These functions are represented by individuals with distinct concerns.
The HR function, for example, knows that major changes in benefits or changes to provider networks can create significant dissatisfaction in the workforce. Do they know the scope of your hospital or physician group service area? Do you provide them with tools and information they can use to assist employees who need to select a doctor or facility? Are they familiar with your online or in-person shared-decision making efforts? Do they see you as actively improving care coordination for employees/dependents with chronic conditions?
If they view you as an ally in improving patient experience, managing unnecessary costs or as geographically dominant where their employees live, they will be more hesitation to break from you. Professional human resource chapters, events and publications provide a channel for you to raise awareness of your organization’s efforts.
Because health insurance is complex, many businesses depend on brokers to evaluate competitive options. This practice is particularly true in small to mid-sized employers where decision-makers wear many hats. While the pricing on premiums — set by the health plans — is critical, they also know that chasing the lowest rate each year would involve too much workforce dissatisfaction for most employers.
Brokers should be aware of any new products in which your providers or facilities participate, your geographic coverage, efforts to reduce unnecessary healthcare costs and whether they can call on you to conduct employer on-site health events. Some brokers participate in local chapters of the National Association of Health Underwriters (NAHU) or may be part of large benefit firms that advise companies on a wide variety of insurance issues. These professionals can be reached through chapter activities, direct mail or account-based online marketing efforts.
Health plans tend to be large, matrix type organizations with influencers in clinical, underwriting and sales functions. The two best communication channels are health plan industry conferences focusing on Accountable Care Organizations, health management case studies, care coordination efforts and similar; and events organized by your Chamber of Commerce or leading business publications on healthcare-related topics also can be an effective channel.
In both environments, getting your clinical and executive leaders invited to serve on panel discussions or making case studies can elevate your organization’s reputation as a thought leader and as a needed component in their provider contracts.
According to the Annals of Family Medicine, the average primary care physician has a panel of 2,300 patients. Health insurance contracts in combination with physician recommendations steer substantial volume for inpatient and outpatient services. Physician perception of your facility — and your marketing department’s support of them — can shape volume and satisfaction.
Marketing’s expertise can support recruitment of new physicians, provide easy-to-use and accurate provider directories that help providers be found by new patients, and through service-line marketing where consumers are more likely to slow down and consider their care options. Reach out to your physician recruitment function, contracting or medical staff affairs departments, and key clinical heads to assess needs and report on marketing efforts that support their interests.
In short, each of these upstream audiences significantly impact the number of commercially insured consumers who can access your services. When setting up your marketing budget, take an audience-based look at it and allocate some support to reinforce these important strategic relationships.