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Deby K. Samuels

Recent Portfolio. 2009. Deby K. Samuels. Contents. Case Study #1: D-to-C Electronic Marketing in Health Care Case Study #2 : Affinity Marketing Case Study #3: Brand Redefinition Case Study #4: Crisis Management Case Study #5: Video Messaging to impact behavior change

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Deby K. Samuels

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  1. Recent Portfolio. 2009. Deby K. Samuels

  2. Contents Case Study #1: D-to-C Electronic Marketing in Health Care Case Study #2: Affinity Marketing Case Study #3: Brand Redefinition Case Study #4: Crisis Management Case Study #5: Video Messaging to impact behavior change Case Study #6: Building a Physician Recruiting Program Case Study #7: Using MarCom tools to establish best practices Case Study #8: Instituting consistent brand identity in an organization Case Study #9: Consumer advertising to motivate behavior Case Study #10: Using targeted direct mail

  3. Case Study #1: Direct-to-Consumer Electronic Marketing in Health Care

  4. Case Study #1: Direct-to-Consumer Electronic Marketing in Health Care • Situation Today, health care is more and more consumer directed, and the primary source of health care information for more than half the population is the Internet. Yet less than 15% of AmSurg’s 140 GI centers were online.

  5. Case Study #1: Electronic Marketing in Health Care • Objective To develop a cost-effective way for centers to get connected with individuals who should be getting their screening colonoscopy.

  6. Case Study #1: Electronic Marketing in Health Care • Actions • Developed WebAdvantage, a comprehensive electronic marketing approach for a GI surgery center, which included a content-rich Web site with the ability to lead prospects to an appointment decision—for $190 per month membership fee. • Traffic was driven through ADVO direct mail as well as through AmSurg’s proprietary patient portal, stopcoloncancernow.com.

  7. Case Study #1: Electronic Marketing in Health Care • My role • Concepted and named WebAdvantage. • Directed site development through outside vendor. • Supervised/edited content. • Navigated legal (PHI/HIPPA) compliance issues. • Developed materials to sell concept to centers. • Hired Web professional to take it to the next level, involving social networking. • Played key role in design and content of stopcoloncancernow.com as well as the direct mail (ADVO), print and radio test campaigns for that site.

  8. Case Study #1: Electronic Marketing in Health Care • Results • stopcoloncancernow.com generated .01% response (procedures) in four-month, three market test period, a remarkable result considering the normal “sell-in” for a colonoscopy is 6-24 months and the test was just four months in duration. • WebAdvantage launched in November, 2008. By May, 2009, it had 60 participants, well on the way to 100-center goal by end of 2009.

  9. Case Study #1: Electronic Marketing in Health Care • Sample sites www.raleighendoscopy.com www.lecbr.com www.riveroaksendoscopy.com www.lancastergicenter.com www.epgastro.com www.tampaendocenter.com www.gibaltimore.com www.tbirdendo.com www.airportendoscopy.com www.endocentermiami.com

  10. Case Study #2: Affinity Marketing

  11. Case Study #2: Affinity Marketing • Situation Undoubtedly, the easiest customer to acquire is one that “looks” a great deal like an existing valued customer. In a single-specialty GI surgery center, the prospect with the most affinity to the patient is often the individual who drives them to their procedure, yet nothing had ever been done to engage these potential patients at this point of relationship.

  12. Case Study #2: Affinity Marketing • Objective Engage these “patient companions” in activity/dialogue leading the appropriate ones to schedule a needed screening colonoscopy—presently, national compliance rates for this life-saving procedure are 50%-60%, indicating deep opportunity.

  13. Case Study #2: Affinity Marketing • Actions • Developed Patient Companion News (PCN), a four-page tabloid with colon cancer/ colonoscopy facts plus games/items to help pass time waiting. • Included BRC for more info or to schedule appointment. • Created break room posters to engage staff as well as “Be a Hero” buttons encouraging staff/companions to urge friends and loved ones to get their colonoscopy. • Developed patient scripts to aid staff in effective prospect interaction. • Created “sales” piece outlining four levels of program execution.

  14. Case Study #2: Affinity Marketing • My role • Concepted the program elements including “Be a Hero” campaign. • Wrote all materials. • Supervised staff follow-up on graphics development as well as distribution of materials.

  15. Case Study #2: Affinity Marketing • Results • Program enthusiastically accepted by more than 40 centers within three weeks of intro, a record for program acceptance in a system where centers make autonomous marketing decisions. • More than 50,000 copies of PCN printed, an anticipated two-month run rate. • Cost managed so effectively that two new procedures will cover cost for two months’ of materials.

  16. Case Study #3: Brand Redefinition

  17. Case Study #3: Brand Redefinition • Situation Comdata, a company founded with a “check” card for the trucking industry, had grown far beyond that sector with significant business—as well as market leadership—in gift cards, aviation payment, merchant cards, and a variety of methods for transferring money. Furthermore, through acquisition, they had become a company with six distinct business units, bringing more than a dozen corporate and product brand names to the table with no single corporate focus, both internally and to its varied markets.

  18. Case Study #3: Brand Redefinition • Objective Define a single focus for the company that was meaningful to its various customer bases and could be easily embraced, understood and supported by all its employee groups .

  19. Case Study #3: Brand Redefinition • Actions • Retained consultant who would be credible, neutral authority as difficult transition recommendations were developed. • Supervised rigorous brand discovery program including researching internal and customer groups, product positioning and other brand influencers. • Careful to develop process that resulted in buy-in across business unit barriers as well as from skeptical senior management. • Also gave careful attention to redefining brand toward enhancing present brand strength and market leadership in various markets, not weakening it.

  20. Case Study #3: Brand Redefinition • My role • Played key role in building the case for the need/understanding for a rebranding process, and its potential value, to senior management. • Researched brand development partners. • Led entire process, coaching outside resource on issues as well as coordinating a very ambitious interview process.

  21. Case Study #3: Brand Redefinition • Results • Today, Comdata’s brand is not trucking, merchant services, gas cards, pay cards or aviation products, but it is known for “Payment Innovation.” • This seemingly simple rebranding delivered the anticipated objective of bringing business units under one value flag, especially its market-leading gift card division, without loss of business or brand strength.

  22. Case Study #4: Crisis Management

  23. Case Study #4: Crisis Management • Situation In February, 2008, poor infection control practices at an outpatient surgery center in Las Vegas, Nev., led to the largest patient notification in U.S. history, with more than 60,000 past patients told they might have HIV or Hepatitis C following a procedure at the center. On Sunday following the announcement, an AmSurg center in nearby Reno found its photo adjacent to an unfavorable editorial in the lead newspaper, pulling it into the story despite the fact that the center followed superior infection control practices and, in its more than a decade in operation, had never had a patient contract any disease from another patient.

  24. Case Study #4: Crisis Management • Objectives • Put distance between the Reno center and the worsening story involving the Las Vegas center. • Additionally, as the Las Vegas story went national, minimize its impact on the company’s remaining 139 GI centers. • Minimize or prevent any loss in procedures due to the Las Vegas story. • Minimize or prevent any cancellation of contracts on the part of the center’s patient payor agencies.

  25. Case Study #4: Crisis Management • Actions • Working with local PR firm, had discussions with newspaper’s editors and earned a retraction plus willingness to gain greater understanding of the story. • Posted Web site in 48 hours addressing patient/ provider concerns, distancing center from growing national story. • Developed media statements, scripts and protocols for responding to patients, providers and referral sources. • Develop advisories and materials for other AmSurg centers as story gained traction in their communities. • Instituted AmSurg media hotline to respond to inquiries as they found their way to the corporate level.

  26. Case Study #4: Crisis Management • My role • Functioned as media counsel on multi-functional crisis team which included legal, clinical services, compliance personnel. Kept CEO informed of progress and issues. • Wrote all statements, Q&As, Web site content, scripts, referral source letters and developed protocols for media contact. • Wrote and distributed advisory materials for other AmSurg centers; dealt directly with local community issues as needed. • Responsible for media hotline, becoming first AmSurg spokesperson other than CEO/CFO.

  27. Case Study #4: Crisis Management • Results • Able to keep Reno center out of news after initial and erroneous story, including in year-end news round ups nine months later in December. • In fact, turned the tables and developed center physicians as expert resource for the media as the Las Vegas story wore on. • Only one provider cancellation which was reinstated within a few weeks. • Center experienced no discernable procedure losses.

  28. Case Study #5: Video Messaging to impact behavior change

  29. Case Study #5: Video Messaging to impact behavior change • Situation Just over half of adults who reach recommended age for screening colonoscopy actually have the procedure. Yet most people know the facts: colon cancer is the #2 cancer killer and timely colonoscopy would eliminate more than 90% of it. The procedure is just too associated with perceived discomfort, embarrassment and a belief that it really isn’t necessary unless there are symptoms or family history—all attitudes which are literally killing people unnecessarily.

  30. Case Study #5: Video Messaging to impact behavior change • Objective Use humor and tasteful self-deprecation to take the edge off the procedure in a format that could be easily, inexpensively and repetitively distributed throughout the AmSurg system.

  31. Case Study #5: Video Messaging to impact behavior change • Actions • Developed a series of eight short videos (:60-:120) addressing key colon cancer/colonoscopy issues. • Used on-camera announcer with minimal props/seamless background to poke a little fun at colonoscopy while educating the viewer to serious consequences of avoiding it. (Format could be easily, inexpensively reproduced for other topics over time.) • Distributed videos on surgery center Web sites, in waiting rooms, with referral sources, on YouTube, at health fairs.

  32. Case Study #5: Video Messaging to impact behavior change • My role • Concepted and wrote initial scripts before handing off to video production company for final edit and scene development. • Served as executive producer finalizing scripts, getting legal and medical review completed, exercising creative review and control.

  33. Case Study #5: Video Messaging to impact behavior change • Results • Videos are enjoying very high hit rates on WebAdvantage sites where they rank in the top three visited segments of the pages. • Also enjoying high viewership on YouTube and stopcoloncancernow.com. • So successfully produced that senior management approved additional videos for eye and multi centers. • To view all eight on stopcoloncancernow.com, go to: http://stopcoloncancernow.com/site/home

  34. Case Study #6: Building a Physician Recruiting Program

  35. Case Study #6: Building a Physician Recruiting Program • Situation A surgery center’s success is directly related to how many procedures are done there, and the gatekeeper for procedures is the physician(s). Yet the number of gastroenterologists in the U.S. is decreasing annually making it challenging to replace retiring GIs. A physician recruiter costs about $25,000 per placement making this a significant operational cost. Adding to AmSurg’s recruiting problem is the fact that its centers are not AmSurg branded, so most young, new GIs are unaware of its leadership in the marketplace.

  36. Case Study #6: Building a Physician Recruiting Program • Objective • Create a cost-effective, ongoing program for recruiting that could be managed by minimal (and existing) corporate staff. • Target GIs in fellowship programs and physicians in their first five years of practice (more than 60% change). • Generate a flow of inquiries that will result in placements at a significant savings over current practices.

  37. Case Study #6: Building a Physician Recruiting Program • Actions • Undertook research to discover key factors impacting practice choice. • Developed direct mail series of informative “guides” that answered the most common questions/ apprehensions about practice search and, especially, why an AmSurg managed center would provide a differentiated professional experience. • Placed branding ads in key GI professional publications. • Created “practice locator” tool on AmSurg Web site. (go to http://amsurg.com/about/recruitment.asp)

  38. Case Study #6: Building a Physician Recruiting Program • My role • Developed overall strategy and content concept for brochure series: “CareerMoves” • Supervised creation of final brochures and print ads, and did media research/negotiations to get best placements. • Worked with IT to build selector tool despite antiquated Web structure. • Monitored response and passed eligible candidates to appropriate centers.

  39. Case Study #6: Building a Physician Recruiting Program • Results • Within 60 days, had generated 30 contacts to pass on to appropriate centers for further recruiting. • Reduced annualized recruiting cost by 49%.

  40. Case Study #7: Using MarCom tools to establish best practices

  41. Case Study #7: Using MarCom tools to establish best practices • Situation AmSurg’s 189 outpatient surgery centers are independent LLCs with physician partners who represent 49% ownership. They are basically a community of independent “franchises.” Since the business model does not require centrally directed marketing activity, ensuring best practices in key marketing practices historically had been spotty, if nonexistent.

  42. Case Study #7: Using MarCom tools to establish best practices • Objective • Clearly delineate what AmSurg considers to be best practices in key areas of marketing activity. • Provide time- and cash-strapped centers with protocols and materials that save them time and money as they institute key best practices. • Create clear understanding among corporate marketing personnel as to what is expected in key areas of marketing activity, an area that had been largely left to individual execution resulting in a range of results.

  43. Case Study #7: Using MarCom tools to establish best practices • Actions • Using multi-functional teams, a series of AmSurg Momentum programs were developed. • Each program included step-by-step instructions and tools for establishing best practices in: Recall (patients who need to schedule update colonoscopies), Scheduling (ensuring “holes” are filled), Referring Physician activity (responsible for most of the centers’ procedure referral), Direct Access Colonoscopy • Each program was AmSurg branded and published both in hard-copy handbooks as well as online.

  44. Case Study #7: Using MarCom tools to establish best practices • My role • Using Six Sigma practices, led the development of program bones using cross-functional groups and multi-functional input. • Using that input, wrote the programs including the phasing, activities and creative materials. • Supervised the graphic development of the work using outside resources. • Developed introduction of program to Operations personnel.

  45. Case Study #7: Using MarCom tools to establish best practices • Results • Programs were adopted over the next 24 months in toto, or in part, by about 40% of applicable centers. • In the Recall Momentum program, several high-producing centers which thought their recall programs were adequate discovered their actual performance levels were low, adopted the best practices recommendations and doubled response from their programs, an extremely high rate resulting in revenue increases in the high single digits.

  46. Case Study #8: Instituting consistent brand identity in an organization

  47. Case Study #8: Instituting consistent brand identity in an organization • Situation Like many young companies, AmSurg had developed a logo early in its history but had never set/enforced any consistent guidelines for its use. Additionally, the company had developed several service lines that had value for its physician and patient constituencies but had never developed a consistent look and feel that communicated a single source for these services.

  48. Case Study #8: Instituting consistent brand identity in an organization • Objective • Consistently brand key services to, especially, physician partners. • Establish guidelines for brand identity assets that would be stringently followed throughout the company. • Develop brand identity protocols that leveraged the company’s value in a variety of activities including IT, marketing, human resources, facilities management, purchasing, operations and financial management, to cite several key areas.

  49. Case Study #8: Instituting consistent brand identity in an organization • Actions • Core logotype was preserved but guidelines were developed and enforced, even to signage changes. • Using color and position, a protocol was developed that leveraged key departments that brought value to constituencies. • Departmental logos and accompanying tools were developed (memos, PowerPoint, newsletter mastheads, etc., for each) • A brand standards manual was written and posted on the company’s intranet including such things as consistent email signature appearance. • Program was introduced at company’s annual meeting with newly revised business cards handed out to each employee as they left, with stationary and other logoed materials in place when they returned to the office.

  50. Case Study #8: Instituting consistent brand identity in an organization • My role • Personally executed audit of all logo usage to validate need for graphic standards as well as departmental protocols. • Worked with outside resource, multi-functional internal committee and executive committee to develop departmental protocols for logo usage and resulting materials. • Wrote graphic standards manual, working with outside resource to put it into electronic format. • Served as standards monitor during initial implementation period as well as ongoing.

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