“Product Line Integration For ACOs Will Follow The Patient's Journey”

SRK Educational Webcast

December 7, 2010

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Today’s Agenda:

1. Our changing industry

2. The “Strategic Halo” – The answer to product line integration?

3. The patient journey and the ACO

4. Questions and Answers – Post in GoToWebinar Dashboard to the right

5. Opt-in Commercial Message

Help academic medical centers, community hospitals and multi-hospital systems throughout the US maximize data and build revenue through:

Strategic ConsultingMarketing Planning and TacticsGateway to Revenue CRM

Collaborate with ACHE, SHSMD, HFMA & HealthLeaders to drive industry research, collaboration and education

Meet SRK: Healthcare Industry Thought Leaders

Creates data driven strategies to help clients find and maximize brand experience and revenue opportunities

Chief advisor on tactical integration, target segmentation and key messaging

Urbanathlete, political junkie and dad

Email: bwalker@srksolutions.com LinkedIn: www.linkedin.com/in/brian25walkerTwitter: @catalyst4growth

Meet Brian Walker: Senior Vice President

Meet Karen Corrigan • Growth strategist, marketing consultant, innovation catalyst

• Speaks, writes and blogs on trends, brands, marketing innovations and competitive strategy in the healthcare industry:– Blog: Chief Marketing Officer– The CMO’s Leadership Imperative– The Complete Guide to Service Line Marketing (HealthLeaders

Media)

Email: karen@corriganpartners.com Blog: www.karencorrigan.com Twitter: @karencorrigan

Our Changing Industry: Meet the ACO

Google “What’s an ACO?” and you’ll get over 300,000 results. Unfortunately, you’re also likely to get close to that many different answers.

ACOs have emerged as a result of recent healthcare reform with a goal of building a model which reduces costs while improving patient care quality.

Good ACO blog: http://franktiedemann.com/

To ACO or Not to ACO…

Our Changing Industry: Meet the ACO

To ACO or Not to ACO . . .Whether or not ACOs become the prevailing model of delivery, wheels of change have been set in motion . . . . key principles of accountable care management will drive change and transformation:

•Moving from volume to value based payments

•Coordinating care across the continuum

•Creating integrated, accountable physician enterprises

•Expanding wellness, chronic care, post acute, retail capabilities

•Building a critical mass of services across defined geographies

•Relying on networked technologies, advanced informatics

•Differentiating on market value – access, quality, cost, relationships

“Strategic Halo”

New Realities Require Enterprise View

The Historical View: A Product Line is the Sum of it’s DRGs and ICD-9 Codes

The Silo Model

Downstream

Downstream Feeders

Feeders

The SRK “Strategic Halo”: Product Lines are Interdependent

Product Line

“Strategic Halos” and their Value

• Data “road map” of services that shows what services patients use before and after the core service being studied

– Creates a clearer picture of clinical integration– Allows for clear segmentation strategies for

cross selling based on customer experience– Expands the view of the financial value of a

customer– Reframes physician liaison efforts

Actual Client Data: A Slight Majority of Provena CV Patients “Enter” From Other Clinical Areas

SRK 2010

Gastroenterology7%

Pulmonary

10%

Orthopedics15%

Endocrinology

18%

Four Feeder Product Lines Represent 50% of“Existing Business" Upstream Business at PSJH

CV Patients

Total Visits

2009CV Patients

Gastroenterology10%

Pulmonary

14%

Orthopedics16%

Neurology

10%

But the Mix of Feeder Product LinesChanges at the Sister Ministry PMMC

CV Patients

Total Visits

2009CV Patients

Plus They Saw “Feeder” Services at Procedure Level Plus Demographic Variables

SRK 2010

Gastroenterology

Pulmonary

Orthopedics

Endocrinology

Alle-Kiski Medical Center Four Services “feed” 35% of CV Visits from Existing Patients Upstream

CV Patients

Total Visits

CV Patients

35% Total Visits

Gastroenterology

Pulmonary

Orthopedics

Endocrinology

Alle-Kiski Medical Center CV Entry Patients Provide 18% of the Visitsto These Four Product Lines Downstream

CV Patients

Total Visits

CV Patients

18%Total Visits

Bill EnglertVice President of OperationsAnd Business DevelopmentAlle-Kiski Medical Center

“Its so simple and makesso much sense.”

Strategic Halo Use Across the Enterprise

Finance: What’s our profitability of a patient or a product line?

Operations: Is our customer experience strong enough to support retention?

C-Suite: Do we have the right products around our central product line?

Physician Relations: Which physicians are driving our “feeder” service lines and benefitting from our “downstream” services?

Strategic Planning: How can we use this data to become an Accountable Care Organization?

Marketing: Where are cross-sell and loyalty opportunities to boost effectiveness and maximize CRM programs?

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The Patient Journey and the ACO

• Strategic Question:• Can Strategic Halos Help Create a

Roadmap • for Accountable Care Organizations?

Conclusions and Takeaways

Key Takeaways: What SRK Thinks You Need to do Now…

• Build short term revenue and margin• Adopt new metrics• Sharpen data driven strategies and financial reporting• Understand product line interdependence• Maximize opportunities for retention• Become an experience brand

Key TakeawaysWhat You Need to Prepare For…

• Be strategic and focused on near-term growth as well as on creation of future customers, products, and channels.

• Establish critical relationships and linkages across the value chain (clinical operations, finance, purchasing, IT, physicians, partnerships, etc.) to orchestrate alignment to customer needs and service line growth goals.

• Develop a results-oriented service line marketing function that delivers on revenue growth and profit goals.

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Service line and marketing leaders must adopt a P & L mindset, transition from promotions-oriented tactics to growth-oriented strategic leadership and promote customer-centered practices.

Ask the Right Questions

• Address those elements that will change the success requirements:

– How will changes in policy and reimbursement affect service line demand and financial performance?

– What will be the key levers of profitability and where does the service line stand in relationship to those requirements?

– How will the service line build and achieve distinct competencies in accountable clinical management?

– What needs offer the best opportunity for profitable growth?

– What are the future opportunities for integration of physician, ambulatory, post acute, rehabilitation and retail health services in the service line management model?

Interested in Learning More?

• Schedule a 1-1 hospital marketing assessment or executive workshop with SRK on “Strategic Halo”: bwalker@srksolutions.com

• Participate in upcoming free educational webinar programs: http://www.srksolutions.com/Webinars.cfm

• Thursday December 16:  Integrating Physician & Patient Financial Paths https://www1.gotomeeting.com/register/467045824

• American College of Health Care Executives Cluster Program:– Vail, Colorado, January 24-27, 2011– Kiawah Island, South Carolina, April 4-7, 2011

http://www.ache.org/seminars/seminar.cfm?PC=KEYMA

Interested in Learning More?

• The 3rd Annual Health 3.0 Conference: The Next Online Generation, January 25-27, 2011; Orlando, Florida. Karen Corrigan will lead workshop on the "Innovation Process" - No Oxymoron Here: Steps and Tips to Build Innovation Into Your 3.0 Offering https://www.worldrg.com/showConference.cfm?confCode=HW11011&field=summary

• Subscribe to Chief Marketing Officer (free subscription) at www.karencorrigan.com

• Email: karen@corriganpartners.com • Facebook: Chief Marketing Officer• Twitter:  www.twitter.com/karencorrigan• LinkedIn:  www.linkedin.com/in/karencorrigan • Facebook:  www.facebook.com/karencorrigan

Thank You

The Search for Revenue

HealthLeaders Study Shows Disconnect On Perceived Value Of Hospital Marketing

Source: HealthLeaders Media Industry Survey 2010

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How SRK is helping hospitals improve enterprise strategy to build revenue

• Balancing Acquisition and Retention Strategies

• Breaking Down Silos and Understanding the Interdependence of Product Lines and Services

• Better Insight on Customers and Physician Behaviors as well as their Total Financial Contributions

• Embracing the True Meaning of CRM Across the Organization

• Short-Term and Long Term Revenue Strategies

SRK’s Three Prong Approach to Revenue

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Gateway’s Core Strength: Integration of Physician and Consumer Data

From Exam Room… …To Hospital Discharge

• “Strategic Halo”• Churn Rate • Upstream Feeder• Intelligent Profile• Conversion Rate• Control Group Lift• Cross-Sell Value

• Total Customer Value• Promotable Product• Downstream

Utilization• Acquisition Costs• Lag Time• True Physician

Impact

Gateway to Revenue Innovative Metrics

Gateway to Revenue provides enterprise-wide value

• Community benefit

• Marketing ROI

• Customer analysis

• Value

• Service line analysis

• Clinical opportunities

• Budget/ Revenue scenarios

• Geographic analysis

• Targeted physician referral strategies

• High-margin opportunities

• Payment segmentation

• Strategic tactics

• Campaign measurement

• Data-driven creative

• Growth opportunities

• Service line trending

Gateway to Revenue offers optional full suite of CRM Tools for a Turnkey Solution

Interested in Learning More?

• See how “revenue ready” you are by taking our assessment at www.gatewaytorevenue.com

• Schedule a 1-1 hospital marketing assessment or executive workshop with SRK: bwalker@srksolutions.com

• Participate in upcoming free educational webinar programs: http://www.srksolutions.com/Webinars.cfm

• American College of Health Care Executives Cluster Program:– Vail, Colorado, January 24-27,2011– Kiawah Island, South Carolina, April 4-7, 2011

http://www.ache.org/seminars/seminar.cfm?PC=KEYMA