Accelerating Orthopedic Service Line Growth with Multi-Channel Campaigns

As healthcare marketers look to drive growth for their organizations, the orthopedic service line is often identified as a key opportunity. Not only for its potential for profitability, but also its application across a broad range of ages – from aging Baby Boomers in need of hip and knee replacements to younger patients with sports injuries.

However, growing an orthopedic service line with targeted marketing campaigns has specific challenges. First, it’s incredibly competitive; digital trends show that orthopedics is one of the most searched for services in healthcare. There is stiff competition as orthopedics encompasses a spectrum of treatments that run the gamut from over the counter knee braces to hip replacement surgery. This means retail health options compete in the same space as renowned hospitals.

At the same time, there is also a sense of urgency among consumers seeking out orthopedic care. More often than not, people look for solutions because they are in pain. Addressing their concerns, delivering care, and alleviating pain quickly and effectively is a critical part of acquisition and retention.

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Best Practices for Physician Outreach Team Goal Setting

Physician outreach teams work toward many goals across an organization, but executives often struggle to determine the value of outreach efforts.

Proving physician relationship ROI is a challenge in the industry, but with the use of physician relationship management software, more healthcare organizations are moving toward an understanding of how physician outreach efforts contribute to organizational goals.

A PRM provides liaisons with the ability to show how their actions contribute to not only outreach campaign results, but the overarching objectives of the organization. Physician outreach teams must work with organizational leaders to determine the goals, needs, and metrics to be considered. The more these concepts and KPIs are socialized across the organization, the more likely the liaison team will be successful.

With effective goal-setting, liaisons can quantify their actions, set realistic expectations, and provide visibility for more collaborative work within the department and the organization. Let’s take a look at the best practices for physician outreach goal setting that can help optimize physician relationship management in your organization.
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4 Core Benefits of Transforming the Healthcare Call Center

When we talk to organizations about their healthcare call center, we hear about the following challenges:

  • Operates in a silo: Marketing has little visibility into how the call center is contributing to lead-to-patient conversions and/or revenue. This makes marketing attribution and proving ROI difficult.
  • Agents aren’t able to be proactive: A customer on the phone is an opportunity to provide value and excellent customer service, but agents don’t have the information necessary to proactively engage with customers efficiently and effectively.
  • Unable to integrate with marketing campaigns: Activating the call center as an optimized channel for patient engagement means the ability to field inbound calls and incorporate targeted outbound calling initiatives.
  • Disconnected patient journeys: Patient acquisition and retention is a multi-channel journey and the call center needs to be integrated as a key part of marketing initiatives.
  • Lacking efficiencies – Agents are using up to 10 different applications and tools while managing a call and trying to stay focused on giving the patient an exceptional patient experience.
  • Unable to show value – Call centers aren’t able to track the activities and metrics that contribute to the revenue for the health system. This results in the call center being classified as a cost center and not a revenue center.

Outside of an appointment or physical visit to a hospital, the call center is the one channel that provides a clear one on one personal connection between a hospital and a customer.

As healthcare organizations work to improve their customer experience across the board, the call center needs to be a key part of those efforts.

However, transformation of a healthcare call center takes time, money, and executive buy-in. At the heart of it, it’s about integrating the call center’s contributions into the greater marketing strategy through an HCRM-enabled engagement center solution.

To convince leadership teams of the need to transform the healthcare call center, here are four compelling benefits:
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Extending Patient Lifetime Value with Physician Loyalty

This is the final post in a three-part series that discusses the changing healthcare landscape and the need for marketing teams to engage patients across their healthcare journey, extend patient lifetime value, and increase patient acquisition and retention. Read the first post on why it’s imperative for hospitals to approach patient acquisition and retention in more intelligent ways. And then check out the second post to learn how using personalized, multi-channel campaigns helps achieve the goal of patients for life.  

Achieving – and maintaining – physician loyalty is one of the most impactful efforts a health organization can undertake.

Doing it successfully has positive repercussions across the organization, from driving revenue and increasing patient engagement to extending patient lifetime value.

Statistics tell a compelling story: a 30-50 percent out-of-network loss translates to a $4-8 billion problem. And, a single provider’s referrals are estimated to bring in $1.56 million in net revenue – that’s what’s at stake with every physician relationship. Not only that, but when patients go to out-of-network providers, key encounters are lost to a competitor.

At health organizations across the country, physician liaison teams often lack the data and insights necessary to be a revenue-protecting and growth force. Without market data, the understanding of provider referral networks, and the right relationship management technology, liaison teams aren’t able to inform leadership, prioritize outreach efforts and align with organizational goals.

How can organizations develop valuable and lasting relationships with providers in their community? How can these relationships be leveraged to grow high-value service lines and achieve patients for life?

The first step is changing how healthcare enables physician liaison teams and prioritizes outreach efforts. A physician relationship management (PRM) solution is the foundation that supports health organizations in their efforts to optimize their provider network. Let’s take a deeper look:

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How to Optimize Payer Mix with Data and Technology

To effectively meet the healthcare needs of the community, which has traditionally been the primary mission of a healthcare system, it’s crucial that hospitals and other healthcare organizations have positive sources of income. This helps to ensure that quality healthcare services can be extended to as many patients as possible.

As the shift toward value-based healthcare and choice/consumerism continues to impact the way consumers manage their healthcare, hospitals are facing the challenge of balancing – and optimizing – their payer mix (commercial, Medicare, etc.).

This issue is coming even more into focus as new healthcare options are available, especially for commercial payers. With more discretionary income, commercial payers are opting to seek out other healthcare alternatives beyond the traditional health system, such as walk-in clinics, telehealth, and alternative care. To compound the issue, traditional consumer brands (such as Amazon) are entering the healthcare space, leaving hospitals with new competitors and a host of new challenges in patient acquisition and retention.

Healthcare marketers have the ability to step in and strategically target healthcare patients and consumers to optimize payer mix. With the right data and technology, they can bring in the door a greater percentage of commercial payers than is typical for the hospital or service line – and, as a result, generate higher ROI for specific high-value service lines.

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