Marketing Analytics: If you can’t measure it, it didn’t happen. Part 2
Christine Boehms HawkinsIn Part 1 of my article I reviewed key stats that very B2B marketer should track no matter how small your company is. In Part 2, I touch on specific data that radiology provider marketers should specifically track and analyze. First, make sure you always execute against and evaluate your marketing efforts as it relates to your key marketing and company-wide goals. Goals should always be specific and measurable. Key marketing stats can be usually tracked through a radiology information system (RIS) and billing system. Work with your IT Department to ensure you get access and training on how to pull reports, or if your RIS does not provide reports, work with your IT Department to write a custom program that pulls the data out of RIS and formats it the way you need it. The following stats should be tracked by marketing, because your efforts impact all of these:
  • Exam volume trends: by specific referrer, referring group type, modality, insurance carrier, and sales/marketing rep
  • Revenue: by exam, referrer, modality, insurance carrier, and sales/marketing rep
  • Profit (for imaging centers and for-profit hospitals): by exam, referrer, modality, insurance carrier, and sales/marketing rep
  • Appointments by source – if there is an existing field, or ability to add a field in your RIS, note who ordered the appointment – the patient or the referrer, and how they heard about your facility.
A key reason for tracking referrer volumes is to be alerted to a top referrer that drops off so you can find out why and correct the issue as needed. Understanding exam trends can help you know what procedures are on the rise, which can help with staff scheduling and even hiring across the practice. To understand staff productivity there are a few things you can do:
  • Track appointment calls coming into scheduling and the conversion rate – how many calls end up in a booked appointment. There is software you can buy to automatically track phone calls, or have schedulers do this manually.
  • Cross-reference appointment call activity with marketing activity. Do calls spike after staff visits to referring physicians?
  • Review sales/marketing reps weekly activity through a sales management system, such as Salesforce, or have them fill out an Excel spreadsheet.
  • Track sales/marketing rep cell phone call volume. There is software that tracks the amount and timing of calls made.
  • Track sales/marketing rep GPS coordinates via their cell phone. There is software that can track travel patterns, quantity and location of your team’s visits.
  • Spend some time in your waiting room to see and hear what the patient experiences. It is this first exposure to your facility that sets the stage for patient satisfaction.
In order to proactively stay on top of what your referrers and patients want and need, as well as the changing market place, a few suggestions include:
  • Track issue/support calls made by referrers – with imaging centers the first level of support call referring physicians make is typically to the sales/marketing team, in a hospital environment, it varies. Track these calls by frequency and specific issue, and when you see a re-occurring problem bring it up to your management team.
  • Physician / patient surveys – every marketer should always know customer’s satisfaction levels, but also take the time to periodically ask them questions about what new services they would like. For example, I often hear referrers would like help with ordering instructions, which is not an easy deliverable. Then you can work with management to figure out how to give them what they want.
  • Zip code analysis, patient demographics, and physician practice trends – periodically pull a zip code analysis from your RIS to know where patients are coming from and map these around your facilities. Pull exiting patient demographics out of RIS, as well as understand your local market’s changing demographics. Understand which types of physician practices are growing or shrinking. This data will help you align your service offering and marketing efforts where it makes sense. You should be able to get this information from your Chamber of Commerce.
If you don’t measure the outcomes from your marketing investment you have no idea if you are getting the results you need, and therefore, it’s like it never happened. With a little discipline and process you can do a better job of evaluating results to know what is working well in order to maximize it, and what is not in order to improve it. You will increase of the value of marketing in your organization by being more transparent with your results. E-mail:
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Christine Boehm Hawkins, President, Jump Start Consulting, a full-service marketing consulting firm specializing in healthcare and tech companies.