Resource Library

Extended hours and same-day appointments are fine, but not nearly enough to give today's consumers the convenience and access they desire. "What people really want is on-demand access," says David James, MD, CEO of Memorial Hermann Medical Group in Houston. "…They just need to get things done, and time has become really important for them."

Patients' personal investment in healthcare is higher now than ever before, and so are their expectations. In this consumerist environment, quality of experience is a prime factor in driving loyalty. This article explores both quantitative and qualitative approaches that are needed to grasp the entire patient choice decision-making journey.

This article describes how organizations can approach efforts to improve the patient experience, including examples of strategies gleaned from other industries. The article also highlights how one progressive hospital—Community Hospital of the Monterey Peninsula—is using mobile and digital technology to gain insights and meet consumer needs in real time.

It's no secret—when it comes to marketing automation, healthcare is behind the times. According to a study by Ovum1, our field falls into the "laggards" category in the adoption of marketing automation, meaning most organizations have avoided wholesale adoption until now. This presents a tremendous opportunity for healthcare marketers.

As healthcare professionals, you are surrounded by the greatest stories on the planet. Your work isn't just about data and credentials. It's about people. It's about saving lives and changing lives, every single day. Here are a few ways to effectively tell a story.

Community Hospital Corporation identified best practice tips to help organizations prepare CHNAs and implementation plans that align with strategic planning priorities and Internal Revenue Service requirements. Here's the strategic roadmap they developed.

In 2015, The University of Vermont Medical Center (UVMMC) became one of the first health systems in the nation to focus on creating exceptional patient experiences using human-centered design. Here are answers to several questions about the health system's new approach to experience design.

In 2013, Boston Medical Center (BMC) began a five-year strategy to recruit more than 45 additional general internal medicine and family medicine providers. Read more about their recruitment campaign in this article.

To meet the challenge of keeping families as patients once they become parents, the marketing team at Nebraska Methodist developed a non-branded strategy that highlights the knowledge of our obstetricians, pediatricians, and family medicine physicians. Read more about the launch of their unique website for parents in this article.

The implementation of value-based payments and population health is not moving consistently across all health systems. We know change is imminent. The question is, "How much change and how soon?" Scott Thomas, Administrative Director at Granville Health System, shares how GHS entered a new environment and the lessons learned along the way.

"All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident." For healthcare strategists today, this quote from the German philosopher Arthur Schopenhauer reflects the relationship between skepticism and the process of collecting, analyzing, and interpreting data as a means to better decision making.

Imagine a world where your smart phone — and a nurse connected to it — can determine the level of care you need for a health concern before ever leaving the house. Or envision an urgent care visit where, upon your arrival, you are registered in the time it takes to walk to the exam room and are out the door in less than an hour.

HealthEast, a four-hospital system serving the Minneapolis-St. Paul region, was determined to make good use of its patient portal—to improve health outcomes by sharing proactive, consistent health information that patients could access anywhere. Read more about their implementation of two digital health tools.

Read more about the internal communications renovation at the University of Texas Medical Branch after a years-long recovery from 2008's Hurricane Ike, which did $1 billion in damage to the headquarters campus.

We are in a renaissance. The rate of change in the healthcare marketplace is moving at an accelerated pace. There are more opportunities than ever before for healthcare strategists, but there are greater challenges to refine and build upon their skillsets in preparation for an unknown future. Read about the skills and attributes necessary to succeed in a rapidly evolving healthcare environment.

For two decades, research conducted by change management thought leader John Kotter and others has shown that approximately two-thirds of large-scale change initiatives fail to meet their objectives.1 Faced with daunting odds like these, how can strategists position themselves to better lead and communicate the significant changes sweeping through the healthcare field?

The marketing team at Henry Ford Health System is using digital content — from social media messaging to blog posts — to engage with consumers and drive online traffic. When consumers visit your Facebook page or website, is what they see and read representative of the experience they have in your hospital or clinic?

As hospitals and health systems increasingly implement physician alignment strategies, physician relations teams must concentrate on ways they can bring value to their organizations in this new environment. This article explores the ways in which physician relations professionals can be more engaged in physician alignment.

How can a health system develop optimal new wellness programs tailored specifically to its unique market? That's the challenge Fairview Health Services, headquartered in Minneapolis, Minnesota, faced in 2015 as part of its strategy to develop new services that would meet the needs of the community, generate new sources of revenue in a retail delivery model, and extend its presence in Minnesota and the upper Midwest.

The leadership at University Medical Center of Princeton in Plainsboro, New Jersey, part of Princeton HealthCare System, established a goal to grow maternity services at a time when US Census projections showed a steady decline in women of childbearing age across the region. A couple of years earlier, the health system built a larger replacement facility on a well-traveled stretch of US Route 1, making the respected community teaching hospital more visible and accessible to a growing population in central New Jersey. And although this provided an important opportunity to target a new audience, the marketing team wrestled with how best to develop the right marketing strategy.