2. A Case Study of Patient Experience Design & Marketing Management
March 2, 2012; Harvard School of Public Health
Masters in Management Program
Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
baystatehealth.org

3. Marketing - Physician partnership
Wilson Mertens, MD
Medical Director, Baystate Regional Cancer Program
Baystate Health, Springfield, MA
Associate Professor of Medicine,
Tufts University School of Medicine
MD role Patient Experience-Marketer role
Vision for program; leadership Vision for patient engagement
Interest in patient experience as differentiator; selecting consultant
Met with referring MDs; listened, Drafted “latest milestone” letters,
implemented changes, 1:1 comm distribution to all referring MDs
Supplied questions for patient input. Conducted patient focus groups.
Made priority for all committees. Video highlights.
Planned, facilitated, mandatory “Patient Experience” retreats; visited cancer patient
advocacy groups; planned strategy, wording, weekly update meetings.
Set expectations for MDs, staff. Advocated with CEOs/VPs.
Advocated with CEO, CMO, CNO. Communicated commitments.
Planned campaign and creative. Availability. Shared metrics. Delivery on promises.

4. Cancer Care Study in Patient Experience
Design
Baystate Health’s D’Amour Center for Cancer Care
•Starting Situation & Driving Trends
•Initial Steps in Redesign & Stakeholder Goals
•Patient Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion

5. Baystate Health
Baystate Health, a Top 15 Integrated Delivery System of three hospitals,
including Baystate Medical Center, which is the largest hospital outside of
Boston and the Western Campus of Tufts University School of Medicine.
Baystate Health is the health care leader in Western Massachusetts and one
of the largest employers with 400 employed physicians and 10,000
employees.

6. The “Cancer Program” February 2000
Reinvented the Program first,
the Facility second
•No program, just pieces
•No vision, differentiation
•Inconsistent leadership
•Dreadful relationships
Patient-unfriendly
 Scattered over hospital campus
 Frustrates integrated care
 Message loaded with negative
cues…

7. Outpatient Areas Encounter Growth
2008 Total U.S. OP
Cancer Volume:
229 Million*
What are the cancer
What are the cancer
care components
care components
that are driving
that are driving
outpatient growth?
outpatient growth?
*Note: includes pap smear, biopsy of integument skin lesions and screening mammography.
Source: Sg2, “Clinical Intelligence: Pushing Cancer Programs From Viability to Profitability,” 2008.

8. See our sloppy business operations…

9. Welcome to Radiation Therapy

10. First Steps, Baystate’s Cancer Program:
“Changing culture is challenging, time consuming,
and totally worthwhile.”
1. MDs identified opportunities in efficiency, care and cost. Engaged front-line
level in discussions.
2. MD leaders set expectations for leadership, coached.
3. MD leader solicited input from referrers on perceptions, changes needed
-Discussed suggestions with faculty and administrators, instituted change:
-Developed standardized patient protocols, supportive care
-Improved communication; outcomes
4. MD leader reported back to the interviewees about improvements.
Marketing leader help chart, celebrated progress for MDs with all staff.
“Efforts quickly changed referral patterns, built visibility and credibility for the
program and leadership.”

11. Building the Facility
“No one was excited; so we changed the conversation”
1. MD and Marketing leader engaged patient focus groups on
experiences—good or poor.
2. MD and Marketing leader hosted retreats with staff, patients,
advocates, architects, donors to design the program and
experience.
3. Heard POVs; developed theme reorganized by functions instead
of silos.
4. MD and Marketing leader created subcommittees to design
areas w/ patients and leaders approving plans.
5. Reviewed by Core Group to ensure consistency with theme,
goals, budget and timing.
Strategy for growth: “An engaging customer experience.”

12. Center Built by Patients, for Patients
“Architectural design and care to create harmony, comfort.”
Open access, limit waits for information
• Benchmark: 5 business days
• Reduce no-value added follow up visits
• Complimentary shuttle from other hospitals
Peaceful, healing environment
• Bright, natural light “the outside, in”
• Reduce physical barriers (glass/desks)
• Charts, phones and noise off patient floors
• “Living Area” for community meetings, art, kitchen
• Individual satellite radio to customize music in rad units.
• Complimentary valet parking

13. Personalizing the Patient Experience
“Based on Listening and Learning from Patients”
Care around the Patient
•Multi-disciplinary consults; MDs work side by side.
•Social work at every consult, re-inquiry at every visit.
•Teaching appointment at conclusion of treatment (graduation);
individualized manual on side-effects.
•Private gowning areas; private and ‘public’ waiting space.

14. Cancer Care Study in Patient Experience
Design
Baystate Health’s D’Amour Center for Cancer Care
•Starting Situation & Driving Trends – 2000
•Initial Steps in Redesign & Stakeholder Goals
•Patient Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion

15. Marketing Aligns with Business Priorities
MD & Marketing leader developed core positioning strategy to:
• Define and articulate the value proposition
• Select target markets and segments
Product and pricing strategies to:
• Adapt or design services meeting needs of target customers
• A comprehensive approach to cancer management
• Position, price and market the products to optimize
Channel and customer service strategies to:
• Enable access to services and optimize the delivery processes
• Cultivate MD and patient loyalty and repeat business/donations
Promotions strategy:
• Raise awareness and build recognition
• Stimulate demand for target services
Slide from Karen Corrigan, chief strategy officer Navvis & Company

17. Creating a Targeted Marketing Plan
for Oncology Services
Adult hematology oncology: 15% market share
(rest to private oncology)
Radiation oncology: Declining consult volume
(loss of 30% in 3 years)
Surgical oncology: dramatic (90%) shift to
community with departure of hospital based
faculty
MD satisfaction Only 15% of our MDs referred
Patient satisfaction: Mediocre
Consumer confidence: Low rating

18. Building the Oncology Brand
Valued segments: Who will we serve?
Value proposition: How will we meet their needs better than
anyone else?
Value network: How will we design and align our operations,
clinical programs, systems, processes, culture, and marketing
investments to deliver on the value proposition every day?
ACCESS
Patient Experience &
ReferrerRelationships EXPERTISE
are Strategy-
Critical PERSONALIZATION
COMPASSION
Slide from Karen Corrigan, chief strategy officer Navvis & Company

19. Designing the Brand Experience
Strategy Operations
Markets Operating Model
Product Portfolio Environment
Capabilities Quality/Safety
Investments Oncology Customer Service
Partnerships Business Processes
Brand
Alignment
Framework
Culture Marketing
Mission Targets
Beliefs Products
Values Channels
Behaviors Pricing
R&D
Slide from Karen Corrigan, chief strategy officer Navvis & Company

20. Strategic MD-Marketing Partnership Objectives
• Demonstrate leadership through actions.
• Emphasis on expertise, positive relationships, clinical trials,
research, teaching. Message: “Experts in Cancer, Every
Step of the Way.”
• Positive partnerships with the cancer advocacy groups.
• Test all messages with cancer patients/families.
• Position BH as a leader regionally and nationally.
• Work inside—then out.

21. Transforming Employee Culture & Experience
Opening Dedication
ceremony not of the
building, but of ourselves,
as we opened the doors
to a new way of caring for
cancer patients.
• Passivity “not an option.”
• MDs & staff engaged with direct feedback from patients, referrers.
• Signing of “Baystate Promise” contract of care
• Ongoing recognition/celebration, “why we’re here…what patients appreciate
about you.”

22. Baystate Regional Cancer Program;
D’Amour Center for Cancer Care

24. Add TV spot here

25. Results
Before After
Patient satisfaction 84% “Excellent” (PRC) 100th% nationally
60-70% “very good” (PG)
MD referrals: 15% 70%
Volumes: Flat Hem/Onc +43%; overall +30%
Consumer confidence: - 70% “best” (+20 points)
50% said “best”
Revenues: up by 35%.

26. Cancer Program Experience = Competitive Advantage
Baystate
Mercy Hosp
Dana-Farber Cancer Inst
Other
Uncertain
0.0% 20.0% 40.0% 60.0%

27. Experience us now!
First floor, radiation therapy
Second floor, central concourse
doubles as wayfinding and waiting
areas. Natural light from open ceiling,
“living wall” with glass floor insert.
27

28. Recommendations
• Vision the final first.
• Ask for input. Listen.
• Don’t compromise vision.
• Include patients, families,
staff at every step
• Question past practices
• Tell the story well and often
• Use Theme as guidepost for
decision making.
Linear Accelerator features clean lines
enhanced by closets that maintain unsightly
• Deliver on the promise
clinical equipment “off-stage” and artwork and
music to reduce patient anxiety while in

29. Discussion
What were the starting and ending view of key stakeholders in this
process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians,
and others)? What mattered most?
This is all great. But my organization won’t authorize a $40m
center. What can I do?
How do I best work with my marketing department to get results?
With both an employed and community medical staff caring for
patients at 3 sites, how do you maintain your brand, quality and
service standards?
Have you been able to replicate this patient experience design
strategy across other service lines, facilities?

30. Notes
Adamson, Gary, Starizon, Keystone, Colorado; starizon.org
Corrigan, Karen, Marketing Cancer Service Lines webcast, Navvis & Company, 2010.
B. Joseph Pine II, James H. Gilmore, The Experience Economy, Boston: Harvard
Business School Press, 1999.

31. Suzanne Hendery
Suzanne Hendery serves as Vice President, Marketing and
Communications for Baystate Health.
Suzanne oversees an in-house marketing and communications
agency of 23 professionals, providing market research and
plans, patient satisfaction/service, marketing communications,
e-marketing, social media and web services, photography,
graphic design, writing, special events, employee
communications and two affinity programs (seniors, women)
for the community.
Suzanne has a Bachelor’s degree in Media Systems &
Management from Westfield State University, and a Master’s
degree in Marketing Communications from the University of
Connecticut.