Three Things We Talked About at the NESHCo Healthcare Marketing Conference

Three Things We Talked About at the NESHCo Healthcare Marketing Conference

As the traditional limits of healthcare marketing expand into the digital space, there are more opportunities to be creative and engaging. That’s what makes an event like the recent two-day New England Society for Healthcare Communications (NESHCo) conference so important for our industry.

Exchanging trends and sharing results in a time when more ideas are being embraced and marketing investment outcomes are more measureable will continue moving the industry forward. Here are three timely presentations that really resonated with us.

1. Making Every Moment Matter When Delivering Customer Experience

There are numerous “little moments” of care in the delivery of healthcare. To improve employee engagement and the patient experience, Hartford HealthCare launched “Every Moment Matters”, an internal employee campaign aimed at making moments like these come to life. The campaign integrated digital tactics and large-format graphics into internal communications to make employees feel recognized and let patients know there are caring, compassionate staff members at every turn.

Consider these facts when evaluating the importance of this initiative:

  • 82% of healthcare consumers expect an exceptional experience.
  • Patient satisfaction starts with an engaged workforce.
  • It takes 12 positive experiences to make up for one bad one.
  • The lifetime value of a patient is $1,400,000.

The five critical steps of implementing an internal employee program include:

  • Conduct input sessions, interviews and surveys with stakeholders from leadership, HR and marketing to ensure a shared vision.
  • Conduct an audit of all internal messaging through focus groups, surveys and “listening tours” to evaluate needs and opportunities.
  • Discover what is true about your organization, evaluate what attributes are relevant to your audience and determine what is unique in the marketplace.
  • Execute your campaign by developing a nomination process and leveraging all possible channels.
  • Evolve from “campaign” to culture.

Presented by Amanda Nappi (Hartford HealthCare) and Reem Nouh (Adams & Knight)

2. Jumpstart Your Physician Communications to Drive Relationships and Referrals

With the right content, media mix and frequency, hospitals can create effective physician communications that strengthen relationships, drive more referrals and retain talent. Develop your physician content strategy by conducting your own physician research to learn what types of content, delivery and frequency work with each of your physician audiences.

Start by understanding the information that providers most value, including:

  • CME information
  • Case studies
  • New programs and capabilities
  • Patient stories
  • Resources for referring providers

Here are the channels of communication medical staff prefer for system provider-focused publications:

  • 75% prefer email and 25% prefer print.
  • A strong majority prefer consistent monthly frequency; a smaller segment prefer quarterly distribution.
  • They are less likely than other staff to check the hospital’s intranet on a daily basis for new information.

Here are the channels of communication referring physicians prefer for system provider-focused publications:

  • They respond best to multi-faceted communication approaches, including introductory visits to their offices by specialists, on-site CME programs, peer networking and new technology updates.
  • They value regularly-scheduled newsletters sent via email and/or printed publication.
  • They prefer that messaging be combined in a single publication rather than be sent piecemeal.
  • The majority prefer a publication on a quarterly basis, with the remaining physicians equally spilt between 6x and 3x frequencies.

Presented by Emily Cittadine (GLC)

3. Learn from These Healthcare Website Redesign Tips

Website redesigns are a hot topic. Sixty-eight percent of hospitals surveyed either just completed a web design in the last year, are currently in progress or are in the planning stages.

The results can be striking. After their new website launched, Sturdy Memorial’s annual organic search traffic increased by 199%, their web traffic increased by 116% and their mobile traffic increased by 220%.

With digital marketing and technology moving at such a fast pace, expectations for web experience are now set outside healthcare.

The most common goals cited for a website redesign are:

  • Increase consumer engagement and patient recruitment
  • Improve patient satisfaction
  • Highlight providers
  • Need for responsive design
  • Enable content management
  • Microsite consolidation
  • Improve navigation


  • Establish and document your strategic goals in advance. Use your current metrics in this process.
  • Everything starts with content. It’s the “secret sauce”.
  • Position providers as experts. One approach that works is to find service line clinical studies and then get doctors to make comments.
  • Look at what other hospitals are doing and call them. Explore general website trends.
  • Make the website redesign the #1 marketing priority.
  • Engage key stakeholders for input.
  • Keep the internal web development team small.

Presented by Ben Dillon (Geonetric), Patrick Kane (Cape Cod Healthcare), Rowan Muelling-Auer (Rutland Regional Medical Center) and Chelsey Boyle (Sturdy Memorial Hospital)

Hospital Brand Campaigns: When is Bold Too Bold?

Hospital Brand Campaigns: When is Bold Too Bold?

As we have pointed out in the past, there are factors that make healthcare marketing conservative by nature. But does that mean there is no room to be bold? No possibility for creativity that pushes the envelope?

Rochester Regional Health was willing to challenge that notion recently when they asked us to build and launch a new brand campaign.

Rochester Regional Health (RRH) is comprised of five hospitals in and around Rochester, N.Y. They employ 16,000 people and have built a reputation of excellence in several areas, most notably cardiac, cancer and neurosciences. The system was formed in 2014, so the brand is relatively new even though the member hospitals are well-established.

The Challenge

In exploring RRH brand attributes and comparing these against their main competitor, distinct points of differentiation to build upon emerged. RRH sees itself as the healthcare system of the future, a claim substantiated in a variety of ways, including highly advanced medical techniques and a progressive commitment to environmental sustainability.

Our role was to clarify this brand vision, build a new brand platform, design fresh creative elements and build an integrated campaign of traditional and digital elements to launch in February 2018.

We were asked to be bold.

The Execution

With a new brand positioning statement hand – “Consumers that seek a forward-thinking innovator choose Rochester Regional Health. Designed for changing times, Rochester Regional Health is keeping `ahead of the curve’ through clinical excellence, new ideas, patient involvement and anticipating patient needs keep.”– we went to work developing a tagline.

A great tagline needs to do two things: Capture the essence of a brand and create an immediate understanding of “what’s in it for me” for the target audience. The new tag line, “Next is Now”, accomplishes both of these while offering a powerful stage for creative ideas and initiatives. By building out an integrated “Next is Now” campaign, we were able to turn a simple tagline into a true brand platform that will power all of RRH’s future marketing initiatives.

“Next is Now” launched in multiple phases. Teaser elements worked to stir interest in the campaign while building up to a dramatic reveal during the Super Bowl with a :30 television spot that aired regionally. We kept momentum going with an agile digital media buy that included smart programmatic placements, as well as creative placements on social media channels such as Facebook and YouTube. serves as the online hub of the campaign.

What’s Next for “Next in Now”?

The “Next is Now” campaign will continue to evolve through messaging and design concepts built around RRH’s technological and procedural advancements, as well as inspiring patient stories. To stay true to RRH’s position as a healthcare system of the future, EVR is already looking toward what’s next for “Next is Now”.

TV Spot


Facebook Ads


Are You Planning Your Hospital Marketing Budget Well?

Are You Planning Your Hospital Marketing Budget Well?

When you allocate your marketing resources, is it merely a rote exercise of updating last year’s numbers or are you seriously taking a fresh look at channels and considering changes in the modern marketing landscape? Because healthcare is more consumer-oriented and “retail” than ever, a change in tactics may be necessary to reach and influence consumers.

If you are in need of a change, start by adopting an “Agile Marketing” approach to your spending, which means continuously measuring impact and calibrating tactics to improve results over time. Be prepared and willing to shift marketing tactics on a dime. The hallmarks of Agile Marketing are responding to change instead of following a plan, ongoing testing and measurement, and making rapid tactical adjustments when appropriate.

Think about the following rough guideposts for allocating resources when you prepare your next marketing budget.

  1. Marketing systems: 10% The wave of successful marketing is based on the modern techniques of customer data tracking, marketing automation, marketing analytics and ROI measurement. To execute these well, the proper tools must be in place and ongoing investment must be made. The basic platform is an effective CRM, including the right focus and effort in its implementation. Without doing this well, you have no chance to move to the next step in today’s online marketing environment. With a good CRM in place, marketing automation and customized personal consumer marketing is now possible. If you are starting from scratch, budget in small increments over the next 3-5 years for a realistic implementation plan.
  2. Traditional outbound advertising: 25% Brands are established over a period of time, so smart marketers target messages to every level of the buying process. When meeting the brand, consumers may not be ready for a “two-way relationship”. With their extensive distribution and sizable impressions, traditional channels – TV, radio, direct mail, sponsorships and yes, even print – are well served to deliver the invitation to first meet the brand and then build upon top of mind awareness. Advancements in technology now make it easier to consume these traditional channels in more ways than ever before.
  3. Online/Digital Marketing: 35% We are moving away from a dominance of outbound interruptive marketing to inbound marketing driven by online consumer engagement. This calls for a change, from the broadcasting of clinical service messaging to delivering interesting and relevant content that gives your audience a reason to engage with you and ultimately call you when in need. It all starts with content focused on the patient and healthcare consumer.  As challenging and labor intensive as it may be, the future of the organization is at stake. This means the marketing plan, the strategy, the tactics and the messaging all change for this lane of communication. You must deliver the right content at the right time to the right person.
  4. Public Relations/Social Media: 20% Modern PR does more than enhance the image of a company and raise the awareness of the brand. It capitalizes on the digital space and plays a significant role in the inbound marketing strategy. In addition, PR is now clickable, downloadable, interactive and measurable, making it possible to prove ROI on earned media.Thanks to a lack of manpower and a need for advertising dollars, traditional media outlets are also allowing brands to have more digital influence than ever before through native advertising, making it another opportunity for brands to give promote their image and create conversation.The digital age has not only forced traditional media to re-invent itself, but it has pushed brands to change the way they communicate through social media. These seismic shifts in communications have changed public relations. Today’s healthcare consumer wants to be engaged in social media channels. “We only do social media sporadically.” is no longer acceptable. If you are not where your audience is, you will lose.
  5. Research: 10% Market research is daunting and can be a lot of work and money. But the benefits it offers are essential. Why would we would be willing to invest thousands of dollars in a campaign, but not commit to learn whether this investment is effective? Research takes the guesswork out of marketing and gives you data you need to plan and execute successful marketing initiatives. Don’t make research a once-in-a-while thing. Make an annual commitment to ongoing market research by reserving a percentage of the budget for it every year.
Our Take on Healthcare Marketing Trends That Matter

Our Take on Healthcare Marketing Trends That Matter

Near-constant change in healthcare brings challenges and opportunities. To be successful, marketing professionals must adapt and lead proactive management of change. Here are four advances happening in healthcare marketing to consider in your strategic marketing planning:

1. Personalization and Engagement

Modern marketing delivery systems are sophisticated, offering consumers access to more channels of communication than ever. Contemporary healthcare marketing methods identify user interests and deliver timely, personalized and relevant content on a one-to-one basis. It’s about delivering the right message to the right target at the right time, starting a conversation and developing a relationship.

Social media is leading the way in personal conversation, creating an open dialogue between patients and healthcare providers, and generating trust and advocacy among loyal consumers.

The emergence of CRM and marketing automation platforms are fueling ongoing interactive personal engagement after the online “handshake” has taken place. When managed well, these platforms encourage two-way communication, offer a personal brand experience and stimulate brand preference.

2. Digital Marketing

In general, the healthcare industry has been slow to adopt digital marketing strategies. Healthcare marketers need to push for more focus in this area.

According to Think with Google’s “The Digital Journey to Wellness: Hospital Selection:

  • 84% of patients use both online and offline sources for hospital research.
  • 77% of patients use search engines prior to booking an appointment.
  • 44% of patients who research hospitals on a mobile device schedule an appointment.
  • Search drives nearly 3x as many visitors to hospital sites compared to non-search visitors.
  • Patients primarily search on symptoms and condition terms prior to the moment of conversion.

For starters, your website must perform as a robust marketing platform. An Adobe Marketing Discovery survey found that 88 percent of interested consumers will follow up that interest by going to the company website and 62 percent will move on from if the website doesn’t meet their needs.

The impact of mobile devices on marketing strategy is staggering. According to an Ofcom survey, laptops and smartphones are ahead of desktop computers when it comes to internet use. Google responds to search requests using a mobile-first algorithm. Not only do you need to make your website responsive and that your content is readable on mobile devises, you must approach all campaign planning with a mentality that includes mobile access as a core element in the customer journey.

Retargeting tactics allow for the display of digital ads to individuals after they have indicated an interest in your website or content. Digital user profiles empower personalized messaging that is more effective in generating interest and response.

Programmatic digital media buying can produce greater ROI effectiveness by drawing on real-time data and messaging to reach very specifically defined on-line users. Programmatic buying will soon account for the majority of digital advertising spending.

3. Quality Content is King

The Internet is healthcare marketing’s front door. Patients are looking for information they can use in their everyday lives and share with their networks. However, with increased online competition for the attention of consumers, today’s content must be fresh, interesting, reliable and share-worthy to cut through the clutter.

Effective content sets up a call to action (CTA), such as downloading a heart health checklist or taking a quiz on proper eating habits, that creates further engagement and loyalty.

Video content continues to grow in popularity and the statistics are staggering. For example, 46 percent of users take some sort of action after viewing an ad, 88 percent of viewers share videos with others and enjoyable video ads increase purchase intent by 97 percent. Numbers like these go on and on. Contemporary healthcare marketing can share stories by way of video content, including live streaming video on websites, blogs and by way of social media platforms. The advantages include timeliness, immediacy and educational impact.

4. Consumerism

Consumers have begun to take a more active role in their healthcare experience and seek options until they are satisfied. The increased financial stake they face and the availability of online information incentivizes them to use research to guide their treatment, provider and hospital decisions. Furthermore, the informed consumer is inclined to post ratings, comments and recommendations online.

McKinsey study found that patients have the same expectations from healthcare companies as they do from non-healthcare companies. Patients expect both types of companies to:

  • Provide great customer service
  • Deliver on expectations
  • Make life easier
  • Offer great value

There are signs that indicate healthcare marketers are beginning to embrace this growing consumerism trend. Some hospitals are going as far as shaping their facilities to look more like hospitality centers.

The bottom line: There are reasons why healthcare marketing has moved slowly into the digital age, but continuing to move slowly will prove costly.

Today’s Healthcare: How to Market “Value”

Today’s Healthcare: How to Market “Value”

In a previous blog, “Does Cost Matter to Healthcare Consumers”, we cited the lack of correlation between access to healthcare price information and spending less on medical procedures. The reasons for this revealed that much work remains in changing the culture of price transparency and how consumers can best use this data to make better, more informed decisions.

Some people are inclined to pay a higher price because they believe this means higher quality. Others will not, choosing to be largely influenced by price alone. And still others will fall in-between based on the procedure needed, their value system and their financial status.

The fact is, spending is not necessary highly correlated with quality. One of the key reasons for this is that price of the same service varies so much across healthcare institutions. Medicare payments are adjusted based on a variety of factors, including geography, medical education costs (e.g., teaching hospitals) and the share of caring for indigent patients. In the case of private insurer reimbursements, variation is due largely to negotiations with providers. Notice that the term “quality of care” is noticeably absent from the factors affecting price listed here.

So how do we treat price when marketing healthcare services?

The same way all other marketers do when they are avoiding the pitfall of competing on price … promote value. When healthcare consumers recognize positive experience and outcomes (quality), these factors can become more important than price.

Value is defined by this intersection of price, experience and outcomes. And it has the potential to make an everlasting imprint on your brand identity in the eye of the healthcare consumer. But to do so requires delivering consistent experiences and communicating meaningful information on outcomes.

With the healthcare industry headed more and more toward a consumer-centric (bordering on retail) model, the same consumer behavior we have seen in markets for other products and services will continue to emerge. Therefore, deciding where you fit into this positioning model and how you will communicate this positioning is not an option. It has become a marketing imperative. Your brand will be defined by it.

So how do you approach this process?

  1. All senior management needs to become aware of this brand positioning paradigm and prioritize it as a major hospital issue.
  2. Market research should be undertaken to understand the local healthcare consumer market, the value system in place and the decision-making process. This task is too important and impactful to be based on opinion and guesswork.
  3. A roadmap must be designed to guide how each of these three key brand elements – quality, experience and price – will be communicated, both individually and as a whole.

No approach to any of this will be perfect. For example, the quality message is currently communicated in a variety of often confusing, ways. Click here for our Quality Measure blog. Defining quality based on an award is a common practice, but the impact can be diluted when there is no context around the award.

Deal with this and other similar interpretations in the same committed manner you approach any other challenging topic or project. Devise a communications plan that a collaborative group agrees is best and further challenge it for any holes that may be distressful. Then run with it, invest in it and be consistent. Like any brand communications campaign, success will be a function of personal investment, time and funding.

Without this plan to effectively communicate quality and experience, you can be sure that price and out-of-pocket expense will become the market equalizer.

Your pricing and outcomes information is generally available now. And word-of-mouth is already playing a major role along with published measures in your patient experience reputation. Quality is communicated in a variety of random ways. If you haven’t already, it is now time to step up with a plan to lead public perception with a messaging plan that helps consumers make sense of all of this and differentiates you in terms of your own excellent brand dimensions.

Don’t wait until it’s too late. If you do, you’ll be chasing your competitors.

It’s Time to Use Metrics to Defend Your Impact

It’s Time to Use Metrics to Defend Your Impact

As healthcare margins tighten, the need to demonstrate marketing’s financial contribution has moved from a “consideration” to an “imperative.”

However, several major challenges stand in the way of progress in this area, including lack of data, no mutually agreed upon expectations and a narrow view of marketing’s role.

A publication released in 2016 by the Marketing Metrics Committee of SHSMD (Society of Healthcare Strategy and Market Development) aims to help. It offers, for the first time, a clearly defined set of metrics to help marketers demonstrate financial contribution to their healthcare system.

It is a breakthrough document.

The plan is laid out in Life Beyond Promotion: Core Metrics for Measuring Marketing’s Financial Performance, a whitepaper that defines a framework of four areas of strategic focus to which marketing contributes:

  • Growth
  • Brand and Image
  • Stakeholder Engagement
  • Marketing Communications

In addition to creating this framework for metrics, the study calls for improved dialogue between marketing professionals and healthcare leaders, proclaiming that “there is often a fundamental lack of meaningful dialogue between marketing and executive leadership on strategy, appropriate roles, measurable deliverables and elements of success.”

Defining marketing’s influence has been, at best, a nebulous exercise, but the SHSMD plan attempts to clarify this influence by defining each area in two ways: accountability (marketing’s singular responsibility) and influence (marketing shares responsibility with other parts of the organization). By assigning metrics to each of the four strategic areas, financial performance can be judged more accurately.

The whitepaper offers specific measurement recommendations for a variety of metrics in each of the following four categories:

  • Growth (Accountability and Influence)

Take ownership by identifying your role and goals. How will that promotional event lead to an increase in admissions and surgeries? Will market share over your competitors improve? By agreeing on a baseline starting point, you can measure changes in volume, revenue, new patient acquisition and market share on a monthly, quarterly and annual basis.

  • Brand and Image (Accountability)

Few factors play a greater role in your success than image and reputation. Greater brand awareness can help you negotiate more favorable prices, while brand strength creates opportunities for growth. It is vital to annually review where your hospital is ranked, especially among your competitors. Equally important is your reputation. What kind of feedback are you receiving when people are polled about your services? How aware are they of what you have to offer?

  • Stakeholder Engagement (Influence)

This is about patient satisfaction. How likely would someone be to recommend your hospital to a family member or friend? It’s not something that marketing can directly control. But it is an area where you can have influence by identifying areas of opportunity and suggesting programs that will create a positive impression in the community.

  • Marketing Communications (Accountability)

How are your media campaigns influencing patient loyalty? Are those paid TV spots and newspaper ads leading to transactions? How many people are you reaching through company-produced publications? How often are you interacting on social media? Is the tone of free coverage positive, negative or neutral? What is the value of free coverage vs. the cost of advertising?

Although finance executives aren’t in complete agreement concerning all the ways to measure marketing’s contributions to a healthcare system, they did agree 100 percent on one thing: “Having metrics in these areas would create dialogue with our management team and our marketing department.”

The document concludes with an eight point plan of action to get started:

  1. Start here by using the applicable metrics offered in the whitepaper
  2. Seek consensus on a broad definition of marketing
  3. Get direction on specific, measurable activities prior to the fiscal year
  4. Get agreement on the metrics in advance of the effort
  5. Clarify when marketing is accountable versus influential
  6. Establish a review schedule
  7. Identify and apply the lag time between events to desired results
  8. Collaborate with peers

Getting to where we need to be to improve the culture of healthcare marketing measurement is no easy endeavor. But all agree that the need is acute. It is time for more focus and attention to be dedicated to the endeavor. Activating the eight point “Get Started” plan offered by this excellent SHSMD publication would be a great first step.

Being Heard Above the Healthcare Din: Three Great Campaigns

Being Heard Above the Healthcare Din: Three Great Campaigns

People seeking healthcare providers have more information at their disposal than at any time in history, so it’s more important than ever for healthcare marketers to be creative to ensure their message stands out.

In the generally conservative world of healthcare marketing, that’s not always easy. However, when you find that right campaign, the results can be eye-opening. Here are three great examples.

Marketing Is More Personal Now, So Be Personable

Dare to be fun, engaging and interactive. United Healthcare did just this with their award-winning 2014 campaign called “We Dare You.”

The campaign included monthly health tips shared in the form of dares. One month they challenged people to share a photo of fresh produce. Another included a challenge to incorporate 30 minutes of physical activity into your day. Participants tagged their entries #wedareyou and won prizes for top entries. More than 3,000 photos were shared per month.

Give a Voice to Your Biggest Advocates

Medical device manufacturer Medtronic achieved this by sharing the stories of how their equipment has helped a wide range of people live fuller lives. Each of their patient stories, in written and video form, is about a person who had a problem solved by a Medtronic device. To encourage sharing, they offered rewards to patients, such as a $20,000 charitable grant that winners can use to serve their communities. This successful technique is an example of promoting benefits instead of just features.

Connect with Consumers in their Language

The 2015 campaign called “Melanoma Likes Me” by Melanoma Patients Australia targeted 15-30 year olds, the age group at the highest risk of contracting melanoma. Rather than an all-encompassing, multi-channel marketing approach, they went right to where young people live: Instagram and Twitter. And they had some fun doing it.

MPA created an online persona for Melanoma that responded to, liked and followed over two million young Australians’ social media activities. After visiting the Melanoma Instagram or Twitter accounts, consumers were directed to a Melanoma prevention website intended to raise awareness and urge people to think about their choices.

As the campaign concluded, the algorithm that cost $430 to create had earned over $5 million in media value. Melanoma Likes Me was recognized for a Silver Lion at the Cannes Media Lions Festival of Creativity.

Modern consumers have no problem searching the internet for healthcare information. Facts and figures alone are not always enough to win them over. As these three examples showed, you need an emotional tie.

Does Cost Matter to Healthcare Consumers?

Does Cost Matter to Healthcare Consumers?

As out-of-pocket expenses for medical care continue to rise for consumers, the need for hospitals to become as transparent as possible with pricing is more important than ever. Clearly, consumers should have greater access to what their treatment will cost so they can evaluate their options and make the best, most cost-effective decision.

But is this happening? Do consumers shop around for the best price when their health is at stake?

A recent Harvard Medical School study showed patients with access to a price transparency tool spent the same amount of money on their outpatient care as those who did not have the information. The study, which involved outpatient care for 149,000 employees at two national companies in 2011 and 2012, found that only 10 percent used the tool.

The Organization for Economic Co-operation and Development Health at a Glance 2015 edition reports that the US spends more than any economically developed country on healthcare because of, in part, the “highly fragmented nature of the health system.” There is a lot of waste within the US healthcare system in the United States, consumers have no real understanding of what they are spending and they are not taking advantage of the tools available to lower their spending.

It Starts with Perception

Even though there is no evidence that higher prices translate into higher quality, many consumers still believe this to be true. In a survey published by Health Affairs, a journal of health policy research, most of the people who had compared pricing believed price and quality were associated. Thus, the challenge for healthcare providers is to train consumers to understand pricing and how it relates to quality, and to educate them on how best to compare the medical services being offered.

Price transparency was designed to give consumers more control of their spending and, by extension, lower overall healthcare spending. The Harvard Medical School study revealed a need for healthcare providers to find better ways to engage consumers to research medical costs.

“We’re trying to change a culture here,” said Barbara Anthony, a senior fellow in healthcare at the Pioneer Institute, a non-profit think tank, in an article by the Boston Globe . “You don’t do that by saying, ‘Here’s a site, go use it.’” According to Anthony, insurers need to “double down their efforts to motivate consumers to choose high-value, low-priced services.”

In an article that appeared in the American Medical Association’s AMA Journal of Ethics, a key tie of cost to quality would be to tailor payments to decision-making entities (clinicians or health care organizations) based on outcome measures. Increased adoption of value-based purchasing practices and the creation of accountable care organizations, which tie reimbursements to quality metrics, are examples of this.

Transparency Tools Made Easy

Hospitals can make price transparency tools more user-friendly through mobile apps, text messages and emails that encourage consumers to take advantage of the pricing resources. An immediate reward such as a gift card for using a pricing tool is another good idea.

Insurance companies and healthcare facilities can work together to create tangible benefits that will drive consumers to research medical costs. It works. For example, in another study by Health Affairs, patients given a price transparency tool generally choose less expensive options when selecting an MRI provider.

Educate and Build Loyalty

Consumers obviously want to reduce their out-of-pocket expenses and the best way to achieve that goal is to have the ability to shop and compare when considering a medical procedure. Healthcare providers that enable consumers to do that through pricing transparency that is quick and easy will gain consumer trust. You may not always be the least expensive, but if you can explain why, you will gain consumer respect and a new patient.

By engaging and educating consumers from start to finish with detailed pricing and data, patient satisfaction is enhanced and loyalty is built.