Transcript Integrated Digital Marketing Strategy

Strategic
Development –finding the
“sweet spot” of differentiators that
will drive revenue.
Developed For NCHN-New Orleans
April 2013
WHY A
STRATEGIC
PLAN?
A well thought-out plan is
the single most effective
way to strategically
achieve success by
establishing observable
and measurable marketing
objectives that coincide
with your business goals.
WHY A
STRATEGIC
PLAN?
• A way to accurately plot your
network’s (and members)
current position in your markets
• A positive way to build
consensus and strengthen
internal direction
• A way to prioritize objectives,
effectively allocate and
determine investment resources
• A way to eliminate guesswork
and doubt about message and
media decisions
PLANNING
STEPS:
Review the Situation
Conduct a SWOT Analysis
Identify Key Attributes
Determine New Opportunities
Develop Brand Statement
Craft Key Objectives
Determine Strategies and Tactics
STEP 1: REVIEW
THE SITUATION
• History –past actions
• Current Stratus
• Growth
• Competition
• Board support
• Key Audiences
STEP 2:
CONDUCT A
SWOT
ANALYSIS
Internal
• Strengths
• Weaknesses
External
• Opportunities
• Threats
STEP 3:
IDENTIFY
KEY
ATTRIBUTES
Brand attributes are key
descriptors that become
key messages if you can
prove them.
Think of them as magnets
How does this apply to your
organization?
STEP 4:
DETERMINEE
NEW
OPPORTUNITIES
Identify opportunities
because they can become
strategies for your plan.
How does this apply to your
organization?
SO WHAT IS
MARKETING?
• In the world of for-profits
it is the science and art
of finding, keeping and
growing profitable
customers.
• In healthcare today it
has become the science
and art of finding,
keeping and growing
paying patients
A CASE
STUDY- SITUATION
A rural health network at work
developing a comprehensive
marketing plan. Pinnacle
Network.
The Network’s mission is to support
its members ability to improve the
health of the people and
communities they serve.
Their vision is to be the primary
source of relevant management
information, shared services and
technical assistance services for
all members.
NETWORK
VALUES:
Excellence: in delivery of services
Integrity: building trust to better
collaborate
Flexibility: continually adapt, adopt
and develop innovative ways to
serve members
Teamwork: achieve common goals
by working together
STRATEGIC
INTENT
Describe the direction you
want to go…..
-THENReview what we have
done in the past so we
don’t repeat…..Programs,
Actions, Communications
Tool 1 – Audit
STRATEGIC
INTENT
Audit of Previous & Current Marketing Activities*
ACTIVITY
Start
date
End
date
Cost
Goal
Assessment
method
Level of
Success
Describe the direction you
want to go…..
-THENReview what we have
done in the past so we
don’t repeat…..Programs,
Actions, Communications
Tool 1 – Audit
*Examples include community events you organize or participate in, articles about your
network in the local press, advertising in newspapers, online, radio or billboards, social
media efforts, presentations at community organizations or civic clubs, etc.
COMPETITIVE
ANALYSIS
Use a matrix – a simple
way to compare
Tool 2 – Competitive Matrix
COMPETITIVE
ANALYSIS
Services
Offered
Strengths
Weaknesses
Marketing
Activities
Cost
Comparison
Overall
Assessment
Competitor
One
Use a matrix – a simple
way to compare ---
Competitor
Two
Competitor
Three
Understand Differentiation..
Understand Focus …
Repeat the process for all competitors. Consider the relationship between competitive scope and competitive advantage (see reverse).
Note: You may be unable to make a complete list of a particular competitor’s strengths and weaknesses, or a complete list of that
competitor’s marketing activities—but you can come as close as you can. Use as resources each competitor’s website, press releases, and
your own staff’s knowledge of marketing activities that competitors engage in. Your overall assessment will be subjective to some extent—
but make sure it’s based on the evidence you outlined regarding that competitor.
Understand the two variantsCompetitive Analysis Matrix
of cost focus:
See Handout►►►►►►
DEVELOP
COMPETITIVE
ADVANTAGE
•
•
•
•
•
•
Services –Differentiators?
Payer Mix
Board Advocators
Financial Stability
Community Perceptions
Integration of network
members
Tool 3 – Key Questions
DEFINE
TARGET
MARKET
DRG Data Sources
CMS Data
County Data /
Demographics
Tool 4 – Data
REACHING
TARGET
MARKETS
Internal and External
Resources
Efficient and Effective
Methods
Tool 5 – Communications
Check List –You Compile
VALUE
PROPOSITION
• Clear statement of the
concrete results a
patient/provider will get
from purchasing and
using your products
and/or services.
• Not just for consumer
oriented marketing
communications
Tool 6 – Audience List –You
Develop
THE PLAN
• Objectives
• Strategies
• Tactics / Actions
• Budget
• Timeline
• Assign Responsibility
SIMULATION
• Objectives
• Strategies
• Tactics / Actions
• Budget
• Timeline
• Assign Responsibility
• Trial Run…..
The Situation:
Midwestern county of 16,000 residents has one critical access hospital and several primary care
clinics, three major pharmacies along with a long term care facility. There are no behavioral health
services available
in the county. In addition there is no organized wellness program. 60% of the county’s population is
over the age 65.
Some union based manufacturing but most not. Predominate employers are:
1. School system, 2. Manufacturer of short line ag equipment ( sprayers) with 250 employees, (3)
hospital,(4) Retailers.
Simulation steps:
1. Each group picks a healthcare entity in the county.
2. Define services to be provided
3. Define audiences to be served
4. Craft Two marketing objectives. What do you want to achieve? How will you measure success?
5. Craft a strategy for each objective. How will you achieve this objective, what’s going to get you
there?
6. Craft a tactic or action to support a specific strategy. E.g. an online campaign via Facebook or a TV
effort.
-----------------------------------------------------------------------------------------------------------------------------------------Objective
Strategy
Tactics
QUESTIONS?
Can you drive revenue to
sustain and grow?
Thank You-
Sally Trnka & Randy (Rj) Jacobs