O
O
TABLE OF CONTENTS 4
Who We Are
6
Executive Summary
8
Situation Analysis
10
Secondary Research
24
Primary Research
38
SWOT
42
Target Audience
48
Execution: Stage One
56
Execution: Stage Two
62
Execution: Stage Three
76
Predictions & Evaluations
78
Budget
80
References
82
Appendix
starrk
MEET THE
TEAM Starrk is a student-led advertising and public relations group in the William Allen White School of Journalism and Mass Communcations at the University of Kansas. The members in Starrk are juniors and seniors participating in a capstone course under the direction of Dr. Yvonnes Chen. Starrk is comprised of six students: Teanna Totten, Ali Peterson, Rylie Bicknell, Krysti Cole, Ryan Nelson and Shannon McGraw. At Starrk we value being open and honest with you. We give you all the information you need to make an informed decision from honest research to welldefined tactics. We strive to balance research and strategy to create the best brands and campaigns possible.We value your brand’s success. We put in nothing less than our best so you can get the best. Our team is made up of creative individuals who think outside the box to spread our clients’ message. We don’t believe in average solutions and are constantly pushing the limits.
Teanna Totten Account Executive
Ali Peterson Research Director
Rylie Bicknell Creative Director
Krysti Cole Presentation Director
Ryan Nelson PR Director
Shannon McGraw Media Director
we are s t a r r k
5
EXECUTIVE
SUMMARY Swope Health Services (SHS) provides quality healthcare to everyone who walks through its doors. Currently, it primarily serves un- and underinsured populations in the Kansas City Metropolitan area. Starrk created this campaign to inspire Kansas Citians to love themselves and their community and to position our client as a high quality healthcare provider in the minds of millennials. Starrk primarily targets young millennials fresh out of college who are just starting out on their own, and young millennial families who have a difficult time making ends meet. These audiences are essential to ensure our client remains successful among its current patients while expanding its patient base. This campaign provides research-based strategies and tactics that will help our client reposition itself as the provider of choice for those seeking health and wellness services. SHS will achieve this goal by accomplishing five key objectives: grow the number of patients to 45,000 by 2017, increase the percentage of patients who can pay for health care by 5-10 percent, reduce patient no show rates by 5-10 percent, increase the percentage of patients who get yearly physicals by 5-10 percent, and to position SHS within the top three prefered nonprofit healthcare centers in Kansas City This campaign is built on the notion that SHS will spread love, create meaningful connections and continue working to improve its community. This campaign begins by repositioning our client. Next, it uses traditional and nontraditional media, guerilla marketing, social media and community outreach to spread the love to Kansas City millennials. This campaign will position our client not only as the high quality healthcare provider that brings patient in the door, but as the caring, nurturing entity that keeps patients coming back. This campaign will start by modernizing the name to Comana Health Center. A new logo and
an updated website will supplement the new name. Millennials will be attracted to a modernized image and online presence. Comana will also increase its social media presence in order to communicate directly with Millennials. Comana will run an internal campaign to assure current patients that their care and expenses will not change, and to encourage staff to spread the love. After patients are familiarized with the changes, Comana will continue the internal campaign and encourage patients to spread the love through a series of posters and videos that promote referrals. These posters and videos will show what our client really means to the patients. Comana will help patients keep appointments by showing patients Comana cares and by reaching out to them through multiple platforms over a longer time span. Next, our client will spread the love throughout the community. First, it will encourage Millennials to love each other longer by engaging in preventative healthcare checkups. Comana will accomplish this through direct mail, a social media campaign and community outreach at Third Thursday and First Friday. Millennials will receive cards and will be encouraged to share those cards with people they love. Millennials will also have the opportunity to sign up for a physical at these events. When they get a physical, Comana will give one to a child in need through the “Get a physical, Give a physical program.� Comana will bring the mobile medical unit directly to schools and children will have the opportunity to get a physical that allows them to participate in sports. By getting physicals at Comana, Millennials are taking care of themselves and their community. Providing this program will increase positive brand recognition of Comana among millennials, and make them more likely to go to Comana for their healthcare needs. Comana will evaluate this campaign in two ways.
First, it will look at the Comana database to determine patient increase and no show decrease. Second, it will conduct a survey of Kansas City, targeting millennials in particular to see how public perception of the Comana brand has changed and how public perception of preventative healthcare has changed. This campaign will start in July 2016. Comana will
spend the month of July rebranding itself. Starting August 2016, Comana will institute the remainder of the tactics. This campaign will cost around $87,880. We believe it will help Comana reach millennials and increase patient base, while highlighting the importance of preventative healthcare and reducing no show rates. 7
SITUATION
ANALYSIS As a Federally Qualified Health Center (FQHC), Swope Health Services (SHS) provides primary care and behavioral health services to traditionally underserved populations around the Kansas City Metropolitan area. Started in the basement of Metropolitan Missionary Baptist church in 1969, SHS has been serving its community for 47 years, making it the oldest FQHC west of the Mississippi river (personal communication, 2016). It now has nine clinics, four residential treatment sites, and one outpatient treatment site. SHS has the ability to provide to cover a broad spectrum of healthcare services and consistent care for many of the clients needs. Its services include general medical, dental, behavioral health, OB/GYN, pediatrics and Women, Infants and Children (WIC). At present, more than 40,000 patients a year seek treatment from SHS.
CURRENT PATIENT POPULATION SHS primarily serves low-income patients from four medically underserved counties– Cass County, Jackson County, Platte County and Wyandotte County– in the Kansas City Metropolitan area. The majority of the patient population is 59 percent Black, followed by 13 percent Hispanic and six percent White. These patients have limited or no access to healthcare. It is estimated that 51 percent of them are currently uninsured. SHS not only wants to continue to engage with its current patients but desires to recruit new patients who can afford to pay for their own medical
expenses. This situation analysis will specifically target six zip codes (64124, 64125, 64126, 64127, 64128, 64129) in Jackson County to provide a more comprehensive overview of current and future patient characteristics. The audience within this area is diverse-- ranging from young, entry-level, white-collar workers to blue-collar workers with large families. According to the USD Mapper, of the 55,874 residents within the targeted zip codes, 32 percent of them are considered low-income. The majority of residents in our zip codes are 21-34 year olds, or millennials many of whom have children. The second highest age range in these zip codes is children age 0-9 (Nielson a, b).
CHALLENGES The healthcare industry is large and diverse. Traditional healthcare centers, like hospitals and doctor’s offices, are experiencing challenges associated with a shortage in primary care physicians. As a result, fast-paced healthcare, such as minute clinics, that offers convenience and extended hours at a low price are gaining popularity (Kirsch, 2011). Within the traditional healthcare sector, nonprofit healthcare centers often have poor brand perceptions among the general public (e.g., physicians are less experienced). Nonprofit healthcare centers also face challenges from the low-income patients they primarily serve as they tend to overlook the importance of preventative healthcare. In addition to challenges uniquely associated
with nonprofit healthcare centers, SHS also faces internal (e.g., patients being dissatisfied with poor customer service and long wait times) and external challenges (e.g., misunderstanding of its centers’ services; association with different ventures; recruitment of patients who can afford medical bills in an impoverished area) (Mintel a, 2011).
WHY TAKE ACTION NOW? The wealthier live longer because they have better access to healthcare. On the other hand, low-income patients experience higher health
disparities (e.g., higher rates of chronic diseases, mental health issues and mortality rates) than their wealthier counterparts. SHS can help narrow the gap between the wealthy and the impoverished by increasing low-income individuals’ access to healthcare and engaging them in preventative health. SHS also can extend its healthcare service to other members in the community, especially those who has the ability to pay for their medical bills, to enhance the community’s overall quality of life and well-being.
9
SECONDARY
RESEARCH Swope Health Services (SHS) wants to reposition itself as the healthcare provider of choice for the Kansas City Metropolitan area. It wants to retain its current patient base of uninsured and gain patients who can pay for healthcare. To help SHS do this, we need to understand more about Federally Qualified Health Centers (FQHCs). We researched what they are, how they work, and the problems they face. We also must understand the problems SHS specifically faces by looking at the zip codes SHS serves and its competitors in the Kansas City Metropolitan area.
SECONDARY RESEARCH
INTRODUCTION To understand SHS is to understand the patients it serves. We want to learn about the struggles that SHS’ current patients face. To do this, we must understand poverty and the hardship poverty puts on a patient’s life. We must look at how poverty directly affects health and healthcare through the framework of social determinants of health. Because SHS’ patient base is so diverse, we must also understand how racial groups feel about healthcare and how to reach them. The Millennials (those born between 1980 and the mid-2000s) of each racial group are especially of interest as they are beginning to exit the insurance plans of their parents and make their own healthcare decisions (ObamaCare Facts, 2016). Because Millennials utilize technology more than previous generations (Mintel k, 2015), it is important to understand how Millennials living in poverty interact with their electronics and social media. Finally, we want to look at those who came before us to learn how to reposition a healthcare brand. Through our research, we will help SHS become the healthcare provider of choice for both the uninsured and insured.
SWOPE Even with the Affordable Care Act, 13.4 percent of people were still uninsured in 2013 (U.S. Census). To be uninsured is to live in uncertainty and sickness. Take Alexis, 27 years old with two kids and uninsured, for example. Alexis works hard to put herself through school and take care of her kids, but her hard work takes a toll on her health. She is worried about her health, but what can she do? Spending a lot of money on healthcare for herself isn’t an option, she has her children to think about. She is barely making rent payments. Even a general doctor visit is a hefty price-tag without insurance. Alexis’s situation is not as helpless as it seems. Generations of uninsured patients like Alexis are able to fulfill their healthcare needs through government health programs, such as Federally Qualified Health Centers (FQHCs). As a FQHC, SHS was established in 1969 under the Lyndon B. Johnson’s “Model Cities” program. SHS
ALEXIS
OVERVIEW
27 YEARS OLD UNINSURED EMPLOYED
steps in and cares for the uninsured, like Alexis, and provides high quality healthcare to everyone who walks through its doors. Yet, SHS’ name can be the topic of confusion. There are quite a few entities with the name “Swope” in the area where SH Central is located, including Swope Park, Swope Soccer Village, and Swope Parkway. The origin of Swope comes from a wealthy man named Thomas Hunton “Colonel”
Swope who donated 1,334 acres of land to the city in 1896 (KC Parks and Rec, 2015). Despite the origin’s prominent past, the name Swope is now associated with crime and poor public perceptions. Swope Park is surrounded by several zip codes with some of the highest crime rates in the U.S. with shootings in and around the park (Daily Finance, 2016). This may lead consumers to believe all entities with the name “Swope” are centered in an unsafe area. Special stories unique to SHS, such as dedicated medical staff, could provide ideas for renaming. Dedicated doctors, such as Dr. James D. True and Peggy J Young, have selflessly given their time to serve members of the Kansas City community over the years and left a lasting impact on SHS and patients whom they have served. Dr. True, who worked with SHS for over 20 years and has since retired, continues to serve when SHS needs him. Dr. Young dedicated 26 years to SHS’ dental clinic and continued to see patients even after being confined to a wheelchair. She worked at SHS until she passed in 2014, leaving a gift for SHS in her estate to provide seniors with dentures. The positive impact that healthcare providers have on SHS’ patients is evident in its reviews on Facebook. Of the patients who left comments, 56 percent left four or five star reviews and expressed pleasure in the care they received. Patients said that the nurses and doctors were kind and genuinely cared. They never felt rushed
OR FACEBOOK RATING during an appointment and were cared for until they felt better. Patients also appreciated the clean facilities and affordability. A small portion of the reviews was negative, however. Fourteen percent of patients gave SHS two stars or fewer. Their complaints involved long wait times, poor service and communication from desk clerks, but included few negative remarks of the doctors and nurses (SHS Facebook, 2016). The employees of SHS also had some negative reviews about their connection to doctors and upper management. Employees felt as though there was no room to grow (Glassdoor, 2015). A community support specialist said that there is “limited upward movement” and that “you need to ‘know somebody’ to move up in the company” (Glassdoor, 2015). Yet, medical staff said they felt as if they were part of something bigger and enjoyed serving the underserved (Glassdoor, 2016). A medical assistant said “Swope truly has a mission to help those in need and provide excellent
13
SECONDARY RESEARCH
FEDERALLY QUALIFIED
H E A LT H
CENTER The US Census Bureau reports that government health programs, including FQHCs, provided coverage to 34.3 percent of the population in 2013. According the U.S. Department of Health and Human Services, FQHCs include all organizations receiving grants under Section 330 of the Public Health Service Act (HRSA, n.d.). FQHCs are required to provide comprehensive services to underserved areas, defined as areas with few healthcare providers to treat the entire population of the area. FQHCs offer a sliding fee scale and regulate quality assurance programs with a governing board of directors (HRSA, n.d.). Despite having government mandated stipulations, FQHCs are consistently seen in a more negative light than private hospitals. Twentyfive percent of consumers believe that nonprofit healthcare centers have poor quality of care due to inexperienced and overworked staff (Mintel c, 2011). Yet, that belief is not entirely true. In a study that compared the quality of FQHCs to private
healthcare centers, the researchers found that FQHCs performed better than private centers in several categories. FQHCs demonstrated equal or better performance than private health care centers on select quality measures (i.e., pharmacological management, preventative counseling, screening tests, and elderly care). FQHCs performed worse than private healthcare centers when it came to serving patients with chronic disease (Goldman, 2013)
PATIENT POPULATION SHS serves patients from primarily Jackson county (zip codes 64106, 64107, 64108, 64109, 64110, 64111, 64124, 64125, 64126, 64127, 64128, 64129, 64130, 64131, 64132, 64133, 64134, 64138 and 64030). Our research focuses on 64124-64129. The current patient population is 59 percent Black, 13 percent Hispanic, six percent White, and two percent other. Forty-seven percent of the patients sought behavioral health services, or treatment for emotional problems and substance abuse. Fiftyone percent of the patient population is uninsured. Eighty percent live within poverty and qualify for the sliding fee discount (Client briefing, 2016).
SHS locations
our patient population
59% 13% black
hispanic
6% white 15
SECONDARY RESEARCH SECONDARY RESEARCH
COMPETITORS Two FQHCs in the Kansas City Metropolitan area are dealing with similar misconceptions as SHS is. Samuel U. Rodgers (SUR) is a FQHC with five locations in the Kansas City. This center has provided affordable healthcare to everyone who walks through its doors for 40 years. In 2013, SUR treated 21,000 patients. Forty-seven percent of its revenue comes from patient services, while 50 percent comes from grants (Samuel U. Rodgers, 2015). SUR has a strong social media presence and allows its patients to make appointments online. Yet, SUR’s has mixed reviews on Facebook. Some patients complain about wait times and changes to procedure that they dislike, while others compliment the quality of care from physicians (Samuel U Rodgers, 2015). Another, smaller FQHC in the area is KC Care Clinic (KCCC). KC Care Clinic receives its federally-qualified status in late 2015. So far, it has treated around 9,000 patients a year (Kansas City, 2015). Fifty-two percent of its revenue comes from grants, while 30 percent comes from patient services (Kansas City, 2015). On social media channels, KCCC has lukewarm reviews. Some patients complain about customer service and care quality while others praise its cleanliness (Clark, 2015). Its website is easy-to-use and has a very aesthetically pleasing design (Kansas City, 2015). Strictly speaking, SUR and KUCC are not considered a direct competitor of SHS per the HERSA 330 grant regulations but learning about SUR and KCCC has provided ample insight into other FQHCs’ strengths and weaknesses during the repositioning process.
HEALTHCARE AND POVERTY SHS Central is located in a highly impoverished area within Jackson County, Mo. According to the USD Mapper below, of all the 55,874 residents within our targeted zip codes, about
32% of them are low-income. This area is currently underserved and would need 14.4 new primary care physicians to be fully served. This reinforces the fact that low-income individuals, those who make less than $30,000 a year, live in areas with fewer healthcare resources (Poor Health, 2016). United States Census Bureau defines living below the poverty line as a family’s total income is below the threshold appropriate for that family. This threshold is adjusted each year according to the standard cost-of-living index. For example, in 2014, a family of four would need to bring in more than $28,960 a year to live above the poverty line. This area is currently underserved and would need 14.4 new primary care physicians to be fully served. This reinforces the claim that low-income individuals, those who make less than $30,000 a year, live in areas with fewer healthcare resources (Poor Health, 2016). Numerous studies and reports address the relationship between life in poverty and poor
Zip Code
Health Center Count 2014
Summary
Total Population 2009-2013
Low-Income Population 2009-13
% Low-Income Population 2009-13
Total # Health Center Patients 2014
Penetration of LowIncome
Penetration of Total Population
55,874
37,201
67.09%
11,840
31.82%
21.19%
64124
3
11,340
7,352
64.98%
3,445
46.85%
30.37%
64125
2
1,665
1,158
70.39%
418
36.09%
25.10%
64126
2
6,011
4,821
60.35%
1,396
28.95%
23.22%
64127
2
15,419
10,770
70.76%
3,621
33.62%
23.48%
64128
2
12,339
8,200
66.58%
1,925
23.47%
15.60%
64129
2
9,100
4,900
54.73%
1,035
21.12%
11.37%
health. Low-income people have higher rates of chronic disease, mental health issues and mortality rates, perhaps as a result of less access to healthcare compared to people in high-income households (Healthcare Quality and Disparities Report, 2015). Low-income people also tend to have higher uninsured rates than people with higher income. Individuals are considered uninsured if they do not have health insurance coverage for the entire calendar year. According to a health insurance coverage report from the United States Census Bureau, “in 2013, 13.4 percent of people (or 42.0 million) were uninsured for the entire calendar year� (Census, 2015).
The uninsured can have significant health problems because they receive less preventive care, which can then result in more serious illnesses later on. Several reasons of why individuals go uninsured include little knowledge of coverage options, difficulty navigating the enrollment process, their immigrant status, or simply opting out (Key Facts, 2015).
17
SECONDARY RESEARCH SECONDARY RESEARCH
MARKETING CHALLENGES AND SOLUTIONS CONSUMERS’ ATTITUDES TOWARD HOSPITALS About 50 percent of hospitals are nonprofit. When given the choice between publicly- funded hospitals and private, consumers surveyed by Mintel were more likely to choose privatelyfunded hospitals. Thirty percent of consumers say that publicly funded hospitals are a last resort because they believe that private hospitals have better quality care. However, consumers who live below the poverty line are more likely to report a preference for publicly- funded hospitals.
MARKETING HEALTHCARE TO CONSUMERS The most important factors for determining which hospital to visit are location, preferred provider and speed of treatment. Staff attitudes and customer service are the most important factors when targeting the general public, and exclusivity and amenities are the least important criteria to the consumer (Mintel c, 2011). According to Mintel, hospitals that play on “world-class care within the community” tend to perform better than those that do not (Mintel c, 2011). Public hospitals would benefit from a “caring staff ” brand. For example, the Vassar Brothers Hospital (VBH) campaign repositioned VBH as a preferred healthcare provider to patients in the surrounding areas. The campaign featured VHB as “worldclass healthcare right next door.” The campaign successfully attracted patients to VBH, who
previously went to other healthcare providers. The campaign also strengthened the perception of VBH’s cardiothoracic surgery program and its new birthing center. Just after three years, the preference shares went up from 20% to 65% (Smith, 2015). Another helpful tactic for hospital advertising is to capitalize on proximity, short wait times and brand image. Consumers with children care about brand image and are receptive to advertising. Children related preventative care should be advertised on blogs and social media sites to attract this demographic.
MARKETING HEALTHCARE TO MILLENNIALS In general, millennials personal goals pertain to health and money and they focus more on these goals after having children. Their primary focus is on health, but they may be uninsured and feel as though they cannot afford a major health problem (Mintel k, 2015). Twenty percent of Millennials are uninsured (The Council of Economic Advisers, 2014). This is where featuring a healthy lifestyle may come in handy. Fifty-six percent of Millennials say their biggest aspiration is to live a healthier lifestyle, and 61 percent of millennial parents want to live a healthy lifestyle to set a good example for their children. Millennials respond incredibly well to cause marketing (Mintel d, 2014). Forty-nine percent
49%
say companies should align themselves with health related causes
MA R
KE TI N
G
of consumers say companies should align themselves with health-related causes (Mintel k, 2015). Millennials also respond to the use of technology and use technology to track health. Online news outlets have made millennials aware of global health threats, like Ebola, and domestic health issues, like obesity. This easily accessible information makes them more conscious of their own health. Wearable, portable and online based health products do tremendously well among millennials.
MARKETING HEALTHCARE TO BLACKS AND HISPANICS Black and Hispanic consumers are more likely to suffer from most preventable illnesses, like diabetes and high blood pressure.
communities can feel like a neighbor offering advice to the consumer. Walgreens, for example, has started using chat rooms to reach out to the public. Chat rooms are a great strategy because a patient can receive health advice from the comfort of his or her own home (Mintel i, 2011).
BLACK CONSUMERS ATTITUDES TOWARD ADVERTISING The black population in the United States is growing fast. Young population ages 25-34 is expected to have a 25 percent increase by 2019. In general, blacks are receptive to advertising. The black population does not get easily annoyed by advertisements and relies on them to make educated purchasing decisions. They remember advertisements that have black people in them and respond adversely or indifferently to ads with whites in them. Nearly half of the young black population thinks that targeted ads can be stereotypical and offensive. Traditional advertising is the most effective single method to get black consumers’ attentions, but
the best way to attract black Yet, they are less likely to report consumers is with a combination of being in poor health even though multiple methods these demographics face serious as social and digital media. The black health issues, demonstrating a gap such community is more likely to let their friends between perception and reality. know about brands on social media than any other Education, access to health screenings and overcoming the barrier of cultural resistance to reporting health issues are key in overcoming this perception gap.
MARKETING TO ETHNIC POPULATIONS Companies are targeting ethnic populations by promoting a “community” feel. Online
demographic. They respond well to contests and products advertised on social media. The success rate of a message to black consumers relies on three things: culturally relevant, word-of-mouth and strategically targeted. Advertising is seen as a form of entertainment among black consumers. An advertisement targeted toward black consumers needs to be original, entertaining, humorous and personal at a cultural level (Mintel j, 2014).
19
SECONDARY RESEARCH
MARKETING TO BLACK MOMS Black moms pay attention to what their children want. They hold much of the buying power in a household. They do not like wastefulness and therefore take into heavy consideration of what their family responds well to. Black consumers, specifically mothers, are very responsive to traditional advertising and word-of-mouth. Sixty percent of black women say they do not feel like companies sincerely care about what is happening in the black community. More than 60 percent of consumers say they would go out of their way to support a company they feel like is actively helping the black community. This means it is incredibly important to show black mothers that a company truly cares about them. These mothers listen to other mothers. Thirty-eight percent say they would listen to recommendations from other moms. A majority of them receive information from TV ads, followed by coupons, email, and social media (Mintel g, 2015).
MOM’S RECEIVE THEIR INFORMATION FROM
TV ADS
COUPONS
HISPANIC CONSUMERS’ ATTITUDES TOWARD ADVERTISING Fifty-seven percent of Hispanic consumers find advertising entertaining, but Hispanics who are fluent in English are more likely to find traditional advertising annoying. Hispanics whose first language is Spanish are less likely to ignore online ads, whereas those who are fluent in English are likely to overlook them. Forty-two percent of Hispanics expect ads to be educational. Hispanic women enjoy advertisements more than men do. Sixty percent of female Hispanic consumers enjoy commercials with a degree of humor. Overall, television and humor are a good way to gain the attention of Hispanic consumers (Mintel l, 2013).
MARKETING TO HISPANIC MOMS Hispanic moms respond well to ads that show involved Hispanic fathers with their families.
MEDIA
Using Hispanic fathers in advertising appeals to the Hispanic dad demographic as well. Hispanic mothers respond very well to emotional advertisement. They want to see happy children and family bonding (Mintel h, 2015).
USE OF TECHNOLOGY Out of the entire U.S. population, 64 percent of adults own smartphones, which has increased 29 percent over the last four years. Smartphones are the only option for some Americans to access the internet. Twenty percent of Americans who own
64% OWN SMARTPHONES
smartphones either have very limited or no access to internet other than on their phone. A majority of this 20 percent are low-income families who rely heavily on smartphone and do not have other alternative technology resources (2machines, 2015). Of survey respondents who reported an annual household income of less than $30,000, 12 percent said they were “heavily” dependent on their smartphone, while just one percent of households earning more than $75,000 said they relied MAJORITY on smartphones OF LOW-INCOME for online FAMILIES ARE access (CNBC, CELL-PHONE 2015). Twelve RELIANT percent of black Americans and 13 percent of Latinos are smartphone reliant in comparison to 4 percent of white Americans who are reliant (CNBC, 2015). The highest smartphone ownership is among hispanic Americans (71 percent) and black Americans (70 percent). Only 61 percent of white Americans own smartphones (CNBC, 2015). Fifteen percent of these (ages 18 to 29) rely heavily on their smartphones for online access (CNBC, 2015). Yet, Seventy-two percent of American adults use the internet for health information (Fox, 2013).
CASE STUDIES
The following case studies analyze recent repositioning attempts in the current healthcare
climate. The first case study of Grace Hill Health Center exhibits how an FQHC was effectively repositioned. Understanding how healthcare providers reposition gives foresight into our campaign for SHS.
AFFINIA (FORMALLY KNOWN AS GRACE HILL HEALTH CENTER) Grace Hill Health Centers, a nonprofit FQHC operated five clinics in St. Louis. Much like SHS, it served about 40 thousand clients a year while providing primary medical care to the uninsured. In March of 2015, Grace Hill changed its name to Affinia with the help of Falk Harrison, a brand communication agency. The repositioning campaign won the 2015 Marketing Excellence Award. The challenge that Falk Harrison faced closely resembles SHS’ current situation. The goal was to make a compelling new brand identity by changing the name to sound uplifting and inspirational. The name “Affinia” comes from the word affinity. Affinity can mean having sympathy or a natural liking for someone or something (Shaprino, 2015). The design has a cohesive color scheme with advertisements featuring members of the community in all walks of life and including words like “change” and “equality” (Jacko, 2015). According to Alan Freeman, CEO and president of Affinia Healthcare, the name change is a transition into a new identity for the hospital (Shaprino, 2015). Because the change happened in August of 2015, Affinia has no data on how this change has affected its center.
MIDDLESEX HOSPITAL Middlesex Hospital is an independent hospital located in Middletown, Conn. Even with competitive facilities, staff and technology capabilities, Middlesex Hospital was perceived as a less sophisticated hospital, compared to other competitors. Its Agency of Record (Primacy, a digital media agency) created a clear understandable tagline, “The Smarter Choice for Care.” to change the public’s perception of Middlesex Hospital
21
SECONDARY RESEARCH
into the clear first choice for healthcare in the area. Primacy created outdoor advertising, print ads, social ads and online displays for Middlesex. One of the digital ads generated “an increase of 271 percent in ad recall” (Primacy, 2016). The print ads were strikingly differentwhen compared to ones found in marketplace. The print ads successfully cut through the clutter with “an increase of 24 percent in overall web traffic to the Middlesex Hospital webpage” (Primacy, 2016). The next phase of the campaign was to reposition Middlesex Hospital as a leader in complex care procedures, such as cancer treatment. After researching, Primacy understood that the time after cancer diagnosis is the most emotional and shocking. The goal was to gain patients’ trust and show them that Middlesex Hospital is the hospital with the capabilities that cancer patients and their family members can count on. The main focus of this campaign was the testimonials of surviving cancer patients who were treated at Middlesex Hospital. This strategy reinforced the desired perception that Middlesex Hospital turns cancer patients into survivors (Primacy, 2016).The campaign included short video ads, print ads and testimonials. One of the videos featured patients with their kids, communicating that surviving cancer is not just for the individual but for the people they love.
SCRIPPS HEALTH In 2010, Scripps Health, located in La Jolla, Calif., introduced an innovative horizontal management and organizational structure, and redesigned the entire patient experience. It came up with the slogan “One Scripps,” which reduced previous issues with duplication but continued to focus on patient care. Scripps then embarked on a major brand refresh with the goal of evolving its brand from a well-known regional healthcare system to one positioned as the provider of choice in its
market and beyond. After in-depth research Scripps Health found that there was not a clear central message, which led to confusion in patients’ perceptions. The findings led to insights into how to create an allinclusive message including attributes for which the brand should be known and a promise to describe the value and benefit of the brand. Scripps Health kept its logo, but created a new brand promise, “Excellence all around you.” The promise fit the logo to create unity within the message and the image. Scripps Health brightened the color palette to convey the more energetic qualities of caring, warmth, and innovation. It completely overhauled the major touch points to give a consistent, more refined, bolder identity. Adopting a focused, integrated brand has been very successful for Scripps Health. It has reduced duplication, inefficiency, and waste while increased the brand’s impact (Monigle,(n.d.).
COLUMBIA MEMORIAL HOSPITAL Columbia Memorial Hospital (CMH), located in Hudson, N.Y., is situated in between big regional competitors and it needed a way to be more appealing to its target audience. With this campaign “Fresh Care, Delivered Daily,” CMH successfully created a new brand promise The campaign repositioned the hospital as a network while focusing on CMH’s primary care, urgent care, local emergency care and specific specialty care. The main focus was how CMH valued the relationship with the patient and the surrounding community. The campaign built internal alignment and produced the largest increase in outpatient revenue in CMH’s history (Smith, 2015).
KEY FINDINGS
SUMMARY
Overall we learned that poverty and health are intertwined. We learned that SHS suffers from issues stemming from the name, location, and operational issues as well as the poor image issues that FQHCs face in general. We also learned that SHS’ current patient demographic wants to see entertaining, informative ads featuring people with whom they identify. The ads should use both traditional and nontraditional media to reach all sectors of the diverse audience. The target audience also appreciates convenience and quality and will be attracted to SHS Central’s “one-stop shop” idea. SHS has a lot to offer that the target audience would appreciate. It must alter its methods of reaching out to the audience by referencing the success repositioning stories from other healthcare centers. SHS can look to these centers as an example and move forward as the healthcare provider of choice for the Kansas City Metropolitan area.
23
PRIMARY
RESEARCH After conducting secondary research to learn more about SHS and the market in which operates, we conducted primary research with the goal of learning more about the problems specific to SHS and SHS’ patients. We conducted a survey of the Kansas City Metropolitan area, an exit survey of SHS patients, a focus group of Kansas City Millennials, several in-depth interviews, and a focus group of SHS patients.
PRIMARY RESEARCH
GENERAL
PUBLIC S U RV E Y
To gain a broader understanding of Kansas City residents’ opinions on healthcare, Dr. Chen’s Campaigns class created a general public survey distributed through a Qualtrics panel. The survey targeted residents of the 14 counties in the Kansas City Metropolitan Area. Three-hundred and sixteen people attempted to take the survey, but only 252 resided in the required counties. Of the participants surveyed, more than two-thirds (n=218) were white and more than half were female (63 percent, n=159). We will refer to the respondents as participants.
ABOUT THE PARTICIPANTS More than two-thirds (70 percent, n=177) of survey participants own their own home, while 25 percent (n=62) of respondents rent. Only 35 percent (n=93) of the participants have full-time jobs, a fifth of them (n=51) are currently unemployed and 29 percent (n=74) are retired. Despite less than half of the participants having full-time jobs, almost all were insured in some way (93 percent, n=234). Nearly half were insured by their employer and a fourth of the respondents were insured by Medicare. At 64 percent (n=162), more than half of the participants are married, but half (56 percent, n=142) of the survey participants said that they are the primary decision maker when it comes to healthcare. Only 35 percent (n=89) indicated that they make decisions with a significant other. Fiftynine percent (n=149) of the survey respondents did not have any children living in their household, but 21 percent (n=54) had at least one child younger than 12 years old. The household income of participants was fairly dispersed, but the most
RESPONDENT COUNTIES
common income (23 percent, n=58) was $50,000$74,999 a year (before taxes) in 2015.
HEALTHCARE Personal Health The majority of survey participants care about where they get their healthcare (94 percent, n=236).
95% 94% believe maintaing health is important
believe preventative health is important
They agree that maintaining their health (95 percent, n=239) and preventative healthcare (94 percent, n=236) are important. Participants define preventative healthcare as seeing a doctor regularly for check ups, eating right and exercising. Most respondents keep up on preventative healthcare and make regular doctors visits.
80% (n=202) of respondents visit the doctor annually . 33%(n=83) of respondents visited at least 1-2 times in the last year. 32% (n=80) of respondents visited five or more times in 2015. Family Healthcare Survey participants are also concerned about maintaining their family’s health. Thirty-six percent (n=92) of participants said that family members in their immediate household visited a medical provider five or more times in 2015. Overall, with regard to health services, people and families used medical care (83 percent, n=209), dental care (72 percent, n=181), and medical checkups (72 percent, n=181) the most. Healthcare Providers Among the respondents surveyed, 75 percent (n=189) indicated that they have a healthcare provider that they prefer and visit regularly. When family members experience either injuries or sickness, 65 percent (n=164) of respondents prefer to see their primary physician versus 29 percent (n=73) opting to use a walk-in clinic near them. This indicates that while walk-in clinics are becoming more popular, the public still values seeing a physician they know and trust. Respondents think that a good healthcare provider is someone who is not only present and communicative, but also willing to listen to the patient’s concerns. Important Qualities of Healthcare Centers Quality of care Medical facilities Staff cleanliness/competence Equipment 59% Friendliness of staff 54% Cost 53%
82% 81% 77%
HEALTHCARE PROVIDERS IN KC METROPOLITAN AREA Kansas City Metropolitan residents are more aware of large, general hospitals than they were of medical centers and FQHCs. While as a whole they weren’t as aware of FQHCs, SHS was the most recognized among its competition, but not the most preferred. Saint Luke’s Hospital 89% Children’s Mercy 88% The University of Kansas Hospital 87% Swope Health Services 33% Samuel U. Rodgers 21% KC Care Clinic 15%
Saint Luke’s Hospital was the preferred healthcare provider among all survey participants, with The University of Kansas Hospital and Shawnee Mission Medical Center filling the topthree. KC Care Clinic was the most prefered FQHC with 39 percent (n=98) of participants rating it first. When survey participants were asked what comes to mind when they hear the phrase “nonprofit, community-owned” there was a broad spectrum of responses. A common theme for those that had a positive perception of the term, stated that the staff and physicians are more focused on caring for the people than the money behind their services. Some of the negative connotations the phrase had was that its services and facilities would be poor because the money isn’t there to provide quality care, or that the medical staff is less educated/qualified than a for-profit institution. Another response that came up often was that participants thought “nonprofit, communityowned” meant that the clinic was entirely free and that it only served those who had no insurance or a way of paying for medical care. More than half of respondents (about 64 percent, n=161) believe that nonprofit hospitals provide services of the same quality as private hospitals. Almost the same percentage (68 percent, n=171) said they feel comfortable judging the differences between these healthcare providers. 27
PRIMARY RESEARCH
OUTREACH Most participants gather information about healthcare providers through word-of-mouth. Some responded that they get information from other doctors they visit. Few people use social media to gain knowledge about healthcare providers. Family and Friends 66%
Website 54%
Search engines 40%
A majority of participants have never missed an appointment (79 percent, n=176), but of those who have, most missed due to unforeseen circumstances. When scheduling appointments with providers,
78% prefer scheduling
and 82 percent of people who heard of SHS (n=82) had never visited SHS for their medical needs. Most patients heard of SHS through word-ofmouth. Those who selected other said they heard of SHS from driving by one of its 14 locations in the Kansas City Metropolitan area. Word-of-Mouth (friends/family) - 32% Television - 23% Billboards/Outdoor Ads - 15% When participants were given a visual of SHS’ logo they, for the most part, were impartial to it. They somewhat agreed that the image made them think of healthcare immediately, that the image communicated high quality healthcare center and that it accurately represents the healthcare industry. Very few of the participants had strong opinions, whether they be negative or positive, about SHS’ current logo. The respondents most strongly agreed that the visual reminds them of healthcare. Most Effective Advertising
over the phone.
Although, when it comes to communicating with providers or receiving information about their health, participants prefer face-to-face conversations. If they are unable to talk to them in person, then they would talk over the phone, but they would rather not have much communication through email or text. Almost every participant has access to a computer (95 percent, n=239), while 79 percent (n=199) have smartphones and 69 percent (n=174) have access to a tablet. This indicates that SHS can effectively use the internet to communicate and inform clients through a variety of platforms.
MARKETING Before the participants took the survey over half (60 percent, n=152) had never heard of SHS
60%
never heard of SHS
MILLENNIALS IN **Participants were not concerned with having their ethnicity represented or having diverse advertisements.
MILLENNIALS IN THE KANSAS CITY METROPOLITAN AREA Of the 252 people surveyed in Kansas City, 51 were Millennials age 18-34 (20 percent). They are unemployed or students (49 percent, n=25). About half are married (55 percent, n=28) and about half of them have children under twelve (51 percent, n=26). Only 21 percent of the general public have children under 12 (n=54). The rest are single (43 percent, n=22) and either have no children (39 percent, n=20) or have children older than 12 (16 percent, n=8). Seventy-five percent of these Millennials see a healthcare provider for checkups at least once a year (n=38), which is similar to the 80 percent of the general public (80 percent, n=202). The general public visits a healthcare provider more often with 58 percent (n=146) going to a healthcare provider three or more times a year. Only 36 percent of Millennials (n=18) go to a healthcare provider more than three times a year. Most go one to two times a year (53 percent, n=27). A higher percentage of Millennials (35 percent, n=18) utilize pediatric services when visiting a healthcare provider than the general public (16 percent, n=40) because they are more likely to have young children. Only 55 percent of Millennials sought dental care in 2015 (n=28), compared to 72 percent of the general public (n=181). When Millennials were asked where they would go if they had an injury or illness, about half said they would go to their primary care physician (49 percent, n=25) and half said they would go to a walk-in clinic (45 percent, n=23). Of the general public, only 30 percent (n=73) would prefer a walkin clinic over their primary care physician.
prefered among Millennials (27 percent, n=14). Millennials had less awareness of FQHCs, but a more positive perception of them. Many of them said FQHCs are more concerned about caring for people than making money. They are more likely to get information from a provider’s website (61 percent, n=31), from social media (32 percent, n=16), and from Google (59 percent, n=30) than the general public. Millennials are just as likely to get information from a friend or family member as the general public (61 percent, n=31).
SUMMARY After analyzing the results from the general public survey, it is evident that those who participated are concerned about both their own health as well as their family’s health. The most important quality that one looks for when finding a healthcare provider is the relationship they have with their physician and the quality of care they are receiving. For the most part, respondents had a positive impression of nonprofit healthcare centers, but there seemed to be a misconception of who could attend such clinics and receive its services. Participants were less aware of the nonprofit clinics versus general hospitals in the Kansas City Metropolitan area, but Swope Health Services was among the most recognizable of its competition.
This evidence supports that Millennials will choose convenience and ease before seeing a regular provider. Of medical care providers in the Kansas City Metropolitan area, Saint Luke’s was the most well-known (80 percent, n=41) and the most
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PRIMARY RESEARCH
EXIT S U RV E Y To gain a better understanding of SHS’ current patient population, Dr. Chen’s class performed an exit survey at Swope Health Central from February 24-26, 2016.There were 162 participants between the ages of 14 and 74 with 59 percent of the participants (n=148) being female. Seventyfour percent of participants (n=110) were black and 21 percent (n=31) were white. A majority of respondents reside in Jackson County. Thirty-seven percent of participants (n=54) are unemployed, 21 percent (n=31) maintain full-time jobs, while 20 percent (n=29) hold part-time positions. Most of the participants are currently on Medicaid (42 percent, n=64) or uninsured (23 percent, n=35). We will refer to the respondents as participants and patients.
PREVENTATIVE HEALTHCARE Overall participants agree that they consider healthcare a priority on a daily basis and that staying healthy is important to them. Patients agree that having positive interactions with a medical professional would make them want to see the same provider in the future (96 percent, n=153). Thirty percent of people (n=47) struggle to follow the treatment plan that their healthcare provider prescribes, and 22 percent (n=35) have problems filling prescriptions. This may be because about half of participants have had difficulties paying for their healthcare bill. When it comes to choosing between daily expenses and healthcare expenses, about 47 percent of people (n=73) choose healthcare expenses more often and 41 percent (n=64) choose daily expenses.
THOUGHTS ON SHS Swope Health Services was the first choice in healthcare for 78% of survey participants (n=125) and about 70 percent of participants (n=112) agree that SHS offers the same quality of care found in private healthcare. There was high approval (89 percent, n=142) with the professionalism of SHS’ non-medical staff and over 90 percent (n=144) agree that the medical professionals at SHS are qualified. Patients also feel (85 percent, n=135) that SHS providers know important information about their medical history and 80 percent (n=127) feel a personal connection with their current provider. An overwhelming amount of patients (96 percent, n=152) agreed that Swope Health Services is a valuable asset to the Kansas City community.
Most of the survey participants had a positive experience at SHS, 94 percent (n=151) rated their visit good (20 percent), very good (25 percent) or excellent (48 percent). When asked what they would to do make their visit better, the most common response was to reduce wait time (35 percent, n=54). The majority of survey participants (56 percent, n=89) expressed that one of the main reasons that they continue going to SHS is because of the convenience of location(s). They also appreciate the affordability of services (46 percent, n=73).
Another reason that clients return is because they feel as if they are treated with respect and have positive interactions with healthcare providers (24 percent, n=38). Twenty-nine percent of participants (n=47) selected “other” when asked what services they used and most said they visited the pharmacy, but did not actually have an appointment on the given day. Other remarks included rehabilitation programs that SHS offers. Twenty-eight percent of respondents (n=45) visited SHS for a medical appointment.
KEEPING APPOINTMENTS Thirty percent of people (n=48) sometimes find it difficult to keep their appointments and about half of respondents (n=82) have missed an appointment at SHS. Of those respondents, 22 percent (n=19) said they forgot the appointment and 20 percent (n=17) said something came up at the last minute. Nineteen percent (n=16) were unable to find transportation. Patients used several different forms of transportation to reach SHS. Forty-five percent of patients (n=70) drove themselves to their appointments, 13 percent (n=20) of participants used Swope Health Services transportation, and the remainder used public transportation or had family members take them to their appointment.
SHS IMAGE More than half of participants heard about SHS from a friend or family member (55 percent, n=85). The next leading option was a referral from a doctor (11 percent). Participants had also heard about SHS from various shelters and programs, such as homeless shelters, domestic violence shelters and recovery programs. When looking at SHS’ logo, almost two-thirds of participants (70 percent, n=109) thought of
healthcare. Seventy-two percent (n=110) also thought that it communicated high-quality care and that same percentage (n=110) thought it represented the healthcare industry. When it came to suggestions for the logo, patients had various responses.
Many thought that the symbol did not accurately represent healthcare because it looked like a yin and yang symbol. Their main suggestion was for the symbol to portray healthcare better. Others who had been at SHS a long time liked it and did not think it should change because it’s what they associate with SHS.
SUMMARY After analyzing the data received from this exit survey, we now understand more about the current patients at Swope Health Services. We also gained insight of how patients perceive SHS, with 94 percent reporting that their visit was positive and their only suggestion was to reduce wait times. We also learned that the number one reason for missing an appointment was failure to remember the appointment. When it comes to perceptions with preventative healthcare, about 47 percent of patients choose healthcare expenses over daily expenses and 41 percent choose daily expenses. Patients were split with the perception of preventative healthcare, so this can be an area to improve while moving forward.
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PRIMARY RESEARCH
FOCUS GROUP KANSAS CITY MILLENNIALS Our first step in the qualitative research process was conducting a focus group comprised of Kansas City millennials to give us knowledge of their attitudes towards healthcare. Questions in the focus group included their preferences in healthcare providers and their use of technology. The focus group was held on February 25, 2016 and consisted of four millennial males and four millennial females between the ages of 21 and 24.
THOUGHTS ON HEALTHCARE Overall, the focus group participants do not go to the doctor regularly, unless if they are sick.
They consider going to the doctor annoying and would rather be doing something else. They associate long wait times with healthcare, which deters them from going. They do not think preventative healthcare is important because they don’t see an initial benefit. “It’s just not a priority which it probably should be, but there are other things that are more immediate,” said one participant. Another participant said that his generation has a “superman complex like ‘I’m not going to die’ - ‘I’m not going to be sick’. It’s once you start feeling negative effects on your body that don’t have to do with how you eat or work out.
pleasant experiences there; however, they were enthusiastic about the idea of an all in one healthcare center. They have never been to a nonprofit health center and would not consider going to one. One participant said he would not go to a nonprofit, because he does not think they would be specialized and knowledgeable enough to help him. Other participants said they wouldn’t go to a nonprofit health center because they believe they are poorly funded and would be unable to attract top doctors. They consider doctors as an important factors in their healthcare experience. While they would go to a new healthcare center to see a renowned doctor, they still value a strong connection with compassionate doctors. One participant’s most positive healthcare experience was when his doctor listened to what he was explaining. He felt as though the doctor gave validity to what he was trying to communicate about his body by fostering a positive interaction. When our participants see doctors, they pay for the majority of the visit through insurance. They are all on their parent’s insurance and do not have plans once it expires but they hope to have a job that will provide an insurance plan.
We don’t go to the doctor unless USE OF TECHNOLOGY we have to.” Participants said they If they needed to be treated, they would go to The University of Kansas Hospital. They all have
would go to a new health center if it was recommended by a friend, or if it had clean, attractive website. They acknowledged that branding and website ultimately doesn’t
determine the quality of care, but they associate the quality of the website with the quality of the facility. They would also like to make appointments online or through an app, but phone calls and texts are the best ways to remind them of their appointments.
SUMMARY These focus group participants reinforce the stereotype that millennials think they are invincible. They do not think about preventative care and see regular check-ups as a waste of time. They believe that nonprofit health centers do not offer quality healthcare. Yet, they place strong importance on the individual doctor’s knowledge. They desire to be treated with respect when interacting with physicians. The millennials use technology regularly and think that branding is an important way to reach out to their demographic.
FOCUS GROUP SHS PATIENTS
Our second focus group was with SHS’ patients. We conducted this focus group to better understand SHS’ current patient population and
their opinions of healthcare and Swope. The focus group was held on February 26, 2016 and consisted of five males and two females.
THOUGHTS ON HEALTHCARE AND PROVIDERS The focus group participants from SHS said they were all in good health and believed that maintaining their health was important. They all agreed that they get regular medical check-ups even when they feel healthy. The participants were all insured through Medicaid and loved the idea of having all medical services under one roof. They don’t believe there is a difference in the quality of care between nonprofit and private healthcare. The participants unanimously agreed that SHS offers high quality care and the practitioners are all qualified. When they hear the word “Swope” the first thing they think of is SHS. The participants believe the 24-hour appointment reminder call is effective for reminding them.
USE OF TECHNOLOGY All of the participants own smartphones and utilize them for their daily internet needs. They said they would use health apps as a means to help them schedule health appointments.
SUMMARY SHS patients believe maintaining their health is important and that SHS offers them high quality care. All of the participants owned smartphones and agreed they would benefit from an app that helped them with scheduling health appointments.
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PRIMARY RESEARCH
IN-DEPTH
INTERVIEW HEARTLAND COMMUNITY HEALTH
JON STEWART (CEO) AND RACHEL HARTFORD (COMMUNITY RELATIONS DIRECTOR) To understand more about FQHCs from an outside source, we conducted in-depth interviews with both the CEO and Community Relations Director from Heartland Community Health Center (HCHC), which is the only FQHC in Douglas County. HCHC faces similar issues as SHS, and Jon Stewart (CEO) and Rachel Hartford (Director of Community Relations) provided valuable insight on tactics they used to target their community members. Throughout the interview, we focused on HCHC’s campaign and the challenges it faces. Stewart expressed that
We don’t necessarily need to be better than, we just need to be different. Because Lawrence is a mission-minded city, HCHC’s campaign is to connect with leaders of nonprofits so they understand who HCHC is and what it can do for them. Its message to the leaders is to help empower the health center to better serve those who can’t afford the services offered. Hartford said, “we’re not putting warm bodies in a seat. We’re connecting people to the cause.” Hartford believes that if HCHC wants to tell a story, supportive data must be present. Some patients love to hear personal stories about HCHC, and then there are those who demand factual evidence. Otherwise, without evidence, the testimonies become invalidated and are considered white noise to them.
Stewart told us that branding a FQHC is challenging because its target audience is already trying to avoid them. To overcome this obstacle, HCHC implemented a variety of tactics to attract its audience. HCHC hosted a block party including games, live music, food and information about HCHC, which quickly became its most popular outreach event to date. Stewart said HCHC also targets millennials with its clean and neat online presence. Additionally, HCHC advertises in the local newspaper and areas its demographic frequents, such as La Prima Tazza and Signs of Life. HCHC also communicates with local schools so the general public is made more aware of its services. Last year, after finding that students weren’t participating in sports since their parents were not able to take them to the doctor, a middle school reached out to HCHC asking the organization to provide physicals to its students.
IN-DEPTH
INTERVIEW KATIE FROM KANSAS CITY, KAN. Katie is a white Millennial who lives in the Kansas City, Kan. area. We interviewed Katie with the intent to learn how Millennials with health issues view, receive, and pay for healthcare. Katie works
part-time at Community Living Opportunities, a nonprofit that provides assistance to special needs adults. She is fairly healthy, but she suffers from Ulcerative Colitis (UC), a chronic disease affecting the large intestine. Katie is currently in remission, and does not need to see a doctor on a regular basis. Consequently, she has more of an understanding of healthcare than the average millennial. She is on her parents’ insurance and is frightened by how she will cover her health costs once her existing insurance expires. “Healthcare is insanely expensive,” said Katie.
area and that the name “Swope” reinforces that perception. When asked what she thinks of when she hears the name “Swope” she said, “I think of the park in Kansas City.” Brittney is a white Millennial from Belton, Mo.
IN-DEPTH
INTERVIEW BRITTNEY FROM BELTON, MO
“I’m terrified for the day when I have has had past experiences at SHS. We wanted to pay for my own health insurance.” who to learn how a member of our target audience She would consider going to a nonprofit when she reaches uninsured status. She said, “While nonprofit centers may not have access to the same resources or the same level of technology as private centers, I believe the professionals are just as qualified as those who work in private healthcare.” Katie believes that maintaining her health is extremely important. Her UC is managed through various medications and without them, her life would be much more difficult. She sometimes forgets to go to appointments or must miss them due to work conflicts. Also, she has purposely missed an appointment with a doctor she felt acted abrasively toward her. If given the option, Katie would be more likely to schedule appointments online than over the phone. Katie feels like she is too busy to get preventative check-ups. When asked where she would go if she needed to go to the doctor today, she said “probably a prompt or urgent care facility because the care is quick, I don’t have to make an appointment. I can just go when I need to.” She was excited about the idea of an all-in-one healthcare center. The most important things to her about a healthcare facility are convenience and that the doctors are knowledgeable and respectful. She feels disrespected by physicians when they treat her “like a child.” She suggested that some doctors think that they know her body better than she does. She wouldn’t feel comfortable using SHS because she feels that it is in a crime-ridden
has interacted with SHS and how she views SHS. Brittney suffers from Endometriosis, a disorder affecting the uterus. She cannot afford to miss work since her low-income job does not offer vacation time or sick days. She recently underwent laparoscopic surgery on February 26, 2016. During the procedure, the doctors found that her colon was attached to an ovary. Prior to this discovery, she went to SHS’ gynecology department hoping to remedy the disorder. Brittney prefaced her experience by saying, “I can tell you with certainty that non-profit clinics do not compare to the thorough care private healthcare providers can give.” She was bleeding from her uterus for several months when she first visited SHS’ Belton location in 2014. After the staff at SHS had performed multiple STD tests, Brittney said that “one nurse insisted that I had STDs because I wouldn’t know if [my husband] was being entirely committed to me. I found that insinuation of cheating to be rude and inappropriate coming from a professional.” As her bleeding and pain levels worsened, Brittney consulted the main OB/GYN office at SHS Central. During her exam, the doctors found an inflamed cervix and a considerable amount of blood. “My doctor said ‘It’s pretty irritated, tell your boyfriend to take is easy on you next time’ even though I hadn’t been sexually active for over a month at this point,” Brittney said. “I even mentioned that to the doctor and was completely ignored. Plus, what kind of a doctor says that 35
PRIMARY RESEARCH
to a patient?” Brittney felt as though she was being rushed out of the exam room because the doctor “had pregnant women to deal with that he considered to be more important than my problem.” Brittney expressed her frustration with Swope since her unsatisfactory visits. “I will not go back to Swope,” said Brittney. “I would never recommend it to anyone. They need to vastly improve on their understanding of patient care and respect the health problems a woman may have aside from a pregnancy.” Yet, from this experience, Brittney found a silver lining. “If I hadn’t had that awful experience, I may not have spent the time to research other doctors, so I do thank Swope for that.”
IN-DEPTH
INTERVIEW TAREA FROM KANSAS CITY, MO Tarea is a single black Millennial mother who lives in Kansas City, Mo. She provides for herself and her three-year-old son with down syndrome by working as a hair stylist. Tarea is insured independently through a private company. Tarea is part of our secondary target audience, Millennial moms. We wanted to understand how Millennial moms get healthcare for themselves and their children, and how they view SHS. Tarea feels like she is in great health. She believes it is incredibly important for her to remain healthy so she can provide for her son and take care of him for as long as possible. “My child’s health is more important than my own,” Tarea said. “His well-being is far more important than mine.” She takes her child in for regular check ups, but skips her own appointments. She does not make appointments for herself on a regular basis because she has virtually no free time. Although, when she tried to make time for herself, she has missed appointments due to conflicts with her work schedule. After communicating the concept
that SHS is an “all-in-one” health service center, Tarea was suspicious. “There’s no way that’s a real thing,” Tarea said. She is wary of going to a nonprofit health care center. “I would have a lot of questions. How much am I going to pay and what’s the catch? I already pay 300 a month to be barely covered by my insurance.” Yet, she does not see a disparity in quality among private and FQHC healthcare centers, and thinks that qualified physicians and nurses can be found anywhere. Amidst other ventures for quality healthcare, Tarea has encountered negative experiences with her son’s physicians. “I have a child with Down syndrome and the one place I am suppose to go to for help looks at him as a diagnosis and not as his own person,” Tarea said. “Nothing is more important than my son’s health, but [doctors] don’t take the time to know him.” She also said that at The Children’s Mercy Lab, “a lady blew my newborn baby’s veins and wanted to get lippy with me. That’s not how you treat a patient.” Although she has heard of SHS, when prompted with the word ‘Swope’, Tarea automatically thinks of Swope Park. She hasn’t used SHS’ services because she feels like the central location is out of her way and she is concerned with the quality of care. She was unfamiliar with Swope’s other locations. Tarea would love to be able to schedule appointments online or through an app since she gets anxious speaking to people over the phone. “I hate talking to people,” Tarea said. Also, she would not be interested in give-back events or a health app purchase because she feels like she is the one in need and does not have the resources to be philanthropic.
SUMMARY From these in-depth interviews, we conclude that patients have experienced very different encounters in regard to health treatments. Yet, these Millennials have one thing in common, the desire to be treated with respect and compassion. It is significant to note that some patients have faced hardship within SHS’ treatment services, which may be seen as an internal problem that must be overcome. From our interview with
HCHC, we gained insight into the tactics of another FQHC and learned that people like to hear personalized stories, but it must have data to back it up. Each in-depth interview provided us with additional knowledge of SHS’ current brand image, how healthcare is seen by millennials and tips to effectively reposition.
LO G O RESEARCH In a survey that reached 42 people across the Kansas City Metropolitan area, we discovered the population’s opinions on Comana’s logo design. Seventy-seven percent of surveyed participants said that they either agree or strongly agree that Comana’s new logo conveys a quality healthcare center. A majority of surveyed participants said that Comana’s name and logo conveys a higher sense of professionalism and quality than SHS. Of the surveyed participants, 74 percent said based on the logo and name they would feel more comfortable going to Comana Health Center than to SHS. Respondents thought that SHS’s old logo and name seems outdated and aloof, while Comana’s was welcoming and full of life. One respondent said, “While the [Comana logo] conveys a more lighthearted attitude, [SHS’s logo] is a bit somber and just seems outdated. The one I chose almost implies to me that the administration behind the center is up-to-date and perhaps I can interpret this center as one that is current. [They are] always trying to be updated and are willing to adapt. [That is] is something I want in a health center.” Color psychology tells us that consumers see green as representing health and growth, while blue represents dependability and trustworthiness and pastels represent light-heartedness. Pinks, like our coral colored accent, represent compassion and caring. Pastels have a calming effect. They are less saturated than primary colors, making them feel light, soft, and calming (Wirrenga, n.d.).
KEY FINDINGS
SUMMARY
Across the board, we found that everyone utilizes technology. Millennials and the Kansas City Metropolitan area population would be more likely to go to a facility with a sophisticated and clean online presence. These groups and current SHS patients would use online scheduling, but would prefer to be reminded of appointments with a phone call. Both millennials and the underserved avoid healthcare and miss appointments because they forget about them, or do not make them a priority when unforeseen circumstances arise. When people do make it to the doctor, timely waiting periods are essential to them. People also care about the interactions among the doctors they see during their visit. People want doctors who will listen to them, take time with them, and care about them. Participants in our focus group of KC Millennials said that some of the best experiences they have had at a healthcare facility is largely in part of doctors who listen and respect what they have to say. The in-depth interview with Britney reflects the opposite end of the spectrum. She felt disrespected and ignored by her doctor and was misdiagnosed as a result of this. Fortunately, general survey results reflect that people in the Kansas City Metropolitan area believe that physicians at nonprofits are more focused on caring for patients than making money. Yet, the survey results and our focus group of Millennials show the thoughts of those who think that nonprofits have poor facilities and are not well-funded enough to attract qualified doctors or provide specialized services. The exit survey participants who have been to SHS think otherwise. They keep returning to SHS because they believe SHS is just as good as any private healthcare center, and that the doctors are caring and respectful.
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SWOT ANALYSIS
This SWOT analysis determines the environment in which Swope Health Services is practicing. The SWOT analysis will assist in the development of our communication strategies for SHS by defining the internal and external factors. Internal factors are components that SHS has control over and external factors are components in which SHS has very little control.
SWOT ANALYSIS
STRENGTHS • One-stop shop -Multiple services under one roof • Comprehensive programs -WIC - The Women, Infants and Children Special Supplemental Nutrition Program -100 jobs for 100 moms -Behavioral Health programs • Community meeting rooms • Swope Mobile -Service for the homeless • Transportation to and from SHS • Classes within Swope -Valuable skills for patients
WEAKNESSES • Name does not portray a health center • Lack of social media -Neglecting Twitter account (poor graphics) - Facebook (reposting the same stories) • Long wait times • Reports of negative staff attitudes • Low awareness of SHS in the community • Understaffed -Dental clinic -Behavioral clinic -Volunteers -Vacancy at the reception desk
OPPORTUNITIES • Millennials -Support causes -Some disposable income -Getting off parents insurance • Technology -Chat rooms -Social media -Online scheduling
THREATS • Negative perception of the surrounding area -Safety concerns due to crime in the area • Competitors -Minute clinics -Other FQHC’s -Private health centers • The “young invincibles” -Not seeking health insurance or healthcare • Lack of access for the patient population
SUMMARY To reposition itself as the provider of choice for everyone in the Kansas City metro area, SHS must address its weaknesses, both from an operations and marketing standpoint. It must hire more staff, decrease wait times, and increase social media efforts. Once those weaknesses are addressed and fixed, SHS will be able to utilize its opportunities and minimize threats. Through this strategy, SHS will be able to develop a stronger presence and awareness within the community and better equipped to treat current and future patients.
41
TARGET
AUDIENCE Our research focuses on residents in zip codes from 64124 to 64129. Our primary target audience is millennials within these zip codes. Millennials are the largest, most diverse generation in America. The majority of them are in their early twenties and consist of mainly white (58 percent), Hispanic (21 percent) and black (14 percent). Millennials are more connected to technology than previous generations. They value family, their community and creativity (The Council of Economic Advisers, 2014).
TARGET AUDIENCE
PRIMARY
TA R G E T AUDIENCE Millennials residing in these zip codes are also ethnically diverse but have low-income jobs making under $25 thousand a year. We chose to focus on two different life-stages: City Startups and Family Thrifts. City Startups comprise the largest population of individuals within our targeted zip code areas. They are single millennials, racially diverse, have no children and some disposable income. Since the implementation of the Affordable Care Act, the younger end of this audience may still be on their parents’ insurance. Although they have low-income jobs, City Startups have a flexible budget. They are generally renters who lease a vehicle (Nielsen a) but some of them take public transit. They have a religious background in a predominately Catholic Kansas City. (Esri, 2015). City Startups are one of the youngest segments in America. It consists of ten times as many college students as the national average (Nielsen a). College students are more likely than nonstudents to express concerns about personal financial issues. Additionally, college students are more likely than non-students to express concerns about weight and health. Students are much more likely to own laptops and smartphones. College students enjoy hanging out with their friends, squeezing in midday naps and using social media. They spend an average of three and a half hours per day on online. Other popular activities include eating out, playing sports and working out (Mintel a).
Trey Jackson is a black 23-year-old who just graduated college with a degree in communications. He does not have a job in his field yet, so he is working as a server and coaching a soccer team for underprivileged kids as he looks for a job. He makes enough money to live comfortably in his small apartment. He has a very active social life and when his budget allows, he enjoys going out to eat with his friends. He spends the money he makes, and has little savings. He uses Instagram and Snapchat to document his life and to keep up on trends in Kansas City, like events and restaurant openings. He eats healthy, works out regularly and leads an active lifestyle, so he doesn’t think much of going to the doctor. He would not know where to go if he needed to see a doctor. He does not have a family care provider. In college, he would go to the student health center. He isn’t very worried about where he goes at the moment because he is still on his parents’ insurance.
TREY JACKSON 23 years old black recent college graduate restaurant server lives comfortably active lifestyle
45
TARGET AUDIENCE
PRIMARY
AUDIENCE The other primary target audience is Family Thrifts. They are young, millennial mothers. They graduated high school and have entry-level, bluecollar or service jobs. These young, low-income households have multiple children and have much less disposable income. They are single or married. They shop affordable places like Walmart and are interested in buying children’s toys. They do not have the means to pay for much more than the necessities. They are ethnically diverse with a high percentage of minorities (Nielsen b). Mothers, like Alexis, are highly connected individuals and utilize an average of 3.4 social network accounts. They spend an average of 17.4 hours per week on these accounts, where they share advice on purchasing decisions among other millennial mothers. Millennial mothers are avid sharers and primarily use word-of-mouth to influence others (Weber Shandwick, KRC Research).
27 years old hispanic single mother goes to school restaurant server
Alexis Ramirez is a single millennial mother, who works hard to make ends meet. She is a Hispanic 27-year-old with two kids. She graduated high school, but was unable to finish college after having her first kid. However she has decided to go back to school. She works as a server at a semiupscale restaurant during the day, but is unable to pick up more lucrative night shifts because she must care for her children. Alexis loves being a mom, and is constantly posting pictures of her two children to Instagram and Facebook. She wants to do a good job raising her children, so she regularly reads mommy blogs. She also wants her children to live healthy lives, but she struggles to find time to take them to doctor and dentist appointments. She cannot take off work to take them because she needs the money to afford rent, food, and clothing for her children. She is uninsured, but overwhelmed by the process of applying for Affordable Care Act.
ALEXIS RAMIREZ
SECONDARY
TA R G E T AUDIENCE The secondary target audience are parents and family members of the primary audiences. Millennials have strong bonds with their parents. Fifty percent of today’s millennials say that it is important to them to live close to their families (The Council of Economic Advisers, 2014). Therefore, this audience is a great influencer. In general, Baby Boomers think about their finances in the long-term and budget more than their millennial counterparts. They worry about rising healthcare costs and are preoccupied with their impending retirements. They have more personal accountability than millennials do when it comes to health and will take initiative to make appointments and keep them (Mintel, 2014). The Baby Boomer population within SHS’ jurisdiction are ethnically diverse and are retired or will retire soon. They are living in the same homes they’ve lived in for years. They are high school educated and worked or are working low-wage blue collar jobs. They may live on social security and a fixed income. They read local newspapers like the Kansas City Star and participate in activities
at Veteran’s clubs (Nielson c). Many enjoy social activities outside the home like dining-out, seeing plays, and going bowling (Nielson d). José and Janet Gonzales are a interracial couple in their 60s that are excited for their youngest daughter’s wedding coming up in the fall. José is a retired postman and Janet is currently a secretary at a large company. She wants to retire, but is worried about living a comfortable lifestyle after retirement. Currently, José and Janet lead active social lives. They enjoy going to dinner and movies with friends. Janet participates in a monthly book club and as a veteran José spends his time at the Veteran’s Club. They are both excited for Janet’s retirement and hope to eventually bring their children and grandchildren to José’s home country, Argentina. Although their lifestyles are socially active, they are physically sedentary. They think about their health and try to eat healthy but do not get much exercise. Jose has Type 1 diabetes. He has learned to manage the disease, but as he grows older, managing it by himself is growing more difficult. Janet encourages him to see a doctor regularly, but does not think of going herself for preventative care as she doesn’t have any clear health concerns. Their four children worry about their parents’ health as they age. They want their parents around to see their grandkids grow up. 47
S TAG E
ONE GOAL
To reposition Swope as the primary provider of choice for those seeking health and wellness services.
OBJECTIVE To change the perception of SHS while increasing the number of patients and reducing no show rates.
STRATEGY Give Swope a nurturing and caring personality.
STAGE ONE
REVITALIZE
CURRENT
BRAND To draw millennials like Trey and Alexis in, we will revitalize the current brand to make it more modern and clean, reflecting a high quality healthcare center. First we will change the name to “Comana.” “Co” is a latin prefix meaning with or together. “Mana” is the polynesian term for life force and energy. Currently, SHS works with patients, doctors and specialists to achieve a holistic approach to healthcare. Comana means working together. This includes patients along with every department in Comana, to nurture a strong life force for everyone. Comana will send out a culture book to the employees explaining what the name change means, and how they can embody the name. Along with the name, employees will learn to embody the new slogan: Where Love Meets Health. Comana will also have an updated logo. This logo will replace the current brand on all materials including but not limited to: website, signage, stationery and official documents, business cards, name badges, social media, and the mobile medical unit and transportation vans.
O
NEW LOGOS
C O MANA
HEALTH CENTER
C
MANA
JACKET AND VAN
BRAND PACKAGE
51
STAGE ONE
The new logo will also appear on the re-designed website. This website will have a modern and clean design to reflect Comana’s modern resources and clean facilities. The website will include a more dynamic introduction video explaining to new visitors who Comana is and what it does. Budget considerations: signage (doors, outdoor, etc), business cards, stationery, name badges, mobile medical unit, website redesign, introduction video costs, social media and redesign.
Comana must also maintain a consistent Facebook and Twitter presence. Comana will continue posting to its blog and sharing the blog information on its social channels, but it will also create more strictly social content including health statistic infographics, photos of Comana’s events, reminders about back to school physicals and information related to other campaigns. Timetable: Implemented by August 1, 2016
Timetable: Implemented by August 1, 2016
INCREASE TECHNOLOGY WEBSITE SNAPSHOT C O MANA
PATIENT PORTAL
CAREERS
DONATE
BLOG
816-923-5800
HEALTH CENTER
PATIENTS
LOVE LONGER
>
HOW TO HELP
>
ABOUT US
>
SEARCH
>
Along with a modernized name and logo, Comana will increase its use of technology. The redesigned website will be mobile friendly. There will be an option directly through its site to make an online appointment so patients can schedule appointments at their convenience. According to Acuity Scheduling, an online scheduling provider, $34 would cover the cost to provide the service. After Comana embeds the scheduler into its website under a “make an appointment online” tab, the provider offers a variety of perks. Acuity Scheduling will assist Comana’s staff with setup and troubleshooting. The program is HIPAA compliant and will have customer support via e-mail and live chat, analytic data about appointments, no shows and performance, and will send email and text reminders to the patients (Acuity Scheduling, n.d.). Trey and Alexis will find it convenient to schedule online with their busy schedules.
Comana Health Center
OUR SERVICES
Comana Health Center
CONTACT
FACEBOOK PAGE
TWITTER PAGE
53
STAGE ONE
ENSURE A
SMOOTH
TRANSITION Along with modernity, the Comana brand represents togetherness and love. Comana must assure current patients that although the brand is changing, patient care and payments will remain the same. Because the current patient population is difficult to reach, Comana will use several different media to reach out including email, a direct mailer newsletter and large posters placed in the lobby of all current Comana locations. Comana will also encourage its front desk staff, volunteers, and doctors to speak with patients about the changes. The doctors will hand patients a small explanation card at the end of the appointment in the months approaching the name change. All of these methods will explain the name change and the reasoning behind it. Timetable: Implemented by July 1, 2016
PATIENT TRANSITION CARD
HOSPITAL TRANSITION POSTER
55
S TAG E
TWO GOAL
To reposition Swope as the primary provider of choice for those seeking health and wellness services.
OBJECTIVE
To reduce patient “no show” rate by 5-10 percent. To grow the number of patients from 39,000 to 45,000 by 2017.
STRATEGY Grow Together.
STAGE TWO
COMANA IS
CAMPAIGN To encourage current patients to bring their friends and family to Comana, we will show them what Comana means to many families, and ask them what Comana can mean to them. These advertisements will be videos on televisions in the Comana waiting room and posted on the blog using Vimeo as well as posters throughout all Comana locations. They will showcase patient stories and caring doctors. The video will feature different patient stories while subtly featuring Comana’s services. The first video will share the story of a young woman whose father has taken care of her all her life. As she grows older, she wants her father to be around for her future life milestones including walking her down the aisle and caring for her children like he cared for her. She understands that he is aging and now it is her turn to care for him. She takes him to Comana to get check ups. During their visit, this video will showcase that Comana is: clean facilities, caring doctors, medical services, technology, and pharmacy. Yet to this young woman, Comana represents a feeling of nurturing and caring. Comana is her father’s ability to walk her down the aisle on her wedding day. To this young woman, Comana is family.
Shortened versions of the videos will also go on local news stations and the posters will be used as ads in the Kansas City Star, 913, The Call, and Kansas City Hispanic News. Comana will also advertise in the UMKC and Rockhurst student newspapers. Shortened videos will also go as ads before YouTube videos (See Appendix). Comana will produce one new video a month. When these videos come out, Comana will upload them to YouTube, then link them to their blog and social media. When posting the videos to Facebook and Twitter, Comana will boost the posts. Comana will also post stories about employees every month to show Comana values its employees and its employees value community health. For example “Comana is Shelly. Shelly has worked here for over 20 years and loves serving her community.” For a full social media strategy, see appendix. Second optional storyline Comana is... a young millennial mother like Alexis watching her child score a soccer goal, he got his physical at Comana thanks to the “Get a Physical, Give a Physical” program. She heard about the program from her child’s soccer coach, Trey.
59
STAGE TWO
The poster component will showcase patients doing the things they love–painting, riding bikes, playing with children–with the caption “Comana is…” The text after will be written in a handwriting style font in the patient’s own voice. To the patient painting, Comana is regaining the ability to pursue her love. To the patient playing with his children, Comana is family. This poster series will also focus on the caring doctors at Comana. To these doctors Comana is respect, Comana is holistic care, Comana is love. These stories will be written with models and actors, but as the campaign continues,
Comana can reach out to real patients and share their stories. Budget considerations: Video production, photography, poster design and printing, paying models and actors, advertising on YouTube, advertising in the newspapers, and advertising on local news stations Timeline: Implemented by September 1, 2016.
SCHEDULED APPOINTMENTS Comana will remind patients of their scheduled appointment via direct mailer, email, phone call, and text. Patients will receive a direct mailer one month before their appointment, an email the week of, a phone call the day before and a text the morning of. Comana will experiment with two different versions of these reminders: a friendly, light-hearted version and a more serious straightforward version. Comana will test both options on chronic patients. It will adopt whichever reminder method is more successful and leads to the highest percentage of appointment retention among patients. The light-hearted direct mailer will come in a unique shape (based off the logo). The shape will fit into a magnet frame that Comana will hand out at events and Comana locations. When patients leave appointments, they will receive a magnet frame with an appointment card already in it. The card will have an image that represents the type of appointment they have; dental, optical,
medical, pediatric, etc. They will receive a second card in the mail. Patients will receive the magnet in person because mailing a magnet strong enough to hold up a reminder is difficult to mail. The friendly email patients will receive will come from the Comana database, but for regular patients with a medical home, the “from” line will say their doctors name. If they do not have a regular doctor, the “from” line will say Comana. The subject line will have peppy messages including “Good Morning,” “Can’t wait to see you,” and “It’s been too long.” The phone call will be friendly and personable. See Appendix. As part of 100 jobs for 100 moms and to keep parents from missing appointments. Comana Central will use conference room space as a childcare center. Comana can either provide childcare during all operating hours or chose a consistent day part. To find a feasible day part, Comana will conduct a survey of patients who are the primary care providers for young children. Budget considerations: direct mailer, paying a childcare provider, buying kids toys, magnet frame, text service Timeline: Test implemented August 1st, finished November 1st.
61
S TAG E
THREE GOAL
To reposition Swope as the primary provider of choice for those seeking health and wellness services.
OBJECTIVE
To enhance the patient and general public’s understanding of the importance of preventative healthcare. To reduce no show rates.
STRATEGY Unite and Inspire the Community.
STAGE THREE
LOV E
LONGER To bring millennials into Comana, we will inspire them to love each other longer by taking care of themselves and their loved ones, and going to the doctor. This will reach both target audiences of millennials and young families. These millennials and young families will also reach out to our secondary target audience of baby boomers, or millennials’ parents. It will be sent out around Mother’s Day, Thanksgiving, New Years, and in August. This campaign is based off of a long-term direct mailer campaign. This mailer will feature two parts: part will be a removable magnet with Company’s information, the other part will be a perforated card decorated front and back with a message of love and appreciation. The mailer will encourage recipients to tear off the card and give it
to one of their loved ones. Depending on the time of year, the card will say different things. In August, it encourages recipients to tell someone they care. Alexis will tuck cards in her children’s books on the first day of school. During mother’s day, it will encourage recipients to tell his or her mother they love her, and encourage her to get a physical. Trey will get this card in the mail, and realize how much he misses his mom. He will call her and make sure she is well. On Thanksgiving, it will encourage recipients to give thanks to the people in their life, and on New Years it will encourage recipients to inspire their family to make a positive change. Comana will purchase target audience addresses through an online database.
longer ove longer ove longer ove longer ove
Tell someone you’re thankful for them
THANKSGIVING
C O MANA
CENTRAL FACILITY 3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER
CLINIC HOURS Mon. - Fri. 8:30am to 5:30pm 816-923-5800 comanahealth.org
Tell someone how you feel,
GENERIC
C O MANA
CENTRAL FACILITY 3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER
CLINIC HOURS Mon. - Fri. 8:30am to 5:30pm 816-923-5800 comanahealth.org
Tell the mothers in your life you appreciate them
MOTHER’S DAY
C O MANA
CENTRAL FACILITY 3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER
CLINIC HOURS Mon. - Fri. 8:30am to 5:30pm 816-923-5800 comanahealth.org
Wish someone a happy new year,
NEW YEARS
C O MANA
HEALTH CENTER
CENTRAL FACILITY 3801 Blue Parkway Kansas City, MO 64130
CLINIC HOURS Mon. - Fri. 8:30am to 5:30pm 816-923-5800 comanahealth.org
I’m thankful for you!
Make sure you and your loved ones are taken care of. Make an appointment at Comana today
C O MANA
HEALTH CENTER
3801 Blue Parkway Kansas City, MO 64130 816-923-5800 comanahealth.org
hey,
Make sure your loved one is taken care of. Make an appointment at Comana today
C O MANA
HEALTH CENTER
3801 Blue Parkway Kansas City, MO 64130 816-923-5800 comanahealth.org
happy mother’s day!
Make sure you and your loved ones are taken care of. Make an appointment at Comana today
C O MANA
HEALTH CENTER
3801 Blue Parkway Kansas City, MO 64130 816-923-5800 comanahealth.org
happy
new year!
Make sure you and your loved ones are taken care of. Make an appointment at Comana today
C O MANA
HEALTH CENTER
3801 Blue Parkway Kansas City, MO 64130 816-923-5800 comanahealth.org
65
STAGE THREE
This campaign will also include a social component. Comana will send out pictures of the cards and inform followers the cards are going out today and create excitement. When the cards find their homes, Comana will send out a picture of the card asking followers who they intend to give their cards to. Alexis will tweet out the picture of the cards tucked in her children’s books like bookmarks. In the time between the cards, Comana will share graphics that are visually similar to the cards with messages including “I love you,” “Wish you were here,” “Have a wonderful day.” Along with the graphics, we encourage followers to retweet/share
these posts and tag who they love. For people who see these social posts but are not on the mailing list to receive direct mailers, there will be a “Love Longer” section on the website where they can request a card be sent to them. Budget considerations: Direct mailer printing costs, mailing costs, address costs (directmailer. com), graphic design. Timeline: Implemented by August 1, 2016
SOCIAL MEDIA GRAPHICS
happy
new year! C O MANA
HEALTH CENTER
I’m thankful for you!
C O MANA
HEALTH CENTER
happy mother’s day! C O MANA
HEALTH CENTER
67
STAGE THREE
SHARE THE
MESSAGE Comana will reach out to millennials who have not heard of Comana by going straight to them. Comana’s patient services team will bring the mobile medical unit to First Friday, Third Thursday, and the City Market. At First Friday and Third Thursday, Comana’s mobile medical unit will bring a long community table to the Crossroads arts district or the Nelson Atkins Museum of Art. People will sit at this table and have the opportunity to decorate plain versions of Love Longer cards at a community table. There will be markers, crayons and stickers laid out for people to create with. When people are done, they have the opportunity to get their picture taken with the card to put on Comana’s Twitter and Facebook. A team member will take their picture and ask them who they plan to share the card with.
COLORING CARDS
3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER 816-923-5800
3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER 816-923-5800
3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER 816-923-5800
3801 Blue Parkway Kansas City, MO 64130
HEALTH CENTER 816-923-5800
69
STAGE THREE
People can also decorate a Post-It answering the question “Why do you want to love longer?” They will hang the Post-It on a board and spell out “Love Longer.” The words will be outlined so people will be able to easily fill them in and fill in the background. After the event, the Post-Its will be scanned and placed online under the “Love Longer” tab. The first round of Post-It notes will be created by Comana employees to encourage employees to participate in Comana’s transition. The board will be moved to Comana Central where people can read the messages of love while waiting for their appointment.
TRAVELING LOVE BOARD
POST IT
C O MANA
PATIENT PORTAL
CAREERS
DONATE
BLOG
816-923-5800
HEALTH CENTER
PATIENTS
LOVE LONGER
>
>
>
HOW TO HELP
>
longer ABOUT US
SEARCH
CONTACT
ove
C O MANA
PATIENT PORTAL
Love Longer is meant to inspire each of us to do just that, love each other longer. Share a card with those you love! Tell us why you want to love longer on a post-it note! Make an appointment at Comana to make sure you and your loved ones are taken care of so we can all love longer.
CAREERS
DONATE
BLOG
816-923-5800
HEALTH CENTER
CONTACT
FULL NAME
Didn’t receive one of our cards in the mail? Pick a card and leave your address so we can send you one today!
THANKSGIVING
LOVE LONGER
>
MOTHER’S DAY
PATIENTS
>
>
longer ove
HOW TO HELP
>
ABOUT US
SEARCH
ADDRESS LINE 1
CITY / STATE
ZIP / POSTAL CODE
NEW YEAR
HEY
71
STAGE THREE
To bring people into Comana, there will be an iPad station where people can make an appointment online along with a pamphlet explaining the importance of physicals. When they make an appointment, they will be giving a physical to a child in need. One day a week doctors from Comana will take the mobile medical unit to schools at 3 p.m. and provide physicals to underserved children (see appendix). They will send home information about Comana to the children’s parents. When millennials sign up to get these physicals, there will be a picture of a child with a soccer ball. When the user hits submit on his or her appointment, the child will kick the soccer ball across the screen and a message of “thanks” will appear. The Comana mobile unit can also give out shots at these events during flu season. Trey will see Comana’s table when he’s out with his friends. Him and his friends
IPAD SIGN UP INTERFACE
will stop and decorate a card and sign up for a physical. Comana will also bring the medical unit to the city market. Comana will provide information about starting a garden and a seed library. People will also have the opportunity to decorate their own plant pot for eight dollars and plant a succulent in it. Comana will provide the pots, paint, and succulents. Next summer, Comana will partner with Kansas City Community Gardens to gain more information about gardening. Unfortunately this year it is not partnering with any more nonprofits. Timeline: Third Thursday, Final Friday implemented by August 1, 2016. City Market implemented by May 2017.
73
STAGE THREE
CULTIVATE A
HEALTHY COMMUNITY To inspire people to get healthcare for themselves and others, we will grow the “get a physical, give a physical” part of our Love Longer tactic. We will inspire millennials to connect a child to youth sports. We will do this by placing images on Sunfresh grocery store automatic doors. On one half of the door, there will be a child kicking a ball and on the other half there will be the ball. As the door opens and closes, the child will be connected to sports. To further explain the image, we will place pictures in the bottoms of all shopping carts and baskets that say “Connect a child to
BUS AD & STICKER
their passion” and explain further how. These ads will also go on buses and utilize the opening and closing motion of the bus doors. There will be an advertisement placed on the inside of the bus to further explain the image. Comana will also create soccer ball stickers with the Comana logo and “Get a physical, give a physical” and place them on bus stops around town. Timeline: Implemented by September 1, 2016
GROCERY STORE DOORS & CARTS
Get a physical, Give a physical When you get a physical at Comana, you give one to a child in need, connecting them to youth sports
A
AN
C
O
M
75
PREDICTIONS &
EVALUTIONS
S TAG E
ONE Change the perception of SHS while increasing the number of patients and reducing no show rates. • To position Swope within the top three preferred FQHCs in Kansas City. • To increase the number/percentage of patients who have ability to pay for their healthcare by 5-10 percent.
PREDICTION: By updating the name and image, Comana will present itself as a more modern, high quality healthcare facility and therefore draw in more patients who have the ability to pay for high quality care. EVALUATION: Comana will evaluate the success of this phase through two methods. First, Comana will look at its own databases to determine patient increase. Next, Comana will conduct a survey in the Kansas City Area (targeting Millennials in particular) to see how public perception has changed since repositioning.
S TAG E
TWO
Grow Patients and continue to change the perceptions of SHS. • To reduce patient “no show” rate by 5-10 percent. • To grow the number of patients from 39,000 to 45,000 by 2017.
PREDICTION: Stressing the importance of taking care of yourself and family members and the importance of making it to preventative healthcare appointments will draw in more patients and reduce the patient no-show rate. EVALUATION: Comana will look at its own database to see the increase in patients and the decrease in no shows.
S TAG E
THREE Show the importance of preventative health. • To increase the percentage of patients who receive yearly physicals by 10 percent. • To reduce no show rates by 5-10 percent.
PREDICTION: By showing the general public and patients that preventative care is the path to spending a long and happy life with their loved ones, patients will care more about preventative health which will therefore reduce patient no show rates. EVALUATION: Comana will again look to its own databases to monitor patient no show rates and the number of patients who sign up for a physical at an event. It will also send out a survey to the Kansas City Area (targeting Millennials in particular) to see how public perception of preventative healthcare has changed.
77
BUDGET STAGE ONE PROMOTION Social Media Video Production Online Scheduling Software
REBRANDING
$1,300 $5,000 $408
Stationary Signage Website Transition Material Name badges
$1,638 $5,000 $8,000 $1,239 $1,500
TOTAL:
$24,805
STAGE TWO APPOINTMENT REMINDERS Reminders Magnet Frames
CHILDCARE Providers Toys
ADVERTISING
$6,359 $7,250 $1,836 $250
Posters Traditional Advertising
$90 $13,000
TOTAL:
$28,785
STAGE THREE LOVE LONGER Direct Mailers Addresses
$1,348 $4,500
FIRST FRIDAYS & THIRD THURSDAYS Stationary & Decorating Supplies Post-It Board iPad
$473 $189 $400
FARMER’S MARKET Plant Pots: $2,400 Paint: $50
$2,400 $50
COMANA IS Bus Ads: $26,650 Grocery Store Ads: $450
$26,650 $450
TOTAL
$34,200
GRAND TOTAL $87,880 79
REFERENCES SECONDARY RESEARCH
2014 National Health Care Quality and Disparities Report. Rockville, MD: Agency for Health Care Research and Quality. May 2015. AHRQ Pub. No. 15-0007. Retrieved February 9, 2016. Clark, T. (2015, October 22). Re: Kansas City CARE Clinic [Web log comment]. Retrieved February 12, 2016. Cummings, I. (2015, August 4). Kansas City police investigate shooting near Swope Park. Retrieved February 12, 2016, from Kansas City Star The Council of Economic Advisers. (2014, October). 15 economic facts about millennials. Retrieved February 10, 2016 Daily Finance. (n.d.). 25 Most Dangerous Neighborhoods. Retrieved February 08, 2016. For more poor Americans, smartphones are lifelines. (2015, April 01). Retrieved February 09, 2016. Fox, S., & Duggan, M. (2013, January 15). Health online 2013. Retrieved March 03, 2016. Fry, R. (2015, January 16). This year, Millennials will overtake Baby Boomers. Retrieved February 09, 2016 Goldman, L. E., Chu, P. W., Tran, H., & Stafford, R. S. (2013, August 1). Community health centers and private practice performance on ambulatory care measures. Retrieved March 03, 2016 History - Swope Health Services. (n.d.). Retrieved February 09, 2016 How This Girl is Using Her Phone to Dig Herself Out of Poverty. (n.d.). Retrieved February 09, 2016. HRSA. U.S. Department of Health and Human Services. HRSA.gov. What are Federally qualified health centers (FQHCs)? (n.d.). Retrieved February 12, 2016. J. Stewart, CEO Heartland Community Health Center, personal communication, February 25, 2016 Jacko, J. (2015, October 7). Falk Harrison wins 2015 Marketing Excellence Award. Retrieved February 12, 2016 Kansas City CARE Clinic. (n.d.). Who we are. Retrieved February 12, 2016 KC Parks and Rec. (n.d.). Swope Park. Retrieved February 08, 2016. Key Facts about the Uninsured Population. (n.d.). Retrieved February 12, 2016 Kirsch, M., M.D. (2011, September 19). Minute clinics threaten doctors: Who wins? Retrieved February 09, 2016 Medical - Swope Health Services. (n.d.). Retrieved February 09, 2016 Mintel c. (2011, January). Attitudes toward hospitals - US - January 2011. Retrieved February 9, 2016 Mintel d. (2014, November). Cause marketing - US - November 2014. Mintel. Mintel e. (2015, September). Marketing Health to Men - US - September 2015. Retrieved February 10, 2015 Mintel f. (2015, August). Marketing Health to Women - US - August 2015. Retrieved February 10, 2015 Mintel g. (2015, September). Marketing to Black Moms - US - September 2015. Retrieved February 10, 2016 Mintel h. (2015, September). Marketing to Hispanic Moms - US - September 2015. Retrieved February 10, 2016 Mintel i. (2011, January). Marketing to Blacks and Hispanics - US - January 2011. Retrieved February 10, 2015 Mintel j. (2014, July). Black Consumers Attitudes toward Advertising - US - July. Retrieved February 10, 2015 Mintel k. (2015, February). Marketing to Millennials - US - February 2015. Retrieved February 10, 2015 Mintel l. (2013, October). Hispanic Attitudes toward Advertising - US - October 2013. Retrieved February 10, 2015 Monigle. (n.d.). Scripps Health. Retrieved February 8, 2016. Nanassy, L. C., & Selden, W. (1960). Business dictionary. Englewood Cliffs, NJ: Prentice-Hall. Nielson a. (n.d.). City Start Ups. Retrieved February 8, 2016.
Nielson b. (n.d.). Family Thrifts. Retrieved February 8, 2016. Nielson c. (n.d.). Hometown Retireds. Retrieved February 8, 2016. Nielson d. (n.d.). Domestic Duos. Retrieved February 8, 2016. NPR. (2013, October 2). healthcare act reminds young adults they’re not invincible. Retrieved February 12, 2016 ObamaCare Facts. (2016). ObamaCare Young Adults. Pennic, J. (2014). 5 reasons why Mayo Clinic dominates social media in healthcare. Retrieved February 09 Pittsburgh Post-Gazette: Poor Health. (n.d.). Retrieved February 09, 2016. Primacy. (2016). Turning an independent hospital into the clear choice for smarter care. Retrieved January 26, 2016. Shaprino, J. (2015, April 07). Grace Hill Health Centers changes name to Affinia Healthcare. Retrieved February 12, 2016 Smith and Jones. (2015). How a small community hospital in the shadows of an academic medical center generated record increases in revenue. Retrieved February 8, 2016. Smith, J. C., & Medalia, C. (2014, September). Health Insurance in the United States: 2013 Current Population Reports. U.S. Department of Commerce Economics and Statistics Administration. Retrieved February 8, 2016. Samuel U. Rodgers. (2013). Universal compassion, a world of healing. 2013 Annual Report (pp. 1-13, Annual Report). Kansas City, Mo.: Samuel U Rodgers. Samuel U. Rodgers Health Center. (n.d.). Retrieved February 09, 2016 Swope Health Services. (n.d.) Retrieved Feb Wesson, M. (2015, February 18). The State of the Connected Patient 2015. Retrieved April 26, 2016
PRIMARY RESEARCH
(February 25, 2016) Kansas City Millennial Focus Group (February 26, 2016) Swope Health Services Patients Focus Group Meyer, L. K. (2016, February 20). Heartland [E-mail interview]. Hale, T. (2016, February 25). Tara from Raytown [Telephone interview]. Rogoff, B. (2016, February 25). Brittney from Belton [Telephone interview]. Stewart, J., & Hartford, R. (2016, February 25). [Personal interview]
OTHER RESOURCES
123RF Vectors. (2016). Soccer ball. Retrieved April 27, 2016 Amazon. (n.d.). Crayola classpack 256ct broad line markers. Retrieved April 27, 2016 Amazon. (n.d.). Post-it notes value pack. Retrieved April 27, 2016 Amazon. (n.d.). Valentine’s heart stickers 9 roll mega sticker box over 1000 stickers for kids. Retrieved April 27, 2016 Bupa Global Careers. (2016). Retrieved April 27, 2016 Custom Magnet. (2016). 7” circle picture frame magnet. Retrieved April 27, 2016 White, P. (n.d.). Charlotte Cosmetic Dentistry Branding. Retrieved April 27, 2016 EZdirectmail. (2015). Postcard magnet mailers. Retrieved April 27, 2016 Howen, A. (2016, March 18). Study: Millennials more influenced by print ads. Retrieved April 27, 2016 Magnetic Attractions. (2016). Laminated postcards. Retrieved April 27, 2016 MyWhiteBoards. (n.d.). OptiMA RiteOn Whiteboards. Retrieved April 27, 2016 Parr, R. (2014). How much does it cost to build a website in 2014? Retrieved April 27, 2016 Ritters Communications. (2014). Magnet mailers. Retrieved April 27, 2016
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APPENDIX
STAGE ONE COMANA STYLE GUIDE FONTS HEADLINES, Gotham Bold SUBHEADS, Gotham Light
LOGO
C O MANA
HEALTH CENTER
COLORS
C44 M0 Y51 K0
C71 M0 Y44 K0
SOCIAL MEDIA STRATEGY
C45 M0 Y1 K0
C0 M55 Y51 K0
$20 on posts about events, and posts that have a large following for the hashtag (National Suicide prevention day). Sponsor 1 content post a week + $5 for a post that leads to the website refer to website as shameless plug Potentially 400,000 (416,000) $25 reaches 8,000 / week for 52 weeks Calendars to follow
September
Promote First Friday Comana Is... video
National Baby Safety Month Cold and Flu prevention
01
#tuesdaytip Baby Safety
04
05
06 #tuesdaytip Baby Safety
11
12
National ADD Awareness day
18
13 #tuesdaytip Baby Safety
19
Take a loved one to the doctor day
20
#tuesdaytip Baby Safety
25
26
27
#wednesday wisdom Flu prevention
07
08
21
15
03 National Suicide Prevention Day
09
10
16
17
Comana Is... Physician Friday
22
#wednesday wisdom Flu prevention
28
02
Comana Is... Physician Friday
#wednesday wisdom Flu prevention Third Thursday promotion
Comana Is... Physician Friday Comana Is... Physician Friday
#wednesday wisdom Flu prevention
14
First Friday
23
24
Comana Is... Physician Friday
29
30
colors change to match cause
85
October
National Pharmacists Month (every physician Friday = pharmacist) Mental Illness Awarness Month Child Health Day
#tuesdaytip Mental Illness Awareness
First Friday promotion
New Comana Is... video
01
Comana Is... Physician Friday First Friday
02
03
04
05
06
#tuesdaytip Mental Illness Awareness
09
10
11 #tuesdaytip Mental Illness Awareness
16
17 Treat Town promotion
23
24 Treat Town promotion and videos
30
31
Third Thursday promotion
18
08
Comana Is... Physician Friday
12 #wednesday wisdom Healh Education week 19-23
19
13 Third Thursday
20 Treat Town promotion
#tuesdaytip Mental Illness Awareness
25
07
26
27
14
15
Comana Is... Physician Friday
21
22
Comana Is... Physician Friday
28
29
November Child Mental Health Month
#tuesdaytip National Patient Accessibility week 1-7
01 #tuesdaytip Nurse Practitioner appreciation week 8-14
06
07 National Diabetes day
13
14
08 #tuesdaytip Mental Health wellness week 9-15 Third Thursday promotion
15
Love Longer
20
21
28
02
22
29
New Comana Is... video First Friday promotion
03
#wednesday wisdom Child Mental Health
09 #wednesday wisdom Child Mental Health
16 #wednesday wisdom Child Mental Health
#givingtuesday Get a physical, give a physical
27
#wednesday wisdom Diabetes Education week 2-8
23
Comana Is... Physician Friday First Friday
04
05
Comana Is... Physician Friday
10 Third Thursday
17 Thanksgiving Who are you thankful for?
24
11
12
Comana Is... Physician Friday
18
19
Comana Is... Physician Friday
25
26
#wednesday wisdom Child Mental Health
30
87
TRANSITION MATERIAL TO CURRENT EMPLOYEES
mm/dd/yyyy To: All Swope Health Services Employees From: {senior manager in charge of transition} Subject: Transition
O
Valued employees, As you all know, Swope is undergoing major changes to its identity. At this time, Swope will be be implementing a campaign in order to successfully reposition itself within the changing healthcare industry. Swope will also adopt a new name, Comana, that reflects its commitment to nurture clientele with the highest possible quality of care. The current patient population at Swope will be made aware of these changes, and are assured that their level of care and payment processes will not be changing. This will be sent in the form of an email. Please read the Employee Brand Manual so you will be best equipped to assist patients during the time of transition. Contact {senior manager in charge of transition} with any further questions you may have. I thank you for your continued service and headstrong attitude to successfully transition Swope to Comana. Best wishes, {senior manager in charge of transition} Senior Manager, Comana Health Services
TO CURRENT PATIENT POPULATION
mm/dd/yyyy
O
Dear {Patient Name}, Beginning ____________, Swope Health Services will be changing its name to Comana Health Center. This new name reflects our purpose - providing an environment where love meets health. This letter is to inform you that your current level of care here at Swope (Comana) will NOT be changing. All payments will stay the same and there is no action required whatsoever on your part. The reason for this transition is to present Swope (Comana) as the modern, high-quality healthcare facility that you have grown to know and love. We appreciate your continued support and look forward to working with you on a smooth transition to Comana’s success. All employees are aware of this change and can answer any questions you may have. Additionally, feel free to contact us at {XXX-XXXXXXX} or {xxxxxxxxx@email.com} with any questions. With love, {senior manager in charge of transition} Senior Manager, Comana Health Center
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CULTURE HANDBOOK
CULTURE HANDBOOK --------------------------------------------------------------------------------------------------------
CULTURE HANDBOOK --------------------------------------------------------------------------------------------------------
Dear Comana Family, We are pleased to introduce to you the new Comana Health Center -- where love meets health. Comana - “Co” is the latin prefix meaning ‘together’. “Mana” is the polynesian term for life force and energy. This name symbolizes how Comana works together with patients to provide holistic care and achieve a happy, healthy life. From this point on, we will refer to Swope Healthcare Services by its new name, Comana. We are changing our current image to ensure new patient growth. With this new brand image we hope to encourage new generations of patients to come and experience the services Comana has to offer. With that being said, we will continue to serve our existing patients with the same enthusiasm and respect that we always have. The transformation of Swope to Comana will bring a slight culture change. In order to ensure all members of the Comana family reflect the same values, three fundamental values are outlined. Each member will foster these values and will encourage others to abide by these principles. ---------------------------------------------------------------------------------------------------------
LOVE
Greet everyone you come across with open arms and a gracious heart. Even if love is not extended to you initially, you must always respond graciously. Strive to help others in need to the best of your ability.
RESPECT
Respect all things around you. Respect yourself. Honor your body and practice good physical health habits to set an example. Professionalism is key. Your attire should reflect the attitude of Comana. Show that you value the time of others. Be punctual and manage time wisely. Maintain an organized work environment. Ensure all necessary materials are gathered prior to any meetings/engagements.
INTEGRITY
Honor people’s thoughts, wishes, and words. Be tolerant of those that are lost in their ways. Help them to better understand themselves and work to find guidance. Use best judgment in all situations and act in a wholly ethical manner. Enter conversations with patience, understanding and knowledge of the subject. ---------------------------------------------------------------------------------------------------------
Fostering these values is essential to developing and maintaining a cohesive brand experience for both new and returning patients. Each employee serves as an ambassador that will uphold Comana’s values - deliver the most comprehensive care available for all. You are
Show that you value the time of others. Be punctual and manage time wisely. Maintain an organized work environment. Ensure all necessary materials are gathered prior to any meetings/engagements.
INTEGRITY
Honor people’s thoughts, wishes, and words. Be tolerant of those that are lost in their ways. Help them to better understand themselves and work to find guidance. Use best judgment in all situations and act in a wholly ethical manner. Enter conversations with patience, understanding and knowledge of the subject. ---------------------------------------------------------------------------------------------------------
Fostering these values is essential to developing and maintaining a cohesive brand experience for both new and returning patients. Each employee serves as an ambassador that will uphold Comana’s values - deliver the most comprehensive care available for all. You are representing a brand. You embody Comana’s identity in appearance, demeanor, values, and ethics. ---------------------------------------------------------------------------------------------------------
Remember, you are a vital contributor to the vast and growing world of nonprofit work. Comana strives to help others and works to improve the community and the underserved. ---------------------------------------------------------------------------------------------------------
Example Interaction w. Patient: Q: Doctor, what’s the deal with all of these signs all around the building talking about changing? A: I assure you that we will take care of you exactly how we have been. Even though our name is changing, we will continue to give you the best possible quality of care available. Q: But am I going to have to change how I pay? A: Absolutely not. Again, these changes will not affect your payment or quality of care. We’re here for you if you have any further questions. ---------------------------------------------------------------------------------------------------------
We hope that this script serves as a tool to understand the importance of communication through this transitional period. With love, Your Comana Family
WEBSITE C O MANA
PATIENT PORTAL
CAREERS
DONATE
BLOG
816-923-5800
HEALTH CENTER
LOVE LONGER
>
PATIENTS
>
HOW TO HELP
>
ABOUT US
>
SEARCH
CONTACT
Comana Health Center
OUR SERVICES
Comana Health Center
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STAGE TWO YOUTUBE ADVERTISING
To advertise on YouTube, Comana must create a gmail account. A gmail account is linked to both YouTube and Google Adwords. Advertising on YouTube is linked through Google Adwords. To make sure all settings are linked, go to the navigation menu and click “Linked YouTube accounts.” After setting up Comana’s account, choose the general settings for the ad, including the budget per day. Comana will pay a small amount of cents per view, but will not pay unless the viewer watches the video all the way through. Comana will narrow down viewers by zip codes, only targeting the zip codes it is allowed to target. Comana has the option to target by device and should therefore should target mobile devices. Comana also has the opportunity to target demographics and psychographics and should use this to target millennials of a diverse background. Next Comana will choose the keywords potential patients will be searching on YouTube. Comana should choose words revolving around a healthy lifestyle, like “healthy cooking,” “fitness,” and “workout.” Comana should also utilize keywords that reflect Kansas City like “Royals,” “Chiefs,” and “Sporting KC.”
PATIENT REMINDERS CHIPPER E-MAIL
SERIOUS E-MAIL
SERIOUS PHONE CALL
CHIPPER PHONE CALL
95
SERIOUS DIRECT MAIL
CHIPPER DIRECT MAIL
SERIOUS TEXT MESSAGE
CHIPPER TEXT MESSAGE
97
COMANA IS... VIDEO SCRIPT Filmed by Jackson Swain, Luke Huttner and Laura Furney Edited by Jackson Swain Voiceover by Markisha Rangel
Client: Comana Health Center Title: Comana Is…
MUSIC: “Subtle Emotional Score”, UNDER
(FEMALE NARRATOR)
Dad holding up baby in the air, being happy
My dad has always been there for me.
and cute
He’s taken care of me all my life. Whatever
I’ve needed he’s there.
Dad and daughter riding bikes
Bike on the ground, dad puts bandaid on
daughter’s knee
Shot of them riding bikes together again
Shot of them coloring together
Shot of them dancing together
Shots of them hugging and looking kinda sad
Shots of them looking happy
Him giving her an apple
(cut to black screen)
(cut to complete silence)
Now it’s my turn.
Them walking up to Comana
(MUSIC: speeds up)
Him seeing a doctor
Him getting blood pressure checked,
speaking to the doctor
Doctor making notes on computer
Him picking up prescriptions
Them leaving together looking happy
Just like my father did when I was young, I
(swift transition walking out of Swope to down will take my kids to Comana. the aisle)
Walking out of Swop leads to him walking her down the aisle Her playing with her kids in the park Fade: Comana logo and contact info
99
STAGE THREE MEDIA RELEASES
For Immediate Release on July 25th, 2016 Contact: Michelle Keller Vice President of Patient Services (XXX)XXXXXXX email@email.com Area Health Clinic to Benefit Local Youth Kansas City, Mo. Comana Health Center will implement a unique campaign that provides underserved children access to physicals in the greater Kansas City region. The program, called “Get a Physical, Give a Physical”, gives participants the opportunity to register for a physical while allowing a child to receive one as well through Comana. This program was developed to engage Kansas City residents and provide area youth the opportunity to participate in youth sports activities. It also promotes healthy lifestyle choices by allowing participants to receive a physical. Doctors from Comana will travel to area schools two days a week and provide the checkups for children. This directly benefits youth that would otherwise not be able to participate in sports, due to a lack of adequate insurance coverage or access to medical care. The program will be showcased twice each month at two large Kansas City events, Third Thursday at the NelsonAtkins Museum of Art and First Friday near the Crossroads. Comana’s own mobile medical vehicle will be featured at each event, with stations to allow for easy registration.
Comana Health Center provides accessible and comprehensive healthcare services to
patients and has nine locations throughout the Kansas City metro area. ####
For Immediate Release on August 5th, 2016 Contact: Michelle Keller Vice President of Patient Services (XXX)XXXXXXX email@email.com Area Health Clinic Spreads Love Within Community Kansas City, Mo. Comana Health Center will inspire Kansas City residents to appreciate their loved ones at two events rooted in Kansas City’s culture. The area health center’s mobile medical unit will be stationed at Third Thursday and First Friday of each month with events that involve the community. Participants will be encouraged to communicate what they love, and will share their ideas on a community wall. Responses will be integrated onto the health center’s website, where others can view and share their love. Social media will be utilized so the Kansas City community is able to see how people engage at the events. Comana’s mobile medical unit will also allow participants the opportunity to take part in the “Give a Physical, Get a Physical” campaign, where they are able to sign up for a physical and allow an underserved child in the area to receive one as well. This directly benefits youth that would otherwise not be able to participate in sports, due to a lack of adequate insurance coverage or access to medical care. Third Thursday is an event held on the third Thursday of each month at the NelsonAtkins Museum of Art. First Friday is held on the first Friday of each month at the Crossroads in Kansas City. Both venues feature live music, art exhibits, free programs, local talent, are considered two of the city’s most popular events. ####
SCHOOLS IN COMANA ZIP CODES
Attucks Elementary, Faxon Elementary School, Garcia Elementary, King Elementary, Longfellow, George Melcher Elementary, Wendell Phillips Elementary, Pitcher Elementary School, Rogers Elementary School, Trailwoods Elementary, Troost Elementary, Phyllis Wheatley, Whittier Elementary, Central Middle and Northeast Middle
101