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AUBMC Strategic Planning and Communications

AUBMC Strategic Planning and Communications. How we got here, where we are and where we’re headed. Towards a strategy. Towards a strategy . Situation analysis and assessment. Trends in the Medical Field.

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AUBMC Strategic Planning and Communications

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  1. AUBMC Strategic Planning and Communications How we got here, where we are and where we’re headed

  2. Towards a strategy

  3. Towards a strategy Situation analysis and assessment

  4. Trends in the Medical Field Medical Centers and hospitals have accepted marketing and communications as a necessary and important part of their institution. Target audience is not restricted to patients – there are several external and internal stakeholders that are key. Multichannel approach to marketing and communications. Important to empower, engage and inform patients – not just once, at every step. Patients have increased access to information on line – they are more knowledgeable and demand more information. Global Trends

  5. Trends in the Medical Field Digital media is becoming a main channel for marketing and communications • Physicians now spend a full work day each week onlineprofessionally. • Medical apps are fastest growing. • Food and Drug Administration approved  for the first time a medical smart phone app for iPhone and iPad. Global Trends

  6. Trends in the Medical Field Global Trends

  7. Trends in the Medical Field What does that mean? The medical field is becoming more about information than it ever was. Patients feel the need to be a lot more involved and aware of the whole treatment process. Communication is now completely integrated and utilizes several channels to reach its various stakeholders (external and internal). Global Trends

  8. Trends in the Medical Field Brand name means something – well established and recognized institutions rank high on patient choice list. The perception of an institution and decision making process for a lot of people is very influenced by social circle, family and family doctors. Proximity is important – physical and social. Many patients prefer to seek care in another country mainly due to: • limited availability of facilities in their country (seek reputable institutions) • lack of specialized procedures/expertise (doctor expertise, reputation, specialty treatment) Some governments fund treatment outside of their countries (KSA, Qatar, UAE, etc.). Regional Insights

  9. Trends in the Medical Field Family doctor and family circle are very important in decision making process. Acceptance of an individual's medical insurance or social security are very important in choosing a medical institution. In severe and difficult cases patients go to the most reputable institutions and will put less emphasis on cost, facility, etc.. Local Insights

  10. Trends in the Medical Field What diseases are most prevalent in the region? Non-Communicable Diseases (NCDs) are the leading cause of death in Lebanon and the region • In Lebanon: • 84% of deaths are due to NCDs • 45% CVD • 19% Cancer • 5% Respiratory Disease • Situation may only get worse due to risk factors present: • 36% of total population smoke daily • 47% physically inactive • 39% high BP • 12% high blood glucose • 62% overweight • 27% obese • In Region: • NCDs are leading cause of death • 23-49%% CVD depending on country • 11-20% Cancer depending on country

  11. Trends in the Medical Field What is competition doing? Local Countries Foreign Countries Individual Hospitals • Activities include: • Advertising • PR • Community Education Events • Messages focus on: • NCD education • New technology • State-of-the-art facilities • Activities include: • Advertising • PR • Sponsorships • Medical Conference attendance • Messages focus on: • Country safety • Language capabilities • State-of-the-art facilities • Activities include: • Advertising • PR • Sponsorships • Medical Conference attendance • Messages focus on: • 1-2 Disease Specialties • Research • CSR • Technological breakthroughs

  12. Towards a Strategy We need to know WHO we are talking to. What we say depends on who we are saying it to. Audience dictates our message. Target Audience

  13. Towards a Strategy Target Audience

  14. Strategic Marketing Potential objectives of marketing strategy

  15. Strategic Marketing Where do we want to go?

  16. AUBMC – How we got here

  17. AUBMC Strategic Planning and Communications New leadership in place Summer 2009 Patient Satisfaction Survey Opportunities identified How it started

  18. They do not treat me well or with care. They are more expensive and only for people that speak English. AUBMC? Oh, you mean AUH! They have the best doctors. The facility is so old. Wouldn’t go anywhere else – only place I trust. They are the best – my whole family goes there. AUBMC Strategic Planning and Communications To them, I am just a number. What we heard from patients

  19. AUBMC Strategic Planning and Communications New leadership, new strategic direction AUBMC 2020 Vision Covers AUBMC and FM AUBMC 5 Year Plan Covers AUBMC as an operation

  20. New AUBMC Mission Statement Why we exist The American University of Beirut Medical Center (AUBMC) is an academic medical center dedicated to the passionate pursuit of improving the health of the community in Lebanon and the region through the delivery of exceptional and comprehensive quality care to our patients, excellence in education and training, and leadership in innovative research.

  21. AUBMC 2020 Vision Where we want to be Regional Leadership – Competing with the West To be the leading academic medical center in Lebanon and the region by delivering excellence in patient-centered care, outstanding education and innovative research.

  22. AUBMC 2020 Vision 6 Paths to our vision How to get there AUBMC 2020 Vision

  23. AUBMC 5 Year Plan Goals

  24. External Communication Plan

  25. External Communication Plan To regain public confidence To establish brand recognition To establish brand loyalty To establish brand leadership To raise awareness Objectives

  26. External Communication Plan Objectives Consolidate market leadership Position AUBMC in MENA as the undisputed leader in healthcare • Ultimate patient experience • Most advanced technology • Highest caliber faculty • Highest standards of care as shown through accreditations • Professional staff • International reach through affiliations • Promotion of unique services and skills

  27. External Communication Plan Phase I: Announcement • Communication Objective: create awareness about the “new” AUBMC – leadership, vision, objectives/action plan – and creating anticipation for the upcoming changes Phase II: Brand Recognition • Communication Objective: progressively implementing and establishing the new revamped brand identity, to pave the way for the change in perception; and targeted communication over specific periods relevant to the local and regional audience, recognizing AUBMC’s superiority in the medical services Phase III: Brand Loyalty • Communication Objective: Supporting the brand affinity among the target audience and making AUBMC their TOM and TOH for healthcare Message Propagation Chain – Communication Channels

  28. External Communication Plan General public • Class A, B, C Physicians • Local • Regional Alumni • Medical • Non-Medical Media • Specialized Media – Health and Economics • All media – News and Society Industry Opinion Leaders • NGOs • Pharmaceuticals • Suppliers • Government Entities Potential Donors Target Audience

  29. External Communication Plan Advertising • Includes billboards, TV, newspapers, magazines, etc. Public Relations • Includes press releases, public awareness initiatives and patient education campaigns, interviews, etc. Electronic • Email blasts • Interactive emails – exciting interactive and catchy communications • Social Media • AUBMC Facebook page • AUBMC Linked In account • AUBMC Twitter account • AUBMC YouTube Channel • AUBMC website • LCD Screen Messages Delivery Platforms

  30. External Communication Plan Print • AUBMC External Newsletter – AUBMC Pulse • AUBMC Corporate marketing materials – stationary, brochures, posters, invitations, premiums, etc. • AUBMC and FM Departmental Marketing Materials – brochures, flyers, guides, posters, invitations, etc. Meetings/Events: • Center Openings • AUBMC 2020 “Road Show” • Ad hoc meetings based on opportunity • Face to face/one and one/roundtable meetings based on need/opportunity include potential donors, media, patients • Public Lecture Series • Leadership Meetings with other medical institutions Delivery Mechanisms continued

  31. AUBMC 2020 Strategic Communications AUBMC Launch Campaign Phase 1 – Re-branding • Goals: • Establish name of AUBMC (public recognizes AUH) • Raise awareness on our new promise/slogan • Set the stage for future expansion/improvement Wide-spreadlocalcampaign across outdoor media, TVC, print ads, interviews and press conference (Arabic and English)

  32. AUBMC 2020 Strategic Communications AUBMC Launch Campaign Phase 1 – Name + Promise Outdoor Billboard

  33. AUBMC 2020 Strategic Communications AUBMC Launch Campaign Phase 2 – Re-branding + Messaging Update public image to be more patient friendly • Focus on: • Competitive differentiators • Experience, best faculty, technology/innovation, quality of care (incl. accreditations), and patient-centered care Wide-spreadlocal and regional campaign across outdoor media, billboards, print ads, interviews, in-flight magazines (Arabic and English)

  34. AUBMC 2020 Strategic Communications AUBMC Launch Campaign Phase 2 – Re-branding + Messaging Outdoor BBs

  35. AUBMC 2020 Strategic Communications AUBMC Campaign AUBMC Preventive Cardiology Clinic

  36. AUBMC 2020 Strategic Communications AUBMC Campaign AUBMC Multiple Sclerosis Center

  37. PR Strategy and Plan

  38. PR Strategy General Objectives Creating long-lasting communication programs Supporting corporate brand image through combining public relations and publicity, media relations and special events media optimization Building and maintaining AUBMC’s reputation by developing notoriety, increasing awareness, and raising the level of our target market’s recognition Developing data and information services that will be target-specific to those who otherwise might not have access to information Provide the proper material to the ideal vehicle to keep influencers (concerned media, partner entities, interested targets, etc) updated on AUBMC’s related news and activities

  39. PR Strategy Website and web (social media) technology Press Conferences, Press Releases, Feature articles, Radio and TV Interviews Provision of hard copy publications to other stakeholders, government entities, NGOs, Professional Associations & Bodies Delivery Mechanisms

  40. PR Strategy Phase I - Announcement: Build Trust and Create Awareness Press Conference to launch new identity and vision New Identity Rationale AUBMC’s previous accomplishments AUBMC’s future projects, enhancements, additional services Facts and figures of relevance Elaboration about AUBMC’s outreach program Launching of a newsletter to be distributed to all concerned entities (stakeholders and media) New management profiling (CVs, breakthroughs, plans, etc.) Aligned to the 3 Phases

  41. PR Strategy Phase 2 – Brand Recognition: Maintaining press relations and awareness Establishing AUBMC as a reference in healthcare Launch follow-up with concerned entities: • Regular update on activities and events (press releases, newsletter, one-on-one press briefings, monthly lunches, etc.) • Lobbying with media for feature articles / interviews concerning topics of relevance on which light is to be shed • Maintaining a two way communication process with partner entities (requesting feedback on material sent, mini-questionnaires, etc.) Aligned to the 3 Phases

  42. PR Strategy Phase 3 – Brand Loyalty: Maintaining press relations and awareness Establishing AUBMC as a reference in healthcare Generate more content for maintained interest: • Sharing breakthrough, new technologies implemented, etc. • Organizing a series of tours for partner entities and media at AUBMC where each tour would be viewed from a different angle Aligned to the 3 Phases

  43. External Communication Plan Ongoing initiatives Weekly Daily Monthly Bi-weekly Media Requests Website news updates Highlighting of an AUBMC service/department on the web and social media PR Media Newsletter Facebook – review, post and answer Meetings with media Media Lunches Meetings with NGOs and patient advocacy groups Twitter – review, post and answer AUBMC story write-up/post Health Tips Agency Meetings Meetings with potential private partners – banks, organizations Press releases

  44. External Communication Plan Ongoing initiatives Semiannually Quarterly Ad hoc Annually Leadership Meetings with other medical institutions AUBMC Calendar • Referral Network Building Events – • “speed dating” • educational “specialty” sessions Patient survival meetings Media workshops AUBMC/FM Annual Report – Public New Center and Event Openings PR Media Kit Meetings with potential partnership organizations* – ex. Kidzmania, KMC, etc. AUBMC Greeting Card • Patient Retention Initiatives – • Meet the Specialist • Ask your Doctor • Support Groups External Newsletter – AUBMC Pulse Educational/Research Forum with Regional Medical Schools* MOU Signings Communications Calendar Patient Awareness Initiatives for services/departments* Press Conferences PR Briefing Document to staff

  45. Internal Communication Plan

  46. Internal Communication Plan Objectives

  47. Internal Communication Plan To align all employees on new Mission, Vision and AUBMC 5 year plan To communicate new culture change at AUBMC to existing employees To ensure all internal constituents are aware of and aligned to major initiatives and changes To ensure new employees are aligned to new AUBMC identity and branding from the moment they are hired To increase awareness on services, programs and units at AUBMC to AUBMC and AUB community To improve and maintain high levels of employee morale and motivation Objectives

  48. Internal Communication Plan Target Audience Leadership • AUB • AUBMC • FM Faculty • MDs • Nurses • AUBMC Staff • Residents • Students • AUB Community

  49. Strategic MarketingWhere do we go from here?

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