Leveraging Social Media for Business Impact

Leveraging Social Media for Real

Business Impact Healthcare Financial Management Association –

Texas Gulf Coast Chapter October 13, 2013

PAGE 2 © Endeavor Management. All Rights Reserved.

What is social media?

The means of interactions among

people in which they create,

share, and/or exchange

information and ideas in virtual

communities and networks.

Source: http://webcomm.tufts.edu/social-media-overview13/


Social media and healthcare

Social media has changed the face of patient to patient and patient to provider communications

Real time communication platforms allow open and honest dialogue

Opportunities to capitalize on patient feedback and build a trusted support community to actively engage with

Social media can also be used to address negativity, concerns and complaints as part of service recovery

Source: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-communications-landscape


A growing number of today’s patients are increasingly using

digital tools as part of their overall health maintenance.

Sources: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-

communications-landscape

1 in 3 American adults have used the

web to figure out a medical issue

http://www.pewinternet.org/Reports/2013/Health-online/Summary-of-Findings.aspx

51% of patients say

they’d feel more valued

as a patient via digital

health communications

41% of people said social

media would affect their choice

of healthcare provider

Surprisingly, still only 26% of

all hospitals in the US

participate in social media

http://www.televox.com/downloads/technology-beyond-the-exam-room/

http://thesparkreport.com/branding/infographic-social-mobile-healthcare


Healthcare: Struggle to demonstrate ROI

Ownership of social media is often dispersed across channels

Disease Center

Public

Relations

Marketing

Social Media Without a long-term strategy to

leverage this high volume

channel into core business

functions, hospitals and

healthcare systems will continue

to struggle demonstrating a

return on investment for social-

based initiatives.

LONG TERM SOCIAL MEDIA STRATEGY

Social Media

Social Media


Why is this so difficult?

Decentralized Structure

1. Social program structure and integration

Pros Cons

Greater coverage of

the channel in terms of

listening, responding

and engaging social

communities

Measuring the

effectiveness of the

collective efforts across

the healthcare

organization

Greater overall

coverage by subject

matter experts –

Individual departments

focus on their domain

Lack of ability to

coordinate and

collaborate activities

across the organization

Centralized Structure

Pros Cons

Clarity of message due

to control over the

channel

Typically have limited

resources available;

allocated to more

tactical activities like

listening and

monitoring rather than

higher value activities

May lack

conversational

communication and

subject matter

expertise


Why is this so difficult?

2. Social program goals and metrics

Biggest challenge for demonstrating ROI for social-based

initiatives is the natural tendency to focus on the channel and not

what happens within the channel.

Many focus on:

Instead of:

Likes Followers Retweets

Linking a social conversation to patient acquisition


Collaboration is key

With limited resources or business constraints, tying program objectives to business objectives may seem out of reach

Programs stop short of setting goals based on financial outcomes and focus on softer, nonfinancial goals

Without linking to financial outcomes, demonstrating

real ROI is just not possible

This is what leads to stagnant or slow growth of many social programs in hospitals and healthcare systems

Collaboration across the organization is key to building a program

capable of demonstrating business impact


Evolution of social programs

As a social program evolves it passes through 5 major stages:

Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolidation of

Tools

The Social

Enterprise

1 2 3 4 5

GREATER INTEGRATION ACROSS THE INSTITUTION

INCREASED ABILITY TO DEMONSTRATE ROI


• Social media recognized as important

• Want to establish a presence

• Social media policy developed

• Efforts may be singular and/or uncoordinated

• Simple goals (i.e. simply having a presence)

• Activities focused on managing that presence

• Metrics consist of likes, followers, etc.

Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolitdation

of Tools

The Social

Enterprise

1 2 3 4 5


Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolitdation

of Tools

The Social

Enterprise

1 2 3 4 5

• Expand efforts into social learning

• A program within a program is created

• Goals may extend to now also include measuring sentiment

• Goals still largely based on nonfinancial measures

• One department may be accountable for “listening”, with

other efforts being dispersed and managed individually

across the institution

• Experimentation with different media and monitoring tools


Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolitdation

of Tools

The Social

Enterprise

1 2 3 4 5

• Begin to incorporate operations into social media

• Tend to be more centralized

• May build relationships and ad hoc workflows for overlapping

responsibilities (i.e. processing dissatisfied community members)

• Unofficial coordination between departments

• May see editorial calendars to manage communications across multiple

presences

• Metrics can begin to relate to financial outcomes resulting from service

recovery activities related to the social channel


Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolidation of

Tools

The Social

Enterprise

1 2 3 4 5

• Social programs become more operationally organized

• Relationships with other departments are formalized

• Information is shared more freely

• Coordination of service recovery and other workflows across departments

• Social program is primarily centralized

• Generally an increase in budget initiates consolidation

• Listening expanded to actively involve competitors

• Social media used to make data-driven decisions

• Decision tree in place to ensure responses and reactions to negative

conversations are resolved quickly and consistently

• Program activities can be linked to financial and nonfinancial outcomes


Establish Social

Presence and

Basic Policy

Reputation &

Crisis

Management

Integration &

Coordination of

Activities

Centralization &

Consolidation of

Tools

The Social

Enterprise

1 2 3 4 5

• Social program becomes the hub for collecting and sharing information related to social media

• Seamless workflows between departments

• Social deeply engrained in core business functions

• Social communities become a source for business intelligence

• Offers customers seamless experience across channels

• Have conversation liaisons who are subject matter experts and actively engage communities on a regular basis

• Messages become conversations, which become relationships

• Customers feel connected to the brand

• More advanced measurement

• Return on investment is the key metric for program success


Social media will continue to grow in importance.

Managing this high volume channel requires a clear vision far

enough into the future to keep pages with a media that changes at

the speed of light.

Social program goals that support core business functions like

customer support, PR and physician relations require organizational

coordination and collaboration but yield financial outcomes.

Accelerating your social program

requires removal of barriers that impede

integration with the organization


Accelerating your evolution from social program

to social enterprise

Know the channel but focus on how the people engage one another within the channel. 1

Identify how social media supports business functions within your organization. 2

Monitor what your customers say about your competition and their experience with your

competitors. 3

Let the tools do your work. 4

Be the voice of your community within your organization. 5

Use social media to have conversations – do not push messages. 6

Analyze, analyze, analyze. 7

Start small but be strategic. 8

Service recovery is big. 9

Brand advocacy is huge. 10


In summary…

While most healthcare organizations have a social media strategy in place, many still find it difficult to evolve and innovate as fast as social technology does.

This can make social media strategy obsolete before it can be fully executed.

Developing a long-term strategy focused on integrating this channel into operations can ensure your program can keep pace and create business impact.

PAGE 18

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