1. Marketing Oncology: Service Line
Strategies for Marketers
Live Webcast presented on:
January 25, 2010
HealthLeaders Media presents…
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HealthLeaders Media presents…
Marketing Oncology: Service
Line Strategies for Marketers
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4. Marketing Oncology: Service Line
Strategies for Marketers
Live Webcast presented on:
January 25, 2010
HealthLeaders Media presents…
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5. Presented by:
Karen Corrigan is chief strategy officer for
Navvis & Company, a healthcare consultancy
providing counsel on strategy, leadership and
performance to health systems, hospitals and
physician organizations. Karen is a leading
proponent for value innovation in the health
industry, and speaks and writes frequently on
market-driving strategies to drive growth and
transformation. She leads the firm’s
Innovator’s Studio for chief marketing and
chief strategy officers.
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6. Presented by:
Suzanne Hendery serves as vice president, Marketing
and Communications for Baystate Health, a Top 100
Integrated Delivery System of three hospitals, including
Baystate Medical Center, which is the largest hospital
outside of Boston and the Western Campus of Tufts
University School of Medicine. Baystate Health is
honored to be the health care leader in Western
Massachusetts and one of the largest employers with
300 employed physicians and almost 10,000
employees. At Baystate Health, Suzanne oversees an
in-house marketing and communications agency of 23
professionals, providing market research and plans,
patient satisfaction/service, marketing
communications, photography, graphic design, writing,
special events, employee communications and two
large affinity programs (seniors, women) for the 6

7. Risk Segmentation
• As in many “industrialized” cities born along the
river banks, there are high rates of cancer in
Baystate’s area of western Massachusetts,
particularly in the towns of Greenfield,
Montague, Shelburne, Holyoke and Springfield
(MA DPH Cancer Incidence report). Outreach
programs were held in those cities and towns, to
educate residents on how to identify signs and
symptoms of common cancers seen in those
areas, and when to seek treatment.
For II A. Segmentation (Karen)
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8. 8
The Marketing Opportunity:
Oncology Services Contributions to Volume and Profitability
For hospitals, the main categories for oncology-specific care
are:
– Surgical oncology (outpatient & inpatient)
– Medical oncology (inpatient)
– Chemotherapy (outpatient)
– Radiation oncology (outpatient)
– Oncology imaging (outpatient)
Source: Future of Oncology: Growing Investment in Oncology Service Line, Advisory Board, 2005
48% of
oncology
revenue
15% of
oncology
revenue
20% of
oncology
revenue
10% and
growing!
13% Inpatient Profits
11% Outpatient Profits

9. 9
The Marketing Challenge:
Oncology Services Are Embedded in Nearly Every Service
Line . . .
• GI
• Urology
• Neuro
• Women’s Health
• ENT
• Thoracic
• Etc.
The Challenge of
Marketing Oncology
Services: Coordinating
Across Services Lines,
Specialties, Clinical
Departments, and Sites
of Care

10. 10
Market Dynamics; Opportunities
AGING POPULATION DRIVING NEW CASES
• About 1.4 million new cases of cancer diagnosed each year
• Expected to grow 23% over next decade
• Three fourths of all new cancers – lung, breast, colorectal, prostate
IMPROVED SURVIVAL BOOSTING DEMAND FOR SERVICES
• 5 year survival rate increased from 50% to 63% over past 25 years
• Number living with cancer requiring medical care ↑
INCREASING INDUSTRY INVESTMENT IN ALL ASPECTS OF CARE
• More oncology drugs in R&D pipeline than all other specialties
• Technology arms race
• Health system investments in cancer centers
Source: American Cancer Society, Cancer Statistics 2008

11. 11
OUTPATIENT SERVICES GROWING RAPIDLY
• Imaging: 59% projected growth from 2006 to 2011
• Chemotherapy: 42%
• Radiation therapy: 20%
• Outpatient surgery: 20%
ACCELERATED ADOPTION CURVES FOR NEW TECHNOLOGIES
• Rapid adoption by community hospitals
• Technological innovations by small centers
• Direct to consumer marketing
RISING CONSUMERISM CHANGING REFERRAL PATTERNS
• Oncology patients are increasingly self-referring
• Increasing importance of consumer marketing by cancer centers
Sources: Disruptive Trends in Cancer Care, The Advisory Board, August 22, 2008; Future of the Oncologist Workforce, American Society of Clinical
Oncology, June 2007
Market Dynamics; Opportunities

12. 12
CHANGES IN REIMBURSEMENT DRIVING PHYSICIAN PARTNERING
• Interdisciplinary, multi-specialty practices
• Integrated health system-physician partnerships (clinical & business)
DISRUPTIVE TRENDS BREWING IN CANCER CARE
• Interventional oncology (minimally invasive means to access tumor site
to destroy it) changing the future of oncology surgery
• Oral chemotherapy, multi-modality therapy
• Personalized medicine
Sources: Disruptive Trends in Cancer Care, The Advisory Board, August 22, 2008; Future of the Oncologist Workforce, American Society of Clinical
Oncology, June 2007
Market Dynamics; Opportunities
Fully integrated, physician partnered models
Genetic medicine; customized care
Cancer prevention and cancer survivors
Specialty treatment centers (e.g. Breast Center)
Growth Vectors

13. Case Study:
Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
suzanne.hendery@baystatehealth.org
baystatehealth.org
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14. The Challenge:
“from many pieces to one cancer program with a focus”
• 2001: Board approved construction of
65,000 square foot, $39 M facility for
ambulatory components of Baystate
Medical Center’s cancer program.
• New medical and administrative
directors hired. CEO challenge, “we
have many practices that deal with
cancer patients, not a cancer program.”
• Like most hospitals, services were
fragmented. Patients expected to
“manage their own care.”
• Facilities were unattractive, patient-
unfriendly, with poor way finding, clutter,
and business and technical functions in
full patient and public view.
• Result: Cold, unprofessional
environment, uninviting to patients and
families, unpleasant and inefficient for
staff.
Cluttered radiation therapy reception
view from mammography gowning room
For section III: A. Launched a free-standing, all inclusive cancer center
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15. First Steps, Baystate’s New Cancer
Program:
“Changing culture is challenging, time consuming, and totally worth
while.”
1. Identified opportunities in efficiency, care, and cost.
2. Standardized patient supportive care measures. Resulted in positive,
consistent messages from providers to patients and improved outcomes.
3. Interviewed referring MDs in the community regarding what they looked for in
an oncologist/cancer program, perceptions of our program vs. local and
regional offerings.
4. Discussed suggestions for improvement with faculty and administrators,
instituted change, and reported back to the interviewees about improvements.
“Efforts quickly and significantly changed referral patterns, built visibility
and credibility for the program and leadership.”
For section III: A. Launched a free-standing, all inclusive cancer center
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16. Building the facility
“No one was excited; so we changed the conversation”
1. Engaged patient focus groups in key areas (i.e. radiation, adult and
pediatric hematology-oncology, breast services) to determine services
valued, experiences (+/-), hopes for future experience;
2. Hosted retreats with staff, patients, advocates, architects, donors to
design the program and experience for future patients.
3. Heard staff & patient’s POV; developed a theme; clarified staff roles;
reorganized based on functions rather than MD-defined departmental
silos.
4. Created subcommittees to design specific functional areas of the
building. Patients or advocates with senior cancer leader reviewing and
approving plans.
5. Reviewed by Core Group to ensure consistency with theme, program
goals, budget and timing.
Strategy for growth: “An engaging customer experience.”
For section III: A. Launched a free-standing, all inclusive cancer center
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17. 17
Building the Oncology Brand . . .
– Valued segments: Who will we serve?
– Value proposition: How will we meet their needs better
than anyone else?
– Value network: How will we design and align our
operations, clinical programs, systems, processes,
culture, and marketing investments to deliver on the value
proposition every day?
Patient Experience
is Strategy-Critical
ACCESS
EXPERTISE
PERSONALIZATION
EMPOWERMENT
COMPASSION

18. 18
Designing the Brand Experience
Strategy
Markets
Product Portfolio
Capabilities
Investments
Partnerships Oncology
Brand
Alignment
Framework
Operations
Operating Model
Environment
Quality/Safety
Customer Service
Business Processes
Culture
Mission
Beliefs
Values
Behaviors
Marketing
Targets
Products
Channels
Pricing
R & D

19. The Power of a Theme:
The Baystate Regional Cancer Program:
“Partners on your Journey of Well-Being”
• “Cancer is a life-long and life-altering challenge with an uncertain
destination, and while we cannot warrant that cure will be the outcome,
we will partner with every patient to ensure optimal achievable
outcomes, even if managing symptoms is the best modern cancer
medicine can provide.”
• Theme was the most critical step in program transformation and
facility design process. Touch point for every request to assure
consistency of message and strategy.
• Partnered with everyone--patients: advocates, survivors, community
cancer support groups, they advised us in facility design, shared
resources, programming and patient referrals, feedback.
• Philanthropy was rejuvenated. Potential donors were inspired by the
theme and partnered to design naming opportunities for loved ones
whose life and legacy were celebrated by their gifts.
• Major equipment supplier also partnered as an “alphasight” for new
patient-friendly technology.
For section III: B. Improving the Patient Experience at all touch points
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20. Personalizing the Patient Experience
“Based on Listening and Learning from Patients”
• Multi-disciplinary consults; MDs work side by side.
• Social work support at every consultation, with re-inquiry at every visit.
• Detailed, 1 to 1 teaching appointment at end of chemotherapy or radiation
treatment to discuss potential side effects of treatment and management.
• Individualized “side effect management manual” with patient’s specific
treatment regimen.
• Individual satellite radio receivers so patients can customize music in
radiation treatment unit (often from 10 to 30 minutes).
• Private gowning and private and ‘public’ waiting space for patients. This
increased patient privacy, satisfaction, efficiency.
The D’Amour Center for Cancer Care’s Linear
Accelerator Unit features clean lines enhanced
by closets that maintain unsightly clinical
equipment “off-stage” and artwork to relax
patients while in treatment.
For section III: B. Improving the Patient Experience at all touch points
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21. Center Built by Patients, for Patients
“architectural design and care to create harmony and comfort.”
• Brought “the outside in.” Reduced physical barriers (glass/desks).
• Promote visual simplicity with all charts, phones, office procedures
and noise, off to a non-patient floor.
• Clinical activities kept from patient and public view to enhance the
peaceful nature of the visit and ensure confidentiality.
• Patients selected color schemes that appealed to them as they were
undergoing treatment. Used ecologically friendly materials. Cold
food lounge-no hot food smells.
• Personal locker for belongings.
• Bright, natural light for health and healing.
• Area for advocate/community meetings, art therapy, demo kitchen.
• Complimentary valet parking so patients do not have to struggle
from the parking lot to the front door.
• Complimentary shuttle service to/from Baystate smaller community
hospitals to DCCC
For section III: B. Improving the Patient Experience at all touch points
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22. On the first floor concourse, visitors
experience a dramatic change in feel
and flow from the previous radiation
therapy reception area.
On the second floor of Baystate Medical
Center’s D’Amour Center for Cancer Care,
central arteries double as wayfinding and
waiting areas.” Natural light pours in from
the open ceiling above and the “living wall”
with glass floor insert runs along the left.
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23. 23
Developing a Strategic Marketing
Framework Aligned to Business Priorities
Core positioning strategy to:
• Define and articulate the value proposition
• Select target markets and segments
Product and pricing strategies to:
• Adapt or design services to suit the needs of target customers
• Position, price and market the products to optimize profits
Channel and customer service strategies to:
• Enable access to services
• Optimize the delivery processes
• Cultivate loyalty and repeat business
Promotions strategy:
• Raise awareness and build recognition
• Stimulate demand for target services
• Create trial and/or referrals

24. Segmentation Targeting Positioning
Determine segmentation
variables
Select high impact
segments
Develop product
positioning strategy
Marketing Strategy
PRODUCT PLACE
PROMOTION PRICE
SEGMENT
TWO
SEGMENT
THREE
SEGMENT
FOUR
SEGMENT
ONE
Size, income, age and ethnicity
Consumption patterns
Product/brand loyalty
Lifestyles
Needs
Attitudes
Key Question
Which segments have the
greatest future potential to
drive oncology volume,
revenue and profitability?
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Segmentation and Targeting

25. 25
Women – 1 in 3 over lifetime
Breast 32%*
Lung & Bronchus 12%
Colon & Rectum 11%
Uterine Corpus 6%
Ovary 4%
Non-Hodgkin Lymphoma 4%
Melanoma of the Skin 4%
Men – 1 in 2 over lifetime
*Prostate 33%
Lung & Bronchus 13%
Colon & Rectum 11%
Urinary Bladder 6%
Melanoma of the Skin 4%
Non-Hodgkin Lymphoma 4%
Kidney 3%
Source: American Cancer Society
Targeting by Gender
*new cancer site diagnosis

26. Targeting by Risk Factor
25% of Americans still smoke on a regular basis;
there is some evidence that women at higher risk for
tobacco related lung cancer
People exposed to second hand smoke; non-
smoking spouses of smokers have a 30% greater
chance of getting lung cancer than those of non-
smokers
Workers exposed to cancer causing agents in the
workplace (asbestos, coal, uranium, arsenic, talc,
etc.)
Source: American Cancer Society
Smokers
Second Hand
Exposure
Occupational
Exposure

27. Creating a Targeted Marketing Plan
for Oncology Services
“Patient in Critical Condition”
Problem
• Volume of radiation oncology patients,
both treatment and new consults was
stagnant.
• While outpatient market share is
difficult to obtain, revealing metric: of
adult hematology-oncology referrals
from our affiliated MDs and insured by
our own HMO, only 15% chose to see
specialists in our cancer program.
• Of 8 centers of excellence at the
hospital, the cancer program had the
lowest recognition and awareness in
the area, less than 50%.
Diagnosis
Goals:
1) Increase patient volumes for new
building—especially from our own
practices;
2) Increase consumer confidence.
Strategy to build volume and
confidence: Enhance relationships
with all potential referring
physicians/referral sources to grow
specialty practices.
Message:
“Experts in Cancer, Every Step of the
Way,” to establish awareness for the
Baystate Regional Cancer Program,
build credibility for the staff as “cancer
experts,” and bolster consumer
awareness.
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For section III: C. Creating a marketing plan

28. Market Analysis
• Next 10 years, as population ages, the number of people
diagnosed with cancer is expected to double.
• According to the American Cancer Society, cancer accounts
for 1 of every 4 U.S. deaths. Men have a one in two risk of
developing cancer in their lifetime; for women it is one in
three.
• The “Baby Boom” generation is in the middle of the
incidence curve for cancer care.
• The volume of cancer services continues to grow. Radiation
therapy by 3% percent; Infusion therapy by 7%; breast
services by 10% (annually).
• With earlier detection, cancer patients will be identified
earlier. With improvements in chemotherapy, patients will be
able to tolerate more treatments, all of which will result in
more treatments per patient and more lives saved.
For section III: C. Creating a marketing plan
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29. Strategic Marketing Objectives
• Demonstrate leadership position through our actions. Take a leadership position
and act as the experts. Always take the high road. Never disparage local MDs--
but don’t let their concerns sidetrack the promotional process.
• Enhance the credibility and reputation of the Cancer Program and its MDs and
staff with cancer patients, the community and other audiences. Focus on the
experience and reliability of our cancer team. Our providers establish positive
relationships with their patients and their families. Present the cancer team as
“the cancer experts at the forefront of cancer medicine,” with a focus on clinical
trials, research, teaching and patient care activities.
• Establish and maintain positive partnerships within the cancer community and
advocacy groups.
• Using key issues expressed through patient focus groups, develop messages
that are “on target” with cancer patients and their families. Pre-test advertising
materials and publications with patient focus groups. Use “patient- related”
themes to connect all Baystate Regional Cancer Program and D’Amour Center
for Cancer Care communications, assuring consistency and allowing for
communication build. Be truthful and reality-based in our approach to
communicating about cancer. “Stand for what’s real.”
• Generate press coverage for the cancer center that positions BH as a leader in
cancer services regionally and nationally.
• Keep all key audiences informed, involved and aware of activities during
construction of the Center for Cancer Care.
For section III: C. Creating a marketing plan
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30. Creative Campaign
• Developed with BVK Advertising in Milwaukee.
• Campaign depicts cancer as a journey, and stresses the
importance of choosing the right path and people to
accompany each patient on their journey with the tag
line, “Experts in cancer. Every step of the way”
• The advertising concepts (print, radio, billboard and
television), text, and images were selected after testing
with consumer focus groups.
• Narration was provided by actor Ed Begley, Jr. (who
donated his services), and added to “world-class”
branding efforts.
For section III: C. Creating a marketing plan
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31. Results
Before
Patient satisfaction
60-70% “very good” (press ganey)
MD referrals: 15%
(patients from BH affiliated MDs to
BRCP specialists)
Volumes: Flat
Consumer confidence: -50% said
“best”
After
80-84% “Excellent”—also at small
community hospitals, same care
(PRC)– 100th
percentile nationally
70%
Hem/Onc +43%; overall +30%
70% “best”
Revenues: from facility fees
(exclusive of drug revenue) grown by
35%.
Facility design, architecture and
patient experience has won a number
of national awards; including the 2008
Discovery Award for Best Patient
Experience.
For section III: D. Measuring return on effort
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32. For section IIII: C. Transforming the employee culture and experience
Transforming Employee Culture &
Experience
• Passivity “not an option.”
• MD & staff engagement in each phase, with direct feedback from patients,
referrers.
• Signing of “Baystate Promise” contract of care (see attachment)
• Ongoing recognition and celebration, “why we’re here…what patients
appreciate about you.”
Evening prior to opening. Dedication ceremony, not of
the building, but of ourselves, as we opened the doors
to a new way of caring for cancer patients.
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33. Lessons Learned
• TBD
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