Do You Have a Billboard Problem

We’ve had several conversations recently that go something like this:

Marketing Executive: Senior management is upset because they think we’re being outmarketed by the competition.

Gelb Consultant: What causes them to think so?  You are certainly spending a sizeable amount of marketing communications and physician relations.

Marketing Executive: Well, the competition has a few TV spots and billboards all over the place.  Several executives and board members have commented to me on it.

Gelb Consultant:  It sounds like the problem is they don’t understand how you’re putting your resources to best use.  That’s the first challenge: you need a better mechanism to communicate in their language (e.g., ROI).

Marketing Executive:  That makes sense, but what I can do in the short run?

Gelb Consultant:  Billboards often only create brand awareness, sometimes you have a “billboard” problem.  Executives without visibility into your strategic marketing process see only outputs, like billboards.  So sometimes, as much as we hate to say it, you need to put up a billboard.  This relatively small investment, when placed where executives travel, might actually help you make the case for further expenditures on things you know work better to generate patient volumes.

Do you have a billboard problem? 

Executives without visibility into your strategic marketing process see only outputs, like billboards. Unless, of course, you show them otherwise. Marketing dashboards provide an effective means to demonstrate marketing return on investment. By demonstrating results in a way executives appreciate, you will become a business asset to your organization.

 For more information as to how to have better conversations with your organization’s executives, take a look at this case study from MD Anderson.

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Community Immunity Luncheon

Title: Community Immunity Luncheon
Location: The Junior League of Houston
Link out: Click here
Date: 2011-04-21

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Community Immunity Spring Luncheon

Title: Community Immunity Spring Luncheon
Location: The Junior League of Houston
Link out: Click here
Start Time: 11:30 AM
Date: 2011-04-21

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It’s Amazing What We Get Away with in Healthcare

Over the course of many years of reviewing patient and physician experiences at healthcare organizations, I feel compelled to get on my “soap box” about some of the behaviors that we accept in healthcare that would otherwise stifle revenue growth in any other business. 

Here are a few examples of appalling behaviors:

  • Referring physicians are rarely thanked for their referral.  Faculty members at academic medical centers are some of the worst offenders.  In any other business, if you sent a “prospect” worth six figures in revenue, there would certainly be a phone call to thank the referrer.  Yet in healthcare, we pass this off because “physicians don’t have time” or “referring physicians are also busy and would be bothered by the call.”  By examining best practices at some of the country’s leading programs, we’ve seen that those who make a thank you call, even to voice mail, have some of the most loyal referring physicians.
  • Appointment times are negotiable.  It’s no doubt that healthcare organizations are overtaxed.  But take a cue from the Apple genius queue – appointments are kept and customers are happier.  Worst case, set expectations clearly in advance (e.g., here’s what your day will look like).  In addition, best practice organizations allow patients to be free from the clinical area with pagers.  Your patients will appreciate your thoughtfulness.
  • Charging for parking.  I can’t think of many other outlets that require you to pay to park your vehicle to spend money there. Progressive organizations view parking infrastructure as a cost of doing business and don’t charge for such.    You can tell who these are when you see the unmanned attendant booth.  They get it.  Patients shouldn’t have to pay to utilize services.  Interestingly, this is one of chief complaints patients express in satisfaction studies.  When you’re an outpatient being treated for chronic conditions, these expenses add up quickly (as much as $100 per week!).
  • No callback to patients once treatment has concluded.  An enthusiastic patient is your greatest source of future growth.  Yet, because of time and resource constraints, many hospitals are missing this critical touchpoint. 

In addressing these behaviors, you are sure to create advocates out of both your patients and referring physicians.  Don’t just take our word for you it – to make sure you aren’t missing any other areas of frustrations, experience dashboards ensure the voice of both audiences are being heard. And it definitely doesn’t hurt your national benchmark rankings and net promoter scores either!

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Embrace the Role of Strategic Marketing during Healthcare Reform

Embrace the Role of Strategic Marketing during Healthcare Reform

Two years after one major political transformation and months after several significant changes brought about by healthcare reform went into effect, marketers and communicators in the healthcare industry are still searching for the best possible solutions to effectively and wisely reach all stakeholders. Although healthcare reform may still seem uncertain, one thing is sure – marketing is critical as successful healthcare organizations navigate healthcare reform. 

To bring in-depth industry insight and provide a discussion platform for all healthcare industry stakeholders facing healthcare reform, a Houston AMA Healthcare SIG event was held in February.  During this event, challenges and uncertainties of healthcare reform were fully explored and, more importantly, the vital role of strategic marketing was constantly reiterated during presentations.  Moderated by Eric Roland, Senior Director of Marketing and Communications at Legacy Community Health Services the panel of speakers included: Alicia Jansen, Associate Vice President of Marketing at M.D Anderson Cancer Center, John McKeever, President of Gelb Consulting Group, INC and Frederic Warner, Public Policy and Government Relations at Memorial Hermann Healthcare Systems.

 Complexity and uncertainty seem to be the common themes when people think about healthcare reform but as McKeever shared with the groups, “In the middle of difficulty lies opportunity.” All three speakers emphasized that healthcare reform also presents great opportunities for marketers to bring business value to organizations and help executives recognize what marketing could bring to the table. Therefore, marketers should try to put themselves in executives’ shoes and understand what keeps executives up at night in order to position themselves as strategic partners with them. In order to do so, here are some key strategic marketing points and actions that really resonated with us:

  • Strategic marketing requires subjective market data to enhance business decisions
  • Strategic marketing involves strategically developing and managing a brand which consequently lays a solid foundation to build business value.
  • Strategic marketing requires understanding patients “holistic experience”
  • Strategic marketing calls for managing growth
  • Strategic marketers should reinforce their value by showcasing and measuring their successes

Even in a rough economy or times of uncertainty, marketers should always strive to transform executives into marketing advocates, a feat possible by following the sage advice of the AMA Houston Healthcare SIG speakers.

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Travel Tips from the Gelb Road Warriors

Over the course of years, we’ve accumulated some useful tips (at least we think) regarding traveling for business. 

We’ve organized these into categories and will continue to build on the list as we learn more.  We’ve organized this into the frequent traveler experience map.  Please feel free to add your own!

Booking:

  • Go online to your preferred carrier and hotel first.  Then compare rates on Orbitz or Expedia.  Generally, the better rates are on the originators website. 
  • It’s usually better to have flexible hotel arrangements than pre-paid.  Flights are cheaper if they’re non-refundable and you can always use the credit later. 
  • PageOnce is a useful tool (they have iPhone and Blackberry apps).
  • Also preload and bookmark your carrier’s website – most have mobile websites.  Continental, for example, will show you flight status, upgrade list, etc…sometimes you’ll know about delays or upgrades before the gate responds.
  • Seat selection – use Seatguru.com, especially on international trips, to find those with power outlets and extra leg room.
  • Keep tabs on the weather by setting up bookmarks on Weather.com.

Checking in:

  • Whenever possible, do not check bags.  It actually saves you about 30 minutes for each leg of a flight to run everything through security.  It also improves your ability to change flights when delays occur.
  • Use the online check-in feature.  It will improve your ability for upgrades (it pays to be loyal!).
  • Remember to check the equipment.  The Embraer’s that Continental Express uses have limited overhead.  The good news is that they check and return your bags at the door.  Knowing this in advance helps to optimize your luggage between the computer bag and the suiter.
  • Always bring your jacket on board with you.

Packing: 

  • Bring a photocopy of your passport and driver’s license  (color is better).  Save the same on your home computer and send it to your personal email account.
  • Pack essential meds – Advil, prescriptions, Advil PM (for sleep), etc…

Boarding:

  • If one Elite person is traveling, the others can board with him/her -you’re flying together after all.
  • Be sure to tightly seal your toiletries and water bottles that go on the plane.  The pressure sometimes causes them to leak. 
  • Take out your computer before the plane takes off as you’re putting away your bag.

Inflight:

  • If you check the equipment in advance, you’ll know whether the airline is playing a movie and can plan accordingly.  Generally speaking, we’ve found that each activity is good for 2 hours: read a book, watch a movie, play a game, do some work, sleep. 
  • Water is your friend on the plane; it’s also good to bring extra.
  • Come with your laptop charged! 
  • iPads are also a great distraction.
  • Dress appropriately even if traveling on weekend – you might lose your luggage or run into someone on the plane.
  • Have your own headphones – we like Bose noise cancelling.

Arrival:

  • If you haven’t checked luggage, you don’t need to wait!
  • Gold Club (Hertz) and other loyalty programs treat their members right.  Having those programs saves a lot of time.
  • At Gelb, our Gold Club membership allows anyone to return the car, which is helpful if you need to make a side trip alone.

Hotel:

  • Double check to be sure the water in your shower runs hot once your arrive.
  • If you plug in things, make sure the surge protector or outlet is working.
  • Hang laundry in the bathroom to avoid ironing.
  • Stock up on free water from housekeeping.
  • Wake up with alarm PLUS a wake up call – the hotel will make sure you get up (and sometimes send security).
  • Know the alerts – fire versus tornado versus earthquake sirens.
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AMA Houston: Two Years Later: Marketing During Healthcare Reform

Title: AMA Houston: Two Years Later: Marketing During Healthcare Reform
Location: Houston Baptist University Hinton Building/Dillon Room 7502 Fondren Road Houston, TX 77074
Link out: Click here
Description: Reforming “business as usual” thinking isn’t simple. Think beyond the boundaries of traditional healthcare marketing to position for success.

The spectrum of customary healthcare has expanded and marketing must play a critical role as successful organizations navigate reform. To paraphrase Ben Franklin, no physician himself, “If we don’t hang together, we’re certain to hang separately”. Two years after one major political transformation and just months after another, marketers and communicators are still searching for the best possible solutions to effectively and wisely reach more stakeholders…
- Physicians, dentists, nurses, technologists and other staff
- Patients and their families
- Extended care organizations
- Non-profits and patient population advocates
You will hear:
• The expanding “spectrum of care” – from health to social services
• The opportunities of advances in digital, online, and print media
• How to keep the “special nature” of your organization alive and successful
• Examples of successful partnerships in serving (and marketing to) communities
Panelists
Alicia Jansen – Associate Vice President of Marketing, M.D. Anderson Cancer Center
John McKeever – President, Gelb Consulting Group, Inc
Frederic Warner – Public Policy & Government Relations, Memorial Hermann Healthcare System
Dr. John Zerwas – Member of the Texas House of Representatives
Moderator
Eric Roland – Senior Director of Marketing & Communications, Legacy Community Health Services
Questions
For more information on this event, please email us at healthcaremarketing@amahouston.org

For questions regarding registering online, please email us at info@amahouston.org
Start Time: 07:30
Date: 2011-02-18
End Time: 10:30

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Best Practices from Successful B2B Launches

Understanding your target market is a critical stepping stone towards successfully meeting their needs. The Energy Marketing seminar hosted by AMA Houston on January 21st,  reinforced this and other pertinent lessons about launching a new product or service. Here’s a selection of thoughts from the discussion I found interesting:

• Seek out the “nay sayers” – not with bat in hand but rather with open ears and mind. Unlike passionate advocates of a new technology or initiative, nay sayers often better illuminate the road blocks ahead. Identifying their concerns and barriers to adoption early on in the development cycle can vastly improve your launch offering and rollout strategy. Engaging nay sayers also affords an opportunity to change their point of view.  Bill Tipton from Weir Oil & Gas punctuated this point when sharing a recent case study of a hydraulic fracturing pump. Canvassing a variety of customers in this instance resulted in sharply focusing the team’s efforts on critical success factors such as product durability and safety.

• Identify the true approvers – distinguishing between evaluators and the true approvers can sometimes feel like peeling the layers of an onion. Tom Sawyer from Greene’s Energy Group touched upon this lesson learned when recounting his experiences entering the Brazilian energy market. Tom highlighted the fact that new technology introduction can take a long time and shared an example where his group felt they eventually had sold a Brazilian client on a new technology, only to discover that as a subcontractor to Petrobras, their buyer needed Petrobras’ CENEPES research center to first approve the technology.

• Experiment on willing parties – test runs should be a non-negotiable element of your launch plans. Kym Butler from Cameron discussed how multiple dry runs with company executives, employees, and even past employees, helped iron out the kinks for the launch of Cameron’s new Process Systems Technology Center in Houston. From ensuring functioning equipment to developing a consistent story line, practice makes perfect while premature launch carries grave risks. Bill Tipton further reinforced this lesson when discussing the various forces in play driving and resisting the launch decision. He shared an example where Weir was able to “passively launch” and still meet engineering beta-testing requirements, but only after a clear risk mitigation plan was put in place.

• Be specific in your sales pitch – while marketing collateral can be general, new client introductions and sales pitches need to be targeted and specific to the individual. Tom Sawyer felt this was especially true when at trade shows and exhibitions in Brazil, with events there being more sales focused and lead generators than those in the US.

• Start simple – especially when launching in a new environment with different sensitivities.

• It ain’t over till it’s over – your launch plan doesn’t end with the release of marketing communications but when all links in the chain, for e.g., customer service representatives, have been trained on the new product or service.

To learn more about effective commercialization strategies, Click Here

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How EMVR, a Legal Concept, is Changing to Recognize Consumers

By Gabriel M. Gelb and Betsy D. Gelb, Ph.D.

A quick summary of what’s happening in the very active patent infringement arena is that the “entire market value rule” [EMVR] is being modified by a much stronger emphasis on the concept of “consumer demand.” And Circuit Court Judge Randall Rader is partially responsible for this sea change in damages assessment.

This shift is most evident in the field of consumer and industrial electronics products, where one source has estimated that over 200 patent lawsuits are underway at any one time.

In recent lawsuits that are familiar to every patent attorney—Lucent Technology v. Gateway, Cornell University v. Hewlett Packard Company, and IP Innovation v. Red Hat Inc.—patent holders who allege infringement are finding it more difficult to claim royalties applied to the entire value of a product that contains the patent.

In Lucent Technologies v. Gateway, (and indirectly Microsoft), the jury in 2008 had awarded $357 million in damages to Lucent for a patent that allowed entering data without use of a keyboard, in the principal application a “date picker” function employed by Microsoft in its very popular Outlook software.     This “mega award” was vacated by the Federal Circuit Court of Appeals, which said that the jury had improperly used the EMVR, concluding that “…numerous features other than the date-picker appear to account for the overwhelming majority of the consumer demand and therefore significant profit.” A new damages trial was ordered.

A similar finding was the conclusion of Judge Rader in Cornell University. In this case, the jury had found infringement of a part of what’s called a CPU brick and awarded $184 million to the university based on an 8% royalty of the CPU brick that contained the patented item. In effect, Judge Rader said “no way.” He reduced the award to $53 million because no evidence was offered to show “a connection between consumer demand for that product and the patented invention.”

And in the Red Hat case, Judge Rader said that EMVR may be in play only when the patented feature forms “the basis for consumer demand” for the larger product in which it is contained.

Thus, the courts are increasingly moving to an emphasis on to what extent, if any, the alleged infringing patent provides the basis for consumer demand.

In our opinion, there are two valid ways to estimate this “consumer demand” concept.

  1. Ask consumers how important are the benefits/features  of the patented  item in the product they purchased (stated demand), or
  2. Study how consumers make trade-offs in the purchaser decision, typically a process employing conjoint analysis (mathematically deriving the demand).

As experts involved in both methods in damage assessment, we discuss in the remainder of this blog why the trade-off measurement approach is superior to the direct questioning approach.

Asking consumers in a survey why they purchased a particular product is useful but typically results in a distorted picture. Consumers, upon reflection, usually respond that the majority of a product’s features are “very important.” This response is not useful when, in a legal case of alleged patent infringement, you are trying to determine the impact of a patented item on sales or market share.

In a recent damages case in which  the senior author rebutted the plaintiff’s survey that involved asking which features of a product were important, saying, “…on average virtually all of the features studied for the [product named] were rated as important on the monadic rating scales.”

As noted in the textbook, Consumer Behavior, 3rd, edition [Hoyer and MacInnis), “…Our memory of details decreases over time. Thus, the attribute information we recall tends to be in summary or simplified form rather than in its original detail.”

Thus, the reason why consumers are likely to say that every feature or benefit is somewhat or very important is that they have, over time, discarded many of the original motivations and summarized what is left in memory.

Basically, another problem is that asking consumers to evaluate features one at a time does not take into account the multiple trade-offs that consumers are simultaneously making, for example, quality versus price, famous brand name against a lesser brand, and so on.

A 30-year-old mathematical concept that measures the trade-offs that people make in decision-making is now being applied to damages assessment. It’s called conjoint analysis and it’s used in a variety of fields, including government procurement, healthcare and operations research.

What conjoint analysis does is to learn how consumers value and choose among products that consist of multiple attributes and when trade-offs are involved across attributes.

Our firm has been using conjoint analysis since the 1980s and a firm in Boston, Applied Marketing Science, has successfully employed conjoint methods in two damage assessment cases, Barbara Schwab et al. v. Philip Morris et al. and in the Eastern District of Texas, TiVo v. EchoStar.

A product or service consists of a bundle of attributes. When conjoint analysis is employed. consumers view a set or “package “of features at the same time and are asked to choose from a series of multiple sets. Then, through computer analysis, the valuation of the individual attributes can be determined.

Today there are several forms of conjoint analysis such as discrete choice modeling, and care must be taken in organizing the design of the research. But the results are quite clear in formulating how consumers value each particular attribute or variations of that attribute.

Thus, for the purposes of assessing how a particular patented item contributes to consumer demand, conjoint analysis offers the best solution, especially when the courts require that consumer input be considered a crucial part of damages assessment.

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Building Accountable Care Organizations

A recent webcast produced by HealthLeaders Media Rounds provided an enlightening conversation regarding Accountable Care Organizations (ACOs). Given the concept is still a fairly new one, the presenters took the time to provide a basic idea of an ACO and how they are working within their organizations to achieve success with this model. It was so helpful to hear how others define this concept and in turn what it looks like in practice!

Leaders from Carilion Clinic, Norton Healthcare and Atlanticare shared their ideas as to how to make an ACO work and operational challenges one might face – as they certainly have faced their share of hurdles. But the speakers from Carilion Clinic began the conversation by explaining an ACO means a different kind of business model for a healthcare facility. As an ACO, this means the facility would be accountable to its patients and community for outcomes, service, and lower costs. To accomplish this, a facility must integrate and manage care more efficiently to lower costs and eliminate unnecessary procedures. As a result, shared savings can be enjoyed by participating physicians, as speakers from Norton Healthcare explained. All the speakers emphasized the importance of dialoguing with your community as to what all participants – patients, physicians, and neighbors within the community – can expect from their healthcare provider and how all can get the most out of it.

To ascertain your readiness to become an ACO, the presenters suggested you ask yourself questions such as How do patients currently go through our system? Addressing this could help you see where you too can streamline your communication among patients, physicians, and your community. For example, in light of this particular idea, Atlanticare felt a good approach was to offer a hotline to community members so they could direct their questions to one central place – an entity of the organization – instead of going into an urgent care facility - not associated with the organization). As a result, they felt this served the community with a valuable and convenient resource, but also streamlined care so that patients who needed assistance were directed to another entity of the organization. Another advantage of this was that the patient’s information is electronically captured and hopefully allowed for fewer issues between treating and referring physicians – a problem we see clients encounter all to often.

One way to investigate how your patients currently navigate your organization is to engage in experience management, about which we’d love to share more information with you. It may also be a useful tool to map the experiences of your internal staff and faculty so as to answer other important questions mentioned by the speakers, such as Who will be integrators of care? Who should organize an ACO? and To whom will savings of benefits accrue?

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