When I entered the healthcare industry, I spent most of my free time reading about the industry. After reading quite a bit, talking to friends, family, and social listening to complete strangers, it became apparent that marketing is a massive opportunity for organizations within the industry. I spent the majority of my time educating and enrolling leadership on the value of marketing within this space. I had to chuckle as I read the article “5 Mistakes Healthcare Marketers Should Avoid” on AmericanMarketingAssociation.com
It brought back memories. I am pretty sure it should have been titled “5 Mistakes Healthcare Companies Should Avoid.” Most marketing professionals are trying to help their healthcare organizations understand these potential mistakes.
While in my organization, I focused on the top 3 opportunities (#1 – becoming too transactionally focused, #2 – maintaining your digital status quo, #3 – putting off alignment issues) mentioned in the article. I can confidently say I helped the organization avoid the 1st mistake: becoming too transactionally focused. Mistake #2 and #3 – not so much!
When I started at this particular organization, it was 100% focused on processing orders and executing health insurance contracts. I started the marketing conversation by sharing patient insights (validated through VOC work). It was clear that patients were often confused and frustrated with product selection and the entire health coverage process. As I shared insights and actions to help the patients, I routinely received push back and was told, “the patients will just get what the doctor/insurance told them to get.”
Unfortunately, the reality is doctors do not have enough time or knowledge of every single product on the market. Medical devices are sophisticated, and there is a huge opportunity to help patients navigate product benefits and how these products can improve their quality of life. Providing unbiased, easy to understand content empowers patients to talk to their doctors about products available to them that could help improve their standard of living. After sharing research, the conversations in the organization started to shift from talking about orders to talking about patients; and discussions centered around how we could deliver on the needs of our patients.
I gained alignment on our brand positioning, but the organization struggled with the marketing / digital execution. Specifically, the required funds required to drive a long-term strategy. “Marketing” became a buzz word and a way to drive short term revenue. The commitment behind the execution was yet to be supported (#2 – maintaining your digital status quo). Marketing tests were executed and proved successful, but the idea of spending any more than test dollars was scary for the organization. Additionally, it was necessary to create an omnichannel experience for patients, but cross-functional leaders struggled with the additional focus added to their staff. Sales and customer service leaders wanted to continue to focus solely on taking orders (#3 – putting off alignment issues).
After many presentations and conversations, I finally made a breakthrough. I shared the milestones necessary to create our position in the market and in the hearts & minds of the patients. The recommendation included incremental investments made with small payoffs year over year – an evolution, not revolution! The only risk (and a significant risk) was how fast or slow the organization should go?