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The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development
A Giant Transformation: The Northwell Health Story
Ramon Soto - SVP, Chief Marketing and Communications Officer, Northwell Health
Justin Wartell - Managing Director, Monigle
The Northwell Health Story9/13/2016
Let’s start with an apology…This is a vacuum. A vacuum sucks. So does this PPT template for showing off big, inspiring ideas. We will be going off template (although please blame Justin and not Ramon).
The Northwell Health Story9/13/2016
Today, we want to address three major questions that we think will be helpful to each of you
Make Change Happen Bring People Along Retool Marketing
How do you help an organization make big, scary new change happen?
Learning Objective 1: Learn specific approaches, new ideas, and different perspectives that can help an organization, big or small, get moving in a new direction
How do you bring along the dissenting voices –those that won’t say “yes” to brand?
Learning Objective 2: Understand strategies and tactics for bringing along all your stakeholders — even your most challenging contrarian voices —whether it be a hospital leader or a vocal donor
How do you build an organizational capability to support marketing in a new way?
Learning Objective 3: Learn how to reorganize the marketing function to better connect strategists and communicators to the audiences they serve
The Northwell Health Story9/13/2016
Let’s start with some context – who isNorthwell Health?
9/13/2016 The Northwell Health Story
What became Northwell is one of the largest, diversified health care delivery systems in the US
• 21 Hospitals in Westchester, Staten Island, Manhattan, Brooklyn, Queens, and Long Island
• 450 ambulatory facilities with four million patient visits annually
• World class research staffed by more than 2,700 Researchers
• Medical education including the first new medical school in NY in 40 years
• A growing health insurance offering
We’re talking about a diverse organization reaching across a huge geography, and growing quickly!
9/13/2016 The Northwell Health Story
Unfortunately, the experience and portfolio was disconnected and complex for just about everyone
9/13/2016 The Northwell Health Story
At the same time, the organization’s voice was being lost in an increasingly noisy market
9/13/2016 The Northwell Health Story
In a world where brand, system-ness, and coordination matter, this just wouldn’t work
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Add to the mix a new leader coming from outside of health care delivery
• New role created with a Marketing emphasis and broader purview
• Background:– 2014 ExecRank CMO Ranking –
#29 Nationally– Past experience with Magellan Health
and Aetna– Understanding of agencies, storytelling,
big budgets, and how you deliver integrated experiences
• And fundamentally the savviest political navigator ever
9/13/2016 The Northwell Health Story
So what was the goal here?
9/13/2016 The Northwell Health Story
It was time for an insight-driven approach to a new brand and experience
9/13/2016 The Northwell Health Story
Building anInsight Base
• Stakeholder Deep Dive
• Touchpoint Audit
• Competitive Assessment
• Consumer and Employee Qual
• Consumer, Physician and Employee Quant
Defining a New Brand
Bringing to Life a New Experience
Activating for the Long-Term
• Brand Platform Development
• Brand Architecture Strategy
• Definition of Brand Experience
• Naming (powered by Interbrand Health)
• Logo Development
• Design System Development
• Guidelines
• Online Brand Management System
• Activation Planning
• Templates and Tools
• Governance Program
• Advertising (powered by JWT)
• Launch Activities
6 months
We started with an insights base; the team engaged a lot of people
9/13/2016 The Northwell Health Story
N=2,000
Male and female, 21+ years old, healthcare decision makers, are insured, reside in one of the following counties: Nassau, Manhattan, Queens, Richmond, Suffolk
N=100
Currently in clinical practice; private practice or voluntary physician; refer or admit patients to North Shore-LIJ Health System; practice in one of the following counties: Nassau, Manhattan, Queens, Richmond, or Suffolk; panel-sourced
N=189
Sample source: North Shore-LIJ contact list
N=4,196
Sample source: North Shore-LIJ contact list
ConsumersVoluntary Physicians
Employed Physicians
Employees
And one of our biggest learnings was the unique role of innovation in the NY metro market
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Consumer Top 10
1. Has the best medical outcomes for its patients
2. Offers the latest medical treatments
3. Provides individualized care specific to patients’ unique needs
4. Uses the latest medical technologies
5. Cares as much about keeping people well as getting them well
6. Provides coordinated care for all of a patients’ healthcare needs
7. Conducts cutting edge medical research that improves quality of care
8. Is relentlessly innovating to improve patient care
9. Is focused on preventive care and wellness
10. Provides access to the most diverse group of specialists
Driver Ranking (out of 43)
Across all audiences, five drivers were present in the top ten for each group
9/13/2016 The Northwell Health Story
Consumers Vol. Phys. Physicians Employees
Quality: Has the best medical outcomes for its patients 1 1 1 1
Innovation: Offers the latest medical treatments 2 3 9 7
People-Centricity: Provides individualized care specific to patients’ unique needs
3 2 4 3
Wellness: Cares as much about keeping people well as getting them well
6 5 2 2
Innovation: Is relentlessly innovating to improve patient care 8 4 3 4
Driver Ranking (out of 43)
9/13/2016 The Northwell Health Story
As important as the insight was our ability to disprove paralyzing internal hypotheses
OUR LOCATION ON LONG ISLAND IS A DETRIMENT TO OUR BRAND SUCCESS
Hypothesis #1:
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While there was a subtle quality halo for care provided in Manhattan…
9/13/2016 The Northwell Health Story
…but the location of our base of operations is unimportant
558Highest
Utility Score
LowestUtility Score
4
745
4
CONSUMERSVOLUNTARY PHYSICIANS
EMPLOYEES
ManhattanLong Island 13
13 Manhattan
Long Island 35
9
622
2
PHYSICIANS
Manhattan
Long Island 10
3
571
3
Manhattan
Long Island 12
3
Outmigration is driven by our performance on the attributes that matter and not by our location
9/13/2016 The Northwell Health Story
HOSPITAL LEGACY NEGATIVELY IMPACTS BRAND ASSOCIATIONS
Hypothesis #2:
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One particular legacy appears to drive higher levels of quality and experience association
9/13/2016 The Northwell Health Story
Health System Creation Scenario (Selection Frequency)
Highest Quality of
Care
HighestQuality of
Service
BestOverall
Experience
A group of existing hospitals coming together. 15% 14% 14%
A hospital combining with existing physician practices and other existing points of access like outpatient and urgent care centers.
46% 44% 46%
A hospital opening its own new physician practices and points of access like outpatient and urgent care centers.
16% 18% 16%
A corporate entity acquiring and combining existing hospitals, physician practices, and other points of access like outpatient and urgent care centers.
9% 10% 9%
Unsure 15% 15% 16%
Expectations of Hospital Systems - Consumers
Q8.7: From which of the following situations in which health systems were created would you expect to find the highest quality of care, service and experience?
Hospital-based legacy does not have to be a hindrance; there may be an opportunity to communicate our legacy in a positive way
9/13/2016 The Northwell Health Story
THE STRONGEST BRANDS HAVE A SPECIALIZATION OR AREA OF FOCUS
Hypothesis #3:
9/13/2016 The Northwell Health Story
Stakeholders prioritize multiple care types over specialization…
9/13/2016 The Northwell Health Story
117 112
103
114
66 69
31
38
-
20
40
60
80
100
120
140
Consumers Voluntary Physicians Physicians Employees
Importance: Clinical Specialty & All Types of CareMaxDiff Utility Scores - All Audiences
All Types of Care Clinical Specialty
…but strength in specialization appears to drive only one behavioral metric - recommendation
9/13/2016 The Northwell Health Story
Own our diversity and system-ness by striking a balance between clinical breadth and depth
9/13/2016 The Northwell Health Story
So…what does this all mean for the brand?
9/13/2016 The Northwell Health Story
At every level of the organization, a different future was envisioned
9/13/2016 The Northwell Health Story
from to
• Power to the people
• Preventing a problem
• Predictive info put to use
• Decoding and unlocking
• Seamless experience
Hospitals are the norm
Hospitals as they exist today will be no more
Power to the physician
Reacting to a problem
After-the-fact analysis
Observation, trial and error
Disjointed experience
9/13/2016 The Northwell Health Story
Brand Positioning:
Transformative leaders driving the future of health
Brand Pillars:
Relentlessly pushing forwardUnmatched breadth and depthDelivery with humanity
Brand Attributes:
Passionate & EnergeticDynamic and all-in; driven to take action, get things done and take our care to new heights
Caring & CommittedConcerned with the health and happiness of others; truly invested in the needs and feelings of the people we serve
Confident & CourageousSteadfast in the pursuit of our goals; we see challenges as opportunities to destroy the status quo
With the brand defined, more than 600 candidates were generated and screened, and a winner emerged (following internal socialization and testing, of course)…
9/13/2016 The Northwell Health Story
From here, a new world emerged…
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Color families streamline color usage
9/13/2016 The Northwell Health Story
Elements of the ‘constellation’ symbol guided the overall look and feel of key touchpoints
9/13/2016 The Northwell Health Story
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Hospitals each received unique logos – to preserve local equity yet create portfolio cohesion…
…but, remote treatments simplified the complicated brand architecture
9/13/2016 The Northwell Health Story
A new tone of voice enabled the organization to communicate more distinctly
9/13/2016 The Northwell Health Story
VOICE PRINCIPLE #2
SPEAK THROUGH ACTION
Open with an outcome. Lead with a good deed. Give verbs the stage. Actions speak volumes.
VOICE PRINCIPLE #4
WE GET YOU; YOU GOT THIS.
Speak like a fellow patient. Be certain, matter-of-fact; provide reassurance and relief.
VOICE PRINCIPLE #1
KEEP CALM AND STAY FOCUSED
Prioritize and streamline. State your claim and stick to it. Be certain, thoughtful, precise.
VOICE PRINCIPLE #3
INVITE OTHERS INTO OUR BIG IDEAS.
Inspire and excite people by empowering them to think big and see their part in the future.
Guidance on how we can translate current communications to a new style enable action
9/13/2016 The Northwell Health Story
FROM THAT: TO THIS:
Providing Giving, we offer, we believe in
Renowned Established, in good company, proud partners
Enhance Improve, make better, grow, fine-tune
Fostering Help, nurture, look after, grow, care for
Strive / aspire Do, achieve, envision, go after, pursue
Leverage Take advantage of, use, make the most of
Utilize Use
Dynamic Hands-on, proactive, ongoing
Enable Help, make possible, let, allow
Impacts Makes a difference, changes, results in
Innovative / innovation New, ground-breaking, life-changing
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Training modules for brand, verbal and visual brought brand users along
9/13/2016 The Northwell Health Story
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An online brand center enabled easy adoption and even easier usage by the brand team
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One key to launch was making a big statement in the market
9/13/2016 The Northwell Health Story
$18M Media Investment
• Islanders sponsorship activation
It was just as important to have people engaged, trained, and ready to deliver
• Brand Training, Visual Training, Verbal Training were all deployed to brand advocates prior to launch
• A governance program was deployed to ensure that process discipline was in place as new challenges to the brand were raised
• An online asset management system with dynamic guidelines, tools and resources became the hub for all things brand starting prior to launch
• Community outreach ensured awareness and understanding
9/13/2016 The Northwell Health Story
Role of Brand for Our People
And now, we introduce Northwell Health to the world…
9/13/2016 The Northwell Health Story
Let’s talk results…
9/13/2016 The Northwell Health Story
Awareness of the name change is growing quickly
9/13/2016 The Northwell Health Story
Core NorthwellMarkets:
40%
Volume is rising – Northwell has seen a sustained 40% increase in online appointment requests
9/13/2016 The Northwell Health Story
200M Impressions
Momentum is also growing across all digital KPIs
9/13/2016 The Northwell Health Story
Northwell Health Website
Digital Advertising
72% Increase in Users
85% Increase in New Sessions
34% Increase in Organic Search
130% Increase in Social Traffic
12.7M Video Completes
49% Increase in Direct Traffic
50% Increase in Page Views
Social Media Channels
But where to next?
9/13/2016 The Northwell Health Story
It was time to change the thinking about the role of marketing – an integrated marketing model
9/13/2016 The Northwell Health Story
Manage Brand Efforts to More Affordable/Powerful Asset Use
Adjusting Our Marketing Model
• Adjust Media Mixto Owned Media assets
• Develop Owned Media (Digital Assets) to Engage Consumers
• Shift Advertising budget from $20M year 1 launch budget to $10M Year 3 run rate budget
Shift From Paid Media Owned Media Over Time
- Website- Online Videos
- Social Media- CRM E-
Campaigns
- Press- Online Reviews
- News Room- Reputation
- Print- Broadcast- OOH- Radio- Paid Search
INTEGRATED MARKETING &COMMUNICATIONS
This included taking a fresh look at org structure…
9/13/2016 The Northwell Health Story
Current State – Silos, No Common Process
Comms
Public Relations
Internal Comms
Executive Comms
Social Media
Studio
Marketing
Brand Management
Design
Sponsorships
Advertising Research
Digital
Technology
Web Ops
PMO
CRM
Service Line
Clinical Service Lines
Strategic Initiatives
…and led to a new structure with centers of excellence aligned to organizational priorities
9/13/2016 The Northwell Health Story
• Technology & Innovation
• Web Operations• Social Media
• Corporate Reputation & Thought Leadership
• News Operations• Regional PR• Executive
Communications
• Employee Communications
• Engagement Execution• Internal Branding• Event Management
• Coordination Gateway• Clinical/Service Line
Marketing• Strategic Initiatives –
M&A, JVs• Regional Marketing
Support
• Brand Management• Design – Print &
Digital• Sponsorships• Market Research &
Insights• Media Buying and
Management
• Content Strategy• Online/Offline
Content• Video & Photography• Broadcast – Focus on
Health
• CRM• Marketing Data
Management• Big Data Insights
• Project Intake• Project Coordination• Project Management
Process
Internal Comms
Strategic Marketing
IntegratedMarketing
Content Management
Marketing Analytics
ProjectManagement
Digital Public Relations
New Model – Centers of Excellence, Integrated
And a best-in-class customer engagement platform to target with unparalleled precision
9/13/2016 The Northwell Health Story
Let’s talk about the Key Takeaways we’ve been working to address throughout
The Northwell Health Story9/13/2016
Power of Pace Momentum
Non-Traditional Thinking
Political Consensus Building
Decisions are often slowed by the diversity of perspectives involved in health care decision-making. Think about not taking on the pace of traditional health care. Other industries move quicker; why can’t we? Support the process of cultural change where action is valued when supported by data and where ‘failing forward fast’ is actually a win.
Are you built for how people want to engage with you? Most health care marketing functions look exactly the way they did 40 year ago. What about the processes and approaches around brand? We have to be inspired to think differently and to trial new thinking – engage partners differently, push for different rather than safe work. Think differently.
Are you building the personal capital that you need to make things happen? Sometimes, it’s about a relationship based on data. Think about your audience and how they make decisions –sometimes it’s a personal visit, a data-rich presentation or even the repetition of a message.
The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development
Q&A/DiscussionRamon Soto
SVP, Chief Marketing and Communications Officer
Northwell Health
Justin Wartell
Managing Director
Monigle