Marketing Is Not a Department
When we present a strategic marketing plan to a hospital, for example, we start with a simple statement that has enormous value. It sets the tone for the entire data-driven document:
“The strategic marketing plan is a blueprint to support organization-wide growth. It is used by hospital and physician leadership, practice managers and the marketing department to guide the execution of organizational and marketing initiatives that will contribute to market share growth.”…
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Consumer healthcare marketers know millennials – generally defined as people born between 1980 and the early 2000s – are one of the most challenging segments to win over. There are countless blogs and articles about how millennials think, how to reach them and how to motivate them to act. So let’s turn the conversation around and take a moment to look at how the millennial generation has made us work harder and smarter – and in doing so, helped us become more effective healthcare marketers.
In his book, Good to Great, nationally recognized business author, Jim Collins, references the Flywheel Effect as key to an organization’s success. This concept has long guided my strategic leadership capabilities as a healthcare marketing professional. As the former Vice President of Marketing for a major academic medical center, I developed marketing strategies designed to position the organization as a market leader. I analyzed data, combined with competitive advantages and an understanding of the operational imperatives needed, to ensure success and develop a road map for growth.
The ease of information-sharing today means people are actively seeking out health-related information now more than ever. As a result, consumer-facing healthcare companies are under added pressure to continuously increase and improve marketing efforts as they compete for business.
With healthcare costs rising, hospital marketing executives must scrutinize spending more than ever. To strengthen the chances of achieving market share objectives while ensuring leadership approval of your expenditures, align your marketing budget with the organization’s business plan.
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Recently, we heard some compelling stories about a client’s brand. We were conducting consumer in-depth interviews (IDIs) to better understand how people make personal healthcare decisions, as well as their perceptions of our client’s brand.
