The $64k Healthcare Marketing Question - How to Sell the Product that Few Want?

When was the last time any consumer looked forward to visiting a doctor or hospital? I'd say never unless the visit was an emergency or medically necessary.

When 70% of consumers are unsatisfied with anything - especially their healthcare experience - it's "Houston, we have a problem."

Despite the clinical miracles that occur each day, there remains so much challenge. So many disconnects in access, efficiency, and all along the journey that it feels like another 'miracle' when the 'operational' outcome is a good one.

As a marketer, your job is to promote this product or service that very few want even on the best of days.

It takes creativity and casting a hyper-targeted net to find only those actively looking at any given time. A healthcare hack for sure as data funnels interested consumers to the conversion destination.

Maneuvering in the business of healthcare is daunting, too, as marketing's role has the distinction of being the shortest tenure of any leadership position according to research. Certainly not for the faint of heart when everyone you work with is an expert at what you do.

Is it any wonder why no marketer gets a long-term, no-cut contract?

Unless you're the Flying Wallendas, the balancing act of supporting brand status quo, along with the high-wire dexterity necessary to successfully bring science and math into the marketing equation, leaves many without the proverbial safety net when the fall occurs. And, guaranteed, there will be slip-ups.

Marketers accept the challenge. We know it's always about the patient and their 'moment of need.' If we continue to support this idea, promote it effectively, and the org delivers the promise, then the brand will reap the benefit of future loyalty. It's the 80-20 rule. Simple, yet complicated, and walking this tightrope is what brings us to the line each day.

So, let's embrace the opportunity to fine-tune our efforts toward success and focus on the top healthcare marketing challenges, courtesy of Blueleadz 

…and I'll add my take on how best to navigate:

1. HIPAA Compliance Issues

My take - use education as a barometer to navigate HIPAA. Consumers will accept retargeted marketing if it's personal to their health needs. Growing portability of personal health information (PHI) becomes an advantage for marketers.

2. Public Perception of Healthcare

My take - the pandemic's impact affected perception in both ways, yet people still felt more comfortable visiting the corner CVS vs. their doctor/hospital during the chaos. More seamless delivery mechanisms, virtual access, convenience & transparency are the expectations now. Evolve the conversation, deliver the promise, and the brand wins.

3. Tight Marketing Budgets

My take - use marketing technology to spend wisely and efficiently. PHI and consumer lifestyle data show the service need and location. Right message, right audience, right channel. Use traditional marketing only for brand awareness and to position your brand beyond the product.

4. Resistance to Change

My take – leadership, strategy, goals & objectives. Disruptive competition is forcing response and industry transformation. Embrace change, develop and orchestrate new solutions to care delivery.

5. The Power of Reviews

My take - Repeat after me...it's about the customer, not the organization!! For physicians, operations, etc., a 4-month backup capacity issue is not a badge of honor. Pay attention, fix capacity/access and respond to individual patient needs for better experiences.

6. Market Segmentation

My take – data -> insights -> strategy -> results. The consumer analytics market is expected to grow to $41B by 2030. Data rules! Use CRM, EHR, and consumer lifestyle insights to hyper-target population needs. The more specific the service, the more leads, and conversions generated. Results = finding the right business revenue for your org.

7. Marketing Triangulation

My take – The financing of healthcare is convoluted. Payer/provider market forces make it difficult, and a blame game on who is supposed to fix it. Support patient journey navigation as the ultimate goal.  

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