives used to pursue the goal, and key messages used in the media initiatives. Then use the colored icons at the bottom of the slide to indicate overall progress on the goal. High Moderate Low

Lessons Learned from Marketing Plan 20XX : Successes Factors
Marketing Plan 20XX-20XX Results Lessons Learned from Marketing Plan 20XX : Successes Factors Strategic Goal Prior-year Service Line Marketing Initiatives Success Metric Targeted Actual Performance Metric Reason for Success Expand appointment access by implementing mobile scheduling, virtual visits, and retail clinic options. Launch a mobile app allowing customers to schedule appointments 12% decrease in appointment no-shows from mobile app platform communication 18% decrease in appointment no-shows from mobile app platform communication Consumers prefer the convenience of having access to schedule/reschedule appointments via mobile phone, rather than calling physician office or scheduling hotline. Purpose: To evaluate successful initiatives from the most recent marketing plan and identify factors contributing success. Task: On the left, list the top-performing initiatives from the most recent marketing plan. Indicate target metrics and actual performance in the center columns. Then, evaluate what factors led to success (consider internal and external factors, such as insufficient staff or shifting consumer preferences).

Marketing Plan 20XX-20XX Results
Lessons Learned from Marketing Plan 20XX : Opportunities for Improvement Strategic Goal Prior-year Service Line Marketing Initiatives Success Metric Targeted Actual Performance Metric Reason for Underperformance Increase percentage of affiliated physicians in our market by 5% Simplify our value proposition and existing marketing collateral to help liaisons communicate better with physicians 10% higher YoY referral rate 5% lower YoY referral rate rate Simplified value proposition and collateral resulted in referral drop offs from detail-oriented physicians Purpose: To evaluate initiatives that did not meet targets from the most recent marketing plan and identify factors leading to under performance. Task: On the left, list the low-performing initiatives from the most recent marketing plan. Indicate target metrics and actual performance in the center columns. Then, evaluate what factors led to failure (consider internal and external factors, such as insufficient staff or shifting consumer preferences).

MARKETING OPPORTUNITIES
Situation Analysis CURRENT PERFORMANCE MARKET POSITION MARKETING OPPORTUNITIES

Aligning Marketing Efforts to Service Line Goals
Marketing Plan 20XX-20XX Results Aligning Marketing Efforts to Service Line Goals Institution Goals Service Line Goals Marketing Goals Growth Describe measurable service line goals here Increase market share by 10% for urogynecology Describe how marketing can support this goal Increase brand awareness of urogynecology services by 10% Clinical Quality Educate referring physicians on COEMIG certification Increase service line referrals by 5% for each subservice line Finance Describe measurable service line goals here Describe how marketing can support this goal Purpose: To frame the marketing plan analyses and development around specific service line goals and priorities. Task: Describe the institution’s goals in the text box on top. Then describe the service line goals identified in the service line or institution’s strategic plan. Discuss any additional priorities for the service line with appropriate stakeholders e.g. service line leadership, planning department. Additional Resources: For guidance around developing service line goals, consult our Strategic Plan Template, available at: To learn more about quantifiable marketing goals, please see the sample metrics available as part of the Marketing Performance Dashboard, available at: Physician Alignment Describe measurable service line goals here Describe how marketing can support this goal

Market Indicators: Volumes
Current Performance Market Indicators: Volumes [MONTH/QUARTER], 20XX Service Line Volumes for Key Procedures Purpose: Assess current service line volumes for top procedures to identify opportunities for marketing to drive growth. Task: Edit the chart above with current and competitor volume data for the top 4 procedures in service line to reflect relative procedure volumes across service line. Pull volume targets from the service line’s current strategic plan. In the box at the bottom of the slide, discuss implications of volume metrics. To Edit the Graph: Right click on the graph and select “Edit Data” to adjust the data in the chart. Click directly on the graph title (in black) to modify the chart title. Additional Resources: To generate estimates of volumes for any US zip code or county, as well as expected 5 and 10 year growth, access the Advisory Board Company’s Inpatient Market Forecaster, available at: Implications of market share, volume metrics: Describe impacts here E.g., High volumes for Procedure 4 indicates need to re-focus marketing efforts on increasing volumes for Procedure 3.

Market Indicators: Procedural Share
Current Performance Market Indicators: Procedural Share [MONTH/QUARTER], 20XX Service Line Overall Subservice or service Subservice or service Our Share Comp A Comp B 60% 70% 40% Our Share Comp A Comp B 60% 70% 40% Our Share Comp A Comp B 60% 70% 40% Primary Service Area Secondary Service Area Tertiary Service Area Purpose: Compare service line market share for sub service lines or top procedures to top competitors and identify for opportunities for growth. Task: In the table on the right, enter revenue-based market share data for the service line as a whole and the top three sub-service lines for the primary, secondary, and tertiary service area. Edit the chart on the right with current and target volume data for the top 3 procedures in service line to reflect relative procedure volumes across service line. Pull volume targets from the service line’s current stategic plan. In the box at the bottom of the slide, discuss implications of market share and volume metrics. To Edit the Graph: Right click on the graph and select “Edit Data” to adjust the data in the chart. Click directly on the graph title (in black) to modify the chart title. Additional Resources: To access market share data, refer to the Medicare Market Share Assessment tool, available at: Implications of market share, volume metrics: Describe impacts here E.g., High volumes for Procedure 3 indicates need to re-focus marketing efforts on increasing volumes for Procedure 2.

Physician Relationships
Current Performance Physician Relationships Physician Share Physician Satisfaction Total Number of Physicians in Market: XXXXX 20XX Target Score Current Value Target Score 70 71 Unaffiliated Physicians: XXXXX Affiliated Physicians: XXXXX Physician Outreach Program Performance Metric 20XX Target Value Current Value Hospital Referral Volumes 14,000 12,000 Physician calls completed 100 Physician visits completed 90 70 Purpose: To track the current status of physician relations and identify key implications for marketing. Task: Enter physician share data and current referral patterns on the left. On the right, include key information about the current physician outreach program and identify key physician relations indicators, their current value, and the organization’s target value. Include or replace the sample indicators above based on organizational priorities. Consult the following definitions below in your analysis of physician referral patterns: Affiliated: Physicians who perform or send any business to your facilities. Unaffiliated: Physicians who do not perform or send any business to your facilities. Loyal Referrer: Physicians who perform or send 70 percent or more of their business to your facilities. Split Referrer: Physicians who perform or send 30 to 70 percent of their business to your facilities, but the rest goes to a competitor. Disloyal: Physicians who perform or send fewer than 30 percent of their business to your facilities. To Edit the Graph: Right click on each chart and select “Edit Data” to adjust the data in the chart. Click directly on the graph title (in black) to modify the chart title. Additional Resources: To assess physician share and the strength of physician relationships, please refer to our tool, “Medicare Total Share Assessment,” available at: To learn more about metrics for physician outreach programs and how to optimize these efforts, please refer to the publication “Advancing Physician Outreach Programs,” available at: Members of the Advisory Board Company’s Crimson Market Advantage program may access their data on MD referral patterns here: For more information about how The Advisory Board Company can help your organization learn more about referral strategies, learn more about our Crimson Market Referral program here: [LINK] Physician Outreach Budget: Current number of FTEs: Implications of physician relations performance: Describe impacts here E.g., Placing a stronger emphasis on in-person meetings may help achieve hospital referral volume target.

Patient Relationships
Current Performance Patient Relationships PATIENT ENGAGEMENT PATIENT SATISFACTION PATIENT EXPERIENCE Patient Engagement Indicators, 20XX Patient Experience Indicators, 20XX Metric Current Value Target Value Patient Engagement Index 65 70 Patient Portal Utilization 40% 60% Facebook “Likes” 900 2,000 Metric Current Value Target Value Communication with Physicians Score 70 80 Communication with Nurses Score 75 Patient Would Recommend the Hospital Score 82 Purpose: To evaluate current patient satisfaction and experience patterns and estimate future patterns. Task: Enter current patient engagement metrics and their current and target values on the left. In the middle of the slide, enter recent patient satisfaction data. On the right, enter patient experience metrics and their current and target values. Below each table or chart, discuss factors that influence each set of metrics. To Edit the Graph: Right click on each chart and select “Edit Data” to adjust the data in the chart. Click directly on the graph title (in black) to modify the chart title. Additional Resources: To learn more about how other organizations conduct and respond to consumer perception data, please consult our brief, “Processes Surrounding Consumer Perception Studies” available at: The consumer perception data generated can be used to populate the tables above. Most organizations rely on the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) and Press Ganey survey instruments to measure patient experience. Information about these resources is available at: and Describe factors/challenges that contributed to why you were or were not able to meet your target. Describe factors/challenges key to your improving or decreasing patient satisfaction scores. Describe factors/challenges that contributed to why you were or were not able to meet your target. Implications of patient relationships performance: Describe impacts here E.g., Emphasizing increasing patient satisfaction scores may help increase physician referrals.

Current Performance Brand Performance Brand Performance Scorecard Metric Trend from Previous Year Current Value Brand Awareness (%) 45 Top-of-Mind Brand Recall (%) 50 Brand Equity (Brand Equity Index) 70 Brand Preference Share (%) Willingness to Recommend (%) Improved From Previous Year Declined From Previous Year Maintained From Previous Year Purpose: To assess relative brand preference across service areas and track improvements and declines in satisfaction targets across multiple key metrics and identify key implications for marketing. Task: Indicate the brand preference, awareness, equity index, and patient and physician satisfaction scores on the table above. Use the arrows to the right to indicate current performance relative to previous year’s performance. Edit the metrics to reflect your organization’s brand and satisfaction priorities. Additional Resources: To view a comprehensive list of suggested brand and satisfaction metrics that may be included in this analysis, please refer to the Marketing and Planning Leadership Council’s Marketing Performance Dashboard, available at: Implications of brand, satisfaction metrics: Describe impacts here E.g., stable patient satisfaction score should be emphasized in marketing to new potential surgical patients.

Employer Relationships
Current Performance Employer Relationships Employer Current or Potential Partner? Number of Employees Partnership Description Partnership Goals, Benefits Comments Lily Manufacturing Co. Potential ~1000 Offer onsite disease management clinic Capture market share for 50+ market; manage costs for 50+ market Self-insured; looking for partner for disease management program Purpose: To provide an overview of major employers in the area, expected growth, and approach to employee coverage. Task: List major employers in your market, their current number of employees, and any anticipated growth across the next few years. In the comments column, indicate how each employer currently provides coverage for their employees and any anticipated changes the employer may be planning to make to its health and wellness benefits. Additional Resources: For more information about national trends for employer priorities and cost-savings strategies, please consult our study, “Developing Next-Generation Employer Partnerships,” available at: . Implications of employer strategy: Describe impacts here E.g., Lily Manufacturing Co. represents viable, insured population; collaboration around disease management program hold potential for attracting additional patients and managing costs for existing patients.

Community Relationships
Current Performance Community Relationships Organization Current or Potential Partner? Partnership Description Partnership Goals, Benefits Comments Pan Elementary School Current Offer quarterly health seminars for parents of young children Increase brand recognition for women ages 25-40 Pan seeking more frequent health-related events Purpose: To provide an overview of major employers in the area, expected growth, and approach to employee coverage. Task: List major employers in your market, their current number of employees, and any anticipated growth across the next few years. In the comments column, indicate how each employer currently provides coverage for their employees and any anticipated changes the employer may be planning to make to its health and wellness benefits. Additional Resources: For more information about national trends for employer priorities and cost-savings strategies, please consult our study, “Developing Next-Generation Employer Partnerships,” available at: . Implications of community partnership strategy: Describe impacts here E.g., Pan Elementary partnership presents opportunity to increase visibility among women of childbearing age.

Summary of Implications
Current Performance Summary of Implications Key Implications from Current Performance Analysis Market Share and Volumes Physician and Patient Relationships Brand Performance Community and Employer Relationships Purpose: Based on the situation analysis, list the opportunities where marketing can potentially impact volume, retention, reputation or other key metrics. Task: Using the information gathered from identifying barriers to growth as well as competitive advantages on the previous slides, list the top 5 areas of marketing opportunity for the organization. List opportunities identified through external and internal analyses on the previous slides. In the adjacent column, briefly describe what the potential marketing initiative is, how it aligns with the organizational strategic goal(s), and why these initiatives were selected. Additional Resources: For further guidance on prioritizing the identified marketing opportunities, please see the Advisory Board’s Marketing Prioritization Tool, available at:

Relative Brand Performance
Market Position Relative Brand Performance Customer Relationship (% Score) Your Organization Competitor A Competitor B Competitor C Referring Physicians Brand Awareness 80% 83% 75% 65% Referral Intention Brand Advocacy Patients 70% 78% 60% Brand Preference Brand Personality (Score = 0-5) Your Organization Competitor A Competitor B Competitor C Brand Uniqueness 3 4 2 1 Brand Recall Brand Affinity Brand Association Purpose: To evaluate how your organization performs on brand metrics against other competitors. Task: In the upper table, replace the column titles to the right with the names of up to three major competitors for your organization. For each customer subset, use market research to fill in available data about each organization’s relationship with referring physicians and patients. In the lower table, replace the column titles to the right with the names of up to three major competitors for your organization. Score your organization and each competitor on four dimensions of brand personality (described below) using a scale from 0 (low) to 5 (high). Use the following definitions of each brand personality dimension: Brand Uniqueness: Brand's distinctiveness versus other offerings in category Brand Recall: First brand to come to mind when asked about the category and/or brand attributes Brand Affinity: Attributes of the brand that make it likeable to a customer Brand Association: Perceived qualities of brand which extends itself to category Additional Resources: For profiles of how three organizations conduct market research, please refer to our research brief “Current Marketing Objectives and Market Research Efforts,” available at: To learn more about elevating the organization’s brand health for outpatient services, please read our research brief, “Health System Brand Strategies for Outpatient Services,” available at:

Competitor Assessment
Market Position Competitor Assessment Name and Description Key Areas of Competition New Programs and Facilities Risk to Market Share Local Competitors Hospital A Hospital B Advanced imaging and diagnosis Recently launched marketing campaign for CCTA High – Recent market research shows awareness of Hook imaging services among potential patients and physicians is low. Regional Competitors Health System A Comprehensive oncology program Recently launched marketing campaign for neuro-oncology Low – neuro-oncology demand relatively low in market National Competitors 1. Corporation A Primary care/internal medicine for young adults Launching retail-based primary care program Medium – May eventually disrupt referral patterns Purpose: To identify top-line competitive threats. Task: Complete the chart above with the names of current local, regional, and national competitors. List the key area(s) of competition, new programs and facilities, and expected risk to market share within the timeframe of your marketing plan. In the box at the bottom of the slide, discuss implications of any shifts in competitors’ growth efforts. Additional Resources: For strategies on assessing market competitors, please refer to our study, “Perfecting Competitive Intelligence,” available at: For guidance on evaluating market competition, refer to our research brief, “Environmental Assessment Processes for Strategic Planning,” available at: and “Are you Ready to Compete with Walmart?,” available at: Implications of shifts in competitors’ growth efforts: Describe impacts here E.g., Hospital A’s marketing campaign cause for concern given limited awareness of imaging services at our hospital in market; may be necessary to ramp up marketing efforts in response.

Competitor Customer Value Assessment
Market Position Competitor Customer Value Assessment Customer Value Drivers (Score = 0-5) Your Organization Competitor A Competitor B Competitor C Referring Physicians 1. Demonstrates competitive quality standard 2. 3. Patients 1. Establishes clear cost expectations Payers/Employers 1. Uses data to prove value of services Provider Partners 1. Offers resources for physician training Purpose: To evaluate how well your organization meets customer values as compared to other competitors in your market. Task: For each customer type, list 1-3 drivers of value on the left, focusing on specific needs and preferences for each customer. Replace the column titles to the right with the names of up to three major competitors for your organization. In the rows corresponding to each value, score your organization and each competitor on how well each provides this value to customers, using a scale from 0 (does not provide value) to 5 (provides the maximum amount of value). Highlight areas where your organization outperforms competitors. Additional Resources: To learn more about each of these customers, their values, and how provider organizations can drive value, please refer to our brief, “Future Growth Channels,” available at:

Notable Changes to Service Line
Marketing Opportunities Notable Changes to Service Line Service Line Changes Expected Impact Value to Customer Marketability Score (0-5) Addition of new minimally invasive surgical technology Increased demand for neuro-oncology services Boosts perception of service line responsiveness to consumer needs 4 Departure of well-renowned surgeon from hospital staff Decreased media attention for service line Decreases service line’s elevated reputation as high-quality Purpose: To identify opportunities to communicate improved customer value or address potential customer concerns via marketing messages. Task: In the column to the left, list any notable changes in performance, reputation, investments, technology, etc. that may add or reduce value to specific customer groups (e.g. investment in new technology, improved quality scores, awards). These changes may be either improvements or negative developments in the service line. Then in the second column, describe the expected impact of this service line change. In the column labeled “Value to Customer”, identify which specific customer groups (e.g. patient, physician) will be affected and how. Finally, score the change based on how understandable this change will be to the customer group, where 0 is unmarketable and 5 is highly marketable. For information about service line changes and their expected impact, consult service line leaders, the strategic planning department, and the institution’s strategic plan. To assess marketability of the change, consider the following questions: How will this change affect how customers perceive our service line? If the change positively affects customer perception, to what extent can we promote the change? Is this change easy to communicate to customers in customer-centric terms? Or will customers struggle to understand how the change elevates our service line’s value to them? Additional Resources: For examples of marketable service line qualities, see the Marketing and Planning Leadership Council’s service line Strategic Outlook publications at These publications are available for Neurosciences, Orthopedics, and Women’s Services.

Unique Strength Identification
Marketing Opportunities Unique Strength Identification What are the service line’s key strengths? Can your competitors do this as well as you do? Do customers perceive value from this strength? How easy would it be for competitors to copy this strength? Access to cutting edge, minimally invasive technology Competitors currently lack these technology investments Technology appeals to patient need for quick recovery times Very Easy Highest quality rankings in regional market Local, regional competitors lag behind in quality scores Patients, payers perceive service line as most reputable in area Very Difficult Purpose: To identify unique strengths relative to competitors. Task: Complete the chart above by brainstorming your organization’s strengths. In addition to quality, consider other aspects of customer value such as staff skill, technologies or processes, assets, accessibility, or cultural values unique to your brand or service line. Be sure to consider less obvious competitors such as those in neighboring regions, medical groups, etc. Consider the following questions: What do your most loyal physicians tell you are your strengths? What about patients? Historically, what have you viewed as your key strengths? What are the main reasons for referral leakage? What areas of patient experience or satisfaction score poorly? How are competitors’ value propositions or public statements (mission, vision, taglines, etc.) similar or different to yours? In the box at the bottom of the slide, list strengths that are unique to your organization relative to competitors. Additional Guidance: As you complete this exercise, be wary of common errors such as the tendency to overemphasize minor internal distinctions that customers will not recognize and use of generic attributes (e.g. innovative, patient-centered). Points of Differentiation List strengths identified in the table above E.g., highest quality metrics in regional market.

SWOT Analysis Strengths Weaknesses
Marketing Opportunities SWOT Analysis Strengths Weaknesses List internal strengths contributing to service line growth based on implications identified in Current Performance. E.g. Orthopedics service line has highest regional quality rankings. List internal barriers to service line growth based on implications identified in Current Performance. E.g., Orthopedics service line lacks robust sports medicine offering for athletes aged Opportunities Threats List opportunities for service line growth based on implications identified in Notable Changes to Service Line and Marketing Opportunities. E.g., Opportunity to publicize addition of new minimally invasive surgical technology. List external barriers to system/service line growth based on implications identified in Market Performance. E.g., Competitor hospital’s high brand awareness ratings present risk to market share. 3. 4. 5. Purpose: To create an overview of the Strengths, Weaknesses, Opportunities, and Threats (SWOT) facing the service line. Task: Using the implications identified on each of the Current Performance slides, list the strengths and weaknesses for your service line. Then use the Implications identified on the Future Market Assessment slides to list opportunities and threats to your service line.

Marketing Initiative Short List
Marketing Opportunities Marketing Initiative Short List 20XX-20XX Marketing Plan Service Line Goal Opportunities for Marketing Impact Potential Marketing Initiative Purpose: Based on the situation analysis, list the opportunities where marketing can potentially impact volume, retention, reputation or other key metrics. Task: Using the information gathered from identifying barriers to growth as well as competitive advantages on the previous slides, list the top 5 areas of marketing opportunity for the organization. List opportunities identified through external and internal analyses on the previous slides. In the adjacent column, briefly describe what the potential marketing initiative is, how it aligns with the organizational strategic goal(s), and why these initiatives were selected. Additional Resources: For further guidance on prioritizing the identified marketing opportunities, please see the Advisory Board’s Marketing Prioritization Tool, available at:

Action Plan TARGET MARKET SELECTION GOAL AND INITIATIVE DEFINITON
PRIORITIZING INITIATIVES TO GOAL PLAN OVERVIEW

Marketing Goal #1: SAMPLE SET 1: GOAL TITLE SLIDE
Action Plan Marketing Goal #1: SAMPLE SET 1: GOAL TITLE SLIDE Task: Add goal to this title slide. Copy and paste blank title slides as needed for each goal.

Defining Demographics for Target Market
Target Market Selection Target Market Marketing Goal Defining Demographics for Target Market Key Decision Criteria Service Line Feature Key Message Increase number of appointments for labor/delivery services in secondary service area by 5% Women Ages 18-45 Employed Access to public transportation Are appointments offered outside of standard business hours? Can I schedule online? Can I find proof of this service’s efficacy online? Have my friends, neighbors, or relatives used this service? Online appointment scheduling system Appointments offered before and after traditional business hours Wide range of positive patient testimonials available online Your community relies on our hospital for their labor and delivery services, and you can go online to schedule a consult at a time that is convenient for your work schedule Purpose: Define the target markets that will help the organization achieve the marketing goal. Task: List target market groups to engage to meet the marketing goal, Considering demographic, geographic, and behavioral (psychographic, benefit-focus, usage) factors prevalent in your market when defining each group.

Initiative Summary: Initiative #1
Goal and Initiative Definition Initiative Summary: Initiative #1 Key Messages List the key messages that the initiative will communicate to the target market. E.g., Urogynecology concerns are a common but rarely discussed issue for your cohort; our hospital has services that can help. Initiative #1: Digital Video Advertising Campaign Summarize the initiative or media tactics and define the target market that the initiative will target. E.g. Digital video advertising campaign will place video banner ads on socially relevant sites for target consumer group. Target consumer group includes: Women Ages 40-60 Employed Call to Action Initiative Progress Metric Target Click on the link to learn more about urogynecology at our organization Increase unaided brand recall for subservice line +20% Visit our online booking system to schedule an appointment Increase number of consults scheduled for new patients Insert call-to-action for the initiative. List quantifiable initiative progress metric. Financial Requirements Market Research: $15,000 External Graphic Design Consultant: $20,000 Media Placement: $30,000 Expected Total Cost: $65,000 Purpose: To design initiative that will support achievement of the marketing objective. Task: Describe the initiative in the box on the top left and outline required stakeholder involvement for the initiative on the right. On the bottom right, list the relevant costs for the initiatives, adjusting categories to reflect the cost components for the initiative, then calculate the total cost. On the bottom left, list the call-to-action to accompany the marketing message based on the goals identified on the “Target Market Key Characteristics” slide. Then list the progress metric(s) associated with the initiative and targets for these metrics. Copy and paste to create one slide for each initiative. Additional Resources: Consult the Project-Based Metrics Picklist in the Appendix for suggested goal-oriented initiative metrics, organized by media type. To learn more about strategies for social media and measuring ROI, view our on-demand webconference, Capturing ROI on Social Media, available at: For more information on elevating your organization’s brand among physicians, please refer to our study, “Next Generation Physician Marketing,” available at:

OPTIONAL: Prioritizing Initiatives to Goal
Goal and Initiative Definition OPTIONAL: Prioritizing Initiatives to Goal Prioritization of Initiatives by Potential Impact and Feasibility Secondary Priority Highest Priority High Potential Impact on Goal OPTIONAL EXERCISE Purpose: To prioritize media initiatives for the goal based on feasibility and potential impact to maximize efficient use of limited resources. Task: Place the initiatives related to one goal on the graph based on your estimation of each initiative’s (a) relative potential impact on the goal and (b) feasibility of implementation. To assess feasibility of implementation and the potential impact the initiative will have on the goal, consider the questions below. To Edit the Graph: Copy the text box with the initiative title and paste it in the appropriate quadrant on the graph above relative to other initiatives. Feasibility Does the marketing department have enough time to adequately plan and design this campaign before launch? Is the marketing department experienced in planning and executing campaigns of this type and for this service line? Can the existing marketing budget support this initiative? Are there opportunities for this media initiative to share marketing budget resources with other service lines or other media initiatives? Are other stakeholders, such as physicians, the finance department, call center and web staff, and executive leadership, willing to assist in planning, conducting, or monitoring the campaign? Does the campaign require external support from outside agencies or consultants? Impact Does this initiative have a demonstrated ROI? Has this initiative type demonstrated returns for this service line, as part of another campaign? Is the campaign, either in substance or in style, new and exciting to the community? Does this media initiative reach new markets that might benefit from the services offered? Do your competitors have an existing or likely marketing presence for this type of media? Additional Resources: For more information on maximizing the ROI or impact of prior marketing campaigns, consult the Marketing Campaign ROI Toolkit, available at: Low Lowest Priority Secondary Priority Low High Feasibility of Implementation Digital Video Initiative 3 Initiative 5 Initiative 2 Initiative 4 Initiative 6

Plan Overview Action Plan Summary Strategic Goal Marketing Goal Target Market Key Message Specific Initiatives Expected Results Capture majority of primary market share for women’s services Describe goal including overall metric to measure success E.g., increase awareness of urogynecology services by 20%. Employed women ages 40-60 Urogynecology needs very common within cohort Urogynecology specialists offer consults outside of traditional business hours Digital video advertising campaign Pandora radio advertising Direct mail campaign Public transportation banner advertising Increase unaided brand recall for subservice line by 20% Increase number of consults scheduled for new patients by 20% Describe organizational strategic goal that relates to marketing goal Goal #2 Describe the target market groups that marketing will engage to meet the marketing goal. List key messages to engage the target market List specific media initiatives that will comprise marketing campaign for goal. List key metrics to evaluate success towards goal. Goal #3 Purpose: Action plan summary by goal to communicate plan details to key stakeholders (e.g. senior leadership team, board, or service line directors). To edit the table: Add or remove table rows to accommodate the number of goals identified by right-clicking on the table. Task: List the organizational strategic goals and service line marketing plan goals (3-5 goals recommended). For each goal, list the target market, key messages, specific initiatives that will be used to pursue the goal, and the expected results for the marketing goal.

TOOLS FOR PLAN IMPLEMENTATION
Implementation Management TOOLS FOR PLAN IMPLEMENTATION EXECUTIVE SUMMARY

Tools for Plan Implementation
SAMPLE SET 1: SERVICE LINE SUMMARY SLIDE Task: Write the title of the service line and complete the slides that follow for all marketing goals related to the service line, pulling information from the set of slides for each specific goal.

Implementation Timeline
Tools for Plan Implementation Implementation Timeline Initiative Jan Feb Mar April May June July Aug Sept Oct Nov Dec Initiative #1 Initiative #2 Initiative #3 Initiative #4 Initiative #5 Initiative #6 Initiative #7 Initiative #8 Initiative #9 Initiative #10 Purpose: To plan implementation timeline of initiatives over a period of time. Task: Plot implementation of the initiatives connected to the marketing goal over the timeline of the plan by highlighting the relevant columns. Edit the time intervals (January-December) to match the level of detail required for your plan (e.g. Q1, Q2…Q10 etc.). To Edit the Table: To highlight the columns, select the appropriate cells, then right click and select “Fill Color.” Right click in any cell to insert additional columns or to delete unnecessary rows.

Total Marketing Budget for Service Line X
Tools for Plan Implementation Total Marketing Budget for Service Line X Investment Required for Service Line Marketing Goals Goal 1 2 3 4 5 Service Line Budget Media Development Print Media Digital Media Social Media Subtotal Campaign Implementation Media Buy Market Research CRM Total Budget Required Purpose: To outline resources needed for each goal and calculate the total budget required for the service line’s marketing plan. Task: For each goal, enter the expected cost. Calculate total investment for each goal along the bottom, and for each resource type for the entire service line along the right side. Include cost of FTEs and/or external agencies/consultants in the budget for media development.

Tools for Plan Implementation
Media Buy Schedule Media Type Total Jan Feb Mar April May June July Aug Sept Oct Nov Dec Mass Media (any) TV Radio Newspaper Magazines Direct Mail Outdoor Print Collateral Electronic Media (any) Website Social Media Internet Radio Other (search, video) Yellow Pages (print/electronic) Events/Activities Other Purpose: To plan the media buy schedule for the service line marketing. Task: Add costs for each type of media across the timeline. Adjust the timeline and time intervals to match the level of detail required for your plan as well as the timeframe in which the plan will be executed. Add or remove media from the schedule as necessary. In the second column, include the total cost of media buy for that type of media across the year. In the final row, include the total media buy budget for the service line. Additional Resources: MK – Can we refer them to SHSMD benchmarking data, or pull this data onto an appendix slide?

Performance Scorecard
Tools for Plan Implementation Performance Scorecard Goal Owner Performance Metric(s) Target Value Target Date Current Value Goal #1 Goal #2 Goal #3 Goal #4 Purpose: To define metrics for success for each goal, then evaluate current metrics against the stated goal after the plan launches. Task: For each marketing plan goal, list the owner taking primary responsibility for the goal’s success. Then indicate corresponding metric used to evaluate success, pulling from the initiative summary slide. List the target metric value as well as the date by which the metric should be achieved. Duplicate the slide to accommodate the number of goals for the service line. After plan development, use this slide to track the performance metric’s current value by filling in the value in the far-right column. Additional Resources: For more information on quantifying ROI for marketing initiatives, use our Marketing Campaign ROI Toolkit, available at: .

Executive Summary for Service Line X
EXECUTIVE SUMMARY TITLE SLIDE Task: Write the title of the service line and complete the slides that follow to summarize the current and proposed marketing plan for the service line to present to organizational leadership.

20XX-20XX Marketing Plan Review
Executive Summary 20XX-20XX Marketing Plan Review Marketing Goal Strategic Goal Objectives Specific Media Initiatives Key Messages Overall Progress Goal #1: Increase awareness of prenatal services by 40%. Capture majority of primary market share for women’s services Increase unaided brand recall for sub-service line by 20% Digital video advertising campaign Pandora radio advertising Direct mail campaign Public transportation banner advertising Prenatal consultations essential for all pregnant women Goal #2: Achieve 50 new physician referrals/month Describe organizational strategic goal that relates to marketing goal Increase number of physician liaison office visits by 10 visits/month Physician-to-physician outreach meetings Increase in physician team results in low wait-time for appointments Goal #3: List key metrics used to evaluate success towards goal. List specific media initiatives that comprise marketing campaign for goal. List the key marketing messages used as part of the marketing campaign. Purpose: Current plan summary by goal to summarize the current marketing plan details for key stakeholders (e.g. senior leadership team, board, or CXOs). To edit the table: Add or remove table rows to accommodate the number of goals identified by right-clicking on the table. Task: List goals for the service line marketing plan. For each goal, list the related organizational strategic goal, quantifiable objectives measured, the media initiatives used to pursue the goal, and key messages used in the media initiatives. Then use the colored icons at the bottom of the slide to indicate overall progress on the goal. High Moderate Low

Current Performance Against Key Indicators
Go back to current performance slides and incorporate metrics used across slides 9-13 in this table. Executive Summary Current Performance Against Key Indicators Indicator Metric Status of Related Initiatives Current Value Target Value Brand Integrity Brand Awareness Brand Preference Market Share Total Market Share Loyalty Physician Loyalty Patient Loyalty Purpose: To track progress on key performance indicators for the system as a whole. Task: For each indicator, indicate corresponding metric used to evaluate success. Use the colored icons at the bottom of the slide to indicate overall progress on initiatives related to the objective. For each metric, indicate the current and target value. On Track Minor Setbacks Major Setbacks

Competitor Threat Summary
Go back to market position slides and incorporate data/metrics used across slides in this table. Executive Summary Competitor Threat Summary Competitor Key Differentiators/Market Advantages Level of Threat Hospital A Most preferred brand in market Significant marketing spend on Executive Health program Purpose: To provide a snapshot of competitors in market and track any differentiators or market advantages the competitor has over your organization. Task: List key competitors for your organization, including (but not limited to) local, regional, and national hospitals, health systems, and organizations. For each entity, list any competitive advantages they may have. Use the colored icons at the bottom of the slide to indicate the level of threat that the competition presents. Low Medium High

Proposed Marketing Plan, 20XX-20XX
Executive Summary Proposed Marketing Plan, 20XX-20XX Strategic Goal Marketing Goal Call to Action Expected Results Specific Media Initiatives Capture majority of primary market share for women’s services Describe goal including overall metric to measure success E.g., increase awareness of urogynecology services by 20%. Visit our online booking system to schedule an appointment Increase unaided brand recall for subservice line by 20% Increase number of consults scheduled for new patients by 20% Digital video advertising campaign Pandora radio advertising Direct mail campaign Public transportation banner advertising Describe organizational strategic goal that relates to marketing goal Goal #2 List the call to action that will influence consumers. List key metrics to evaluate success towards goal. List specific media initiatives that will comprise marketing campaign for goal. Goal #3 Purpose: To provide a snapshot of the proposed marketing plan outlined in this document, and related goals, expected results, and initiatives. To edit the table: Add or remove table rows to accommodate the number of goals identified by right-clicking on the table. Task: Copy and paste the cells in the Action Plan Summary table in the Action Plan section. List goals for the proposed service line marketing plan (3-5 goals recommended).

Current Marketing Budget
Executive Summary Current Marketing Budget Current Investment for Service Line Marketing Goals Goal 1 2 3 4 5 Service Line Budget Media Development Print Media Digital Media Social Media Subtotal Campaign Implementation Media Buy Market Research CRM Total Budget Required Purpose: To outline resources needed for each goal and calculate the total budget required for the service line’s marketing plan. Task: For each goal, enter the cost. Calculate total investment for each goal along the bottom, and for each resource type for the entire service line along the right side. Include cost of FTEs and/or external agencies/consultants in the budget for media development.

Appendix

Marketing Resources from the Marketing and Planning Leadership Council
Appendix Marketing Resources from the Marketing and Planning Leadership Council Situation Analysis Target Market & Action Plan Action Plan and Implementation Medicare Total Share Performance Assessment Marketing Prioritization Tool Marketing Performance Dashboard Perfecting Competitive Intelligence Processes Surrounding Consumer Perception Studies Current Marketing Objectives and Market Research Efforts Future Growth Channels “Positioning Programs for Patient Loyalty and Engagement” “Keys to Growth #4: Communicate a Patient-Centered, Outcomes-Driven Service” Precision Marketing Toolkit Marketing Campaign ROI Toolkit Marketing Primary Care Advancing Physician Outreach Programs “Strengthening Referral Relationships” “Keys to Growth #3: Package a Comprehensive Orthopedics Offering” Capturing ROI on Social Media Outreach

Marketing Plan Template

Similar presentations

Presentation on theme: "Marketing Plan Template"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Marketing Plan Template

Similar presentations

Presentation on theme: "Marketing Plan Template"— Presentation transcript:

Similar presentations

About project

Feedback