AdAge, founded less than 90 days after the crash of '29, has reported on every downturn since the Great Depression. So veteran writer Bradley Johnson dug through the archives to see what marketers, media, and agencies did right and wrong in past recessions. Here's his first report, offering 10 key insights from 1973 to 1975.
St. Mary Medical Center has commissioned a history of the hospital based on real patients' experiences to celebrate its 100th year in Galesburg, IL. The hospital has hired a former newspaper reporter and editor to interview present and past patients and tell St. Mary's story.
Promise Regional Medical Center leaders recently realized the hospital is aging and decided that something must be done to reach the high level of care they strive for. They decided to invest in several of the latest medical technology and begin some basic patient satisfaction tactics.
It's OK, I know you're scared. We all are. But we'll get through this together, I promise. No, I'm not talking about the current financial crisis or the dwindling balance on your 401K fund. I'm talking about what so many healthcare marketers seem to fear most: Measuring the return on investment of their marketing efforts.
I hear this all the time from others and I've witnessed it first-hand, too: Somebody says they're interested in learning more about ROI, but as soon as they dip their toe in the water, they complain that it's too cold and run shivering back to the familiar warmth of the campfire.
Yes, it involves math. Yes, it involves research and data and strategy. You have to decide what revenue you'll count, what expenses to deduct, and how much of the difference the campaign gets to take credit for—and everybody has to agree on it. Do you count a portion of the marketing department's salaries against the profit? Do you count downstream revenue for one year or for five?
The thing is that I know you can do this. After all, you haven't left to go watch funny kitten videos on YouTube, have you?
By the way, I'm also be leading a roundtable discussion at the 2008 HealthLeaders Media Marketing Awards today in Chicago. I hope you'll be there to hear how some of your peers in the healthcare industry are doing on the measurement front. If not, I'll have more to report on that next week.
Meanwhile, do you feel like this week's column doesn't apply to you because you already measure the ROI of everything? Well, stop it. The author of this article warns against "return on whatever," saying that businesses can be handcuffed by "green-tinted glasses." There are some efforts that can't be measured financially, such as improved employee satisfaction. But that shouldn't stop you from doing it.
Gienna Shaw is an editor with HealthLeaders magazine. She can be reached at gshaw@healthleadersmedia.com.
Note: You can sign up to receive HealthLeaders Media Marketing, a free weekly e-newsletter that will guide you through the complex and constantly-changing field of healthcare marketing.
A Cincinnati City Council committee has endorsed CincyCare, a program to provide health coverage for up to 2,000 people who are working but lack health benefits. The program would use Cincinnati health clinics to provide primary care, health screening, and a limited prescription benefit to employees of Cincinnati-based companies. Cincinnati Councilman John Cranley has been working on the program for more than a year with a group of local health insurers, hospital and foundation executives.
More than half of England-based GP practices are now offering extended hours to patients, meeting a government target three months early. Health minister Ben Bradshaw announced that 4,250 practices across England (51.4% of the total) were now opening on evenings and weekends. Earlier this year, the British Medical Association said medics were being "bullied" by ministers. But the BMA backed down and accepted a new style of contract which it said was "less damaging" than the alternative the government had threatened to impose.