Medstar Washington Hospital Center Strategic Communications Plan Positioning WHC as the premier hospital across the Mid-Atlantic and surrounding areas
Feb 22, 2016
Medstar Washington Hospital Center
Strategic Communications PlanPositioning WHC as the premier hospital across the Mid-Atlantic and surrounding areas
Vision
To serve as the primary U.S. Healthcare
communications firm
Mission
To deliver results that resonate with
our clients and their audiences,
through innovative ideas, an
unwavering commitment to the
client while upholding the
utmost standards of integrity
Values• Integrity• Innovation• Empathy• Excellence• Loyalty
About Us
Michelle Kirk: Co-Founder, Chief Executive OfficerRobert Feasley: Co-Founder, Chief Financial OfficerEllie Shetter: Vice President, Digital CommunicationsMing Ong: Brand Promotion and Advertising Senior ExecutiveAndrew Jackwin: CEO of American Health, Senior Executive
Aevitas’ Board of Directors
Michelle Kirk: Co-Founder, CEOKim Lindegren: Project DirectorMelanie Gade: Lead Graphic DesignerMatthew Mariacher: Lead ResearcherMatthias Mordi: Lead Media CorrespondentClaire Harper: Lead Conceptual Art Designer
Your Team
Fresh Approach = Big Difference▫Aevitas does not hope for results – we make
them happen.Specialized Delivery
▫Aevitas doesn’t strive to meet our clients’ expectations – we strive to exceed them.
Individualized Teams▫Each team at Aevitas is specialized to meet
the individual needs of different clients.
Our Approach
Previous Campaigns
Kaiser Permanente Thrive Campaign Preliminary researchDeveloped key messages Management of talentCoordinated “Thrive” advertising campaignProduced creative ads and designs for gifts and giveawaysProposed, designed, facilitated and managed eventsDeveloped online content “to Thrive.” Promoted this campaign internally to Kaiser employees
Previous Campaigns
Previous Campaigns
Preliminary researchMessage development Pitched and designed ER Wait Time Update SystemSocial media integrationFacilitated the agreement and implementation of all area hospitalsDesigned and placed “Fast LocatER” advertisementsSystem usage reached 500,000 checks
Washington Hospital Coalition Campaign
S W
O T
Solid track record of excellent care No specific specialization for one kind of cancer treatment, enabling WHC to position itself as the comprehensive leader in cancer treatment of all kinds Strong ties to local media Strong presence on Twitter Routine media coverage from top tier print, online and broadcast outlets YouTube channel with over 50 videos, more than 100 subscriptions and 100,000 views.
S T R E N G T H S W E A K N E S S E S
T H R E AT SO P P O R T U N I T I E S
Uncertain funding, reliance on grants in order to continue to provide service Facebook page lacks interaction and engagement WCI lacks a top line message that spurs viewers to action or mobilizes support WCI not considered a primary cancer treatment facility in the Mid-Atlantic at this time WCI information is buried deep within sub-site pages Minimal conversation on cancer web blogs about WHC
Rising cost in prices (gas) associated with traveling to WHC from destinations across the Mid-Atlantic Already established centers of excellence with cancer facilities in the Mid-Atlantic, notably Johns Hopkins Rising costs associated with health care and greater vigilance and restrictions from insurance payers
Partnerships with new organizations like AARP to reach baby boomers Capitalize on demographic research about new target audiences Diversity of patients served Potential to capitalize on strong, credible standing within the local D.C. community D.C.’s transportation network Location in the nation’s capital - cultural resources offer solace, diversion and entertainment for caretakers Expand online presence Targeting referring doctors
Target Demographics•Minority baby boomers
•Referring doctors and health maintenance organizations (HMOs)
•Potential partnerships • D.C. hotels and long-stay accommodation facilities• American Cancer Society• The Mid-Atlantic Cancer Genetics Network (MACGN)• American Society of Clinical Oncology• Educational partnership with Johns Hopkins University• National Cancer Institute at NIH
Audience Research
•Increase news coverage of MedStar Washington Hospital Center and the Washington Cancer Institute
• Media resulting from the event staged for the opening of the Washington Cancer Institute.
• Media resulting from local press conferences in surrounding areas.
• Media resulting from earned media and article placements in local outlets.
•Increase in general public awareness of MedStar Washington Hospital Center and the Washington Cancer Institute
•Secure speaking arrangements for doctors of the Washington Cancer Institute at medical trade conferences.
•Utilize strategically-placed bus advertisements to increase awareness in neighboring states and regions.
Objectives
•Increase the number of patients visiting MedStar Washington Hospital Center
• 20 percent increase in one full calendar year.
•Increase the number of cancer patients visiting Washington Cancer Institute
• 20 percent increase in one full calendar year.
•Increase the number of referrals via referring doctors
• 35 percent increase in one full calendar year.
Goals
General Overview▫Main event for opening of WCI▫Local press conferences held in
surrounding states▫Creating a surround-sound effect – priming
the news media▫Referring doctors▫Potential paid media: bus stops and cell
phone campaign
Tactics
Messaging
Key message
Factual Proof Points
Emotional Proof Points
Tactics
INTERPERSONAL ORGANIZATIONAL NEWS MEDIA
•Person-to-person•Arguably most persuasive•Includes events•Pulling people “just like you” -Individuals who reflect the target demographic
•Communication within an organization -Among and
between employees
•Focus on messaging-Clear and consistent messages
•Earned -Priming the news •Paid -Bus stop ads•Social -Cell phone campaign -Countdown to opening -Virtual tours
Tactics
Input Medstar
Researchers
Regulations
Consultants
Partnerships
Celebrity Spokesperson
Activities
Adverts (web & trade)
Text broadcasts
Websites/SN
Interpersonal
Earned media
Promos/events
ST & MT
Awareness
Acceptance
Action
LT
Recommendation
Loyalty
Repeat patronage
Logic Model
Mes
sage
Pro
duct
ion Cost
TimeFidelityCreativity
Mes
sage
Dis
sem
inat
ion CPM
Ad equivalencyFrequencyRepetitionSearch Ranking M
essa
ge Q
ualit
y Fog indexFlesch’s scoreTechnical RatingsAwards
Process Evaluation
Awareness• Message exposure• Message content
analysis• Message recall
Acceptance• Audience feedback• Variance analysis• Benchmark study
Action• Audience
participation• Ultimate results• Upstream
Partnership engagement
Impact Evaluation