Transcript AUBMC Strategic Planning and Communications

AUBMC Strategic Planning and Communications
How we got here, where we are and where we’re headed
© 2010 AUBMC. All rights reserved. www.aubmc.org
Towards a strategy
© 2010 AUBMC. All rights reserved. www.aubmc.org
Towards a strategy
Situation analysis and assessment
What
environment am
I functioning in?
What is the
competition
doing?
What are the
needs that exist
around me?
What
opportunities
can I take
advantage of?
How do I
compare to
others?
What do I need
to succeed?
What are some
of the obstacles
I may face?
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Global Trends
Medical Centers and hospitals have accepted marketing and communications as
a necessary and important part of their institution.
Target audience is not restricted to patients – there are several external and
internal stakeholders that are key.
Multichannel approach to marketing and communications.
Important to empower, engage and inform patients – not just once, at every step.
Patients have increased access to information on line – they are more
knowledgeable and demand more information.
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Global Trends
Digital media is becoming a main channel for marketing and communications

Physicians now spend a full work day each week
online professionally.

Medical apps are fastest growing.

Food and Drug Administration approved for the first time a medical
smart phone app for iPhone and iPad.
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Global Trends
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Global Trends
What does that mean?
The medical field is becoming more about information than it ever was.
Patients feel the need to be a lot more involved and aware of the whole
treatment process.
Communication is now completely integrated and utilizes several channels to
reach its various stakeholders (external and internal).
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Regional Insights
Brand name means something – well established and recognized institutions
rank high on patient choice list.
The perception of an institution and decision making process for a lot of people
is very influenced by social circle, family and family doctors.
Proximity is important – physical and social.
Many patients prefer to seek care in another country mainly due to:
limited availability of facilities in their country (seek reputable institutions)
lack of specialized procedures/expertise (doctor expertise, reputation,
specialty treatment)
Some governments fund treatment outside of their countries (KSA, Qatar, UAE,
etc.).
© 2010 AUBMC. All rights reserved. www.aubmc.org
Trends in the Medical Field
Local Insights
Family doctor and family circle are very important in decision making process.
Acceptance of an individual's medical insurance or social security are very
important in choosing a medical institution.
In severe and difficult cases patients go to the most reputable institutions and
will put less emphasis on cost, facility, etc..
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Trends in the Medical Field
What diseases are most prevalent in the region?
Non-Communicable Diseases (NCDs) are the leading cause of death in
Lebanon and the region
In Lebanon:
In Region:
 84% of deaths are due to NCDs
 NCDs are leading cause of
death
-
45% CVD
19% Cancer
5% Respiratory Disease
 Situation may only get worse
due to risk factors present:
-
-
36% of total population smoke
daily
47% physically inactive
39% high BP
12% high blood glucose
62% overweight
27% obese
© 2010 AUBMC. All rights reserved. www.aubmc.org
-
23-49%% CVD depending on
country
11-20% Cancer depending on
country
Trends in the Medical Field
What is competition doing?
Local Countries
 Activities include:
- Advertising
- PR
- Community
Education
Events
 Messages focus on:
- NCD education
- New
technology
- State-of-the-art
facilities
© 2010 AUBMC. All rights reserved. www.aubmc.org
Foreign Countries
 Activities include:
- Advertising
- PR
- Sponsorships
- Medical
Conference
attendance
 Messages focus on:
- Country safety
- Language
capabilities
- State-of-the-art
facilities
Individual Hospitals
 Activities include:
- Advertising
- PR
- Sponsorships
- Medical
Conference
attendance
 Messages focus on:
- 1-2 Disease
Specialties
- Research
- CSR
- Technological
breakthroughs
Towards a Strategy
Target Audience
We need to know WHO we are talking to.
What we say depends on who we are saying it to.
Audience dictates our message.
© 2010 AUBMC. All rights reserved. www.aubmc.org
Towards a Strategy
Target Audience
3rd
Party
Payers
Patients
(local and
regional
patients)
Referral
networks
(physicians,
clinics,
hospitals)
Potential
partner
hospitals and
affiliates
Alumni
AUBMC
Target
Audience
Local and
regional
governments
Internal
constituents
Potential
donors
NGOs
Media
© 2010 AUBMC. All rights reserved. www.aubmc.org
Strategic Marketing
Potential objectives of marketing strategy
Increase
sales/profit
Increase
brand
awareness
Counter
competitive
strategies
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Increase
market
share
Improve
brand image
Strategic Marketing
Where do we want to go?
Disease states
with high
prevalence
and/or burden?
Niche markets
to our
community
(local/regional)?
Opportunities
where we have
expertise?
Grow
departments
with room to
grow?
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC – How we got here
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC Strategic Planning and
Communications
How it started

New leadership in place Summer 2009

Patient Satisfaction Survey

Opportunities identified
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AUBMC Strategic Planning and
Communications
What we heard from patients
AUBMC?
Oh, you
mean AUH!
They are more
expensive and
only for people
that speak
English.
Wouldn’t go
anywhere
else – only
place I trust.
The facility is
so old.
They do not treat
me well or with
care.
© 2010 AUBMC. All rights reserved. www.aubmc.org
They have the
best doctors.
They are the
best – my
whole family
goes there.
To them, I
am just a
number.
AUBMC Strategic Planning and
Communications
New leadership, new strategic direction
AUBMC 2020 Vision
Covers AUBMC and FM
AUBMC 5 Year Plan
Covers AUBMC as an operation
© 2010 AUBMC. All rights reserved. www.aubmc.org
New AUBMC Mission Statement
Why we exist
The American University of Beirut Medical
Center (AUBMC) is an academic medical center
dedicated to the passionate pursuit of improving
the health of the community in Lebanon and the
region through the delivery of exceptional and
comprehensive quality care to our patients,
excellence in education and training, and
leadership in innovative research.
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Vision
Where we want to be
Regional Leadership – Competing with the West
To be the leading academic medical
center in Lebanon and the region by
delivering excellence in patientcentered care, outstanding
education and innovative research.
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Vision
6 Paths to our vision
How to get there
Recruitment of top-caliber, highly specialized and
accomplished faculty
Relentless focus on understanding the patient and
his/her changing needs
Innovation through the creation of clinical and research
Centers of Excellence
Commitment to the academic and research mission of
the Faculty of Medicine and AUBMC
Establishment of strategic partnerships and
collaborations locally, regionally and internationally
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AUBMC 2020 Vision
Development and implementation of the new AUBMC
2020 Medical Complex
AUBMC 5 Year Plan
Goals
Provide patient-centered care
Ensure patient care quality and safety
Guarantee service excellence to our patients,
physicians, and employees
Ensure operational efficiency
Maintain our financial performance to support our
mission
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External Communication Plan
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External Communication Plan
Objectives
 To regain public confidence
 To establish brand recognition
 To establish brand loyalty
 To establish brand leadership
 To raise awareness
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Objectives
Consolidate market leadership
Position AUBMC in MENA as the undisputed leader in
healthcare
Ultimate patient experience
Most advanced technology
Highest caliber faculty
Highest standards of care as shown through accreditations
Professional staff
International reach through affiliations
 Promotion of unique services and skills
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Message Propagation Chain –
Communication Channels
 Phase I: Announcement
 Communication Objective: create awareness about the “new” AUBMC –
leadership, vision, objectives/action plan – and creating anticipation for the
upcoming changes
 Phase II: Brand Recognition
 Communication Objective: progressively implementing and establishing the
new revamped brand identity, to pave the way for the change in perception;
and targeted communication over specific periods relevant to the local and
regional audience, recognizing AUBMC’s superiority in the medical services
 Phase III: Brand Loyalty
 Communication Objective: Supporting the brand affinity among the target
audience and making AUBMC their TOM and TOH for healthcare
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Target Audience






General public
 Class A, B, C
Physicians
 Local
 Regional
Alumni
 Medical
 Non-Medical
Media
 Specialized Media – Health and Economics
 All media – News and Society
Industry Opinion Leaders
NGOs
Pharmaceuticals
Suppliers
Government Entities
Potential Donors
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Delivery Platforms
 Advertising
 Includes billboards, TV, newspapers, magazines, etc.
 Public Relations
 Includes press releases, public awareness initiatives and patient education
campaigns, interviews, etc.
 Electronic
 Email blasts
 Interactive emails – exciting interactive and catchy communications
 Social Media
 AUBMC Facebook page
 AUBMC Linked In account
 AUBMC Twitter account
 AUBMC YouTube Channel
 AUBMC website
 LCD Screen Messages
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Delivery Mechanisms continued

Print
 AUBMC External Newsletter – AUBMC Pulse
 AUBMC Corporate marketing materials – stationary, brochures, posters, invitations,
premiums, etc.
 AUBMC and FM Departmental Marketing Materials – brochures, flyers, guides, posters,
invitations, etc.

Meetings/Events:
 Center Openings
AUBMC 2020 “Road Show”
 Ad hoc meetings based on opportunity
 Face to face/one and one/roundtable meetings based on need/opportunity include
potential donors, media, patients
 Public Lecture Series
 Leadership Meetings with other medical institutions
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Strategic
Communications
AUBMC Launch Campaign
Phase 1 – Re-branding
Phase 1
Name
Promise
Improvement
Goals:
Establish name of AUBMC (public recognizes
AUH)
Raise awareness on our new promise/slogan
Set the stage for future expansion/improvement
Wide-spread local campaign across outdoor media, TVC, print ads,
interviews and press conference (Arabic and English)
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Strategic Communications
AUBMC Launch Campaign
Phase 1 – Name + Promise Outdoor Billboard
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AUBMC 2020 Strategic Communications
AUBMC Launch Campaign
Phase 2 – Re-branding + Messaging
Phase 2: Seeding
Facts and Figures
Care
(patient-centered)
Focus on:
Competitive differentiators
Experience, best faculty, technology/innovation,
quality of care (incl. accreditations), and patientcentered care
Wide-spread local and regional campaign across outdoor media,
billboards, print ads, interviews, in-flight magazines (Arabic and English)
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Strategic Communications
AUBMC Launch Campaign
Phase 2 – Re-branding + Messaging Outdoor BBs
© 2010 AUBMC. All rights reserved. www.aubmc.org
10/5/10
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC 2020 Strategic Communications
AUBMC Campaign
Phase 3:Promotion of New & Unique
Services/Skills
AUBMC Preventive Cardiology Clinic
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AUBMC 2020 Strategic Communications
AUBMC Campaign
AUBMC Multiple Sclerosis Center
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PR Strategy and Plan
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PR Strategy General Objectives
 Creating long-lasting communication programs
 Supporting corporate brand image through combining public relations and
publicity, media relations and special events media optimization
 Building and maintaining AUBMC’s reputation by developing notoriety, increasing
awareness, and raising the level of our target market’s recognition
Developing data and information services that will be target-specific to those who
otherwise might not have access to information
Provide the proper material to the ideal vehicle to keep influencers (concerned media,
partner entities, interested targets, etc) updated on AUBMC’s related news and activities
© 2010 AUBMC. All rights reserved. www.aubmc.org
PR Strategy
Delivery Mechanisms
 Website and web (social media) technology
 Press Conferences, Press Releases, Feature articles, Radio and TV
Interviews
 Provision of hard copy publications to other stakeholders, government
entities, NGOs, Professional Associations & Bodies
© 2010 AUBMC. All rights reserved. www.aubmc.org
PR Strategy
Aligned to the 3 Phases
Phase I - Announcement: Build Trust and Create Awareness
 Press Conference to launch new identity and vision
 New Identity Rationale
 AUBMC’s previous accomplishments
 AUBMC’s future projects, enhancements, additional services
 Facts and figures of relevance
 Elaboration about AUBMC’s outreach program
 Launching of a newsletter to be distributed to all concerned entities (stakeholders
and media)
 New management profiling (CVs, breakthroughs, plans, etc.)
© 2010 AUBMC. All rights reserved. www.aubmc.org
PR Strategy
Aligned to the 3 Phases
Phase 2 – Brand Recognition:
Maintaining press relations and awareness
Establishing AUBMC as a reference in healthcare
 Launch follow-up with concerned entities:
 Regular update on activities and events (press releases, newsletter, oneon-one press briefings, monthly lunches, etc.)
 Lobbying with media for feature articles / interviews concerning topics of
relevance on which light is to be shed
 Maintaining a two way communication process with partner entities
(requesting feedback on material sent, mini-questionnaires, etc.)
© 2010 AUBMC. All rights reserved. www.aubmc.org
PR Strategy
Aligned to the 3 Phases
Phase 3 – Brand Loyalty:
Maintaining press relations and awareness
Establishing AUBMC as a reference in healthcare
 Generate more content for maintained interest:
 Sharing breakthrough, new technologies implemented, etc.
 Organizing a series of tours for partner entities and media at AUBMC
where each tour would be viewed from a different angle
© 2010 AUBMC. All rights reserved. www.aubmc.org
External Communication Plan
Ongoing initiatives
Daily
Weekly
Bi-weekly
Media Requests
Website news updates
Facebook – review,
post and answer
Meetings with media
Highlighting of an
AUBMC
service/department on
the web and social
media
Twitter – review, post
and answer
AUBMC story writeup/post
Health Tips
PR Media Newsletter
Media Lunches
Agency Meetings
Press releases
© 2010 AUBMC. All rights reserved. www.aubmc.org
Monthly
Meetings with NGOs
and patient advocacy
groups
Meetings with
potential private
partners – banks,
organizations
External Communication Plan
Ongoing initiatives
Quarterly
Semiannually
Annually
Ad hoc
Leadership Meetings
with other medical
institutions
Referral Network
Building Events –
AUBMC Calendar
Patient survival
meetings
“speed dating”
educational
“specialty”
sessions
AUBMC/FM Annual
Report – Public
New Center and Event
Openings
Media workshops


PR Media Kit
AUBMC Greeting Card
Patient Retention
Initiatives –
External Newsletter –
AUBMC Pulse

Patient Awareness
Initiatives for
services/departments*


Meet the
Specialist
Ask your Doctor
Support Groups
Educational/Research
Forum with Regional
Medical Schools*
MOU Signings
Communications
Calendar
Press Conferences
PR Briefing Document
to staff
© 2010 AUBMC. All rights reserved. www.aubmc.org
Meetings with
potential partnership
organizations* – ex.
Kidzmania, KMC, etc.
Internal Communication Plan
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Internal Communication Plan
Objectives
Engagement
Awareness
Alignment
Continuous
Consistent
Transparency
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Internal Communication Plan
Objectives
 To align all employees on new Mission, Vision and AUBMC 5 year plan
 To communicate new culture change at AUBMC to existing employees
 To ensure all internal constituents are aware of and aligned to major
initiatives and changes
 To ensure new employees are aligned to new AUBMC identity and
branding from the moment they are hired
 To increase awareness on services, programs and units at AUBMC to
AUBMC and AUB community
 To improve and maintain high levels of employee morale and motivation
© 2010 AUBMC. All rights reserved. www.aubmc.org
Internal Communication Plan
Target Audience
 Leadership
AUB
AUBMC
FM
 Faculty
MDs
Nurses
© 2010 AUBMC. All rights reserved. www.aubmc.org
 AUBMC Staff
 Residents
 Students
 AUB Community
Strategic Marketing
Where do we go from here?
© 2010 AUBMC. All rights reserved. www.aubmc.org
AUBMC Strategic Planning Process
Revisit Mission and Vision of AUBMC
Update Mission to Align to new branding and
direction
Update Vision to align to Mission Statement
and outlook for the future
Conduct Thorough Situation Analysis (Steering Committee (SC))
Creation of Strategic Planning
Steering Committee for AUBMC
Current state of Affairs/Business at
AUBMC
Current state of Affairs/Business at
Regional and Local Competition
Conduct Situation Assessment Workshops (Stakeholder* involvement)
Align all to
new Mission
and Vision
Review findings
of Situation
Analysis with
stakeholders
© 2010 AUBMC. All rights reserved. www.aubmc.org
Thorough
Competitive
Landscape
Workshop
SWOT
Analysis
Workshops
Key Issues
Workshop
Critical
Success
Factors
Workshop
Capture and
collect findings
and outcomes
AUBMC Strategic Planning Process
Initiate Development of Strategy Maps
Identify Main
Institutional
Objectives
Utilize Data gathered to identify
strategies aligned to objectives
Key segments of map include: Objectives (financial,
productivity, etc); Customer perspective; Internal
Perspective, and Learning and Growth
Development of Strategic Plan*
(Steering Committee with stakeholder engagement and support)
Align Strategies to
Objectives
Identify KPIs for each
strategy that will be
monitored and measured
Alternate Scenario
Planning and Plan
B identification
Share strategic plan with
internal stakeholders for
final comments
Share with President
and OSM
Development of Detailed Operational Plans
After alignment
on strategies and
KPIs
Operational plans by
department to help
attain strategic
objectives outlined
© 2010 AUBMC. All rights reserved. www.aubmc.org
Detailed cost
analysis
Identification of
target audiences
and population
Critical success
factor
identification by
department
Detailed
timelines for
implementation
and monitoring