Empowering the Decision Maker: How Women Influence Decision- Making in Cancer Care

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NAACDO PAN - 2015 Empowering the Decision Maker:

1 NAACDO PAN Empowering the Decision Maker: How Women Influence Decision- Making in Cancer Care

Objectives Review the impact that women have in healthcare decision making Understand what research has shown to appeal to women in today s culture in relation to

2 Objectives Review the impact that women have in healthcare decision making Understand what research has shown to appeal to women in today s culture in relation to marketing influence and decision-making empowerment Provide practical examples, ideas and tips for appealing to women in cancer-related marketing and communication

About Gelb WE WORK WITH NATIONALLY-RECOGNIZED INSTITUTIONS: 5 Honor Roll institutions 5 out of the top 10 cancer programs 3 out of the top 4 pediatric hospitals 3 out of the top 10 cardiovascular

4 About Gelb WE WORK WITH NATIONALLY-RECOGNIZED INSTITUTIONS: 5 Honor Roll institutions 5 out of the top 10 cancer programs 3 out of the top 4 pediatric hospitals 3 out of the top 10 cardiovascular programs NATIONAL BENCHMARKING STUDIES: Patient experience management Marketing practices Physician relations programs International programs Selected Clients Barnes-Jewish Hospital Boston Children s Hospital Cleveland Clinic Cincinnati Children s Hospital Duke Medicine Froedtert Health Mayo Clinic MD Anderson Cancer Center Memorial Sloan Kettering Menninger Clinic Texas Children s Hospital The Ohio State University Medical Center University of Chicago Medicine University of Colorado Health University of Michigan Health System Ranked as one of top 50 Healthcare Consulting firms by Modern Healthcare

5 Presenters John McKeever Executive Vice President Gelb Consulting, An Endeavor Management Company Nicole Coy Practice Lead, Customer Experience Gelb Consulting, An Endeavor Management Company

6 Starting Points

7 Stereotyping PAGE 7

8 We are Wired to Think Differently Men have 6X the amount of grey brain matter which relates to information processing. Women have 10X the amount of white brain matter which relates to connections between processing centers. As such, men tend to excel at localized processing (i.e. mathematics) while women tend to excel at integrating and assimilating information (i.e. language skills). Human evolution has created two different types of brains designed for equally intelligent behavior UCI researcher Richard Haier Source: University of California, Irvine Intelligence In Men And Women Is A Gray and White Matter PAGE 8

We are Wired to Make Decisions Differently Numerous studies have shown that during decision making, women are more likely than men to: Use a collaborative approach Ask many questions Consider a wide

9 We are Wired to Make Decisions Differently Numerous studies have shown that during decision making, women are more likely than men to: Use a collaborative approach Ask many questions Consider a wide set of solutions Think carefully under stress (men are more likely to take risks under stress) In the corporate world, having women involved in decision-making makes the organization statistically more effective and profitable PAGE 9

of the online market A wide range of influential positions in the

10 So What s New? Women have been dominating healthcare decisionmaking for their families for decades. How this Impacts Us: PAGE 10 Today s Women Represent: The majority of the online market A wide range of influential positions in the workplace A significant source of untapped wealth Influence is moving beyond the family Expectations and demands are increasing Potential for influence is greater than ever

11 Changing Roles Direct Users Family Decision Makers Community Influencers Donors Insurance Plan Influencers PAGE 11

12 Take a guess % of women who make healthcare appointments for their family PAGE 12

13 Women as Family Decision Makers & Influencers 80% Of women make healthcare appointments for their family PAGE 13

14 Take a guess % of women who take their children to doctor appointments % of women who select their child s doctors PAGE 14

15 Women as Family Decision Makers & Influencers 84% Of women take their children to doctor appointments 85% Of women select their child s doctors And 94% of working mothers report making healthcare decisions for others in their family PAGE 15

16 Take a guess % of family care givers who are women PAGE 16

17 Women as Family Decision Makers & Influencers 66% Of family care givers are women Female caregivers who are family members spend about 50% more time providing care than male caregivers PAGE 17

controlled by women Women are the largest untapped door source with Gen X women

18 Women as HR managers and donors 71% Of today s HR managers who guide or make decisions about insurance plans are women 51% Of private wealth in the US is controlled by women Women are the largest untapped door source with Gen X women (born in the 60 s-80 s) being identified by many as the future of philanthropy PAGE 18

19 Evolution of a new role Many healthcare experts believe that consumers particularly women are evolving to become your brand managers. What is the key factor that has made this evolution possible? PAGE 19

of women share health-related information via email 90% of women in their

20 Online Communities 69% of women share health-related information via Facebook 75% of women forward health information or articles to others 84% of women share health-related information via 90% of women in their 20 s and 30 s use online or social media to search for healthcare information PAGE 20

Women's Realities Today There is not just one women s market Life milestones are much more varied Pragmatic needs are core drivers much more than marketers usually realize - particularly convenience,

21 Women's Realities Today There is not just one women s market Life milestones are much more varied Pragmatic needs are core drivers much more than marketers usually realize - particularly convenience, finances and quality Healthcare consumers as a whole are becoming more educated, demanding and willing to seek information/second opinions on their own They are increasingly starved for time with about 1/3 reporting that they lack the time to stay healthy (about 1/4 for women with children under 18) PAGE 21

wellness due to lack of time (especially those who have children under 18) Believe that health is much more than medical needs Value being

22 Emerging Themes TRUST WELLNESS Bombarded with health information, but unsure which information to trust Only 65% trust their PCP and very few trust insurance or pharmaceutical companies Allow themselves to trust in providers who foster dialogue and communication Neglect their own wellness due to lack of time (especially those who have children under 18) Believe that health is much more than medical needs Value being spiritually and emotionally healthy, physically fit and wellrested Source: Center for Talent Innovation, Engaging Women Decision Makers for Healthy Outcomes PAGE 22

Oncology Relevance Healthcare especially oncology is inherently different from most purchasing decisions We don t want to need oncology services Diagnosis is a stressful time it is common to act and

23 Oncology Relevance Healthcare especially oncology is inherently different from most purchasing decisions We don t want to need oncology services Diagnosis is a stressful time it is common to act and make decisions differently than normal It is difficult for non-healthcare consumers to evaluate quality a top driver for oncology decision-making Time may not allow for extensive research The perfect decision may not be possible due to insurance coverage, travel requirements, appointment availability, etc. I m normally an information seeker but when I heard cancer I shut down. I only wanted to hear what [my hospital] had to say about my treatment Focus Group Participant PAGE 23

24 Usage of Oncology Services Source: American Cancer Society Compared to men, women use more cancer preventative services. Men continue to have higher numbers of death due to cancer in comparison to women although the divide is shrinking as overall deaths from cancer decrease. PAGE 24

Thinking Beyond Pink Mistakes to avoid: Assuming all women need is a color, font or sweet story that appeals to them Generalizations that all women think alike, go through the same life milestones

25 Thinking Beyond Pink Mistakes to avoid: Assuming all women need is a color, font or sweet story that appeals to them Generalizations that all women think alike, go through the same life milestones and can be reached in the same way Neglecting to understand cultural and generational differences among women in your target market Appealing to women only when promoting women s oncology service lines (and assuming that marketing to women will alienate men) Ignoring the new realities of women PAGE 26

26 Products for her PAGE 27

27 What Women Want A healthcare brand that they perceive as trustworthy Confidence that they are receiving the highest quality care and treatment A convenient and easy process, respectful of their time A personalized experience that provides hope and inspiration PAGE 28

28 Practical Tips Develop brand trust early Arm your marketing efforts with information (data) Move beyond satisfaction to advocacy Embrace differences Expand your focus Be authentic but not afraid to have fun PAGE 29

29 1 Develop Brand Trust Develop brand trust early in the healthcare experience even before oncology needs develop Focus on health partnership during a variety of life stages, including prevention and ongoing wellness post-treatment Market providers in a way that develops personal connections Strengthen leadership position via social media and brand recognition in the community PAGE 30

30 Connect During Life Stages Spirit of Women partners with hospitals to provide education, screenings, health tips etc. that are focused to women PAGE 31

together local health resources and online technology.

31 Become a Trusted Online Resource MyLifeStages by Sutter Health is an award-winning health program that pulls together local health resources and online technology. It includes area physicians who answer questions and post blogs PAGE 32

32 Personalize Physician Marketing A few ideas: Create engaging physician profiles Write bios in first person Use video Feature blogs, community forums or Q&A sessions via social media In what other ways have you found success in marketing your providers? PAGE 33

) Use empowering language, relatable stories Be authentic, honest and transparent (if you make

33 Engage through Social Media Practical Tips: Focus on building connections Show that you are paying attention through responding to them (don t abandon a social media channel!) Use empowering language, relatable stories Be authentic, honest and transparent (if you make a mistake, correct it and keep going!) Overwhelmed? Look to industry resources for help and guidelines PAGE 34

tools for eliciting feedback Segmentation is your ally Go

34 2 Arm Efforts with Information Follow data, not assumptions Seek the stories behind the numbers Consider a variety of tools for eliciting feedback Segmentation is your ally Go beyond demographics to develop psychographic profiles PAGE 35

35 Consider a Variety of Data Gathering Tools What we have learned: Referring Physicians are Critical Most cancer patients are assisted choosers seeking advice from their physicians while also conducting their own research Reputation, Experience are Key Reputation of physicians and for patient care, along with experience with specific treatments or conditions, are top motivators for selecting a cancer provider Referrals, Online are Promoters Most frequently used information sources for making a decision are others who working healthcare, friends/family and online sources particularly the provider s website Tools to consider: Decision Factors Research Referring Physician Experience Mapping Blitz User Testing Oncology Patient Panels Advertising Concept Testing PAGE 36

36 Look to Alternative Methods Methods Advantages Disadvantages Observational Qualitative Very inexpensive Real-time insights Dynamic Ability to probe Capture stories Easy internal deployment Not projectable Typically not interactive Training ideal Variable by individual/group Not projectable As size of group increases, so does required skill set Quantitative Real-time Projectable Analyzes drivers Capture data for trending Service recovery Captures data for trending Most expensive Limited by timing / your scope Process refinement Requires system for deployment PAGE 37

37 3 Create Advocates Move beyond satisfaction scores focus on creating advocates Consider functional (what we do) and emotional (how we do it) needs Create authentic opportunities for engagement (if you ask for real-time feedback, you must take action or respond) Provide opportunities to build a long-term relationship Invest time and effort to understand what they want PAGE 38

38 FUNCTIONAL EMOTIONAL

39 Cancer Patient Experience Map Need Scheduling First Visit Treatment Follow-up Initial cancer diagnosis Perceptions about provider Awareness of provider and oncology program Evaluating and selecting a provider Contacting the provider or oncology center Scheduling first visit Financial and medical paperwork/records Organizing accommodations/travel Getting to center - parking and navigation Checking-in and waiting area Discussion of treatment plan, clinical trials and preparation for what to expect Interactions with staff and providers Patient and family education Additional lab or diagnostic testing Reoccurring appointments and treatments Surgery and inpatient care Nursing, tech and physician care Support services Completion of treatment Treatment for additional conditions Call-backs for assistance Communication with referring physician regarding progress Follow-up visits and coordination of follow-up care Referring Physicians Family and Friends Internet Research Advertisements Front Desk Staff Call Center Faculty/Medical Staff Faculty/Medical Staff Support Staff Key Touchpoints Faculty/Medical Staff Support Staff Faculty/Medical Staff Support Staff Patient s primary/referring physician Key Touchpoints

40 Understanding Needs Functional Emotional PAGE 43

41 Identifiable Personas Segment Name Appeal Size Handle with Care High 12% OB Driven High, with OB affiliation 16% Support Seekers Moderate, with persuasive communications 9% In Control Moderate 12% PAGE 46

Translating Feedback into Customer Experience Placed patient safety and quality of care at the center of design and operations Created specific areas to enhance the family bonding experience and

42 Translating Feedback into Customer Experience Placed patient safety and quality of care at the center of design and operations Created specific areas to enhance the family bonding experience and promote family-centered care throughout the facility Crafted calming, joyful environments Studied traffic flow and way finding to enhance site and building navigation Analyzed operational models to focus on family-centered care and customer service PAGE 48

Oncology Patient Decision Process Motivating Factors for Selecting Provider Facility Previous Experience Reputation Recommendation from Others Physician Recommendation from Others Online Research

43 Oncology Patient Decision Process Motivating Factors for Selecting Provider Facility Previous Experience Reputation Recommendation from Others Physician Recommendation from Others Online Research Questions to Consider Can local providers closer to home mange it just as successfully? Will my treatment options be the same regardless of where we go? Referring Physician Awareness Decision Making Online Research Experience Communications Friends and Family PAGE 51

44 4 Embrace Differences Acknowledge multiple, varying roles of today s woman Avoid stereotypes or being patronizing Seek to understand and embrace the cultural needs Consider needs related to language, religion, race, life stage, etc. PAGE 52

Use Differences to Empower A few best practices: Highlight diverse women role models (for consumers and internal audiences) seek those who are trusted, respected and active in their commitment to

45 Use Differences to Empower A few best practices: Highlight diverse women role models (for consumers and internal audiences) seek those who are trusted, respected and active in their commitment to supporting other women Look beyond the longstanding tradition of seeing work and life as two different things find opportunities to bring family, community and work together as an integrated system Designate a champion a senior leader, ideally a man (the person championing diversity change should be the opposite to the change) Resist the temptation to only include women in initiatives to reach out to women this leads to alienation rather than collaborative team work PAGE 53

46 4 Example Embracing Life Stages, Diverse Roles PAGE 54

5 Expand Your Focus Appealing to women doesn t mean alienating mean Include information about men s preventative care in healthcare educational information aimed for women Appeal to women s core

47 5 Expand Your Focus Appealing to women doesn t mean alienating mean Include information about men s preventative care in healthcare educational information aimed for women Appeal to women s core needs when promoting men's services As a marketer, avoid the traditional traps ( I get it because I am a woman or I can t get it because I am a man ). Keep in mind that we are experts we can navigate healthcare much easier than most consumers PAGE 55

48 Consider Appealing to Women in Marketing Men s Services Prostate Clinic in California created marketing materials that addressed men directly, but appeal to women by drawing differences between breast cancer and prostate cancer. REX UNC Healthcare featured a prostate ad aiming at both males and females emphasizing the impact on the wives, daughters, moms and sisters of men who have prostate cancer PAGE 56

6 Value Authenticity Focus on connectedness and benefit for all Don t be afraid to have fun but use humor focused on community and family (avoid competitiveness

49 6 Value Authenticity Focus on connectedness and benefit for all Don t be afraid to have fun but use humor focused on community and family (avoid competitiveness or degrading) Create opportunities for relationshipbuilding and engagement Feature real, diverse women Provide avenues for women to advocate for your brand PAGE 57

50 6 Example Humor that appeals to women PAGE 58

51 THANK YOU FOR ATTENDING QUESTIONS? COMMENTS?

52 Resources

53 Contact Info John McKeever and Nicole Coy Gelb Consulting Group

54 RESOURCES

Our Thought Leadership Red Zone Management The Playbook for today s troubled business environment when

The Principles of Red Zone Management clearly spell out the proven management roadmap for making

Thought Revolution Demonstrates how to tap into the right brain the place where intuition and

The Complete Guide to Women s Health Service Line Marketing Written by affiliate Mary Ann Graf, this is

Chapter 7 features our extensive work with Texas Children s Hospital.

55 Our Thought Leadership Red Zone Management The Playbook for today s troubled business environment when all businesses find themselves in the Red Zone. The Principles of Red Zone Management clearly spell out the proven management roadmap for making changes during these turbulent times. Thought Revolution Demonstrates how to tap into the right brain the place where intuition and creativity exist in a simple, easy and dramatic fashion. The Complete Guide to Women s Health Service Line Marketing Written by affiliate Mary Ann Graf, this is THE handbook on how to organize marketing efforts for clinical service lines. Chapter 7 features our extensive work with Texas Children s Hospital. Change is the Rule This book is considered by many to be the most useful and practical explanation of how changes are managed in the modern organization. Change Management Toolkit Purchased by more than 200 firms for use in guiding their Change Management projects. Including detailed, proven and tested tools and templates to ensure change success.

com/112767931 Patients 360 http://vimeo.

56 Real-Time Monitoring Dashboard Solutions Physicians Patients Marketing 360

Physician Relations Resources Referring physician experience management overview Ohio State University Medical Center Cleveland Clinic MD Anderson Experience Mapping Workshops Building Enduring

57 Physician Relations Resources Referring physician experience management overview Ohio State University Medical Center Cleveland Clinic MD Anderson Experience Mapping Workshops Building Enduring Relationships with Referring Physicians Healthcare Growth Playbook Marketing in the Era of Health Reform Texas Children s Message Mapping Creating a Communication Roadmap University of Michigan Health System

Patient Experience Resources Patient Experience management overview Froedtert Health Emergency Department 2012 Benchmarking Study with Beryl,

Experience: The Key to Marketing Effectiveness Experience Mapping Workshops: Path to Care: Patient Experience Management ISHPMR Creating Patient

58 Patient Experience Resources Patient Experience management overview Froedtert Health Emergency Department 2012 Benchmarking Study with Beryl, APQC Linking Marketing and Operations MD Anderson University of Michigan Health System 2012 Patient Experience with Beryl, APQC Patient Experience: The Key to Marketing Effectiveness Experience Mapping Workshops: Path to Care: Patient Experience Management ISHPMR Creating Patient Enchantment Business Case Development through Empathy Froedtert Using Patient Stories to Create a Culture that Cares MD Anderson VOC for Marketing Gelb-MDACC

59 Brand and Marketing Resources Healthcare Brands Healthcare Marketing Strategy Froedtert Health Healthcare Growth Playbook with Strategic Marketing Planning Template Message Mapping Brand Architecture Barnes Jewish Brand Book MD Anderson Texas Children s Segmentation and Marketing Strategy Marketing in the Era of Health Reform Social Media in Healthcare Advertising Testing Techniques

60 Experience Management Best Practices Internal Patients Referrers Conducting weekly meetings between faculty and service staff Enhancing the role of volunteers, including recruitment & their role in the patient experience Offering amenities to paramedics Sharing best practices across multiple departments Including front-line staff in operational redesign, particularly for call center and scheduling Implementing real-time organizational effectiveness feedback system Developing uniform customer service standards across roles Providing scripting for organizations, especially front line staff Implementing weekly progress meetings Creating non-traditional support groups Improving waiting areas by providing laptops for checkout, pagers for patients and separate areas for adults and children Customizing welcome packets based on geography and personal preferences Offering patient advocates, particularly for destination and international patients Screening interviewees to share their story for inclusion in marketing materials Implementing real-time feedback system for patients and referring physicians Mapping out the experience by setting expectations for every step and reiterating during steps Including referrers on advisory boards Sending thank you notes and/or calling to thank them for every referral Adding photos and sub-specialty focus to faculty directory Promoting availability of diagnostic center for undiagnosed patients Revamping follow-up notes to include a concise summary upfront Creating opportunities for on-site CME, backstage tours, and meet and greet with faculty Courtesy calls for a personal touch and rapport with physicians

61 Patient Experience Maturity Links to Clinical Excellence Competitive Advantage Strategic Priority Source: Gelb/APQC/Beryl Institute Benchmarking Study

62 Physician Experience Maturity Source: Gelb Consulting Benchmarking survey

Satisfy Engage Enchant Access Center Best Practices Educate Evaluate Schedule Visit / Treat Followup Interactive web design with chat access Mobile friendly content Patient and Family Centered Care

queuing Intelligent complex appointment coordination Demonstrated concern for needs/problems Retinal identification for intake to clinic Valet voucher, assigned first visit escort Concierge Program

process Clear, accessible care plans/protocols (paper, virtual) Telemedicine and Telecommunication options Automated lab reporting Customized communication Community based education Proactive

info Central database to track staff availability & patient needs Single contact resolution, real time recovery Vehicles for feedback collection and action Mobile appointment status updates

Sponsored support options Dedicated single point of contact Holistic therapy options Journey coordinators Personal call to referring physician to coordinate follow-up care and thank for referral

63 Satisfy Engage Enchant Access Center Best Practices Educate Evaluate Schedule Visit / Treat Followup Interactive web design with chat access Mobile friendly content Patient and Family Centered Care Models Templates for patient tracking from central data base Seamless EHR transfer What if personalized financial impacts Self Service/Real Time Scheduling Customized communication Intelligent queuing Intelligent complex appointment coordination Demonstrated concern for needs/problems Retinal identification for intake to clinic Valet voucher, assigned first visit escort Concierge Program Intelligent on-site queuing Intelligent on-site complex appointment coordination Dedicated fast-track appointment openings Commit to sit What do you need today? process Clear, accessible care plans/protocols (paper, virtual) Telemedicine and Telecommunication options Automated lab reporting Customized communication Community based education Proactive outreach (patients/ physicians) Collection of Medical Records Staff tracking tools Live answer to all calls (instant queue) Single Contact Resolution/real-time recovery Personalized on-line access to info Central database to track staff availability & patient needs Single contact resolution, real time recovery Vehicles for feedback collection and action Mobile appointment status updates Suggestions for activities, restaurants,rest areas, quiet areas. Sponsored support options Dedicated single point of contact Holistic therapy options Journey coordinators Personal call to referring physician to coordinate follow-up care and thank for referral Post-visit patient contact Patient friendly static websites Diagnosis Based Ed Materials Friendly knowledgeable staff Efficient registration Accurate insurance verification/financial clearance 24 hour call back standard/ tracking metrics Abandon metrics, complaints, kudos shared with faculty and front end Financial Counselors available for consultation Friendly knowledgeable staff Service Standards for Patient Interaction, Service Excellence First visit greeting Clear way-finding Quiet spaces available Friendly knowledgeable staff Service Standards for Patient Interaction, Service Excellence Friendly knowledgeable staff Contact information (phone number, , patient portal) for continuing needs Friendly knowledgeable staff

Our Team Leaders John McKeever, MBA, Executive Vice President Nationally recognized expert in healthcare strategy, particularly experience management Nicole Coy, MA, Experience Practice Lead Has led

installed systems for over 25 healthcare clients Mike Taylor, MBA, Senor Advisor - Research JD Power pedigree with decades of research experience Ed Tucker, MPH, FACHE, Senior Advisor Healthcare

64 Our Team Leaders John McKeever, MBA, Executive Vice President Nationally recognized expert in healthcare strategy, particularly experience management Nicole Coy, MA, Experience Practice Lead Has led scores of projects with our healthcare clients over the past 10 years Shannon Frazier, MBA, Digital Insights and Dashboards Practice Lead Over 10 years of business management experience; has installed systems for over 25 healthcare clients Mike Taylor, MBA, Senor Advisor - Research JD Power pedigree with decades of research experience Ed Tucker, MPH, FACHE, Senior Advisor Healthcare Strategy Over 30 years of experience in executive roles in major healthcare systems including the VA and Texas Medical Center Jill Secord, RN, MBA, Senior Advisor Clinical Operations and Business Development Over 38 years of experience as nurse, lean certified internal consultant and former Executive Director of Destination Programs at University of Michigan Health System Carol Packard, PhD., Senior Advisor Organizational Development Over 20 years experience in organizational development including system-wide Service Excellence programs

Endeavor Management is a management consulting firm that leads clients to achieve real value from their strategic transformational initiatives.

65 Endeavor Management is a management consulting firm that leads clients to achieve real value from their strategic transformational initiatives. We serve as a catalyst by providing the energy to maintain the dual perspective of running the business while changing the business through the application of key leadership principles and business strategy. In 2012, Gelb Consulting became an Endeavor Management Company. Our combined experience (Gelb founded in 1965) offers clients unique capabilities to focus their strategic initiatives with a thorough understanding of customer needs to drive marketing strategies, build trusted brands, deliver exceptional customer experiences and launch new products. Our experienced consultants and analysts use advanced marketing research techniques to identify customer needs and spot high potential market opportunities Post Oak Blvd., Suite 1400 Houston, TX info@gelbconsulting.com The firm s 40 year heritage has produced a substantial portfolio of proven methodologies, enabling Endeavor consultants to deliver top-tier transformational strategies, operational excellence, organizational change management, leadership development and decision support. Endeavor s deep operational insight and broad industry experience enables our team to quickly understand the dynamics of client companies and markets. Endeavor strives to collaborate effectively at all levels of the client organization to deliver targeted outcomes and achieve real results. Our collaborative approach also enables clients to build capabilities within their own organizations to sustain enduring relationships.

Emergency Department Experience Mapping Merging Care with the Experience

Emergency Department Experience Mapping Merging Care with the Experience Merging Care with the Experience Gelb, An Endeavor Management Company 2700 Post Oak Blvd P + 713.877.8130 Galleria Tower 1, Suite 1400 F + 713.877.1823 Houston, Texas 77056 www.endeavormgmt.com Why the