In this presentation, we review social media efforts in the healthcare industry, the five different stages of social media programs and what healthcare organizations can do to set themselves up for social media success.

1. Leveraging Social Media for Real
Business Impact
Healthcare Financial Management Association –
Texas Gulf Coast Chapter
October 13, 2013

2. What is social media?
The means of interactions among
people in which they create,
share, and/or exchange
information and ideas in virtual
communities and networks.
Source: http://webcomm.tufts.edu/social-media-overview13/
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3. Social media and healthcare
Social media has changed the face of
patient to patient and patient to provider
communications
Real time communication platforms allow
open and honest dialogue
Opportunities to capitalize on patient
feedback and build a trusted support
community to actively engage with
Social media can also be used to address
negativity, concerns and complaints as part
of service recovery
Source: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-new-communications-landscape
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4. 51% of patients say
they’d feel more valued
as a patient via digital
health communications
1 in 3 American adults have used the
web to figure out a medical issue
A growing number of today’s patients are increasingly using
digital tools as part of their overall health maintenance.
Surprisingly, still only 26% of
all hospitals in the US
participate in social media
Sources: http://www.healthcareitnews.com/blog/social-media-and-healthcare-navigating-newcommunications-landscape
http://www.pewinternet.org/Reports/2013/Health-online/Summary-of-Findings.aspx
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41% of people said social
media would affect their choice
of healthcare provider
http://thesparkreport.com/branding/infographic-social-mobile-healthcare
http://www.televox.com/downloads/technology-beyond-the-exam-room/

5. Healthcare: Struggle to demonstrate ROI
Ownership of social media is often dispersed across channels
Disease Center
Marketing
Public
Relations
Social Media
Social Media
Social Media
Without a long-term strategy to
leverage this high volume
channel into core business
functions, hospitals and
healthcare systems will continue
to struggle demonstrating a
return on investment for socialbased initiatives.
LONG TERM SOCIAL MEDIA STRATEGY
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6. Why is this so difficult?
1. Social program structure and integration
Decentralized Structure
Centralized Structure
Pros
Cons
Pros
Cons
Greater coverage of
the channel in terms of
listening, responding
and engaging social
communities
Measuring the
effectiveness of the
collective efforts across
the healthcare
organization
Clarity of message due
to control over the
channel
Typically have limited
resources available;
allocated to more
tactical activities like
listening and
monitoring rather than
higher value activities
Greater overall
coverage by subject
matter experts –
Individual departments
focus on their domain
Lack of ability to
coordinate and
collaborate activities
across the organization
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May lack
conversational
communication and
subject matter
expertise

7. Why is this so difficult?
2. Social program goals and metrics
Biggest challenge for demonstrating ROI for social-based
initiatives is the natural tendency to focus on the channel and not
what happens within the channel.
Many focus on:
Likes
Followers
Retweets
Instead of:
Linking a social conversation to patient acquisition
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8. Collaboration is key
With limited resources or business constraints, tying program
objectives to business objectives may seem out of reach
Programs stop short of setting goals based on financial
outcomes and focus on softer, nonfinancial goals
Without linking to financial outcomes, demonstrating
real ROI is just not possible
This is what leads to stagnant or slow growth of many social
programs in hospitals and healthcare systems
Collaboration across the organization is key to building a program
capable of demonstrating business impact
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9. Evolution of social programs
As a social program evolves it passes through 5 major stages:
1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
4
Centralization &
Consolidation of
Tools
GREATER INTEGRATION ACROSS THE INSTITUTION
INCREASED ABILITY TO DEMONSTRATE ROI
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5
The Social
Enterprise

10. 1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
•
•
•
•
•
•
•
4
Centralization &
Consolitdation
of Tools
Social media recognized as important
Want to establish a presence
Social media policy developed
Efforts may be singular and/or uncoordinated
Simple goals (i.e. simply having a presence)
Activities focused on managing that presence
Metrics consist of likes, followers, etc.
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5
The Social
Enterprise

11. 1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
4
Centralization &
Consolitdation
of Tools
5
The Social
Enterprise
Expand efforts into social learning
A program within a program is created
Goals may extend to now also include measuring sentiment
Goals still largely based on nonfinancial measures
One department may be accountable for “listening”, with
other efforts being dispersed and managed individually
across the institution
• Experimentation with different media and monitoring tools
•
•
•
•
•
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12. 1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
4
Centralization &
Consolitdation
of Tools
5
The Social
Enterprise
• Begin to incorporate operations into social media
• Tend to be more centralized
• May build relationships and ad hoc workflows for overlapping
responsibilities (i.e. processing dissatisfied community members)
• Unofficial coordination between departments
• May see editorial calendars to manage communications across multiple
presences
• Metrics can begin to relate to financial outcomes resulting from service
recovery activities related to the social channel
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13. 1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
4
Centralization &
Consolidation of
Tools
5
The Social
Enterprise
Social programs become more operationally organized
Relationships with other departments are formalized
Information is shared more freely
Coordination of service recovery and other workflows across departments
Social program is primarily centralized
Generally an increase in budget initiates consolidation
Listening expanded to actively involve competitors
Social media used to make data-driven decisions
Decision tree in place to ensure responses and reactions to negative
conversations are resolved quickly and consistently
• Program activities can be linked to financial and nonfinancial outcomes
•
•
•
•
•
•
•
•
•
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14. 1
2
3
Establish Social
Presence and
Basic Policy
Reputation &
Crisis
Management
Integration &
Coordination of
Activities
4
Centralization &
Consolidation of
Tools
5
The Social
Enterprise
• Social program becomes the hub for collecting and sharing information
related to social media
• Seamless workflows between departments
• Social deeply engrained in core business functions
• Social communities become a source for business intelligence
• Offers customers seamless experience across channels
• Have conversation liaisons who are subject matter experts and actively
engage communities on a regular basis
• Messages become conversations, which become relationships
• Customers feel connected to the brand
• More advanced measurement
• Return on investment is the key metric for program success
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15. Social media will continue to grow in importance.
Managing this high volume channel requires a clear vision far
enough into the future to keep pages with a media that changes at
the speed of light.
Social program goals that support core business functions like
customer support, PR and physician relations require organizational
coordination and collaboration but yield financial outcomes.
Accelerating your social program
requires removal of barriers that impede
integration with the organization
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16. Accelerating your evolution from social program
to social enterprise
1
Know the channel but focus on how the people engage one another within the channel.
2
Identify how social media supports business functions within your organization.
3
Monitor what your customers say about your competition and their experience with your
competitors.
4
Let the tools do your work.
5
Be the voice of your community within your organization.
6
Use social media to have conversations – do not push messages.
7
Analyze, analyze, analyze.
8
Start small but be strategic.
9
Service recovery is big.
10
Brand advocacy is huge.
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17. In summary…
While most healthcare organizations have a social media
strategy in place, many still find it difficult to evolve and
innovate as fast as social technology does.
This can make social media strategy obsolete before it
can be fully executed.
Developing a long-term strategy focused on integrating
this channel into operations can ensure your program can
keep pace and create business impact.
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leads clients to achieve real value from their strategic
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application of key leadership principles and business strategy.
The firm’s 40 year heritage has produced a substantial portfolio
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deliver top-tier transformational strategies, operational
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operational insight and broad industry experience enables our
team to quickly understand the dynamics of client companies
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