Marketing-Stimulated Word-of-Mouth: A Channel for Growing Demand.

Marketing-stimulated word-of-mouth (WOM) marketing has been poorly understood in health care, leading to it being underappreciated and underutilized by marketers. A study of new patients to a new runner's clinic was conducted to understand how they chose the program. The importance of marketing-stimulated WOM, both individual and organizational, is documented. Marketing-stimulated WOM is an often overlooked and rarely measured channel for increasing the impact of marketing programs.

Hospital affiliations, co-branding, and consumer impact.

Alliances, affiliations, and partnerships continue to grow as one way for health care organizations to better serve their customers and compete with other organizations and networks. These organizational relationships are often promoted through co-branding joint programs and services. A study of consumers was conducted and shows that these organizational relationships positively affect consumer future behavior and benefit the organizations involved. Most importantly, the benefits of these organizational relationships grow as familiarity and understanding of the "new" partner in the market increases.

Customer advisory groups: another way to listen to the marketplace.

Customer advisory groups (CAGs) are formal groups of customers (referring physicians, patients, health insurance brokers, etc.) who meet regularly to share their ideas and to provide feedback to proposed or existing marketing strategies, programs, and activities. While CAGs are very prevalent in other industries they appear to be relatively underutilized in health care. This article provides an overview of how CAGs work, their advantages and disadvantages, tips on how to make them work better, and insights from interviews with 39 healthcare chief marketing officers on their use of CAGs.

Demonstrating marketing accountability.

Pressure on health care marketers to demonstrate effectiveness of their strategies and show their contribution to organizational goals is growing. A seven-tiered model based on the concepts of structure (having the right people, systems), process (doing the right things in the right way), and outcomes (results) is discussed. Examples of measures for each tier are provided and the benefits of using the model as a tool for measuring, organizing, tracking, and communicating appropriate information are provided. The model also provides a framework for helping management understand marketing's value and can serve as a vehicle for demonstrating marketing accountability.

Creating an integrated clinical enterprise at the University of Kentucky: the emergence of UK HealthCare.

If the medical system in the United States is to change, as has been recommended, academic medical centers must, in fact, lead this change process. To prepare for the future, the University of Kentucky decided to move aggressively toward developing an integrated clinical enterprise branded as UK HealthCare, where leadership of the various components of the academic medical center make strategic and financial decisions together to achieve common organizational goals. The authors discuss senior leadership's development of the vision for the enterprise and the governance structure that was established to engage board members and faculty of the institution. They examine the rigorous strategic, facilities, financial, and academic planning that ensued, and the early successes achieved. The authors introduce some of the lessons learned by the organization during the emergence of UK HealthCare and describe the corporate structure and senior management team that was established to support the quick and efficient implementation of the planning strategies. It was this corporate structure and senior management team which has proven to be an effective agent of change and a key to the successful development of a truly integrated clinical enterprise.

Women's Heart Advantage Program: the impact 3 years later.

Yale-New Haven Hospital, in partnership with Voluntary Hospital Association (VHA Inc), launched the Women's Heart Advantage program in March 2001. Major program components implemented include (1) a comprehensive initial and ongoing internal communication program; (2) a health promotion initiative including a 24-hour, 7-days-a-week women's heart line staffed by nurses and an Internet health question-and-answer forum; (3) significant ongoing communication with nurses and physicians; (4) a community outreach effort to educate poor and minority women; and (5) an aggressive effort to secure financial partners to underwrite the cost of the program. Before launching the program, a telephone survey of 300 randomly selected New Haven County women ages 40 to 70 years was initiated in January 2001 and repeated in January 2002, 2003, and 2004. Findings include (1) the percentage of women who recognize heart disease as the number-one killer of women their age increased from 26% in 2001 to 59% in 2004, (2) the percentage of women who would call 9-1-1 or go directly to a hospital emergency department increased from 63% in 2002 to 83% in 2004, and (3) the percentage of women aware of recent Women's Heart Advantage program promotion grew from 33% in 2002 to 50% in 2004. Perhaps most importantly, the number of women with heart problems admitted through the hospital's emergency department increased from 1528 per year in 2001 to 1870 per year in 2004 (7.5% annual increase), whereas the number of men with heart problems admitted through the emergency department during the same time period has been relatively low (0.8% annual increase). By linking clinical, public health, and marketing expertise along with finding ways to partner with other organizations, the Women's Heart Advantage program has contributed to remarkable changes in women's awareness, knowledge, and behaviors, suggesting a model for approaching similar health-related problems.

Effectively executing a comprehensive marketing communication strategy.

Marketers are under increasing scrutiny from their management to demonstrate accountability for the resources they receive. Three models are presented to help marketers execute their customer communication activities more effectively. Benefits of using the "Identification of Strategic Communication Elements," "Business Communication" and "Communications Management Process" models include (1) more effective upfront strategic and tactical planning, (2) ensuring key communication principles are addressed, (3) easier communication program communication, (4) provides a framework for program evaluation and market research and (5) increases the creative thinking marketers need when addressing the major marketing challenges. The ultimate benefit is the greater likelihood of more positive marketing results.

Cost-effective advertising through TV and newspaper "banner" ads.

Banner ads, small strip ads in newspapers used to specifically promote an information piece, were introduced into one newspaper in the Connecticut market in 1999 by Yale-New Haven Hospital (YNHH). Based on their success, the concept was expanded to six additional newspapers in late 2000 and to TV in the summer of 2001. Between 2000-2002, even as the overall marketing/advertising budget declined 30%, switching advertising dollars from image/display ads to banner ads resulted in consumer awareness of YNHH increasing from 29% to 42%. Perception of YNHH as "the advanced medicine" hospital grew from 22% to 40% during the same period. The specific strategic and operational actions generated since the implementation of the program are detailed and the advantages and disadvantages of this banner advertising approach are discussed. Banner ads may offer an alternative approach for organizations to advertise their products and programs.