We share several critical data in this presentation to make the case that women have now transformed the healthcare decision making landscape – they are not just family decision makers, but influencers of broader communities. Here’s what healthcare marketers need to know.

1. Empowering the Decision
Maker:
How Women Influence Decision-
Making in Cancer Care
NAACDO PAN - 2015

2. • Review the impact that women have in healthcare
decision making
• Understand what research has shown to appeal to women
in today’s culture in relation to marketing influence and
decision-making empowerment
• Provide practical examples, ideas and tips for appealing to
women in cancer-related marketing and communication
Objectives

4. About Gelb
WE WORK WITH NATIONALLY-RECOGNIZED INSTITUTIONS:
5 “Honor Roll” institutions
5 out of the top 10 cancer programs
3 out of the top 4 pediatric hospitals
3 out of the top 10 cardiovascular programs
NATIONAL BENCHMARKING STUDIES:
Patient experience management
Marketing practices
Physician relations programs
International programs
Ranked as one of top 50 Healthcare Consulting firms by Modern Healthcare
Selected Clients
Barnes-Jewish Hospital
Boston Children’s Hospital
Cleveland Clinic
Cincinnati Children’s Hospital
Duke Medicine
Froedtert Health
Mayo Clinic
MD Anderson Cancer Center
Memorial Sloan Kettering
Menninger Clinic
Texas Children’s Hospital
The Ohio State University Medical
Center
University of Chicago Medicine
University of Colorado Health
University of Michigan Health System

5. Presenters
John McKeever
Executive Vice President
Gelb Consulting,
An Endeavor
Management Company
Nicole Coy
Practice Lead,
Customer Experience
Gelb Consulting,
An Endeavor
Management Company

6. Starting Points…

7. PAGE 7
Stereotyping…

8. PAGE 8
We are Wired to Think Differently
Source: University of California, Irvine “Intelligence In Men And Women Is A Gray and White Matter”
“Human evolution has created two
different types of brains designed for
equally intelligent behavior”
– UCI researcher Richard Haier
Men have 6X the amount of grey brain matter –
which relates to information processing.
Women have 10X the amount of white brain
matter – which relates to connections between
processing centers.
As such, men tend to excel at localized
processing (i.e. mathematics) while women tend
to excel at integrating and assimilating
information (i.e. language skills).

9. PAGE 9
We are Wired to Make Decisions Differently
Numerous studies have shown that during decision making, women are more
likely than men to:
 Use a collaborative approach
 Ask many questions
 Consider a wide set of solutions
 Think carefully under stress
(men are more likely to take
risks under stress)
In the corporate world, having women involved in
decision-making makes the organization
statistically more effective and profitable

10. PAGE 10
So What’s New?
• The majority of the online
market
• A wide range of influential
positions in the workplace
• A significant source of
untapped wealth
Today’s Women
Represent:
How this Impacts Us:
• Influence is moving beyond the
family
• Expectations and demands are
increasing
• Potential for influence is greater
than ever
Women have been dominating healthcare decision-
making for their families for decades.

11. PAGE 11
Changing Roles
Direct Users
Family Decision Makers
Community Influencers
Donors
Insurance Plan
Influencers

12. PAGE 12
% of women who make healthcare appointments for their family
Take a guess…

13. PAGE 13
Of women make healthcare
appointments for their family
Women as Family Decision Makers & Influencers
80%

14. PAGE 14
% of women who take their children to doctor appointments
% of women who select their child’s doctors
Take a guess…

15. PAGE 15
Of women take their children
to doctor appointments
Women as Family Decision Makers & Influencers
84%
Of women select their
child’s doctors85%
…And 94% of working mothers report making healthcare
decisions for others in their family

16. PAGE 16
% of family care givers who are women…
Take a guess…

17. PAGE 17
Of family care givers are women
Women as Family Decision Makers & Influencers
Female caregivers who are family members spend about 50%
more time providing care than male caregivers
66%

18. PAGE 18
Women as HR managers and donors
51%
71%
Of today’s HR managers who
guide or make decisions about
insurance plans are women
Of private wealth in the US is
controlled by women
Women are the largest untapped door source –
with Gen X women (born in the 60’s-80’s) being
identified by many as the future of philanthropy

19. PAGE 19
Evolution of a new role…
Many healthcare experts believe
that consumers – particularly
women – are evolving to become
your brand managers.
What is the key factor that has
made this evolution possible?

20. PAGE 20
Online
Communities
of women share health-related information via Facebook
of women forward health information or articles to others
of women share health-related information via email
of women in their 20’s and 30’s use online or social media to
search for healthcare information
84%
69%
75%
90%

21. PAGE 21
Women's Realities Today
There is not just one “women’s market”
• Life milestones are much more varied
• Pragmatic needs are core drivers – much more than marketers
usually realize - particularly convenience, finances and quality
• Healthcare consumers as a whole are becoming more educated,
demanding and willing to seek information/second opinions on their
own
• They are increasingly starved for time – with about 1/3 reporting
that they lack the time to stay healthy (about 1/4 for women with
children under 18)

22. PAGE 22
Emerging Themes
Bombarded with health
information, but unsure which
information to trust
Only 65% trust their PCP and
very few trust insurance or
pharmaceutical companies
Allow themselves to trust in
providers who foster dialogue
and communication
Neglect their own wellness
due to lack of time
(especially those who have
children under 18)
Believe that health is much
more than medical needs
Value being spiritually and
emotionally healthy,
physically fit and well-
rested
TRUST WELLNESS
Source: Center for Talent Innovation, “Engaging Women Decision Makers for Healthy Outcomes”

23. PAGE 23
Oncology Relevance
Healthcare – especially oncology – is inherently different from
most purchasing decisions
• We don’t want to need oncology services
• Diagnosis is a stressful time – it is common to act and make decisions
differently than normal
• It is difficult for non-healthcare consumers to evaluate quality – a top driver for
oncology decision-making
• Time may not allow for extensive research
• “The perfect decision” may not be possible due to insurance coverage, travel
requirements, appointment availability, etc.
“I’m normally an information seeker but when I heard “cancer” I
shut down. I only wanted to hear what [my hospital] had to say
about my treatment” – Focus Group Participant

24. PAGE 24
Usage of Oncology Services
Source: American Cancer Society
• Compared to men, women
use more cancer preventative
services.
• Men continue to have higher
numbers of death due to
cancer in comparison to
women – although the divide
is shrinking as overall deaths
from cancer decrease.

25. PAGE 26
Thinking Beyond Pink
Mistakes to avoid:
• Assuming all women need is a color, font or
sweet story that appeals to them
• Generalizations that all women think alike,
go through the same life milestones and
can be reached in the same way
• Neglecting to understand cultural and
generational differences among women in
your target market
• Appealing to women only when promoting
women’s oncology service lines (and
assuming that marketing to women will
alienate men)
• Ignoring the new realities of women

26. PAGE 27
Products “for her”

27. PAGE 28
What Women Want
 A healthcare brand that they perceive as
trustworthy
 Confidence that they are receiving the highest
quality care and treatment
 A convenient and easy process, respectful of
their time
 A personalized experience that provides hope
and inspiration

28. PAGE 29
• Develop brand trust early
• Arm your marketing efforts with information (data)
• Move beyond satisfaction to advocacy
• Embrace differences
• Expand your focus
• Be authentic – but not afraid to have fun
1
2
3
4
5
6
Practical Tips

29. PAGE 30
Develop Brand Trust
Develop brand trust early in the healthcare experience –
even before oncology needs develop
 Focus on health partnership during a variety of life stages, including
prevention and ongoing wellness post-treatment
 Market providers in a way that develops personal connections
 Strengthen leadership position via social media and brand recognition in
the community
1

30. PAGE 31
Connect During Life Stages
Spirit of Women partners with hospitals to provide education, screenings,
health tips etc. that are focused to women

31. PAGE 32
Become a Trusted Online Resource
MyLifeStages by Sutter Health is an award-winning health program that pulls together local health
resources and online technology. It includes area physicians who answer questions and post blogs

32. PAGE 33
Personalize Physician Marketing
A few ideas:
• Create engaging physician
profiles
• Write bios in first person
• Use video
• Feature blogs, community
forums or Q&A sessions via
social media
In what other ways have you
found success in marketing
your providers?

33. PAGE 34
Engage through Social Media
Practical Tips:
 Focus on building connections
 Show that you are paying attention
through responding to them (don’t
abandon a social media channel!)
 Use empowering language,
relatable stories
 Be authentic, honest and
transparent (if you make a mistake,
correct it and keep going!)
 Overwhelmed? Look to industry
resources for help and guidelines

34. PAGE 35
Arm Efforts with Information2
 Follow data, not assumptions
 Seek the stories behind the
numbers
 Consider a variety of tools for
eliciting feedback
 Segmentation is your ally
 Go beyond demographics to
develop psychographic profiles

35. PAGE 36
Consider a Variety of Data Gathering Tools
Referring Physicians are Critical
Most cancer patients are “assisted
choosers” – seeking advice from their
physicians while also conducting their own
research
Reputation, Experience are Key
Reputation of physicians and for patient
care, along with experience with specific
treatments or conditions, are top motivators
for selecting a cancer provider
Referrals, Online are Promoters
Most frequently used information sources
for making a decision are others who
working healthcare, friends/family and
online sources – particularly the provider’s
website
Decision Factors Research
Referring Physician Experience
Mapping
Blitz User Testing
Oncology Patient Panels
Advertising Concept Testing
What we have learned: Tools to consider:

36. PAGE 37
Look to Alternative Methods
Methods Advantages Disadvantages
Observational Very inexpensive
“Real-time” insights
Not projectable
Typically not interactive
Training ideal
Qualitative Dynamic
Ability to probe
Capture “stories”
Easy internal deployment
Variable by individual/group
Not projectable
As size of group increases, so
does required skill set
Quantitative Projectable
Analyzes drivers
Capture “data” for trending
Most expensive
Limited by timing / your scope
Real-time Service recovery
Captures “data” for trending
Process refinement
Requires system for deployment

37. PAGE 38
Create Advocates
Move beyond satisfaction scores – focus on creating
advocates
 Consider functional (what we do) and emotional (how we do
it) needs
 Create authentic opportunities for engagement (if you ask for
real-time feedback, you must take action or respond)
 Provide opportunities to build a long-term relationship
 Invest time and effort to understand what they want
3

38. FUNCTIONAL
EMOTIONAL

39. Cancer Patient Experience Map
Scheduling First Visit Treatment Follow-upNeed
Initial cancer diagnosis
Perceptions about provider
Awareness of provider and
oncology program
Evaluating and selecting a
provider
Contacting the provider or
oncology center
Scheduling first visit
Financial and medical
paperwork/records
Organizing
accommodations/travel
Additional lab or diagnostic
testing
Reoccurring appointments
and treatments
Surgery and inpatient care
Nursing, tech and physician
care
Support services
Completion of treatment
Treatment for additional
conditions
Call-backs for assistance
Communication with referring
physician regarding progress
Follow-up visits and
coordination of follow-up care
Getting to center - parking and
navigation
Checking-in and waiting area
Discussion of treatment plan,
clinical trials and preparation
for what to expect
Interactions with staff and
providers
Patient and family education
• Referring Physicians
• Family and Friends
• Internet Research
• Advertisements
• Front Desk Staff
• Call Center
• Faculty/Medical Staff
• Faculty/Medical Staff
• Support Staff
• Faculty/Medical Staff
• Support Staff
• Faculty/Medical Staff
• Support Staff
• Patient’s primary/referring
physician
Key Touchpoints
Key Touchpoints

40. PAGE 43
Functional
Understanding Needs
Emotional

41. PAGE 46
Identifiable Personas
Segment Name Appeal Size
Handle with Care High 12%
OB Driven
High, with OB
affiliation
16%
Support Seekers
Moderate, with
persuasive
communications
9%
In Control Moderate 12%

42. PAGE 48
Translating Feedback into Customer Experience
 Placed patient safety and quality of
care at the center of design and
operations
 Created specific areas to enhance
the family bonding experience and
promote family-centered care
throughout the facility
 Crafted calming, joyful
environments
 Studied traffic flow and way finding
to enhance site and building
navigation
 Analyzed operational models to
focus on family-centered care and
customer service

43. PAGE 51
Oncology Patient Decision Process
Awareness
Decision
Making
Experience Communications
PhysicianFacility
• Previous Experience
• Reputation
• Recommendation
from Others
• Recommendation
from Others
• Online Research
Referring
Physician
Online
Research
Friends
and
Family
Questions to Consider…
• Can local providers closer to home mange it just as
successfully?
• Will my treatment options be the same regardless of
where we go?
Motivating Factors for Selecting Provider

44. PAGE 52
Embrace Differences
 Acknowledge multiple, varying roles of
today’s woman
 Avoid stereotypes or being patronizing
 Seek to understand and embrace the
cultural needs
 Consider needs related to language,
religion, race, life stage, etc.
4

45. PAGE 53
Use Differences to Empower
A few best practices:
 Highlight diverse women role models (for consumers and internal
audiences) – seek those who are trusted, respected and active in their
commitment to supporting other women
 Look beyond the longstanding tradition of seeing work and life as two
different things – find opportunities to bring family, community and work
together as an integrated system
 Designate a champion – a senior leader, ideally a man (the person
championing diversity change should be the opposite to the change)
 Resist the temptation to only include women in initiatives to reach out
to women – this leads to alienation rather than collaborative team work

46. PAGE 54
Example –
Embracing Life Stages, Diverse Roles
4

47. PAGE 55
Expand Your Focus
 Appealing to women doesn’t mean alienating mean
 Include information about men’s preventative care in healthcare
educational information aimed for women
 Appeal to women’s core needs when promoting men's services
 As a marketer, avoid the traditional traps (“I get it because I am a
woman” or “I can’t get it because I am a man”). Keep in mind that
we are experts – we can navigate healthcare much easier than
most consumers
5

48. PAGE 56
Consider Appealing to Women in Marketing Men’s
Services
• Prostate Clinic in California
created marketing materials that
addressed men directly, but
appeal to women by drawing
differences between breast
cancer and prostate cancer.
• REX UNC Healthcare featured a
prostate ad aiming at both males
and females – emphasizing the
impact on the wives, daughters,
moms and sisters of men who
have prostate cancer

49. PAGE 57
Value Authenticity6
 Focus on connectedness and benefit
for all
 Don’t be afraid to have fun – but use
humor focused on community and
family (avoid competitiveness or
degrading)
 Create opportunities for relationship-
building and engagement
 Feature real, diverse women
 Provide avenues for women to
advocate for your brand

50. PAGE 58
Example – Humor that appeals to women6

51. THANK YOU FOR ATTENDING
QUESTIONS ?
COMMENTS ?

52. Resources

53. Contact Info
John McKeever and Nicole Coy
Gelb Consulting Group
800-846-4051
jmckeever@endeavormgmt.com
ncoy@endeavormgmt.com

54. RESOURCES

55. Red Zone Management
The Playbook for today’s troubled business
environment…when all businesses find
themselves in the Red Zone. The Principles of
Red Zone Management clearly spell out the
proven management roadmap for making
changes during these turbulent times.
Change is the Rule
This book is considered by many
to be the most useful and practical
explanation of how changes are
managed in the modern
organization.
Thought Revolution
Demonstrates how to tap into the right
brain – the place where intuition and
creativity exist – in a simple, easy and
dramatic fashion.
Change Management Toolkit
Purchased by more than 200 firms for use in
guiding their Change Management projects.
Including detailed, proven and tested tools and
templates to ensure change success.
The Complete Guide to Women’s Health
Service Line Marketing
Written by affiliate Mary Ann Graf, this is THE
handbook on how to organize marketing efforts
for clinical service lines. Chapter 7 features our
extensive work with Texas Children’s Hospital.
Our Thought Leadership

56. Dashboard Solutions
Marketing 360
http://vimeo.com/114726829
Physicians 360
http://vimeo.com/112767931
Patients 360
http://vimeo.com/114725576
Real-Time Monitoring

57. Physician Relations Resources
Referring physician experience
management overview
Ohio State University Medical Center
Cleveland Clinic
MD Anderson
Texas Children’s
University of Michigan Health System
Experience Mapping Workshops
Building Enduring Relationships
with Referring Physicians
Healthcare Growth Playbook
Marketing in the Era of Health Reform
Message Mapping – Creating a
Communication Roadmap

58. Patient Experience Resources
University of Michigan Health System
MD Anderson
Linking Marketing and Operations
2012 Benchmarking Study
with Beryl, APQC
Froedtert Health
Emergency Department
Patient Experience
management overview
2012 Patient Experience
with Beryl, APQC
Patient Experience: The Key to
Marketing Effectiveness
Experience Mapping Workshops:
Path to Care: Patient Experience
Management
ISHPMR Creating Patient
Enchantment
Business Case Development
through Empathy – Froedtert
Using Patient Stories to Create a
Culture that Cares – MD Anderson
VOC for Marketing Gelb-MDACC

59. Brand and Marketing Resources
Healthcare Brands
Marketing in the Era of Health Reform
Healthcare Marketing Strategy
Froedtert Health
Barnes Jewish
Healthcare Growth Playbook with
Strategic Marketing Planning Template
Message Mapping
Brand Architecture
MD Anderson
Brand Book
Social Media in Healthcare
Advertising Testing Techniques
Texas Children’s
Segmentation and Marketing Strategy

60. Patients ReferrersInternal
• Conducting weekly meetings between faculty
and service staff
• Enhancing the role of volunteers, including
recruitment & their role in the patient
experience
• Offering amenities to paramedics
• Sharing best practices across multiple
departments
• Including front-line staff in operational
redesign, particularly for call center and
scheduling
• Implementing real-time organizational
effectiveness feedback system
• Developing uniform customer service
standards across roles
• Providing scripting for organizations,
especially front line staff
• Implementing weekly progress meetings
• Creating non-traditional support groups
• Improving waiting areas by providing laptops for
checkout, pagers for patients and separate areas for
adults and children
• Customizing welcome packets based on geography
and personal preferences
• Offering patient advocates, particularly for destination
and international patients
• Screening interviewees to share their story for
inclusion in marketing materials
• Implementing real-time feedback system for patients
and referring physicians
• Mapping out the experience by setting expectations
for every step and reiterating during steps
• Including referrers on advisory boards
• Sending “thank you” notes and/or calling to
thank them for every referral
• Adding photos and sub-specialty focus to faculty
directory
• Promoting availability of diagnostic center for
undiagnosed patients
• Revamping follow-up notes to include a concise
summary upfront
• Creating opportunities for on-site CME,
backstage tours, and meet and greet with faculty
• Courtesy calls for a personal touch and rapport
with physicians
Experience Management Best Practices

61. Strategic Priority
Links to Clinical
Excellence
Competitive Advantage
Source: Gelb/APQC/Beryl Institute Benchmarking Study
Patient Experience Maturity

62. Source: Gelb Consulting Benchmarking survey
Physician Experience Maturity

63. • Mobile
appointment
status updates
• Suggestions for
activities,
restaurants ,rest
areas, quiet areas.
• Self Service/Real Time
Scheduling
• Customized
communication
• Intelligent queuing
• Intelligent complex
appointment coordination
• Demonstrated concern for
needs/problems
• Central database to
track staff availability &
patient needs
• Single contact
resolution, real time
recovery
• Vehicles for feedback
collection and action
• Service Standards for
Patient Interaction,
Service Excellence
• First visit greeting
• Clear way-finding
• Quiet spaces available
• Friendly
knowledgeable staff
• Efficient registration
• Accurate insurance
verification/financial
clearance
• 24 hour call back standard/
tracking metrics
• Abandon metrics,
complaints , kudos shared
with faculty and front end
• Financial Counselors
available for
consultation
• Friendly
knowledgeable staff
• Dedicated fast-track
appointment
openings
• “Commit to sit”
• “What do you need
today?” process
• Clear, accessible
care plans/protocols
(paper, virtual)
• Sponsored
support options
• Dedicated single
point of contact
• Holistic therapy
options
• Journey
coordinators
• Contact information (phone
number, email, patient portal) for
continuing needs
• Friendly knowledgeable staff
• Personal call to referring physician to
coordinate follow-up care and thank
for referral
• Post-visit patient contact
• Patient friendly
static websites
• Diagnosis Based
Ed Materials
• Friendly
knowledgeable
staff
• Telemedicine and
Telecommunication options
• Automated lab reporting
• Customized communication
• Patient and Family
Centered Care Models
• Templates for patient
tracking from central data
base
• Seamless EHR transfer
• What if personalized
financial impacts
• Collection of Medical
Records
• Staff tracking tools
• Live answer to all calls
(instant queue)
• Single Contact
Resolution/real-time
recovery
• Personalized on-line access
to info
• Retinal identification for
intake to clinic
• Valet voucher,
assigned first visit
escort
• Concierge Program
• Intelligent on-site
queuing
• Intelligent on-site
complex appointment
coordination
• Interactive web
design with chat
access
• Mobile friendly
content
• Service Standards
for Patient
Interaction, Service
Excellence
• Friendly
knowledgeable staff
• Community based
education
• Proactive
outreach (patients/
physicians)
Educate Evaluate Schedule Visit / Treat Follow-
up
EnchantEngageSatisfy
Access Center Best Practices

64. Our Team Leaders
John McKeever, MBA, Executive Vice President
• Nationally recognized expert in healthcare strategy,
particularly experience management
Nicole Coy, MA, Experience Practice Lead
• Has led scores of projects with our healthcare clients
over the past 10 years
Shannon Frazier, MBA, Digital Insights and Dashboards
Practice Lead
• Over 10 years of business management experience;
has installed systems for over 25 healthcare clients
Mike Taylor, MBA, Senor Advisor - Research
• JD Power pedigree with decades of research
experience
Ed Tucker, MPH, FACHE, Senior Advisor – Healthcare
Strategy
• Over 30 years of experience in executive roles in
major healthcare systems including the VA and
Texas Medical Center
Jill Secord, RN, MBA, Senior Advisor – Clinical
Operations and Business Development
• Over 38 years of experience as nurse, lean
certified internal consultant and former Executive
Director of Destination Programs at University of
Michigan Health System
Carol Packard, PhD., Senior Advisor – Organizational
Development
• Over 20 years experience in organizational
development including system-wide Service
Excellence programs

65. Endeavor Management is a management consulting firm that leads
clients to achieve real value from their strategic transformational
initiatives. We serve as a catalyst by providing the energy to maintain the
dual perspective of running the business while changing the business
through the application of key leadership principles and business
strategy.
In 2012, Gelb Consulting became an Endeavor Management Company.
Our combined experience (Gelb founded in 1965) offers clients unique
capabilities to focus their strategic initiatives with a thorough
understanding of customer needs to drive marketing strategies, build
trusted brands, deliver exceptional customer experiences and launch
new products. Our experienced consultants and analysts use advanced
marketing research techniques to identify customer needs and spot high
potential market opportunities.
The firm’s 40 year heritage has produced a substantial portfolio of proven
methodologies, enabling Endeavor consultants to deliver top-tier
transformational strategies, operational excellence, organizational
change management, leadership development and decision support.
Endeavor’s deep operational insight and broad industry experience
enables our team to quickly understand the dynamics of client companies
and markets.
Endeavor strives to collaborate effectively at all levels of the client
organization to deliver targeted outcomes and achieve real results. Our
collaborative approach also enables clients to build capabilities within
their own organizations to sustain enduring relationships.
2700 Post Oak Blvd., Suite 1400
Houston, TX 77056
+800 846-4051
info@gelbconsulting.com
www.endeavormgmt.com/healthcare