Today I joined the entire company in our new café for our monthly company meeting. But unbeknownst to me, they had changed it up dramatically. And the modifications they made to the meeting are indicative of the important cultural changes that have been taking place.
For those who have managed marketing initiatives, setting clear and measurable goals seems to be a fairly understandable and obvious theory. However, being able to objectively set goals is difficult for some people, especially if you haven’t set them in the past.
The process of setting objective goals doesn’t have to be a challenge. It can be done simply by asking and answering the question: “What is the best way for me to meet the objectives identified by my administrative team or myself?”
Geonetric was recently designated a Blue Zone Certified Worksite, becoming the 20th employer in Cedar Rapids to receive certification. Our timing coincided perfectly with the construction of our new building in the New Bohemia District. Much of our building planning took into consideration the Blue Zones certification requirements. For example, our new campus will be Tobacco Free. Our new café will have 10 inch plates and tall, skinny glasses. Our new workspace will have height adjustable desks.
The intranet is a critical piece of your hospital’s infrastructure. It’s typically composed of multiple systems, applications and devices that work in concert to provide your staff with the critical resources they need to work effectively. At the center of this oft-dizzying array of systems is the ‘intranet website.’ Sometimes called an ‘employee portal,’ this website is the home base for your employees. It’s where they stay current with recent organizational news and policies. It’s where they find the day’s lunch menu, the CEO’s blog, the most recent vacation policy, contact information for colleagues, links to the other systems and more.
Those unfamiliar with agile philosophies sometimes assume “agile” means lack of process, planning or consistency. In fact, all those things are present in agile … but it’s important to look at the underlying data to determine when that consistency helps or hinders us in reaching goals.
In this quarter’s client satisfaction survey we saw consistency in several areas … so we looked closer to interpret those results.
One thing we know for sure in the world of SEO is that change is the only constant. Last week, Google made yet another algorithm change, this time targeting the location-specific search results.
And, yes, this one was also named after an animal. We would like to introduce you to “Pigeon!” (We’re not in charge of the names here. Promise.)
But we don’t have to worry about any of that anymore. We’re now at 415 12th Avenue SE. And what an amazing, inspiring place to call home!
As consumers of many products and services, we want to know our options to make informed decisions. We compare big-ticket purchases like cars and houses as well as every-day items like laundry detergent and food to make sure we get the value we want.
So why wouldn’t we compare doctors also?
Advocate Medical Group (AMG) wanted to give consumers the opportunity to take an active role when choosing a physician. So we helped them add functionality to their website allowing health consumers to compare physicians. When looking at a physician’s profile, consumers are able to answer:
- Is this physician accepting new patients?
- How many years of experience does the physician have?
- Where does that physician practice?
- Does this physician speak my native language?
- Is the physician board certified?
- What is the physician’s philosophy of care?
With the ability to look at doctors in parallel, consumers can choose the doctor that best meets the needs of their family. Most importantly, they are able to request an appointment and easily complete the task they set out to do.
Want to learn more about Geonetric’ s provider directory? Check it out.
It is almost a certainty that patient care volumes will increase after the complete rollout of the Affordable Care Act. Already, health systems are seeing a new level of demand that is burdening systems because of increased volumes. The patients you are currently treating that don’t have health insurance are mandated to enroll in a health insurance product offered either through a Federal or State exchange program.
The most recent figures from the Department of Health show that 7.1 million people are now enrolled in ObamaCare. Of those, more than 26% or 1.8 million people are between the ages of 26 and 34. The thought behind Affordable Care was that more young people would enroll and force the premium cost down through risk sharing. Although the number of young people enrolling has not achieved the levels anticipated it is a very good start and creates an opportunity for health systems and providers.
The Affordable Care Act ensures that health plans in the individual and small group markets offer a comprehensive package of services, known as essential health benefits. Essential health benefits must include services such as: hospitalization; maternity and newborn care; substance abuse disorder treatment; wellness services, emergency care, along with pediatric services that includes oral and vision care.
In a traditional environment, the executive team might hire a branding company to define and roll out the organization’s values. The company then typically ends up with words that are cliché, ambiguous and impossible to measure – values like “passion” and “excellence” – or a Dilbert-like phrase filled with buzzwords – such as “leveraging core competencies to achieve synergistic results”. That doesn’t cut it here.
So of course, we decided to turn the process on its head. We asked employees to tell the executive team what our core values are.
Employees were asked to write a value and short description on a card and post it on our newly-created Core Values wall. For two weeks, each employee could add as many or as few as they wanted, and in the end, employees contributed nearly 50 cards.
From there, we grouped the cards based on similar ideas, and came up with twelve high-level themes. Those themes then were put into a survey tool, where employees were asked to rank them. The results were crystal clear. Employees believe we have five core values, with the other seven supporting those.
Our final step was to have our marketing team help wordsmith the final values, because of course, they have to sound like us.
And here are the values that our employees believe make us who we are and define how we work with each other and our clients every day:
- Own it: We’re accountable to ourselves, each other and our clients. We keep our promises.
- Bring it: We deliver exceptional service and value every day. We’re aiming for Wow!
- Push it: We’re always moving forward or learning from our mistakes. Standing still is not an option.
- Say it: We’ve torn down the walls so ideas and information flow freely. Candid and direct is a way of life.
- Unite! We are strategic and creative, thoughtful and candid, fun and different. We’re one team, united by a common vision.
If you interact with any of us at Geonetric in any way – as a client, vendor partner, community neighbor, agile co-conspirator, prospective client or candidate for employment – I trust that you’ve been seeing those values in action for a long time. We’ve just finally written them down in a way that sounds just like us. Yep – nailed it.
For years healthcare marketers have followed this plan when developing marketing campaigns. Countless hours are spent putting a comprehensive marketing plan together that starts out by listing all the tactics that will be used to attract prospects. From there creative is developed to tie all the messaging together which leads to a conversion point where the prospect is hopefully converted into a patient.
The conversion point is the most important part of a marketing campaign. So why not focus on that element first and work backwards from there? That is exactly what Ben Dillon, Geonetric’s vice president, introduces in his “Produce Marketing That Matters” article, which appeared in the October 2013 issue of Healthcare Marketing Report.
In this article, you’ll learn lots of tips that will enhance your efforts, like how to:
- Focus on conversions to help prove the value of marketing efforts
- Apply agile marketing principals to marketing campaigns
- Improve landing pages and types of strong conversion points
- Make constant and rapid adjustments to marketing strategies
- Set tangible goals should be set before campaign timelines
As a healthcare marketer you probably lack a few things. Resources. Time. Money. But what you don’t lack are goals. You need to promote your physicians. And your service lines. And your events. So when you’re charged with filling schedules or signing up new patients for an upcoming course, where do you start?
“Any sufficiently advanced technology is indistinguishable from magic.”
Think about a few common technologies – cell phones, televisions and airplanes. These were once thought to be the exclusive province of the supernatural. While they’re truly remarkable, we now take them for granted. Have you gotten angry when your phone drops a call when driving through a tunnel or when a flight that takes you across the country in the morning is delayed for an hour or two?
These are big, flashy examples of technology at work. Sometimes the greatest magic is in the things that just work, and one day you realize just how amazing that seemingly simple task actually is.
Great software can be that way.
Licensing a health library is the right decision for most organizations. It promotes your hospital’s expertise, helps serve patient education needs, and helps fill waiting room seats and physician schedules. But just licensing a health library does little to help you realize these benefits. In fact, the value your organization gets from its health library is directly related to how effectively it is integrated with your website. A health library that is merely
The following sections describe options for integrating a health library, starting with the most basic and proceeding to more advanced – and valuable – types of integration. Read sequentially, each section is an integration step that moves the organization from a rudimentary
With the number of mobile-connected devices projected to exceed the world’s population by the end of 2014, it’s more important than ever to have a Web presence that can accommodate mobile users. And since 31% of cell phone owners, and 52% of smartphone owners, have used their phone to look up health or medical information, healthcare organizations need to make their online experience seamless regardless of what type of mobile device is trying to access their information.
Pella Regional Health Center wanted to ensure visitors had access to their entire site, not just a select subset. Enter responsive design. It enables organizations to build and maintain one site that adapts automatically to the capabilities of the device being used. Essentially future-proofing an organization’s website since it presents the best user experience possible whether the Web visitor is accessing the single site from a desktop, tablet, mobile device or even a mobile-enabled refrigerator.