Jackpot: Aligning Marketing & Physician Relations

Jacqueline Fellows, for HealthLeaders Media , August 14, 2013

Here's what can happen when internal departments of a hospital or health system start working together: Marketers get better data and gain insight into new opportunities for growth.

At the foundation of the buzz-phrase, 'continuum of care,' is the aim to make healthcare seamless and easy for patients, as they pass from one entity to another, whether it be from a family physician to specialist, or from a hospital to a rehab facility or home.

There is much debate over how to achieve transitional nirvana as there are a lot of moving parts, but, in general, it is at least easy to visualize how healthcare organizations should work together, eventually.

See Also: Hospital Finance, Quality Team Up for Better Profit Margins

Likewise, the internal departments of a hospital or health system should also be working together (stop snickering), but work is more often done in silos, an approach that the healthcare industry seems to have perfected.

One health system is bucking that trend, at least with its marketing and physician liaison teams. Chattanooga-based Memorial Health Care System with 150 employed physicians,  part of the third largest faith-based health system in the U.S., Catholic Health Initiatives, is breaking new ground.

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1 comments on "Jackpot: Aligning Marketing & Physician Relations"

Eric Brody (8/14/2013 at 4:41 PM)
Jacqueline, Important topic to write about. Healthcare systems and hospitals are being squeezed. Budgets are being squeezed. And increased access to care means that patient growth and loyalty are by no means guaranteed. The silo'ed mentality has to change. It breeds inefficiency and impedes progress. Can you even think of another industry in which these artificial walls exist between internal departments (in this case, admin functions, service lines, marketing, business development...)? Patients, like customers across other industries, could care less about the structure of your business. What they do care about is a respectful, positive, seamless experience. And the only way for this to come about is through organization-wide alignment. Which begins with leaders who appreciate the train that's coming [INVALID] and who are willing to embrace data, learn from insights and take action. Eric Brody Trajectory




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