Making Your Website a Complete Success

Welcome

Today’s presentation is brought to you by

Bluespire Marketing, in collaboration with

Greystone.Net and Kentico

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Today’s Featured Presenters

Christian Twiste, EVP of Technology,

Bluespire

Kathy Divis, President, Greystone.Net

Eric Webb, VP of Sales, Kentico

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Learning Objectives

How to properly lay the groundwork for

developing a best-in-class website

How to use unified approaches to support

scalable, multi-facility operations

How to complete a large Web project while

limiting timeline and budgeting risk

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Agenda

Setting the Stage Current state of marketing tech

Getting Your House in Order Team structure

Web governance

Setting a budget

Finding partners

Overcoming Roadblocks Content

Team

Design

Timeline

Testing and QA

Scope

Experience Management What is experience management?

Where do I begin?

Where is my audience going?

What does my audience need?

Discussion, Q&A

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Today’s Partners

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Web Strategy Implementation Platform

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Poll: Who is either planning or in the

middle of redesigning their website?

1. Yes, I’m planning/redesigning

2. I’m just starting to think about it

3. No, I’m doing neither at this time

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SETTING THE STAGE

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Marketing Technology Ecosystem

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The Changing Role of Marketing

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“…despite all of this

technology at work, the

most critical element in our

evolving service mix is world

class creative capabilities...”

“Our role is to serve as a

systems integrator for our

clients…to help brands tell

their stories via marketing

technologies and

Application Programming

Interfaces (APIs)…”

Which Executive?

Technology Spending

12 Gartner, “By 2017 the CMO will Spend More on IT Than the CIO”, 2012.

“By 2017,CMOs will spend

more on IT than their counterpart CIOs.”

- Gartner analyst Laura McLellan

Marketing is now a fundamental driver of IT purchasing,

and that trend shows no signs of stopping.

Technology Landscape

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$20+ Billion in M&A value, 2010-2012

Enterprise Marketing Management Stack

Implications of Bundled Care

Bundled care = the voice of the consumer

Potential to be a brand differentiator against competitors

Identifying payors, employers and patient populations interested in specific bundled products

Personalized Web experiences and marketing campaigns around specific bundled products = selling like a retailer!

“Bundled care provides a single fee that covers everything related

to a condition or procedure in an end-to-end construct that has the

potential to vastly improve the consumer’s experience”

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Providers Becoming Payors

Local brand strength will be key to going to market with an

increasingly retail state of mind

Providers will be on front line of customer service and

patient experience

Success with population health management opens

opportunities to market directly to the consumer-

driven patient

“We shag every fly ball a health plan hits to us—an ACO here, a bundle experiment there. We were

naïve to believe that a series of joint ventures would result in some new Kaiser Permanente. Maybe

it’s time we take the plunge and become an insurer ourselves. After all, we now have less than 10%

of our volume at risk, and we know it needs to be upward of 60% over time.”

– Health system CFO

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Retail Strategy

Price transparency Private companies

Payors

Providers

CDHP adoption Opening new pockets of the

market that want retail approach

Virtual care delivery

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Web Strategy Implications Local search strategy

Ratings and reviews

Price transparency

Bundled service lines

GETTING THE HOUSE IN ORDER

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Characteristics of top highly-functioning,

Web-centric orgs Independent Web Center

Demonstrated executive level focus/commitment

Alignment of projects/opportunities with organization priorities

Web strategy viewed as an integral component of all

operational/marketing plans

Job descriptions modified to evaluate and reward

performance of Web responsibilities system-wide

Web a component of all clinical and business plans

Employs an education and training component

Leverages multi-disciplinary team(s) to outline digital goals,

website expectations and delivery on the digital vision

Web Centers, Web Culture

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Web Center Concept: Functions

Web Center

Site development

methodology,

procedures and

protocols

facilitated by

multidiscipline

model.

Content Gathering Clinical, academic, research, service line,

clinic, facility, etc.

Content Management Site architecture, information

organization by need

UI/UX/Graphics Graphic consistency/images, visually aided

functionality, accessibility, entertainment

Technical Functionality Server based functions, software design, back-end

systems, legacy systems

Digital Marketing Social media, mobile, SEM, SEO, online

advertising, etc.

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There is no one-size-fits-all advice for how to staff your site With less than an FTE, you can’t do much and you have less control over your fate

Large organizations and/or greater scope of responsibility is directly correlated to staff size

Most organizations find new staffing for the Web by transitioning existing FTEs from other roles

Web Team size depends on a number of factors Scope of responsibility

Characteristics of the organization

The “fire” in the organization

Convergence

Level of collegiality between/amongst department players

Some, but not all, are ready for the Web Center leap

Staffing Plan

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The scope of digital responsibility is being increased

Longer: Social media, SEO, mobile, content, analytics, etc.

Wider: Intranet, portals, CRM, microsites, etc.

Leadership for the Web is being elevated

Web managers are now Web directors or VPs

Web leadership is at the table with marketing and IT leadership

Increased staffing is more widely supported

Many have migrated staff into the Web from other places

Some organizing Web Centers as a centralized Web staffing model

Organizations are struggling with finding qualified staff

What We’ve Been Hearing This Year

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Finding the Quarterback

Mission-critical for a successful website

Common to almost every best-in-class Web org

Mentioned most often as the main reason a Web

Center is a successful organization

Typically not cheap labor

Typically not new to the industry

Are in high demand (and hard to find)

May already be in your organization or may

have to raid another team or go to “free agency”

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They will get thrown a curve—and must be good at dealing

with re-engineering and change

They will have to deal with opposing forces

Political issues

Budget constraints

Therefore, this person must be personable, politically

knowledgeable, flexible and creative

Will have to call upon “special teams” for help

Internal champions (clinical, executive, other influential leaders)

Day-to-Day Issues Facing a Web QB

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Multi-disciplinary governance committee(s) Oversee implementation of digital vision

Review digital analytics/measurement metrics

Endorse future digital budget and investments

Assist and advise on internal political issues

Enforce policies and procedures

Established, enforced digital policies and procedures

Distributed content responsibility, editorial review structure and peer oversight

Governance

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Salaries and Benefits

Purchased Services and Content

Hardware and Hosting

Content Management System

Selection

Purchase

Implementation

Design Services

Multimedia

Website Marketing

Other

Budget Categories

Change

2011-2015

Average FTEs +103%

Average Web

Budget

+98%

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Factors Strength, desire and availability of internal tech

Organizational philosophies

Budgetary constraints (FTEs vs. contract)

Current needs vs. current staffing

Commonly Outsourced Content writing (redesign phase vs. ongoing)

Functional design, architecture, UI/UX, mobile vs. desktop

Graphic design

Programming support

SEO/SEM

Social media

Analytics and reporting

In-house vs. Outsource

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Spend more time and be thoughtful finding partners for mission-critical elements

CMS

Design

CRM

Implementation vendor

Leverage your networks

Don’t make an emotional buy

Seek out expert assistance from those who truly understand the spectrum of the space

Finding the Right Partners

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WHAT WE CAN LEARN FROM

HEALTHCARE.GOV?

Launch of Healthcare.gov

Unrealistic deadline

Lack of proper testing

Too many cooks in the kitchen

Process breakdown

More people, money and resources does not equate to a better end product

Poor technical design

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One of dozens of errors seen by millions at the

launch of healthcare.gov

Other Common Roadblocks

1. Underestimating content

2. Poor team structure and availability

3. Unrealistic timelines

4. Scope creep

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ROADBLOCK :

UNDERESTIMATING CONTENT

The Web Content Challenge

Average hospital website has more than 5,000 pages of existing content

Everyone wants a say… except the consumer

Historically content was focused on the organization, not the consumer

Premium content tied to strong calls to action is rare

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Culture of content creation

Rigorous editorial calendar

Systemized optimization

Solving the Problem

1. Conduct a content inventory

2. Conduct a content audit

3. Assign dedicated content team members

4. Document a migration process

5. Start as soon as possible

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Content Inventories

Consider the goals of the audit Is a full inventory necessary?

Ignore data-driven areas of the site

Consider using automated tools Content Analysis Tool (CAT)

Blaze Content

Content inventories answer: How many pages on the website?

What types of content assets are there

(images, videos, documents) and what

pages are they associated with?

Where are pages located?

What do the URL structures indicate

about content types?

How many pages link to or out?

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A content inventory is a quantitative process and the result of

cataloging the entire contents of your website.

Content Audit

Content audits answer: Is content aligned with business goals,

editorial style and templates?

What content can I migrate vs. rewrite?

Are there gaps in our content?

How much new content do we need?

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A content audit is the qualitative process of evaluating content

elements and information assets on your website.

Consider the scope You do not need to audit entire site!

Develop message maps Key service lines

Audience End user

Machines

Message Maps

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Assign Dedicated Team Members

Dedicate at least one team member to coordinate

Internal stakeholders

Writers

Consider outsourcing content creation

Lead brand and messaging strategy

Small teams of 5-10 writers is not uncommon

Healthcare expertise for both B2C and B2B a must

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Document a Content Migration Plan

Master list of all content to be migrated

Identifies all meta data and SEO mappings

Current state vs. future state URL

Templates to be used and other considerations

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Content Population

Combination of manual

and automated process

Highly suggest an

iterative approach to

ensure quality output

Scale team to

accelerate and hit

deadlines

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Poll: For those of you that have been

through the process, did you do the

following? Select all that apply.

1. Content inventory

2. Content audit

3. Other planning

4. Nothing, I burned it to the ground

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Data Migration

Source

ETL

Target

Planning successful data

migrations begins in the

discovery phase:

Source + target schema

comparison

Data validation + other

business rules

ETL planning + development

Implementation + testing

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ROADBLOCK :

TEAM STRUCTURE

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The Team Beyond the Team…

Call Center

Admitting

IS Finance

Medical Staff Office

Scheduling

Foundation

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ROADBLOCK:

TIMELINES

How Much Time Does it Take?

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Project Manager – 33%

Discovery

Design

Development

Content + Application Owners – 20%

Discovery

Development

Supporting Teams – 15%

Discovery Development

DEPLOYMENT = ALL HANDS ON DECK

Mitigating Scope Creep

Identify all custom

integrations before

issuing an RFP

If time allows, develop

current state integrations

specification documents

Set aside 30-40% of

your total budget for

customization costs

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Document Early and Often

Ask application

owners to document

their integration

needs and preferred

methodologies before

the Web project starts

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CMS

CRM

EMR

Credentialing Software

Fundraising Application

DAM

Transactional websites integrate with

critical business and medical systems

Lost in Translation on Specifications

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Sometimes, it seems like technical and non-technical

people don’t speak the same language

Specification Tips

Avoid Assumptions

Be Detailed

Provide Samples

Review Together

Ask Questions

Confirm Understanding

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Tips and Tricks by Project Stage

Discovery Keep a tight team

Everyone wants to be involved in the website

Keep steering committee under control and only involved in key milestones

Don’t give them authority to “make decisions”

Iterative Process Iterate. Iterate. Iterate.

Design Sell your designs

Ask partners for narrative on how to pitch their designs or have them do it

Practice the pitch

The more you validate designs with rationale, data and best practices the less stakeholders will pick them apart

Can save several rounds of changes and literally weeks

Deployment Setup your hosting environment in advance

Test in a production environment when possible (or equivalent setup)

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BUILDING THE ENTERPRISE

MARKETING MANAGEMENT

STACK (EMM)

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What is ‘Kentico?’

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CMS is Dead! RIP…

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Engagement: Content & Context

What is Experience/Engagement Management?

The practice of designing and reacting to

customer interactions to meet or exceed

customer expectations and, thus, increase

customer satisfaction, loyalty and advocacy

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Where Do I Begin?

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The 5 Questions…

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• Why

• Who

• What

• Where

• What

• Why are we doing this

• Who is my audience

• What do we measure

• Where is my audience going

• What does my audience need

What Do We Measure?

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• Call to Action

• Website Traffic

• Community

• Social

• Content Consumption

• Patient Satisfaction

Where is My Audience Going?

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•Patient audience – persona(s)

•KPIs

•Touchpoint commonalities

•Sources and channels

•Questions and intervals

What Does My Audience Need?

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Device Type

Location

Reference

Profile/ CRM

Content Delivery

Conditions

Content Personalization

What Does My Audience Need?

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What Does My Audience Need?

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What Does My Audience Need?

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Tips on Getting Started

Rule #1:

START!

Rule #2

Fail, fail and fail again

Rule #3

Change, adapt and iterate

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WRAP-UP/ Q&A

Thanks for Joining Us Today!

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Questions?

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