using consumer insights to drive strategic communications...electrolux. caryn has also served as...

The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA.© 2016 Society for Healthcare Strategy & Market Development

Using Consumer Insights to Drive Strategic Communications

Presenter BioCaryn Klebba | Corporate Public Relations Director, NovantHealthCaryn Klebba is public relations director for Novant Health whereshe oversees external communications and social media for thehealthcare system. Before joining Novant Health in 2012, she wasNorth American director of corporate communications for ABElectrolux.Caryn has also served as corporate communications director forPulteGroup Inc., one of the nation’s largest publicly tradedhomebuilders, where she led corporate communications, internalcommunications, and public relations. Additionally, at SearsHoldings Corp., Caryn was the primary spokesperson for all brandsand products at Kmart Stores. She began her career as a bookeditor for Gale, now a Cengage company.Caryn holds a BA in Journalism from Michigan State University andis pursuing her MBA at the University of North Carolina at Charlotte.

2

Presenter BioKatie Gillespie | Director of Internal Communication, NovantHealthKatie Gillespie is director of internal communication at NovantHealth. She joined Novant Health 13 years ago and has held avariety of roles within public relations and marketing. Katie hasvolunteered with The Junior League of Charlotte and served on theboard of Taylor’s Tale, a nonprofit that raises awareness of rarediseases.Katie is Tar Heel born and Tar Heel bred. She received a bachelor ofarts from the School of Journalism and Mass Communication at theUniversity of North Carolina at Chapel Hill. Katie earned a Master ofBusiness Administration from the McColl School of Business atQueens University in Charlotte. She is currently working on herMaster of Twin Parenting as Katie is the mom of almost 3-year-oldboy/girl twins and is expecting a second set of twins (identical girls!)later this year.

3

Presentation overviewCorporate communications professionals play a key role in driving consumers to ahealthcare system, as well as improving employee engagement. This session will focus onusing data analytics and behavioral economics principles to drive messaging andcommunications strategy. Novant Health will share case studies of strategiccommunications programs they have conducted, data analytics tools used to ensuremessaging is on track, and explain how communications work fits into the larger marketingmedia mix model to support patient acquisition while simultaneously impacting the cultureof the system.

Behavioral economics is the study of how social, cognitive and emotional factors impactthe economic decisions of individuals and institutions. Said another way, it’s insight onhow individuals and groups make choices.

4

http://en.wikipedia.org/wiki/Behavioral_economics

Learning Objectives:

1. Describe a corporate communications model for delivering sustainablecompetitive advantage in the era of healthcare consumerism.

2. Understand how the principles of corporate communications can creategreater internal and external engagement.

3. Describe the use of data analytics and behavioral economics principles todrive messaging and communications strategy.

5


Using data to drive internal communication success

The foundation of a measurement program

Quantitative insights – Page visits– Click data– Open rates– Surveys

Qualitative feedback– Survey comments– Focus groups– Rounding– Communication council

7

11

Leaders’ Digest

• Distributed every Monday to all managers and above

• “Action items” spotlight why it is important, how to complete and deadlines

• Average recipients: 1,336

• Average unique opens: 1,670

• Open rate: 100%

• Average repeat rate: 50%

12

Team Connect – newsletter for all team members

• Emailed every Wednesday to all team members

• CEO blog is always at the top article

• “Action items” spotlight why it is important, how to complete and deadlines

• Number of recipients: 27,326

• 45% average open rate

• 42% average repeat rate

13

How we measure at Novant Health

Bananatag:tracks e-newsletter open rates and click data

Bitly:tracks clicks on links in e-newsletters and on intranet

SharePoint analytics:provides click metrics

14

Segment email lists to better understand your audiences

Leaders v. team membersInsight: Leaders read Team Connect.

Application: Avoid repetition of content in leader and team member publications.

0

20

40

60

80

100

120

140

6/8/2016 7/13/2016 10/26/2016 5/17/2017 6/21/2017 9/20/2017

Leader/non open rates

Leader Non-leader

105% leaders 44% other team members

15

Segment email lists to better understand your audiences

Clinical v. non-clinical team membersInsight: While non-clinical team members open and click through at a higher rate, clinical team members consistently read Team Connect.

Application: Continue strategy of sharing news through Team Connect and other channels.

0102030405060708090

100

5/11/2016 9/14/2016 10/19/2016 11/30/2016 6/7/2017 9/6/2017

Clinical/non open rates

Clinical Non-clinical

31% clinical team members89% non-clinical team members

16

Segment email lists to better understand your audiences Team members in different markets

Insight: Our Novant Health Medical Group team members read Team Connect even though they receive other publications

Application: Don’t need to duplicate content between Team Connect and Novant Health Medical Group publications.

0

10

20

30

40

50

60

70

80

Eastern GCM GWSM NVA NHMG Corporate Contract

Open rates by market/job role

17

Internal Communications 2016-17

020000400006000080000

100000120000140000

Jan Feb March April May June July Aug Sept

Impressions by month (Newsletters + intranet)

2016 2017

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

June July

Aug

Sep

t

Oct

Nov

Dec

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

June July

Aug

Sep

t

2016 2017

I-Connect article Leaders' Digest Team Connect

020000400006000080000

100000120000140000

Janu

ary

Febr

uary

Mar

chA

pril

May

June July

Aug

Sep

tO

ctN

ovD

ecJa

nuar

yFe

brua

ryM

arch

Apr

ilM

ayJu

ne July

Aug

Sep

t

Total impressions 2016 - Sept. 2017

At a glance: Engagement is 1.4x higher in 2017 than 2016 All channel average:

~70,000 engagements/week 2016 ~100,000 engagements/week 2017

18

Nursing 2017

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

1/16

/201

71/

23/2

017

1/30

/201

72/

6/20

172/

20/2

017

2/27

/201

73/

6/20

173/

13/2

017

3/20

/201

73/

27/2

017

4/3/

2017

5/1/

2017

5/8/

2017

5/15

/201

76/

12/2

017

6/26

/201

77/

17/2

017

7/24

/201

77/

31/2

017

8/7/

2017

8/14

/201

78/

21/2

017

9/18

/201

79/

25/2

017

January February March April May June July Aug Sept

Clicks/reads by week

Team Connect

Leaders' Digest

I-Connect article

0 500 1000 1500 2000 2500 3000

DWTS Zweng video (2/20)

Protect me violence part 2 (9/25)

NCBON 2017 slate (7/17)

DWTS challenge 2 (2/20)

Meaningful activity kits (2/20)

100 days campaign (Feb.-March)

Care imperatives (9/18)

DWTS $10 challenge (1/23)

Tag, you're thanked! (5/8)

100 days - womens (Aug.)

Story: ERAS patient (8/14)

Nursing Team Week 2017 (5/1)

Protect me violence tips (8/7)

Voalte (6/26)

Resiliency training (7/31)

Story: MAK cards (8/14)

Top articles/links

I-Connectarticle

Leaders'Digest

TeamConnect

0

1000

2000

3000

4000

5000

6000

7000

8000

2016

2017

2016

2017

2016

2017

2016

2017

2016

2017

2016

2017

2016

2017

2016

2017

2016

2017

JanuaryFebruary March April May June July Aug Sept

2016 and 2017

19

HR Internal Communications 2017

0

5000

10000

15000

20000

25000

30000

1/2/

2017

1/16

/201

7

1/30

/201

7

2/13

/201

7

2/27

/201

7

3/13

/201

7

3/27

/201

7

4/10

/201

7

5/1/

2017

5/15

/201

7

5/29

/201

7

6/12

/201

7

6/26

/201

7

7/10

/201

7

7/24

/201

7

January February March April May June July

Clicks and reads by week

Team Connect

Leaders' Digest

I-Connect article

05

101520253035

Number of articles by topic

0 5000 10000 15000 20000 25000

Mark - Bernard McCoy

Bonus FAQ

100 days campaign

The Work Number

W-2 online consent

W-2 view and print

HR-Connect

Market pay TM memo

Fidelity workshops

Market pay leader memo

06/05 blog (People credo)

Healthcare Week 2017

Career path planning program

Mark recipients

04/03 blog (Mark)

02/13 blog (bonuses)

Market pay increases

Top articles/links

I-Connect article Leaders' Digest Team Connect

20

Keeping our finger on the organization’s pulseCommunication Council400+ team members actively share feedback

All shifts (corporate, acute care and practice-based team members)

Clinical and non-clinical (including physicians, nurses and support staff)

Focus GroupsPiggyback on existing meetings

Great opportunity to educate about IC program

RoundingUse paper surveys

Provide goodies!

SurveysFree electronic survey tool

Give prizes!

21

Key learnings from data monitoring

“What’s in it for me?”

Money!

Deliver “Fs” to bring your A game: Free, fun, friends and FIRED

Witty headlines work – take risks if you know your audience

22

Headline fun: What we need to say vs. what they want to read

Shark week comes early for one EMT

Where the cookies went

Why Linda Smith never replied to your email

See which kitchen fav is actually foul

Left lung, right?

How we met over a measles outbreak

Selfie (stick) yourself

23

Digital signage

24

Team member feedback validates the benefits.

Two months into the pilot:

92% strongly agree or agree that digital signage is a valuable communication tool at NHBMC

Awareness of communication priorities has increased among team members

0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%

100.00%

March (Pre-Installation)

June (Post-Installation)


Applying insights to public relations

26

Know your audience

27

Note: Numbers represent ABC, CBS, Fox and NBC affiliates for the four sweeps – February, May, July and November. In 2009, local television audiences were measured in March rather than February because of the scheduled transition to digital television. Therefore, the 2009 average includes March instead of the traditional February sweep. The morning news time slot includes newscasts that air from 5 a.m. to 7 a.m.; early evening time slot includes newscasts that air from 5 p.m. to 7 p.m.; late night time slot includes newscast that air from 11 p.m. to 11:30 p.m.Source: Pew Research Center analysis of Nielsen Media Research data, used under license.

29

If media is on the decline, how do we reach our consumers?

“In 2016, Americans express a clear preference for getting their news on a screen – though which screen that is varies. TV remains the dominant screen, followed by digital. Still, TV news use is dramatically lower among younger adults, suggesting further shake-ups to

come.” – Pew Research

30

Become the news room

Healthy Headlines

Reactive Media

Requests

Media Pitching

Social Media

Newsletters

Issues Management

Press Releases

Editorial Content

(Advertorials)

Thought Leadership

Internal Communications

31

The art of storytelling applied to support, reflect and build the Novant Health brand Internal communications

Social media

Marketing e-newsletters

32

Extend the reach of our stories through owned channels like social media & internal communicationsSocial media allows us to:

Extend reach of Novant Health brand and test different headlines that attract people to read our information.

Share positive stories about happenings at our facilities.

Connect people to Novant Health providers.

Engage core marketing segments in what we’re doing.

Drive website traffic.

Participate in the online conversations already taking place about us (positive and negative).

– Quickly address patient concerns shared with us.

– Correct misinformation.

We meet people where they are.

We know who follows us and the types of content they like most.

We know where our followers are and tailor our posts to target specific audiences and geographic markets.

We know when our followers are online and post new content when they are most likely to interact with us.

We adjust our social media strategy as needed, according to the abundance of data that we collect and analyze.

33

Writing for behaviors

34

Headlines and content influence choices – applying behavioral economics to our writing

35

Changing the headlines drove engagement914 people reached organically13 engagements10 post clicks

2,533 people reached (organically)31 engagements22 post clicks

36

Use of organic reach and engagementsA/B testing also enables us to share the same story multiple times

2,411 people reached30 engagements31 post clicks


37

And try different variables on the same article

864 people reached8 engagements14 post clicks


38

Taking it a step further, we apply the principles to A/B testing in social media to drive engagement

Three Facebook ads were published at the same time to increase reach, awareness and registrations for Sweet Retreat. Note the A/B tests for each variation above.

A

B

Variation 1 Variation 2 Variation 3

39

Results of Sweet Retreat registration campaign

100KReach

Measure Results

3.7K

751

$0.28

Engagements

CPC

This version outperformed the other two variations and achieved 3,770 engagements with a reach of 100,804. This specific ad generated 751 complete registrations using the Facebook pixel tracking on the Sweet Retreat page.

Complete Registration

40

Results of Sweet Retreat registrations

11KReach

Measure Results

216

33

$1.08

Engagements

Complete Registration

CPC

Out of the three ad variations, this one had the lowest performance. The ad was canceled and budget was reallocated.


Public relations as a part of the marketing mix

42

Patient volume is compared to a number of explanatory variables to identify possible correlationsMarketing• TV (by campaign)• Print (by type)• Radio (by campaign)• Direct mail• Email blast• Text (Search) ads• Display ads• Facebook ads• Facebook site• Public Relations

Access• Clinic count • Hospital openings

Non-MarketingFollow-up visits

UnaccountedAll other variables not directly included in the model are part of base volume:

• Existing brand perceptions• Competitive forces• Regulatory/payor environment• Pandemics

External Events• Weather events• Holidays weeks

42

Total Patient Volume

Time

Patie

nt v

olum

e

43

…this combined with the ‘funnel effect’ led to hospital volume growth

Source: Marketing Mix Model (results are based on data for 4/15/2013 through 7/3/2016)43

“Reinventing ….” “Michael Jordan” “We are listening” “We hear you” “Access/Stethoscope”

All markets:Hospital patient volume

(cases)

“Person, not patient”

Launched 5/16/2016

Base period: 4/15/2013 - 6/22/2015 New campaigns: 6/27/2015 - 7/3/2016% Cases Revenue % Cases Revenue

Total 2,392,434 $5,347,239,629 Total 1,212,467 $2,755,373,306Base: 77.2% 1,846,959 $4,128,068,994 Base: 69.9% 847,514 $1,926,005,941Marketing: 9.6% 229,674 $513,335,004 Marketing: 10.9% 132,159 $300,335,690

Advertising: 6.3% 150,723 $336,876,097 Advertising: 7.6% 92,147 $209,408,371PR: 2.7% 64,596 $144,375,470 PR: 2.6% 31,524 $71,639,706Social Media (earned): 0.6% 14,355 $32,083,438 Social Media (earned): 0.7% 8,487 $19,287,613

Follow-up visits: 4.2% 100,482 $224,584,064 Follow-up visits: 4.6% 55,773 $126,747,172Facilities: 9.0% 215,319 $481,251,567 Facilities: 14.6% 177,020 $402,284,503

4444

% Contributed

% Invested

6/29/15 to 06/27/16 annualized revenue contribution

4/15/13 to 06/22/15 annualized revenue contribution

TV

Radio

Print

Digital

Email Direct Mail

PR

TV Base period

Radio Base period

Print Base period

Digital Base period

Email Base period Direct Mail Base period

PR Base period

-10%

0%

10%

20%

30%

40%

50%

60%

70%

-10% 0% 10% 20% 30% 40% 50% 60% 70%

All Markets: Hospital Cases

Our media channel adjustments improved overall mix performance and contributed more revenue

45

Thank you

Using Consumer Insights to Drive Strategic Communications Presenter BioPresenter BioPresentation overviewLearning Objectives:Using data to drive internal communication successThe foundation of a measurement programSlide Number 8Slide Number 9Slide Number 10Leaders’ Digest Team Connect – newsletter for all team membersSlide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Applying insights to public relationsSlide Number 26Slide Number 27Slide Number 28Slide Number 29Slide Number 30Slide Number 31Slide Number 32Slide Number 33Slide Number 34Slide Number 35Slide Number 36Slide Number 37Slide Number 38Slide Number 39Slide Number 40Public relations as a part of the marketing mixSlide Number 42Slide Number 43Slide Number 44Slide Number 45

using consumer insights to drive strategic communications...electrolux. caryn has also served as...

Documents