1. The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development
Marketing Prioritization Alignment
and Dashboard Reporting
Presented by Gundersen Health System:
Pamela Maas, Chief Business Development and Marketing Officer
Julieann Paulson, Service Line Marketing Consultant
Liz Ritter, Planning and Development Analyst

2. What Will We Discuss Today?
Who we are
Why prioritization
Prioritization tool and
exercise
Marketing dashboard
Ongoing tracking and
reporting
Lessons Learned
 Summary

3. Gundersen Health System
INTEGRATED
DELIVERY SYSTEM
7,300 EEs/767 Providers/ 470
MDs
48 clinic locations
325-bed Tertiary Medical
Center
Behavioral Health Hospital
Four Critical Access Hospitals
Four Nursing Homes
Tri-State Ambulance Service
HEALTH PLAN
NATIONAL
PRODUCTS
Environmental
Sustainability/ENVISION
Advance Care
Planning/Respecting Choices
Bereavement Services/Resolve
Through Sharing
Nutrition/500 Club
MEDICAL
FOUNDATION

4. Our Team
Pamela Maas
Chief Business Development and
Marketing Officer
Julieann Paulson
Marketing Consultant
Liz Ritter
Planning and Development
Analyst
Other key collaborators:
 SVPs/VPs
 Service Line Leaders
 Regional Center Leaders
 Finance
 Information Systems

5. Gundersen Health System Strategic Plan
5

6. Marketing Prioritization – WHY?

7. No Alignment – CONSUMING

8. No Alignment – NOISY

9. No alignment – CONFUSING

11. Alignment leads to IMPACT

12. Prioritization Process
• Prep Meetings
• Launch Meeting
• Individual Prioritization Completion
• Prioritization Consolidation
• Final review and alignment
• Communication
• Dashboard and Ongoing Reporting

13. Prioritization Highlights
• Identify organizational scope
• Quantitative and qualitative categories
• Ranking criteria and weights
• Independent and collective engagement
• Results categorized into priority tiers 1-3
• Clear understanding of marketing
commitment based on tier results

14. Marketing Priorization - 2016
Total
Score
Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100%
Service Line
Market
Share
Current Access
(3rd Day Out)
Operating
Margin
Value of
1% Shift in
Market Share
Forecasted
Growth %
Patient
Experience
Percentile
Contributes to
Downstream
Revenue
Anticipated
Capacity
(2016)
Strategic
Value to
GHS
Degree of
Competition
Mission-
Centric
Service Score
Reference Only
Quantitative
(based on actual performance)
Subjective
(scores provided by VPs)
Scoring Key
0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP
Prioritization Quantitative and
Subjective Data Points
• Identify accessible quantitative data; internal and market data
• Determine subjective categories according to value to the
organization
• Evaluate weight percentages to align with data categories
Handout

15. • Operating Margin
• Market Share
• Forecasted Growth
– example
• Access
• Patient Experience
Gathering Data and Ranking Criteria
2015 Volume 2020 Volume % Growth
1 Boscobel 17,415 17,776 2.1%
1 Family Medicine LAX-ONA
1 Pediatrics
1 Regional Clinics
1 St. Joseph's 12,903 13,242 2.6%
1 Tri-County 24,436 25,873 5.9%
1 Women's Health 30,492 31,901 4.6%
2 Bariatrics 353 349 -1.0%
2 Emergency/Trauma 16,985 18,430 8.5%
2 ExpressCare
2 General Surgery 15,885 17,063 7.4%
2 Neuroscience Center 43,658 49,948 14.4%
2 Physical Therapy/Rehabilitation 338,624 375,016 10.7%
2 Vascular 20,854 23,513 12.8%
3 Allergy Adults
3 Cancer and Blood Disorders 5,296 5,485 3.6%
3 Center for Breast Care
3 Dermatology 82,016 92,464 12.7%
3 Endocrinology
3 Gastroenterology 40,954 46,267 13.0%
3 General Internal Medicine 23,099 24,146 4.5%
3 Hospice & Palliative Care
3 Imaging/Radiology 469,599 492,802 4.9%
3 Nephrology/Renal 12,510 13,927 11.3%
3 Pulmonary 37,182 43,866 18.0%
3 Rheumatology
4 Behavioral Health 179,020 179,138 0.1%
4 Dental Specialties
4 ENT 46,957 51,506 9.7%
4 Heart Institute 163,621 176,269 7.7%
4 Orthopeadics 61,630 69,509 12.8%
4 Plastics 10,099 11,539 14.3%
4 Podiatry 25,383 29,236 15.2%
4 Urology 23,707 27,761 17.1%
4 Vision 128,016 151,406 18.3%
High >15%
Average 5%-15%
Low .1-4.9%
None Negative
no data from the AB
Criteria
no data from the AB
no data from the AB
no data from the AB
no data from the AB
no data from the AB
no data from the AB
Team Service Line
Inpatient and Outpatient 5-year Projected
Growth
no data from the AB
Inpatient and Outpatient 5-year projected growth estimatesare from The Advisory
Board. Some service line projectionswere not available, and those are identified in
gray lettering.
no data from the AB
no data from the AB

16. Prioritization Results and
Ranking Adjustments
Marketing Priorization - 2016
Total
Score
Scoring Weight 20% 10% 10% 5% 20% 15% 10% 5% 5% 100%
Team Service Line
Market
Share
Current Access
(3rd Day Out)
Operating
Margin
Value of
1% Shift in
Market Share
Forecasted
Growth %
Patient
Experience
Percentile
Contributes to
Downstream
Revenue
Anticipated
Capacity
(2016)
Strategic
Value to
GHS
Degree of
Competition
Mission-
Centric
Service Score
4 Orthopeadics 36% 27 days 9 9 6 6 9 9 9 9 9 95.0 Projected Tier 1
3 Cancer and Blood Disorders 44% 22 days 9 9 3 9 9 9 9 9 9 93.3
3 Center for Breast Care - 32 days 6 9 6 9 9 6 9 9 9 85.0 Assigned marketing consultant
1 Women's Health 34% 11 days 9 9 3 6 9 6 9 3 9 83.3 Focused market planning and regular meetings
4 Heart Institute 38% 41 days 6 9 6 6 9 6 9 9 9 83.3 Marketing dashboard tracking and reporting
2 Pharmacy - - 9 6 6 0 9 6 9 9 6 81.7 Priority marketing spend and tactical execution
3 Imaging/Radiology - - 9 9 3 3 6 9 9 6 9 81.7 Greater channel exposure and spend
3 Gastroenterology 43% 71 days 9 9 6 6 9 0 9 9 9 80.0
4 Eye Institute 46% 20 days 9 6 9 6 6 6 6 6 6 76.7 Projected Tier 2
1 Family Medicine LAX-ONA - 18 days 3 6 6 6 9 9 9 3 9 75.0 Assigned marketing consultant
2 Neurosciences 43% 22 days 9 3 6 3 6 6 9 9 6 73.3 Focused market planning and regular meetings
2 General Surgery 38% 14 days 6 9 6 6 6 6 9 6 6 73.3 Marketing dashboard tracking and reporting
4 Urology 34% 16 days 6 3 9 6 9 6 6 6 6 73.3 Secondary priority spend and tactical execution
1 Tri-County Whitehall 12% 6 days 6 3 6 3 6 9 9 6 9 71.7 Greater channel exposure and spend
1 Boscobel 9% 87 days 6 3 3 3 6 9 9 9 9 70.0
2 Emergency/Trauma 19% - 9 9 6 6 6 0 9 6 6 70.0
2 Vascular 43% 14 days 6 3 6 6 6 6 9 6 6 66.7
4 ENT 37% 13 days 6 3 6 6 6 6 9 6 6 66.7 Projected Tier 3
3 Dermatology - 15 days 6 9 6 3 6 0 9 6 9 63.3 Tactical marketing team
4 Dental Specialties - 23 days 3 3 3 9 6 9 6 9 6 61.7 Tactical execution; some planning
1 St. Joseph - Hillsboro 13% 11 days 6 3 3 3 6 3 9 6 9 58.3 More limited channel exposure; spend
1 Pediatrics 40% 13 days 3 3 3 6 6 6 9 3 9 56.7
1 Regional Clinics - - 0 6 3 6 9 3 9 6 9 56.7
3 General Internal Medicine - 39 days 0 6 3 6 6 6 9 6 9 55.0
Subjective
(scores provided by VPs)
Scoring Key
0 - None/No Impact 3 - Low 6 - Average 9 - High enter by VP
Reference Only
Quantitative
(based on actual performance)

17. Service Line Planning

18. • Defining marketing growth objectives
– Meet with service line leaders to determine
• Monthly data tracking
– Define data tracking report; existing or creating with
report writers
• Overall marketing plan/tactics to align with growth
objectives
– Campaign channel, vendor, target market, dates,
budget
Prioritization Results and
Service Line Planning

19. Service Line Dashboards
• Marketing plan to support Service Line’s Growth Objectives
• Target audience, budget, expected ROI, volume tracking, actual ROI

20. SL Goals and Marketing
Objectives

21. Marketing Tactics

22. Marketing Goal Tracking
Goal 5%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
2016 % Change YOY (running total) 4% -3% -3%
2016 Total 171 159 330
2016 Goal 173 183 141 161 208 170 194 193 205 192 180 193 2,192
2015 Total 165 174 134 153 198 162 185 184 195 183 171 184 2,088
2014 Total 175 155 174 176 145 178 173 169 158 176 131 125 1,935
Goal 5%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
2016 % Change YOY (running total) -32% -47% -30% -17% -6% -6%
2016 Total 15 8 20 20 25 88
2016 Goal 23 22 19 16 19 16 18 16 14 23 14 16 214
2015 Total 22 21 18 15 18 15 17 15 13 22 13 15 204
2014 Total 18 17 14 21 26 13 22 27 21 20 17 17 233
Goal 5%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
2016 % Change YOY (running total) 6% 18% 13% 15% 9% 9%
2016 Total 35 59 49 52 38 233
2016 Goal 35 49 48 45 46 51 48 39 46 58 51 48 566
2015 Total 33 47 46 43 44 49 46 37 44 55 49 46 539
2014 Total 28 43 38 29 36 38 43 40 43 42 35 48 463
Goal 25%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
2016 % Change YOY (running total)
2016 Total 0
2016 Goal 0 0 0 0 0 0 0 0 0 0 0 0 0
2015 Total 0
2014 Total 0
MARKETING DASHBOARD: Heart - Goal Tracking
1. Increase Heart Failure new patients to specialty by 5%
2. Increase Valve Clinic volumes by 5%
3. Increase Heart Surgeries by 5%
4. Increase Electrophysiology Studies by 25%

23. Marketing Campaign Tracking
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Actual % ∆ YOY
(running total)
SEM Heart Surgery
567 clicks, 23,641
imp, 2.40% CTR, 6
calls tracked
SEM Heart Surgery -
899 clicks, 45,866
imp, 1.96% CTR, 27
calls tracked
SEM Heart Surgery -
689 clicks, 32,281
imp, 2.13% CTR, 10
calls tracked
SEM Heart Surgery -
721 clicks, 36,139
imp, 2.0% CTR, 18
calls tracked
SEM Heart Surgery -
753 clicks, 37,635
imp, 2.0% CTR, 14
calls tracked
SEM Heart Surgery -
clicks 795, 34,505
imp, 2.30 CTR, 6
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Heart Surgery -
clicks, imp, CTR,
calls tracked
SEM Display ads
1,483 clicks, 83,395
imp, 1.78% CTR
MICS 2nd Opinion
Info Packet now
available
MICS 2nd Opinion
info packets to
Regional Services
Priority One patient
story - Gundersen
Mag, SE WI version
MICS radio spot-
ESPN 105.5 FM
SEM Display ads
clicks, imp, CTR
SEM Display ads
clicks, imp, CTR
SEM Display ads
clicks, imp, CTR
SEM Display ads
clicks, imp, CTR
SEM Display ads
clicks, imp, CTR
SEM Remarketing
3,095 clicks,
101,545 imp, 3.05%
CTR
Cover story
Gundersen
Magazine - Cardiac
Arrest pt from SE MN
MICS print ads - La X
Trib, 2 RVNG local
pagers and PdC
SEM Remarketing
clicks, imp, CTR
SEM Remarketing
clicks, imp, CTR
SEM Remarketing
clicks, imp, CTR
SEM Remarketing
clicks, imp, CTR
SEM Remarketing
clicks, imp, CTR
MICS Pencil and
Pushdown on Trib
website, 2 days
Priority One Success
Story - MedLink
News
Hope's pt story -
Gundersen Mag
Goal
Heart MRI article -
MedLink News and
MASN
Priority One Success
Story - MASN
Heart Surgery 2nd
Opinion SEM - 33
clicks
Heart Surgery 2nd
Opinion SEM - 21
clicks
Heart Surgery 2nd
Opinion SEM - 52
clicks
Heart Surgery 2nd
Opinion SEM - 98
clicks
Heart Surgery 2nd
Opinion SEM - 81
clicks
Heart Surgery 2nd
Opinion SEM - 88
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
Heart Surgery 2nd
Opinion SEM -
clicks
MICS/Valve hybrid
surgery - Medical
Monday segment?
Second Opinion 100
clicks
Sources - mostly
organic and SEM
Second Opinion 73
clicks
Second Opinion 139
clicks
Second Opinion 98
clicks
Second Opinion 81
clicks
Second Opinion 91
clicks
Second Opinion xx
clicks
Second Opinion xx
clicks
Second Opinion xx
clicks
Second Opinion xx
clicks
Second Opinion xx
clicks
Second Opinion xx
clicks
3. Increase Heart Surgeries by 5%MarketingTactics
9%
5%
0
10
20
30
40
50
60
70
2016 Total 2016 Goal 2015 Total 2014 Total

24. Marketing Growth Objectives and
Data Tracking

25. Marketing Growth Objectives and
Data Tracking

26. Key Learnings
• Marketing Prioritization
– Interpretation of weights and
criteria
– Baby Steps with “living” the
priorities
• Marketing Dashboard
– Aligning dollar spend to revenue
– Quantifying impact and tracking
• Business goals
– Not always quantified
– Data definitions not standardized

27. The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development
Questions?