Resource Library

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.

Imagine trying to manage strategic planning for a health system that has doubled in size in recent years, but lacks standardized business development processes to maximize growth opportunities. Then, imagine an extremely competitive consumer marketplace where two members of that same network are advertising for the same service in the same newspaper (or on dueling billboards) with no mention of the health system.

When a crisis occurs in your community, how should your hospital or health system's public relations/communications team respond? Whether an incident is local in nature or has national or international implications, it is vital for hospitals to have a crisis plan in place that will ensure effective communications to all key internal and external audiences, and stakeholders — and protect the hospital's reputation.

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.

Back by popular demand, "The Naked CEO" gives healthcare marketers a chance to grill a panel of hospital and health system executives about expectations, assumptions, and coming changes.

Learn the latest forces catalyzing healthcare consumerism, best practices for developing consumer insights, strategies utilized by companies such as Best Buy, Crayola, and Walgreens, and how such techniques apply to healthcare.

This case study will examine how Boston Medical Center implemented an integrated, multichannel marketing campaign to acquire more than 2,000 new primary care patients within one year.

This session will explore one institution's journey toward proving the impact consumer marketing can have on driving patient visits and ROI without CRM software.

This session will help participants build a case for change in their organizations, and provide guidance to help them reach their ultimate destination. Presenters will also share lessons learned: the good, the bad, and the ugly.

Featuring a case study of Cook Children's Health Care System, this session will explore how analytics can enhance multiple business initiatives from market planning to donor acquisition to achieving social goals.

This session will explore core principles in the field of change management that can improve the odds that your next reorganization, process improvement, or behavior change initiative will achieve the results your leadership wants.

The Jackson Story is the account of a strategic initiative resulting in the development of Meridian Health Village at Jackson, a health/fitness/wellness center. This presentation focuses on the consumer-centric planning, implementation, and communications which were key to turning this concept into a reality for the local community.