What to Measure: Metrics and Dashboards to Prove Value

Transcription

1 What to Measure: Metrics and Dashboards to Prove Value Or, How to Make Your Next Tracking Meeting One That Everyone Wants to Attend! The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development

2 + Nichole Volk, Brand Manager, Cadence Health Trisha Krautkramer, Analytics Lead, Laughlin Constable Mark Carlson, Director of Brand Strategies, Laughlin Constable

3 The Art of Measurement Many sources, reports, suppliers, formats Key is finding the right mix being disciplined about scope and scale enables useful employment of the data Important not only that you ask the right questions and do the right analysis, but construct optimum way of sharing information and data implications Spectrum of decision making Blend of data and sound strategic thinking results in well informed decisions while balancing need to take calculated risks

4 And The Beauty of Storytelling Data overload is commonplace Analysis paralysis is not just a clever rhyme Need to use data to tell a story Why are we doing what we re doing? How are we doing what we re doing? How are we adapting? Shouldn t need a statistics degree to use information Different constituents have different levels of understanding/patience Help them make decisions based on facts, rather than opinions

5 And The Truth Shall Set You Free Be data agnostic Aim to find truths rather than prove points Revel in the not-knowing Be courageous Acknowledge that the data may not tell you what you want it to NOT an individual report card A chance to get better as a team Recognize that accountability is a scary concept Everyone is a hero when the numbers are good Must be willing to adjust when necessary Leaders need to learn from data, not use as reason to penalize

6 Case Study:

7 Cadence Health Formed by the 2012 merger of Central DuPage Hospital (Winfield, IL) and Delnor Hospital (Geneva, IL) Central DuPage Hospital well known for sophisticated medical care; Delnor recognized for compassionate patient care United to provide state of the art medical treatment combined with focused care for each individual all easily accessible

8 Cadence Health By The Numbers 400+ square mile service area 100+ sites of care 7,000 employees 1.1 million served 7 th largest health system in Chicago by net revenue

9 Cadence Health Tracking Challenges Legacy hospital names vs new health system Need for new benchmarks Aspirational, yet attainable Goal of educating key stakeholders and and setting expectations Began with setting marketing objectives

10 Cadence Health Marketing Plan Objectives Increase brand awareness and familiarity Build reputation and key brand associations Drive preference and willingness to recommend Empower personal responsibility for health

11 Merger Metrics Moving from yours and mine to ours Different measurement platforms/methodologies Different measurement cycles Different reporting structures Different KPIs Needed to determine best way to tell new story

12 Impactful Tracking 1. Tell a story that s based on your patient decision journey 2. Set meaningful KPIs 3. Select best research partners 4. Develop scorecards & dashboards to inform and inspire 5. Track progress beyond quantitative data 6. Share beyond the Marketing Department 7. Learn and adjust

13 The Battle for Attention

14 The Battle for Attention Our audience is living a complicated life Context is the real battlefield; demonstrates either: True audience understanding, or Convenient management Need to figure out how to connect in a meaningful way Our job. Not theirs.

15 1. Putting the Context into Context INITIAL CONSIDERATION SET ACTIVE EVALUATION THE CONSUMER DECISION JOURNEY POST-PURCHASE EXPERIENCE MOMENT OF PURCHASE Credit: The McKinsey Company

16 Each Stage Works Against Distinct Objectives INCREASE AWARENESS DRIVE ENGAGEMENT THE CONSUMER DECISION JOURNEY BUILD LOYALTY INSPIRE ACTION

17 Different Channels Align Against Those Objectives ONLINE ADVERTISING PAID SEARCH PR PRINT OOH RADIO TV GRASSROOTS SOCIAL MEDIA SOCIAL MEDIA WEBSITE CONTENT HUB REVIEW MANAGEMENT THE CONSUMER DECISION JOURNEY WEBSITE LANDING PAGES SOCIAL MEDIA SEARCH GRASSROOTS WEBSITE CALL CENTER ADVISORS

18 And Has Application to Health Care Messaging AWARENESS INCREASE FAMILIARITY MAKE BRAND ACCESSIBLE BUILD REPUTATION MAKE THE SHORT LIST LOYALTY ENABLE SHARING AND RECOMMENDATIONS CURATE COMMUNITY INTERACTION DRIVE REPEAT THE PATIENT DECISION JOURNEY ENGAGEMENT BE A SOURCE OF INFORMATION DEMONSTRATE WORTHINESS AID IN DECISION MAKING ACTION SECURE THE APPOINTMENT OWN THE INTERACTION LIFT SATISFACTION LEVELS

19 Decision Journey as Storytelling Aid Easy way to help align internal team Cannot isolate one moment from the other The effectiveness of the entire journey affects business Internal Clients will better understand marketing mix impact and priorities Serves as an excellent structure to track progress

20 2. KPIs that Matter Align to business objectives Need to be measureable Reflect your unique patient decision journey(s) Give historical tracking its due, but prioritize KPIs to help moving forward

21 3. Selecting Best Data Sources Consider how data will be presented and shared Sample size Geographical customization Custom questions Historical context Foster a collaborative relationship with research partners

22 4. Optimizing the Reporting Format Data artistry Must be easy on the eyes Avoiding spreadsheet sprawl Storytelling Connect the data to desired outcome Customized rather than prescribed

23 Initial Cadence Quarterly Dashboard

24 New Scorecard

25 New Quarterly System Dashboard

26 Service Line Dashboards

27 5. KPIs should not rely solely on data collection and analysis Earned media, event attendance, local government interaction, community involvement important elements of health care marketing Less prone to data analysis Should still be part of dashboard/scoreboard reporting

28 Team Empowerment Brand and Marketing Service Line Marketing Community Health and Outreach Internal Communications PR and Media Marketing Technology Community and Government Affairs

29 Outcome of Shared Input Shared ownership of the process and reports A more complete picture of progress, tells a story A more realistic look at how we are affecting the patient along his/her decision journey Shared responsibility for getting it right Encourages active listening in the meetings Not just defending a number on a chart Everyone can help connect the dots

30 6. Sharing for Impact The higher up the food chain, the less time for deep analysis Must prioritize and isolate the key learnings Sacrifice granular tracking for impactful learnings Requires understanding of wants/needs of key stakeholders Also allows for way of sharing wins, progress vs. business goals and Marketing s impact Makes Marketing analysis less subjective Helps establish a proactive plan with client team (rather than reactionary) Helps strategically combat unique requests I want a billboard with my face on it

31 7. Adjusting tracking and reporting Important to learn from data draw implications and action steps A living document that should be adjusted to deliver Addition of Patient Satisfaction Surveys Blending of Ops into Marketing discussion Adjust tracking when you adjust Marketing plan New objectives merit new KPIs Adjusting does not mean just adding more data to the report Something in, usually merits something out

32 Summary Think like your patients Make your KPIs work for you Foster collaboration with data partners Simplify your reporting Involve everyone in making the report more actionable Share for impact Report, learn, adjust, repeat

33 Questions? The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development

34 About Laughlin Constable Fully integrated advertising agency with offices in Chicago, Milwaukee, New York, and New Jersey In-house capabilities include: Digital Strategy & Development, Social/Content Marketing, PR, Analytics & Tracking, Media Planning & Buying, Strategic Planning, TV/Print/Radio/OOH Development & Production Ranked in the top 25 independent agencies in the US

35 About Cadence Health 400+ square mile service area 100+ sites of care 7,000 employees 1.1 million served 7 th largest health system in Chicago by net revenue Now part of Northwestern Medicine

36 Contact Information Nichole Volk, Brand Manager, Cadence Health Trisha Krautkramer, Analytics Lead, Laughlin Constable Mark Carlson, Director of Brand Strategies, Laughlin Constable