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					                                                                9/13/2010




                  Customer Advisory Groups
              Another Way to Listen to the Marketplace




                         Objectives
                                 2

 Familiarize you with Customer Advisory Groups


 Learn the advantages and disadvantages of CAGs compared to 
  other customer feedback/input techniques

 Understand how to recruit, operate, manage and use CAGs to 
  improve your marketing efforts and your customer 
       i
  experience




                                                                       1
                                                                       9/13/2010




                        UK HealthCare
                                       3




                           UK HealthCare
                                       4

 Clinical arm of University of Kentucky
 Major referral center for Kentucky, West Virginia, Tennessee, Ohio
 One of two trauma centers in state
 One of two children’s hospital in state
 Extensive outreach presence




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                                UK HealthCare
                                             5

 Clinical                                              Colleges
   2 hospitals ~ 700 beds
          p                                               Medicine

   Faculty ~ 1,000                                       Nursing

   Staff ~ 6,000                                         Dentistry

   Hospital discharges ~ 33,000                          Pharmacy

   Emergency Dept. Visits ~ 67,000                       Health Sciences

   Outpatient visits ~ 341,000                           Public Health




                       Marketing Department
                                             6




                              Strategic Marketing Director
                                     Bill Gombeski


Communications          Call           Service Line          Marketing 
                                                                             Physician Liaison
 & Advertising        Center           Management              Research
                                                                             Karen Riggs, RN
                                                                             Karen Riggs, RN
  Jan Taylor
  J T l           Wanda Adkins, RN     Tanya Wray
                                       T     W               J     B i
                                                             Jason Britt




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                         Marketing Review Process
                                               7
      Final Decision                                   CEO/COO
                                                                                  Customer 
                                                                                   Service
                                                                                  Executive 
   Review and Approval                         Senior Administrative Group          Group



   Input and Consensus                         UKHC Executive Committee


  Recommendations and                                  Marketing
     Implementation                                   Department



                                                   Employee Marketing
                                                   Employee Marketing              Medicare
                                                     Advisory Group              Advisory Group
                         Physician Advisory
                               Group
                                                     Main Campus                Email  Advisory 
Input/Advice/                                                                       Group
 Coordination                                   Employee Advisory Group
                         Referring Physician
                             Roundtable               Tobacco Free           Markey Cancer Center 
                                                     Advisory Group          Patient Advisory Group




                                  CAG Overview
                                               8




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                                                 Definition
                                                     9

   Customer Advisory Groups (CAGs) are formal groups of 
                               g    y
      customers who meet regularly to share their ideas and to 
      provide feedback to proposed or existing clinical, operation 
      or marketing strategies, programs and activities.




                                                Focus Group?
                                                     10

   CAGs are not focus groups
                          y                  p      p                 y
     Customer Advisory Council members participate on a voluntary basis 
      for the opportunity to influence company direction, in a way which is 
      beneficial to their own needs, as well as the wider customer base. 
     There is an expectation that the organization will follow through on key 
      recommendations made by it's Customer Advisory Group members to 
      ensure their continued participation and client satisfaction.




Source: http://www.customeradvisoryboard.org/




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                         Why CAGs?
                               11

 Marketers, clinicians and administrators are always looking 
        y                                    p
  for ways to listen better to customers and potential customers
 CAGs have been around a long time in other industries
 Survey of 550 CMOs across all industries showed 25% used 
  CAGs (CMO Marketing Council 2006 Study)
 Began in health care with use of family advisory groups 
  within children’s hospitals




                         Examples
                               12

 Referring physicians
 Patients
 Health insurance brokers
 Consumers/prospects
 Tobacco users
 Employees
 Owned physicians
 Neighbors




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                    Major Advantages of CAGs
                                         13

 Through the education of a consistent group of customers and 
    y       g                        g                  p
  by building their trust with the organization, over a period of 
  time, deep and more honest conversations are possible and 
  more insightful opportunities can be identified.
 Brings customers into the marketing or clinical operations 
  meeting room so that better customer‐friendly and customer‐
  focused strategies are developed.




           Marketing‐Sponsored Advisory Group
                                         14

 In late 2007 we interviewed 39 Academic Medical Center 
  CMOs
     34 do not have a marketing‐sponsored advisory group
     5 have…
         Doctor Advisory Group
         COO, Dean, Hospital Director
         Internal Advisory Group
         Website Advisory Group




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            Common Approaches to Obtaining Input
                                            15



                                 TYPE                           COUNT
  Patient Advisory Groups (Children’s Hospital, Cancer, etc.)     7
  Community Advisory Groups                                       5
  Fund Raising Advisory Groups                                    2
  Business Leaders Advisory Groups                                2
  Employee Advisory Groups                                        1




Source:  Survey of 39 AMC CMOs




                Reasons Offered for not Having CAGs
                                            16

   Not enough time 
    Advisory groups can micromanage marketing s efforts 
   Advisory groups can micromanage marketing’s efforts
   Hard to keep attendance up/members motivated
   Groups got off track/not that helpful
   Need new members to maintain freshness.




Source:  Survey of 39 AMC CMOs




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           Other Approaches to Obtaining Input
                                             17

 Internal
     PR/Fund Development/Marketing Council
     W b it C      itt   3 Board and 3 Physicians
      Website Committee – 3 B d d 3 Ph i i
     Trustee Marketing/PR Committee
     Recruitment Committee (Marketing, Human Resources, Nursing)
 External
     Legislative Advisory Group
     Hospital Auxiliary
     Business Leaders Advisory Group
     Civic Leaders Advisory Group
     Annual Meeting with Brokers/Insurance Agents
     Annual Meeting with Employers
     Annual Interviews with 25 Physicians, 25 Patients, 25 Payers and 25 Employees
     Editorial Board for High‐end Publication
     Paramedics
     Survivor Groups




                      UK HealthCare CAGs
                                             18




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         Physician Marketing Advisory Group
                                    19

 Design
       p y
   15 physicians

   Chaired by senior physician/Co‐chaired by Director of Marketing

   Two year commitment

   COO has joined as permanent member

   Third Monday evening from 5:00 – 6:30pm

 Budget: 
   $2,400




         Physician Marketing Advisory Group
                           Agenda Topics
                                    20

 Physician behavioral expectations
  Growing internal familiarity with all UK docs
 Growing internal familiarity with all UK docs
 Review of publications aimed at referring physicians
 Advertising concepts and campaign direction
 Improving service to referring physicians
 Review of dress code
 Influencing patient/referring physician decision‐making
 Increasing referring physician satisfaction with UK doctors
 Developing patient satisfaction tips for UK physicians




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          Physician Marketing Advisory Group
                       Key Accomplishments
                                    21

 Physician section to standards of behavior
  Testing of patient satisfaction quarterly report format
 Testing of patient satisfaction quarterly report format
 Patient access standards
 Reports to referring physicians decreased from 30 days to 10 
  days
 “Killed” marketing message to local physicians
 Helped select key ad campaign theme
 Professional appearance policy




             Referring Physician Roundtable
                                    22

 Design
                 yp
   8 community pediatricians

   Chaired by Assistant Professor of Pediatrics

   No commitment expectations

   Initially met every month, have since moved to quarterly

 Budget
   $1,500




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             Referring Physician Roundtable
                         Agenda Topics
                                23

 Criteria for discharge from NICU to home
  Hospitalists role with inpatient pediatric patients
 Hospitalists role with inpatient pediatric patients
 Evaluation and treatment for congenital malformations of the 
    heart
   Advanced radiology service available
   When to refer diabetic children
   New surgical capabilities
   Improving communication regarding referred patients
   Access to laboratory and radiology test results




             Referring Physician Roundtable
                      Key Accomplishments
                                24

 First year of meetings focused on referring physician 
                    g             y           g
    concerns. During the second year meetings focused on new 
    specialty services or process improvement.  
   Day of discharge fax form which includes, diagnosis, 
    medications, lab results and follow up needs.  Copy of form 
    given to caretaker and faxed to referring provider. 
   Created “Community Pediatric Division”, led by a community 
    pediatrician who participated in roundtable discussions. 
    pediatrician who participated in roundtable discussions.
   Pediatrician who would often send patients out of area 
    increased referrals to university hospital. 
   Referrals to new pediatric subspecialist increased. 




                                                                         12
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             UKHC Employee Advisory Council
                                    25

 Design
          p y
   15 employees

   Chaired by the Director of Communications and Advertising and the 
    Internal Communication Manager
   Two year commitment

   Meets on the 4th Tuesday of every month

 Budget
   $2,000




             UKHC Employee Advisory Council
                            Agenda Topics
                                    26

 Advertising concept review
  Employee appreciation day feedback
 Employee appreciation day feedback
 Feedback on Medicare patient records binder
 Employee shuttle bus communication
 Advertising plan review
 Internal and external communications regarding new parking 
  options
 Tobacco Free campus implementation
 Feedback on promotional items
 Emergency Department employee tours




                                                                               13
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            UKHC Employee Advisory Council
                      Key Accomplishments
                                  27

 Improvement of social media policies that apply to internal 
    users
   Better insight into the needs of employees not located in main 
    campus facilities
   Broaden hours for employee tours of the Emergency 
    Department
   Increase in accurate word‐of‐mouth communications via 
    members
   Revamp of internal communication publications, saw open 
    rates increase from 45% to 58%




              UK Employee Advisory Council
                                  28

 Design
          p y
   10 employees

   Chaired by the Marketing Research Manager

   One year commitment

   Meets on the last Thursday of every month

 Budget: $3,600




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              UK Employee Advisory Council
                          Agenda Topics
                                29

 Employee medical guide
  World Equestrian Games 
 World Equestrian Games
 New Emergency Department tours / communication
 Perceptions of UK HealthCare and Anthem Blue Cross Blue 
    Shield negotiations
   Word‐of‐mouth marketing
   Website usability testing
   Ways to capitalize on county extension agents
   Brand advertising campaign




              UK Employee Advisory Council
                      Key Accomplishments
                                30

 Employee medical guide refinement
  Radiosurgery icon
 Radiosurgery icon
 Kentucky.com web site ads
 University of Kentucky – UK Healthcare web site integration
 Tobacco‐free campus rollout
 New Emergency Department communication / tours




                                                                      15
                                                                          9/13/2010




               Tobacco Free Advisory Group
                                     31

 Design
               /
   11 current / former tobacco users

   Chaired by the Director of Strategic Marketing and the Director of 
    Communications & Advertising
   One year commitment

   Meets every quarterly

 Budget
   $700




               Tobacco Free Advisory Group
                             Agenda Topics
                                     32

 Awareness of coming Tobacco Free Campus
 Concerns
 How best to communicate to employees, visitors
 Tobacco cessation and management
 Enforcement
 Patient issues




                                                                                16
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               Tobacco Free Advisory Group
                        Key Accomplishments
                                     33

 Changed focus of campaign from smoke‐free to tobacco free 
                         /
    to be more inclusive/less inflammatory y
   Helped create more compassionate messaging
   Created tobacco‐etiquette for smokers/non smokers
   Selected les offensive no tobacco sign
   Influenced leaving campus policy discussions
   Influenced decision to only have managers responsible for 
    policy enforcement
   Avoided using of guilt in messaging




                  Medicare Advisory Group
                                     34

 Design
               /               p                y         g
   15 current / former UKHC patients, 65 – 81 years of age

   Chaired by the Director of Strategic Marketing and the Director of 
    Service Line Marketing
   Two year commitment

   Meets on the 4th Thursday of each month

 Budget
   $4,500




                                                                                17
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                Medicare Advisory Group
                         Agenda Topics
                                35

 HCAHPS awareness / use
  Quality measures patients would like to see
 Quality measures patients would like to see
 What makes a good volunteer experience
 Issues / frustrations patients face with healthcare
 Tobacco‐free campus initiative
 Use of UK Website
 Improving the Health Care Information Binder
 How to capitalize on World Equestrian Games sponsorship
 Emergency Department patient guide




                Medicare Advisory Group
                     Key Accomplishments
                                36

 Helped sell patient infection prevention campaign to senior 
    leaders
   Family Assisted Activated Response brochure
   Consumer Medical guide 
   Helped pick more appropriate radio surgery icon
   Provided early insight into social media
   Provided input into proposed new hospital patient rooms
   Improved on‐call waiting messages
   Improved patient daily feedback form




                                                                       18
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                    E‐mail Advisory Group
                                    37

 Design
                                      y
   2,100 e‐mail addresses collected by the UK HealthConnection consumer 
    call center
   All new e‐mails become part of the advisory group but are given an opt‐
    out option
   Managed by the Marketing Research Manager

   8‐10 e‐mails are sent each year with a link to a survey

 Budget:
   None




                    E‐mail Advisory Group
                            Agenda Topics
                                    38

 Medical campus terminology:  academic medical center vs. 
      g
    regional referral center
   Advertising concept evaluation
   Web site usage habits
   Awareness of and suggested uses for children’s hospital 
    mascot
   New Hospital construction and traffic issues
   Consumer driven health care
   Difference between ambulatory and outpatient
   Horse Rider Safety




                                                                                    19
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                   E‐mail Advisory Group 
                      Key Accomplishments
                                  39

 Refined icon for the Radiosurgery department
  Provided initial reaction to brand campaign concepts
 Provided initial reaction to brand campaign concepts
 Awareness, understanding, and usage of KY Children’s 
  hospital mascot, Stitches
 Web usage behavior for health care information
 Social media usage habits
 Tagline exploration




  Markey Cancer Center Patient Advisory Group
                                  40

 Design
              p
   13 former patients

   Chaired by Cancer Education Liaison

   Two year commitment

   Meets on the second Tuesday of each month

 Budget
   $2,400




                                                                20
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                Markey Cancer Center PAG
                         Agenda Topics
                                 41

 Patient navigation and signage
  Markey Cancer Center website redesign
 Markey Cancer Center website redesign
 Patient handbook
 Complementary therapies
 Patient / Survivor nutrition




                Markey Cancer Center PAG
                     Key Accomplishments
                                 42

 Provided significant topics / edits to the revised patient 
    handbook 
   Input and testing of redesigned website
   Patient navigator
   Complementary therapies
   Signage




                                                                      21
                                                                   9/13/2010




   So You Want to Create a Customer 
           Advisory Group
                                       43

                             RECRUITMENT
                              O R I E N TAT I O N
                     PROCESS MANAGEMENT
                  PA R T I C I PAT I O N   /   R E T E N T I O N
                                   ISSUES
                                     USES




                             Recruiting
                            Observations
                                       44

 Diversity vs. Opinionated/Knowledgeable
 Interested/Motivated
 Scheduling
 Chair/VP/Director/Supervisor Blessing
 Replacement
 Link to decision‐making group
 Trial opportunity / Expectation of commitment
 What’s in it for you (the member)




                                                                         22
                                                            9/13/2010




                         Recruiting
                             Sources
                                 45

 Patient Satisfaction/Employee Surveys
 Complainers
 Attendees at lectures/events
 Word‐of‐mouth referrals from current members
 Organizations
 Marketing employees




                        Orientation
                                 46

 Short overview of UKHC’s marketing plans/objectives
  Individual introductions
 Individual introductions
 Small breakout groups encourages interaction
 Do some group building exercises
 Takes about 3 meetings before a group begins to become 
  comfortable




                                                                  23
                                                                 9/13/2010




                     Process Management
                                      47

 What works
                y                         g
   Link activity to actual decision making

   Group development

   Minutes

   Homework

   Orientation

   Appropriate agendas

   Bring senior leaders

 What doesn’t
   Show and tell

   Topics outside area of expertise or interest

   Loose/unstructured topics




                   Participation / Retention
                                      48

 Meaningful issues
  Food 
 Food
 Gifts
 Minutes
 Final results shared with members
 Visits from senior leadership
 Solicit the groups’ feedback on agenda, location, food, etc.
 Let them know that their participation is valued




                                                                       24
                                                                   9/13/2010




                            Issues
                               49

 Negative/angry participant
  Participants who have personal agendas
 Participants who have personal agendas
 Trying to tackle world hunger topics
 Time dominant individuals
 Individuals who never contribute




                             Uses
                           Strategic
                               50

 Used to instill a patient‐centered philosophy
  Especially good for emerging or transforming market 
 Especially good for emerging or transforming market
  segments where organizations need to stay in touch with 
  quickly changing dynamics of the marketplace
 To reach out to certain customer segments
 CAGs allow marketers to test ideas and draft programs to gain 
  key internal stakeholder buy in
  Recommendations from CAGs provide valuable input for 
 R          d ti     f    CAG       id   l bl i     tf
  senior management and a level of comfort that key customer 
  groups have bought in




                                                                         25
                                                                    9/13/2010




                               Uses
                      Outside of Marketing
                                 51

 Design new facilities
  Set hiring standards
 Set hiring standards
 Interview job candidates
 Design clinical trials
 Evaluate hospital equipment
 Review medical safety measures
 Help train medical students
 Improve clinical and operational processes




                     Advantages of CAGs
                                 52

 Insights generated are higher quality as there is more comfort 
        g      g            g       p               p         g
    disagreeing and sharing one’s position on a topic leading to 
    more open discussion
   Members often share delayed reactions and ideas leading to 
    many more new and good ideas.
   New agendas/topics introduced that were not on the 
    marketing department’s radar screen often surface
   Identification of operational side effects both positive and 
    Identification of operational side effects both positive and
    negative from a proposed marketing recommendation
   CAGs tell management that marketing is listening




                                                                          26
                                                                    9/13/2010




                   Advantages of CAGs
                               53

 Having CAGs lets the public and community leaders know 
             g                     g         y p
  that the organization is including community input into its 
  efforts
 Avenue to make sure marketing is included at the 
  organization’s decision‐making committees
 Word‐of‐mouth marketing though the communication that 
  takes place between members and other similar customers
   Disaster‐check for fast moving projects
 ‘Disaster‐check’ for fast moving projects




                Tactical Benefits of CAGs
                               54

 Many new ideas leading to effectiveness and efficiency of 
                g
  UKHC marketing efforts
 Increased UK physician and employee awareness, 
  understanding and support of marketing efforts
 Growth in number of referrals, transfers, new patients, image, 
  market share




                                                                          27
                                                                9/13/2010




                      Tips for Success
                                55

 Have senior leadership come
   CEO

   COO

   VP for Medical Operations

   CMO

   VP for HR

 Opportunity for managers and other marketing employees to 
  get feedback, presentation experience
 Go around the room and ask each member to comment –
  allows less confident to get involved and more opinions
 Pay attention to ‘how’ things are said and body language




                      Disadvantages
                                56

 Recruiting participants can be difficult and time consuming
  Managing the groups requires time and resources
 Managing the groups requires time and resources
 Groups often raise issues that require follow‐up and 
  significant effort
 Misleading information
 Because CAGs are usually comprised of current customers 
  (patients, referring doctors, health insurance brokers), 
   bt i i id          h    t tt t d           i
  obtaining ideas on how to attract and acquire nonusers or 
  prospects can be difficult




                                                                      28
                                                                 9/13/2010




                     Lessons Learned
                               57

 First, get buy in and approval from management
  Invite management to use the groups
 Invite management to use the groups
 Work CAGs into your marketing plans so that your 
  organization understands their role and importance.  
 Recruiting internal members is most effective when the 
  members’ supervisor has approved and helped select the 
  participant
  Reach out and include planning, HR, Operations, PR in your 
 R    h t di l d l          i HR O         ti    PR i
  CAGs.




                        Conclusions
                               58

 CAGs are now becoming more important as the growing 
                                        p
  consumer movement continues to empower health care 
  consumers
 CAGs are also becoming bigger and moving online and the 
  “Hawthorne effect” of being involved in an organization’s 
  marketing can lead to significant positive word‐of‐mouth 
  marketing
  For marketers wanting to listen more closely to customers 
 For marketers wanting to listen more closely to customers
  and prospects, becoming more involved in CAGs is one way to 
  get new insights 




                                                                       29
                                                               9/13/2010




                        Conclusions
                               59

 To generate a competitive advantage health care 
    g                       g
  organizations need to bring their customers into the 
  marketing conference room to develop the most customer‐
  focused strategies
 Having CAGs provides strong evidence to the organization 
  that marketing management is providing market leadership  
 Sends signal to employees that customers are Number 1
  Eases management buy in when they know it has passed the 
 Eases management buy in when they know it has passed the
  customer test




                  Contact Information
                               60




                        Jason Britt
                        Jason Britt
              Marketing Research Manager
                      UK HealthCare
            2333 Alumni Park Plaza, Suite 300
                  Lexington, KY 40517
                  Office: 859‐257‐5563
                 Mobile: 859‐421‐5722




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