Strategic Development – finding the “sweet spot” of differentiators that will drive revenue.

1. Strategic Development –finding the “sweet spot” of differentiators that will drive revenue. Developed For NCHN-New Orleans April 2013

2. Why a strategic plan? A well thought-out plan is the single most effective way to strategically achieve success by establishing observable and measurable marketing objectives that coincide with your business goals.

3. Why a strategic plan? • A way to accurately plot your network’s (and members) current position in your markets • A positive way to build consensus and strengthen internal direction • A way to prioritize objectives, effectively allocate and determine investment resources • A way to eliminate guesswork and doubt about message and media decisions

4. Planning Steps: • Review the Situation • Conduct a SWOT Analysis • Identify Key Attributes • Determine New Opportunities • Develop Brand Statement • Craft Key Objectives • Determine Strategies and Tactics

5. Step 1: Review the Situation • History –past actions • Current Stratus • Growth • Competition • Board support • Key Audiences

6. Step 2: Conduct a SWOT Analysis • Internal • Strengths • Weaknesses • External • Opportunities • Threats

7. Step 3: Identify Key Attributes • Brand attributes are key descriptors that become key messages if you can prove them. • Think of them as magnets • How does this apply to your organization?

8. Step 4: Determinee New opportunities • Identify opportunities because they can become strategies for your plan. • How does this apply to your organization?

9. So What is marketing? • In the world of for-profits it is the science and art of finding, keeping and growing profitable customers. • In healthcare today it has become the science and art of finding, keeping and growing paying patients

10. A Case Study- situation A rural health network at work developing a comprehensive marketing plan. Pinnacle Network. The Network’s mission is to support its members ability to improve the health of the people and communities they serve. Their vision is to be the primary source of relevant management information, shared services and technical assistance services for all members.

11. Network Values: • Excellence: in delivery of services • Integrity: building trust to better collaborate • Flexibility: continually adapt, adopt and develop innovative ways to serve members • Teamwork: achieve common goals by working together

12. Strategic Intent Describe the direction you want to go….. -THEN- Review what we have done in the past so we don’t repeat…..Programs, Actions, Communications Tool 1 – Audit

13. Strategic Intent Describe the direction you want to go….. -THEN- Review what we have done in the past so we don’t repeat…..Programs, Actions, Communications Tool 1 – Audit

14. Competitive Analysis Use a matrix – a simple way to compare Tool 2 – Competitive Matrix

15. Competitive Analysis Use a matrix – a simple way to compare --- Understand Differentiation.. Understand Focus … Understand the two variants of cost focus: See Handout►►►►►► Tool 2 – Competitive Matrix

16. Develop Competitive Advantage • Services –Differentiators? • Payer Mix • Board Advocators • Financial Stability • Community Perceptions • Integration of network members • Tool 3 – Key Questions

17. Define Target Market DRG Data Sources CMS Data County Data / Demographics Tool 4 – Data

18. Reaching Target Markets Internal and External Resources Efficient and Effective Methods Tool 5 – Communications Check List –You Compile

19. Value Proposition • Clear statement of the concrete results a patient/provider will get from purchasing and using your products and/or services. • Not just for consumer oriented marketing communications • Tool 6 – Audience List –You Develop

20. The PLAN • Objectives • Strategies • Tactics / Actions • Budget • Timeline • Assign Responsibility

21. Simulation • Objectives • Strategies • Tactics / Actions • Budget • Timeline • Assign Responsibility • Trial Run…..

22. The Situation:Midwestern county of 16,000 residents has one critical access hospital and several primary care clinics, three major pharmacies along with a long term care facility. There are no behavioral health services available in the county. In addition there is no organized wellness program. 60% of the county’s population is over the age 65. Some union based manufacturing but most not. Predominate employers are: 1. School system, 2. Manufacturer of short line ag equipment ( sprayers) with 250 employees, (3) hospital,(4) Retailers.Simulation steps:1. Each group picks a healthcare entity in the county. 2. Define services to be provided3. Define audiences to be served4. Craft Two marketing objectives. What do you want to achieve? How will you measure success?5. Craft a strategy for each objective. How will you achieve this objective, what’s going to get you there?6. Craft a tactic or action to support a specific strategy. E.g. an online campaign via Facebook or a TV effort.------------------------------------------------------------------------------------------------------------------------------------------ Objective Strategy Tactics

23. Questions? • Can you drive revenue to sustain and grow? • Thank You- • Sally Trnka & Randy (Rj) Jacobs