The document outlines a presentation on marketing to referring physicians. It discusses the traditional model of in-person visits and events and how physician satisfaction is declining due to increased paperwork and stress. A new integrated marketing plan is proposed for Cooper University Hospital that focuses on building relationships through a quarterly publication called the South Jersey Medical Report, enhanced website content, social media, and a physician liaison program. Initial results showed an increase in referrals from non-Cooper physicians who are now more willing to refer patients to Cooper for cancer, heart, and neuroscience care.

1. WHAT DO REFERRING DOCS WANT?
Presenters:
Jill Lawlor, Cooper University Hospital
Dan Dunlop, Jennings
Moderator:
Lyle Green, MD Anderson Cancer Center
March 22, 2012

2. MARKETING TO REFERRING PHYSICIANS:
THE TRADITIONAL MODEL
• Office visits, lunches, cocktail parties, events, CMEs
• Requires time of the referring physician, a vanishing
commodity
• At a time when running a practice is more stressful,
more business-like
• Requires time of your physicians
2

3. THE TRADITIONAL APPROACH
TO PHYSICIANS RELATIONS
• Where does referring physician marketing live in this
model?
• Is the Marketing Department involved?
• Is there integration between physician relations and
marketing? Digital?
• How do we achieve holistic, integrated solutions
(web, social, traditional)?
3

4. PHYSICIAN DISSATISFACTION
• The Physicians’ Perspective: Medical Practice in 2008.
(The Physician Foundation)
– Morale – 42% rated their colleagues morale poor or
very low
– 78% of physicians said medicine is either “no longer
rewarding” or “less rewarding”
– 76% of physicians said they are either at “full
capacity” or “overextended and overworked”
– 45% of doctors would retire today if they had
financial means
4

5. PHYSICIAN DISSATISFACTION
• The Physicians’ Perspective: Medical Practice in 2008.
(The Physician Foundation)
– 94% said the time they devote to non-clinical paperwork in
the last three years has increased, and 63% said that the
same paperwork has caused them to spend less time per
patient.
– 60% of doctors would not recommend medicine as a
career to young people.
– Only 17% of physicians rated the financial position of
their practices as “healthy and profitable”
5

6. “ S o m e t h i n g h a s g o t t o b e d o n e, a n d u r g e n t l y, t o
a s s i s t p hy s i c i a n s, e s p e c i a l l y p r i m a r y c a r e
p hy s i c i a n s. T h e wh o l e t h i n g h a s s p u n o u t o f
control. I plan to retire early even though I
s t i l l l o v e s e e i n g p a t i e n t s. T h e p r o c e s s h a s j u s t
become too burdensome.”
Fa m i l y P hy s i c i a n , Te x a s
6

7. PHYSICIAN DISSATISFACTION
• Context: Changes in the practice of medicine
– Electronic Health Records
– Electronic Patient Registries
– Quality Contracts
– Patient Centered Medical Home initiative and ACO
lead to less clinical autonomy
– Not enough time with each patient leads to job stress
7

8. YET IT REMAINS OUR CHALLENGE
TO ENGAGE THEM.
8

9. PHYSICIAN SATISFACTION REPORT
• “Intellectual stimulation,” “professional/collegial
relationships” and “prestige of medicine” were rated as
things physicians find satisfying about practicing
medicine.
• Evidenced by the rise and popularity of physician-only
online networks: Sermo…
• So, where do we go from here?
9

10. NEW OPPORTUNITIES THAT ACCOMMODATE
THE PHYSICIAN LIFESTYLE & VALUES
• Physician-only networks
• Mobile applications
• Social media
• Physician blogs
• Online Video
• The Physician portal
10

11. RESEARCH FOR
COOPER UNIVERSITY HOSPITAL
ASSIGNMENT
• Create an integrated marketing plan targeting referring
physicians (employed and community-based)
• Review of best practices
• Crowd sourced healthcare marketers using LinkedIn
11

12. CROWD SOURCING A SOLUTION
12

13. MEETING LYLE
13

14. PHYSICIAN MARKETING BEST PRACTICES
• MD Anderson
• University of Michigan Health System
• St. Joseph Mercy Oakland
• Rush University Medical Center
• UW Health
14

15. 15

16. 16

17. 17

18. 18

19. 19

20. 20

21. 21

22. 22

23. 23

24. MD ANDERSON INNOVATIONS
1. myMDAnderson physician
portal
2. Clinical Operations
involvement, ie.
"operational marketing”
3. Referring Physician
Satisfaction / Reputation
process
24

25. MD ANDERSON INNOVATIONS (CONT.)
4. Hybrid physician liaison
team (clinical and sales
5. Physician Engagement -
Referring Physician and
Faculty Advisory Boards
6. Use of social media tools,
primarily Twitter and our
physician microsite -
physicianrelations.org
25

26. 26

27. 27

28. 28

29. 29

30. LEADING TRENDS
• Comprehensive online resources
• Referring physician web portal
• Extensive use of video to “introduce” physicians
• Experimentation with social media and physician
blogs
• Continuing reliance on thoughtfully produced
newsletters
30

31. PHYSICIAN & HOSPITAL BLOGS
31

32. 32

33. 33

34. 34

35. 35

36. 36

37. PHYSICIAN-ONLY COMMUNITIES
Success comes from the three T’s: Trust, Timesaving, Topical
Content
• Sermo
• Medscape
• QuantiaMD
• Epocrates
• Ozmosis
• Doximity
37

38. PARTICIPATING IN ONLINE COMMUNITIES
• Clinician Profiles
• Geographic Networks by Medical Specialty
• Discussions/Forums
• Microblogging
• Blogging
38

39. THE POWER OF LINKEDIN
39

40. WHY LINKEDIN?
• Allows you to control your digital footprint
• Search
• Great for parking physician’s CV
• More professional in appeal
• LinkedIn Groups
• Terrific Daily and Weekly Summaries
* Credit goes to Bryan Vertabedian, M.D.
40

41. 41

42. 42

43. COOPER UNIVERSITY HOSPITAL
REFERRING PHYSICIAN MARKETING
43

44. COOPER UNIVERSITY HOSPITAL
BACKGROUND
• Academic Medical Center
• Level One Trauma Center
• Serves Southern New Jersey and the Delaware Valley
• Medical education, patient care and research
• One of the highest volume trauma centers in the
region
44

45. NEED FOR AN ENHANCED
PHYSICIAN MARKETING EFFORT
• Losing patients to lesser programs in NJ
• Control leakage from Cooper physicians
• Need to build stature of Cooper physicians and
leading programs
• Build awareness of Cooper’s depth and expertise in
specific services
45

46. INTENSE COMPETITION
• Penn Medicine
• Jefferson Health System
• Temple University Health System
• Fox Chase Cancer Center
• Children’s Hospital (CHOP)
• Community hospitals in South Jersey
46

47. CURRENT PHYSICIAN MARKETING EFFORT
• Office Visits • Physician advertising
• Community Outreach • CMEs
• Referral Directory • Concierge Hotline
• Direct Mail Announcements • Grand Rounds
• E-mail Announcements
• Collateral
• Physician Group networking
events • Departmental Annual
• Practice Manager Events Reports
• Top Doctors Recognition • Doctor’s Day Celebration
47

48. PHYSICIAN MARKETING PLAN
What was missing from the existing program:
• A formalized, focused, systematic approach
• A conceptual umbrella for delivering content
to physicians (employed & independent)
• A branding vehicle to increase stature and
esteem for Cooper
48

49. COOPER PRIORITY SERVICES
• Heart Institute
• Bone & Joint Institute
• Neurological Institute
• Cancer Institute
• Digestive Health Institute
• Surgical Services
• Women & Children’s
49

50. GOALS FOR PHYSICIAN MARKETING
• Increase referrals from physician group and
Community Physicians
• Build the stature of Cooper’s physicians and services
• Build awareness of Cooper’s key services
• Create a focused, conceptually driven approach to
physician marketing
50

51. PROGRAM BENEFITS
• One conceptual umbrella for marketing to referring
physicians
• One package for delivering information for
numerous services
• Positions Cooper as the authority
• Brings visibility to Cooper physicians & services
• Places Cooper on a larger playing field
51

52. SOUTH JERSEY MEDICAL REPORT
• A quarterly publication written for referring physicians
in the region
• Service-specific editorial focus, varies with each issue
• Brief updates on other services
• Notes about activities of Cooper physicians
52

53. SOUTH JERSEY MEDICAL REPORT
EDITORIAL CONTENT PLAN
• Clinical Care Updates • Advances in Medicine
• Colleague Corner & Technology
• New Medical Staff • Blog Post Excerpts
Profiles • Cooper News
• Resources • Updates on Cooper
• Upcoming CME’s Medical School
• Clinical Trials
53

54. 54

55. 55

56. 56

57. 57

58. 58

59. 59

60. 60

61. 61

62. 62

63. SJMR RADIO: MITRAL VALVE REPAIR
63

64. INTEGRATED DEPARTMENTAL WEB CONTENT
64

65. Physician Media
Visits Relations
Web
Social Media South Jersey Content
Medical Report
Publication
Physician SJMR
Videos & Radio
Podcasts
SJMR
Website
65

66. REPURPOSING CONTENT
• Articles for South Jersey Medical Report
• PDF version for download on the Website
• Hard copies for practice visits from Liaisons
• Related advertising
• Cooper website -- service line content
• YouTube and ICYou video channels
66

67. WEEKLY SPADEA
67

68. REPURPOSING CONTENT
• LinkedIn group, Facebook& Twitter
• South Jersey Medical Report radio campaign
• Audio for radio spots
• Video on South Jersey Medical Report website
• Video on departmental web pages
68

69. ENRICHED WEBSITE CONTENT
• Enhance the online brand experience
• Add information for referring physicians for each
major service line
– Basic referral information
– Ongoing communication with referrer
• Enrich service line content with multimedia and
editorial developed through SJMR
69

70. 70

71. 71

72. 72

73. 73

74. 74

75. 75

76. 76

77. PHYSICIAN LIAISON PROGRAM
77

78. GOALS
• Increase referrals to the hospital’s outpatient physician
practices (which will in turn, increase the volume of
hospital procedures).
• Improve the non-Cooper physician community’s
relationship with Cooper.
• Overcome any objections to Camden location.
78

79. STRATEGIES
• Educate Non-Cooper physicians about the physicians
and services the hospital offers via in depth
conversations.
• Target both Cooper and Non-Cooper primary care
physicians to strengthen our relationship with
generalists.
• Create a positive experience for their decision to send
their patients to the health system.
79

80. STRATEGIES (CONT.)
• Identify the real issues and concerns the referring
physicians have when sending their patients to Cooper
(primarily: Access, Location and Communication).
– Fix / Overcome these concerns
– Relay the common concerns to hospital leadership
team to remedy
80

81. Tactics
• “Peer to Peer” programs: Cooper specialist meets
with a non-Cooper Primary Care physician.
• Hospital Tours: non-Cooper Physicians and Practice
Managers
• In Patient/Physician Liaison feedback: Provides non-
clinical feedback to the referring physician.
• Office visits, Emails, Phone Calls
• Invitations to our CME programs
• In-services (educational breakfast or lunch programs)
81

82. RESULTS
• Year over Year (2010 vs. 2011) there was a 13% increase
in referrals amongst the base of physicians covered by
our physician liaison team to the specialties which they
were promoting.
• Hundreds of minor issues (who to contact, etc) were
addressed by the Physician Liaison team.
• Major “issues” were elevated to the hospital’s Senior
Leadership team which formed a task force to address
the problems (primarily “Access” and
“Communication.”).
82

83. FINDINGS
• Focus is the key to success
• Tracking and measuring is extremely important:
Know which tactics work on which customers.
• The liaisons are a great resource for serving as
“ground intelligence.”
83

84. PHASE II –
SOCIAL MEDIA FOR PHYSICIANS
• Facebook pages for Cooper Institutes
• Twitter feed for Cooper Institutes
• Physician-to-Physician Blogs
• Physician-Only Networking Sites -- Sermo and
Ozmosis
84

85. PROGRAM SUMMARY
• Enhance the extensive physician marketing program
currently in place
• Focus the efforts under the South Jersey Medical
Report umbrella
• Extend Web and social media efforts
• Repurpose content
• Coordinated approach with service lines
85

86. FIRST YEAR DATA
• 21,000 newsletters mailed to date
• 1,863 unique visits to sjmedicalreport.com
(1st& 2nd quarter 2011)
86

87. FIRST YEAR RESULTS
2011 Greenburg Quinlan Rosner Report
• Non-Cooper PCP’s willing to refer for Cancer Care
o46% in 2009
o77% in 2011
• Non-Cooper PCP’s willing to refer for Heart Care
o59% in 2009
o77% in 2011
• Non-Cooper PCP’s willing to refer for Neurosciences
o47% in 2009
o75% in 2011
• Non-Cooper PCP’s willing to refer for Orthopedics
o74% in 2009
o69% in 2011
87

88. WHAT DO REFERRING DOCS WANT?
• Easy access and clinical information
• How do we do this?
– Anticipate their need for information
– Generate content that is relevant and easily accessed
– Introduce colleagues virtually
– Deliver content via multiple channels to meet the
needs and preferences of individual physicians
– Keep communication flowing; follow-up
88

89. CONTACT INFORMATION
• Jill Lawlor, Cooper University Hospital
– Email: lawlor-jill@CooperHealth.edu
• Dan Dunlop, Jennings
– Email: ddunlop@jenningsco.com
– Twitter: @dandunlop
• Lyle Green, MD Anderson Cancer Center
– Email: lgreen@mdanderson.org
– Twitter: @LDGreen66
89