Reputation Wasn’t Built in a Day
Nurturing USNWR Audiences Year Round
Originally Broadcast: August 9, 2022 | 2 PM ET
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Tis’ the season to be jolly (or not) the USNWR Rankings are just around the corner. How did your institution perform? Often the golden stamp of approval in terms of reputation, healthcare institutions strive to increase in rankings year over year.
While you as a healthcare marketer may understand your institution’s areas of clinical expertise and your mandates to grow within these sections - it can often be difficult to truly map a plan for success year round. This webcast aims to highlight real-world case studies of where we have witnessed best practices and tangible results in moving up the rankings.
Topics covered during webcast:
Understanding your Audience
Auditing the Existing Content Available
Day Zero to Year One Strategy (and beyond)
Forget Me Not - Keeping Engaged in the Off-Season
Expert Q&A Panel
View Previous Webcasts On-Demand:
Hello and welcome thank you everyone for joining us today in this webcast entitled reputation wasn't built in a day. We're gonna be talking all things hospital reputation and U. S. News and world report rankings as I know that's a hot button issue and a top of everybody's mind as we know that the rankings just coming at the end of last month. I'm joined by my colleague today, Patrick Upton will help me kind of share best practices and tips and tricks that we've learned over the past handful of years as we work with some of the top institutions uh with these exact missions at the core of all of our campaigns to boost hospital reputations and U. S. News and World Report rankings. Thanks mike, I'm excited to be here and hopefully that are some of the insights that we've learned from some of the top institutions we have the privilege of working with can be beneficial to some of our attendees here in the audience today. A little housekeeping. Before we actually start, you will notice a submit a question button below. We are planning on having a Q. And a session at the end of this program and we hope to get to all your questions. If we don't run out of time, we don't have a chance to answer your questions. We will be reaching out individually to make sure that all of your questions do get answered in a timely fashion. Additionally please notice the poles and serve a bar on the side panel of this webcast. We do invite you to answer all the questions as they pop up periodically throughout the program. We want to make this as engaging as possible for everyone. So again please do have a chance to answer those questions as you see them come up on your screen and as mike mentioned that this is a health care marketing education webcast series. So this is the sixth of many parts. So if you look down at the bottom of the page, our previous webcasts, if you haven't had a chance to check those out, those are available for you to view as well. Thanks Patrick. Yeah, great point. If you haven't had a chance to watch our other webcasts in the series, please do so the links to those will be below and there's some great content in there about health care marketing as well as engaging your physician audience. Before we get into some of the topics we want to cover today. I just want to take a special moment to thank um 10 out of the top 20 U. S. News and world report ranked honorable hospitals that broadcast med is lucky enough to have the privilege of partnering with. So I want to say thank you for a phenomenal year of partnership with these organizations you see on your screen, we look forward to continuing to serve you and help you with your reputation rankings and other physician focus needs. Again, Thank you and congratulations again. And as well as all of the other uh institutions that we work with that were recognized regionally or for the individual service lines again, congratulations on a year. All of the recognitions were well deserved. And again, we look forward to the continuing our partnership with all of these fantastic organizations. All right. And to the topic that we want to kind of cover today again, all around hospital reputation and rankings, you know, as a clinical market or hospital marketer, you have a great understanding of, you know, your clinical advantages uh and your mandates to grow your hospital reputation, but it can always be difficult to map that um and actually execute on that plan and that's where we really want to cover on today's webcast is just share some of the best practices that we've learned through our years of working with those institutions that we shared with you earlier. Um and, you know, one of the things that we've always identified at the core of any of these engagements, especially when we're looking to engage a physician audience, is understanding that audience. Um you know, identifying the physicians that matter most to your overall objectives in this case is reputation enhancement. Um and we'll kind of dive into that a little bit early on about just again, identifying the physicians you should be speaking to um for again, the different initiatives and again, with reputation in mind, identifying that physician audience Patrick, you want to kind of talk about, you know, understanding your audience and what that means specifically around reputation enhancement and just with reputation in general. Absolutely mike. So, as many may be aware, beginning here in 2020 to the U. S. News actually made an adjustment to the way that they were waiting the scores for those physician surveys that go out between january and in March. And what that change was though, for those may not be aware is that there was an adjustment made to give a higher weighted score to the opinions of those unaffiliated physicians to those different institutions that they would be voting on, particularly in the case when the hospitals receiving a relatively large proportion of its nominations from affiliated physicians. The the end goal was to really account for those physicians that had no affiliation, really no stake in the game in terms of nominating those, those other institutions that they didn't have a direct affiliation with. So what this is really done is allow for um at least the institutions that we worked with is to prioritize those audiences outside of their walls and where that that ends up taking it in terms of the conversation will be having today is looking at that audience in and of itself in the ways that are communicating to them. So that as you're speaking to those physicians, they may not be aware of the same level of expertise within those walls. So what it really is doing is forcing our clients and the partners that we're working with to expand outside of their comfort zones? Yeah. Patrick, I want to jump on that line that you just said getting out of your comfort zone. One of the things that we've sort of helped our clients with strategy on was kind of, again, thinking a little bit bigger, you know, again, thinking nationally, considering that's very beneficial, considering the change that you just referenced about non affiliated physicians, you know, weighing more or counting more of a vote than a physician that works at a hospital they're voting for. So again, you want to think bigger, again, there might be again that allure of talking to your network of physicians um or regional physician audience, but again, for reputation score to make the biggest impact. You, I don't think nationally think big, get out of that little comfort zone, your area where you work with. Um and again, that doesn't mean you have the same message for, again, you're a California institution, same message that you would send a doctor say in san Francisco that you send to a doctor in new york, don't be afraid to change the messaging around. But again, get out of your comfort zone, think bigger if you want to make that biggest impact. And one of the other items that we've found is, you know, through the voting the survey, the question would be if you took location and expense out of the equation, where would you be sending your patients for the best quality of care. That's really the question that's asked of these physicians when they're making these votes. So kind of take that approach. When you're thinking about the engagement you're looking to take for your position. You really want to showcase your healthcare institutions expertise, uh your physician's, your key physician's expertise. And it goes along with um some of the surveys that we've done in the past to our physician audience. We did a poll about referral habits, the same sort of concept in the same frame of reference, same question that you're asking, a physician uh for a different content or a different subject matter. Again, this is reputation in mind. But again, we asked about referrals and and when we asked, what was the number one factor when sending a patient outside of your own institution for care? The number one answer four out of five doctors, nearly 80%. It was 79 a half percent of doctors replied back with provider expertise and healthcare system expertise. So again, that's what the kind of content that you want to be putting out there to your physician audience, those physicians that you're targeting, really showcasing your institution's expertise as well as again, the physicians within your organization's expertise. So, basically identifying yourself as a center of excellence and why by showcasing content that is featuring all of that clinical advancements, live surgical procedures, physician led presentations by some of your key physicians and again going back to that comfort zone. Um we really want to talk and kind of mix that message to help serve different purposes. Kind of killing two birds with one stone if you will of ways that we can sort of get an R. O. I. From some of these reputation campaigns messages, the content that we're putting out there, Patrick, you want to talk about some of the ways that we've kind of taken a blended approach to a regional and national audience and some of the benefits that that has for uh clients that have taken that approach definitely like uh in the term we've used internally and with some of our clients is the reference of that that golden goose position audience member. And that's something where you're looking at those unaffiliated uh regional specialists within your your service area. So the benefit of those and why we've we've coin and in that way is you know, for each institution, that golden goose position makeup is going to be different. But what that really translates to is the idea that not only can those physicians vote for you in U. S. News and their vote count for more in that weighted score. But those physicians also have the opportunity to refer directly into your system. And what that benefit does in terms of that is that when you're going to leadership and you're advocating for additional marketing and you're looking at the grand scheme of your outreach and these these national campaigns as well as your regional campaigns is those physician audience members can translate to that immediate R. O. I. Value. And if you're judging yourself on a year to year basis internally, that group, that metric can really be something that moves the needle within your own institution and allows you to advocate to expand and broaden those initiatives year over year as well. And that golden goose physician is Patrick is something that I'm sure we're gonna be bringing back up and you know, that that regional physician that's not affiliated hospital currently but can become a referring physician. Um you know, getting in touch with them from a regional perspective in a year one approach to a U. S. News and world Report campaign reputation campaign would be a great win. Again, you want to think about this as a multi year strategy. So getting in touch with those regional physicians and almost think about it as a earthquake epicenter and you slowly grow out gradually think about it as a year approach phased approach. You know, Rome wasn't built in a day, neither was your reputation. So you know, crawl before you walk sort of speak and that could be a great way to sort of build out depending on your team's internal budget and bandwidth. Um definitely have that ability to kind of scale it out. Um Patrick, let's talk about ways that we engage with physicians through content. Again, that's broadcast specialty, A lot of our clients are leveraging content marketing by showcasing their, you know, we mentioned before their clinical advantages, whether it be their institution level or physician level, you know, contents king, there's so many different media outlets, media sources that physicians are engaging with that are, you know, conflicting, You know, there's other hospitals and institutions fighting for the same sort of uh, mind share if you will. Um, you know, let's talk about ways that we engage physicians from a content perspective in ways that you don't have to reinvent the wheel for some of these organizations that are just starting out with content. You're absolutely right mike in terms of not looking at this is something we have to reinvent the wheel with that immediate set of content. Oftentimes, what we've found is that our clients already are sitting on a bed of content that just maybe either is a little outdated or needs to be tweaked. Whether it be it was, it was originally intended for a patient focused initiative. But the footage and the actual uh bare bones that was was utilized to make that that commercial or or that video asset can actually be turned over to a physician audience just with a different messaging tied to it as well as when you look at your thought leadership in an institution, a lot of the time they're making content, whether they're publishing journals, they're speaking at their uh, in their specialty association meetings or potentially even hosting or being a director for CMI. Uh a lot of those those those thought leaders in your institution have content that in their mind they're just going through and and advancing their own practice, they're going through and and basically speaking directly to their their peers, who is who are hospital markers are also trying to reach. But in their minds, those those physicians don't often thing that that can be a real marketing piece or something that can be leveraged by central marketing in most instances. So that's really where we would would definitely recommend uh in that approach either you have an internal team go through and essentially what we reference to as a content audit. So going through finding those different sources of production, whether it be who are your thought leaders, who is producing content, Who's teaching. Um and then also if if that's really kind of from a bandwidth, we understand for a lot of groups uh is a high commodity here. So often times maybe looking and having that that truthful conversation of, is this something maybe we need to bring in an external partner in to help get that assessment and basically do that cataloging for us. Yeah. Patrick, I know the content marketing audit that Broadcast Met offers is a great starting point for a lot of our clients uh to kind of get off the ground and really identified all of the content they have at their disposal for promotion and you know getting the again their content hubs off the ground where they're driving that physician audience. Uh The other thing too is that we identified that clinical content, we've mentioned this before position, lead presentations, All of that sort of content is phenomenal. One other recommendation that we have from a broadcast med perspective is not only getting that content up and active on the site. Um but really tracking it. You really want to make sure that you're having a pulse on what content is resonating with your physician audience, what they're looking for, what they're digesting what they're consuming from a content perspective. Is it your point is that the journal journals that these physicians are looking for? Is it clinical content? Is it longer videos? Is it short videos? Is it podcast? Um really have an understanding of, again, what contents resonating what content is the most engaging for your physician audience. That's why something like our reporting dashboard, we would highly recommend for all of our clients to implement something in a similar fashion? Whether you're working with broadcast met or not understanding. What's your top performing asset? Um Where are physicians coming onto your site? Where are you losing physicians? Where are they spending the most time? What content is getting the most plays the most finishes the most viewership rates those sorts of things can really help you build that road map of content. These physicians want to see all of this is available as part of our M. D. N. A. Advanced reporting dashboard and all of our clients have the ability to leverage this on a daily basis. They have access to these real time, but it really gives you a sense of again, where physicians are are coming into your site, where they're spending the most time, what kind of content they're looking to see. So as you're building out this content roadmap for engaging physicians and again showcasing your clinical expertise as well as the expertise of your physician's within your organization. This can pay dividends of having something like this that can kind of be your guide post of where you need to be putting your investment from a content perspective. So again, the other thing of benefit of what we can do and if you have the ability to do something internal is tie it back to calls to actions, tie it back to strategic objectives outside of reputation. Again, if you can make this an institutional wide initiative, that is how you become the most successful at this is showcasing all of the different angles and avenues that you can drive by getting a physician audience on your content hub, engaging with your content and again, having all of that at their disposal when they come to your site. So again, all of that um will be available on a dashboard such as this that broadcast men has at their disposal, but we would again recommend having something like that at your disposal. So again, you can identify the content that again, is the most resonating. Uh and again, what physicians are actually looking to see as part of their um, you know, journey on your channel. Just add one more thing to that mike too. I think when it comes to that assessment catalog of your content is as you're producing, really thinking about it from a thematic standpoint as well. So you have your different types and medians of how you're going to produce and distribute that content as mike mentioned. But also pulling it back to what is that information that's being serenaded? Are you speaking on emerging technologies in those service lines? Is it clinical updates or clinical trials within your institution? Is it outreach and benefits? Um and letters from your service line thought leaders and that's the mechanism you're using to comm communicate to those to those physician audiences. Um and oftentimes, what we've seen in leveraging the dashboard as well, there is to see from your top performing content is what was that, that overall kind of build our temple. We were using to disseminate that information and what that has done for a lot of our clients as well, is to inform them on what media is being most attractive to those, those physicians? Maybe it is you have a group of those physicians in your regional audience who are really interested in advancing technologies. So as you're producing and letting those, those folks know about an upcoming procedure, a new procedure you've launched in the institution, taking a technology angle with them. If you like robotic surgery for example. Uh, that could be the real lead punch that you use for when you're mapping out your future content and those marketing calendars. Yeah, Patrick, that's a phenomenal point about, you know, the robotics and what now we also see live content is being a very big driver. Again, the live component is a great way to engage again a live physician audience. You have that dialogue back and forth. You can put your, you know, key physicians, your top physicians out there to communicate back and forth and again showcase that clinical expertise that physicians are really looking for when they're doing their voting and coming top of mind during the voting and the survey time. Um, so we've kind of talked about the two different components right now, the two pieces of the puzzle. You know, the content, we've talked about the physician targeting and you know, identifying your audience. Um, the other piece of the puzzle, which we haven't covered here because we talked about it in a other program that we can go back and check out our previous webcast about keeping in your ecosystem as you're creating all of this content. You want to keep everything in a centralized point of truth where all of your content is hosted, um, you make it very easy for the physicians to find your calls to actually referring patients clinical trials recruitment. If you're looking to, you know, expand your team. I know that that's a pain point for a lot of our hospitals right now. We can leverage that centralized point of truth as you're driving these physicians again, thinking of that institution wide, all the different angles and avenues that you want to engage with the physician again, keeping it in that centralized ecosystem. So again, to repeat the content, the centralized ecosystem as well as the physician targeting that we want to go after. So content portal and audience, um, all of the, that kind of lends to a cohesive strategy. Now Patrick maybe want to kind of talk about how we put all of these pieces together to kind of fit that puzzle, starting with, you know, sort of day one for a client, let's just say throughout the entire spectrum, let's say if there's a hospital that's looking to start off directly from scratch all the way to year one through a multi year approach. Um you want to kind of take a swing at that. So mike, that was a fantastic point. You brought up about thinking about this from an institution and bringing all those stakeholders together and bringing them all together in a seat at the table where we've really seen success with that too is the idea that it takes the burden off of the central marketing team to have all that content and kind of rely on their own cadence to have that communication when you, when you look at that approach and and staying top of mind with your physician audience, those diff departments, whether it be recruitment, CMI Met affairs, your physician liaison teams, all of those groups are going to be actively engaging with some or all of the same audience members that you will be looking to go to, especially when we bring back that idea of the golden goose uh physician in your service area, those folks may be already engaging with your institution and by not having an institutional insight into that and view, you know, it could be something where their physicians that are not referring to your system right now, but are taking CMI and you know, breaking that down and understanding why that is or those reasonings and also the inverse of having a physician who's referring into your institution but isn't taking CMI and by looking at that as an institution and not just siloed departments, what we've found is that those different audiences can be communicated to, they can stay up to date. So if you have a newsletter, you're plugging in those uh those CMI events while also sharing the latest uh innovations that are coming from from your particular service lines as well as if there's recruitment opportunities. So the physician does value you and is voting for you, why not bring them into your institution and have them be a part of the success of the organization, but really what it what it does come down to, you know, saying all that too is having a consistent cadence, having a consistent touch point and mike if you wanted to share some of the success we've had with our other clients when it comes to our institutional master series. Yeah, before you get on the institutional masters series, I think there's a couple of points you said there too by incorporating other groups. I think one thing that um you can do is is never run out of content, you know, cmi you're hitting them with different, you know, content that they're looking for. Educational content. Clinical updates like you mentioned about your institution, just news, you know, what to expect if you're referring a patient, especially now with Covid, it's it's changing all the time. Um just understanding what's going on at your hospital from that perspective. And again, lastly, again, like I said, pain points from recruitment bringing all these different players and understanding the data that that everybody's acquiring and sharing that across the board. If you knock down those silo walls, I think you really, really can, you know benefit and everybody across the institution can benefit from what sometimes, you know, central marketing might be the the wheel, but everybody else is a spoke and if we have all of that data coming back and and siphoning through the organization, um, it can really pay dividends for and, and you know, really pick off a bunch of different objectives um, while simultaneously driving that reputation. Um, and the thing you said about the in traditional master series, if we can pull up some of that footage during this time, it's really about that live content, like I go back to, it's essentially a monthly reoccurring series where the live content is, is the component. We're really having physicians in this case, it's one doctor talking to his heart team that's on a different side of the campus, performing a live surgery and having that back and forth dialogue from his office to the O. R. Itself. The one thing that, you know, you can do is bring on a foreign audience. They can have conversations with that doctor, they can ask them about ways that they can take that approach or take this educational side uh, to their own practice and how they can better themselves and and learn from their peers. So, again, leverage live content as much as you can. But again, to your point, Patrick, um, you know, see where else you can get this information from your other, you know, team members in the organization. And that leads me to another topic, you know, the institutional massachusetts, something we do on a monthly basis. Um, you know, once a month from some of the top two organizations putting out, you know live content or getting access to their positions from a live perspective do this. You know, when you're thinking about the reputation and um, you know, especially U. S. News and world report, we all know that voting season really starts, you know, the beginning of the year goes through March, but you don't want to be battling in the inbox, You don't want to be fighting for their attention when everybody else is, you know, kind of pulling and pulling on these physicians to get in their ear for their voting season. Um, you want to do this early and often don't just limit yourself to those three months or a little bit before thanksgiving to March, stay early, define a cadence be in their ear every two weeks to what Patrick's point with CMI with hospital updates with news that physicians can use that way. It's not again a mindshare battle for three month window and hope that you hit them and when they're voting, they think of you, it's a yearlong nurture process. And again to Patrick's point about the data that you can acquire over a year long perspective can be very telling from your organization and what they can do and and how we can leverage this data broadcast that has a full data analytics team would love to have a conversation, anybody watching about the data that you have at your disposal or data that you wish you had at your disposal to understand some of these different trends that you're seeing specifically from the content side and and ways to better engage your physician audience. And mike were, I think to when it comes to that, that january to March time, when everyone's pressing on the gas to get in front of these, these audience members is if you have that consistent cadence from the institution, those those communications, that outreach is more or less a reminder of the things that they had previously engaged with. And it's just a refresher of why your institution is at the top of whether it be in your, your national or or those, those regional landscapes. And just to put a bow on this sort of topic, Patrick, you said something there about, you know, kind of sustaining that cadence. Um, this is all about your brand. So there's more likelihood that they'll, you'll stick out from the noise there is that recognition that they're seeing from all of the content that you've been providing them from a year long perspective. So when there is that quote unquote noise that these physicians are hearing from all the other institutions, again, fighting for their attention, you'll stand out because of the recognition that you had on a year long perspective, they've gone to you as that trusted news source, that point of truth for their physician engagement content. So just allows you to stick out from the the, you know, again, the rest of the crowd. And it's a great way to just continuously engage your physicians throughout the entire year. Um, and you know, on that topic, just kind of talking about expanding outside a year one. we've kind of talked about that. You're too, you know, again, using that geographical targeting. We've talked content, we've talked targeting your physicians. You know, if you do have to start in a regional approach again, almost think about as a magnitude of an earthquake sort of slowly going out from ground zero as you go out to again capture the physicians that can have a regional impact on your physician hospital or in your instance from a referral perspective on your hospital and health care system. But again, don't discount from slowly expanding out of your comfort zone out of your backyard to expand that position audience year over year with that same sustained cadence. Again, if your institution in California slowly bleed into the midwest and still have that ongoing nurturing campaign. If you have the ability to go coast to coast. Fantastic. But again, don't discount year two, you go to the midwest, you go a little bit further east in this California example all the way until you break to the east coast. And again, that just gives you that wider exposure, that wider brand recognition that a lot of our hospital institutions, again, the best ones that we see, the ones that have the most success are doing again, starting in their own backyard but expanding themselves out as they go on year to year and don't be afraid if you can't do it starting out, don't be afraid to, you know, kind of think big term thinking that a three year window at a very minimum because especially with the rankings as we all know, it's looked at in a three year, you know, recurring cycle there. So there's that three years thinking in that perspective is really the way you should do it whether or not you you plan for it all at once or have a phased approach over a three year window. It's really what we like to strive with our clients. Think outside of just this current voting season, think long term and how you want to approach the entire physician audience, the entire physician universe really um on how to engage them over the course of a three year window where we've seen with some of our longstanding clients now that have been with us for those three plus years is with our reporting and analytics we're able to provide and and massive data that they're able to leverage in and out. So that those strategies from year 12 year two, year three can be concurrent with the actual live data they're seeing so that it's not just kind of mapping or sorting through just the rankings but actually looking at the data of the engagement you're seeing and having that inform your decisions moving forward as well. Yeah, I already brought it up before with the dashboard that we share, but that's really why the data is so important, Patrick, is that it does help you not only build your content library will build your sort of marketing roadmap indefinitely if we identify what's working and what's not, it cannot just apply to that singular first year, but it can really apply indefinitely into the future as long as we're collecting that data and helping you interpret it, it can really, you know, give you that 35, 10 year window of what you're looking to do from a physician perspective. That's a great point. Mike looking at the clock here, I think we're we're running towards the end of our a lot of time. So perhaps we can get to see a few questions have been coming in while we've been speaking. Perhaps we can address a few of those for our attendees here. Yeah, that's a great idea, Patrick. Um, let me see, there's a couple of questions coming in. Let's see who's first in line here. Uh, we have a question here from chris are, how would these strategies change if you had a single service line such as cancer? Uh, if I'm interpreting that correctly chris, I think I think you're asking if you're just a hospital focused solely on cancer, how these strategies apply to your organization as opposed to some that have multiple different service lines, Patrick, I know we have a handful of clients that are specifically cancer facilities. Uh I know you have some close proximity to them. You want to kind of take the first swing at that. Absolutely. I think what we've where you approach it is almost in that that micro sense of in the field of let's use cancer as that that so within the oncology though, you have multiple types of cancer. And oftentimes for those institutions we've worked with, you have that breakdown of each of those different types of cancers, those treatments they're providing since they're so hyper focused within that field of medicine, each of those types of cancer serve as their own service lines. So the strategy itself doesn't really change. You're just working within a more of a micro focus, those audiences that you're talking to are going to be smaller. So I think when it comes to analyzing metrics and engagement wise, you're gonna have to have some of that perspective versus your your counterparts that may be looking at engagement across multiple service lines. But the overall strategy, I would say doesn't need to change as much and also within a singular service line like that, you're gonna be able to have some collaboration between those thought leaders. So when it comes to a treatment or it comes to some of those different educational opportunities, it can also blend within that audience a little bit more easily. Yeah, Patrick, just to another point to yours about you know the oncologist and that specific example. One thing you don't want to discount too is again going back to those multiple initiatives while we are talking talking about you know, reputation here, don't discount the referrals to when you're working on that micro scale, you can target those other physicians that might have a referral potential. Again just thinking of it from an institutional perspective um don't discount those that might be able to refer into your organization, especially on the cancer side. We do know that that is a large initiative for a lot of our cancer hospitals oncology centers. Is that referral side? So same concept there, you can always kind of have multiple initiatives for the same piece of content with a different messaging to the different audience. Again being able to bifurcate those audiences, bifurcate the message to the different specialties. Can come back down and goes back to your data quality which we'll talk about in a different program. Another question here coming in from Adana f um what data do you find to be the most helpful during U. S. News and World report season you brought up the dashboard? Um So Patrick, I know I talked about dashboard before, where do you typically see your clients kind of forking out of that? Yeah. So what we've seen with a lot of our clients specifically for the on the U. S. News reputation side is the ability to be able to track in our dashboards year over year. The growth of those individual audiences for service sign. So Just simple numbers here for as an example if you're having 100 oncologists visiting or engaging with your site on a monthly basis in new year one in year two we're going to look and be able to judge and see. All right well now we've gone up to 200 specifically for Broadcast Med. We're able to share physicians M. P. I. And physician names with our clients were actually able to see those individual users. Uh so when we speak to that as a unique visitor truly is a unique report on those individuals and and kind of do the earlier parts we mentioned on that institutional approach to by having some sort of central repository of that data to go to. If you're able to see and identify physicians engaging with CMI or with the physician liaison groups and not necessarily yet engaging with your audience. Well there's a group that we can then do nurture campaigns to or cultivate with additional insights in terms of messaging. So hey we saw you were interested in this past CMI conference on this topic. We thought you might also be interested in these additional topics based on that understanding. So catering it more specifically to those individuals. Be able to convert more of those audience members be tapped in with your specific outreach as well. Yeah I do know that M. D. N. A. With the ability to actually track all the actions down to the individual physician has been a game changer for a lot of our hospitals, especially again going back when they are sharing that information across the uh the institution for the different purposes and initiatives. Again, if you're seeing the same doctor uh engaging with all your content, all your educational materials and again there's that fit from a recruitment side, it's a really easy way to make that outreach to understand your brand. They obviously are looking to you from a you know, educational perspective can be a really easy way to make that outreach to that physician or physician liaison for that referral development, tons of different ways to utilize that data. Uh do you have one more question here, How has the shift to no mail in ballots impacted your strategies for the past two past two years? I think they're asking about I know that mail in ballots got rid of where we got rid of mail and back, I want to say last year, how has that pivoted the strategy um for our clients? I I could take a first crack at that patrick, it's put the more even larger emphasis on being digital being out there from a digital perspective. Again, you want to be getting in front of these doctors where they're gonna be voting. Um So again that's why there's so much more importance on having that centralized resource center. The constant communication, all the things that we've talked about identifying the right physician audience. Again, drive into your content, familiarize them with your brand. Um having that centralized resource center that you are driving into that has different types of content. The cmi podcast is a huge vertical that we're seeing physicians and just people in general engaging with ever since the pandemic. So becoming virtual, becoming digital and meeting physicians where they need to be, especially for the voting time has become more important than ever in our opinion. And and that's really where we've seen and made that migration to our clients and and really drove them. I don't know, Patrick, if you have any other topics on that. Yeah, not much to really add there mike. I think if anything from, from a lot of our earlier points, your content is king. I've never really seen with any of the clients that I've worked with were producing new, engaging content has ever been a negative impact on their uh engagement with audience members. If you have something of value to share and it's educational and inspiring the physician audience, they're going to come and engage with it one way or another. So um if anything we can we can really labor that point a little bit more for the audience here today is uh finding and getting that content out and doing it across multiple different medians if its pdf video white papers, whatever works well with the audience, you're communicating with the more is better. All right, Patrick looks like we have time for one more question here. It's coming from a scott are um with a limited budget, is it better to focus on a underperforming or high performing specialty or service line? Um that's actually a really great question. I could take the first swing at the Patrick maybe with some of the changes you brought up before kind of touch on that. But it really comes back down to again in my opinion, where the content, what group is ready, if it's an equal playing field, you know, where you think you might have the most impact or do you have clinical experts say in the orthopedic service line that might be underperforming, you have physicians that have bought into creating the content, creating the messaging that needs to be put out there for the physician audience versus the urology team. They might have a plethora of content are ready to go and and already has the buy in from the physician. So a lot of it is looking internally to see what group is just quote unquote, ready to go. Um if it is unequal playing field, Patrick, I don't know if you want to kind of talk about some of the weights and how that can impact the year over year. Yeah, specifically with us news. I think it's important to one. No, the priorities of your institutions as Mike was saying there. So within that growth and what what content you have. But looking at those physician survey scores, knowing that that counts for about 27% of the total score uh for for most service lines on that voting and within that 27% it being on a three year average. Uh you know, one of the positives to thank for for a lot of institutions right now, is that because of that change that we mentioned at the top with unaffiliated physicians now having their scores weighted more is only this year, a third of that total score has been using that new methodology to the next year's rankings, two thirds of that score is now going to be made up that new methodology. So if anything, it's where those, those golden goose physicians within your service area that you can get in front of in a year one. And if the specific service line, essentially again, if we're looking at collaboration across the institution, maybe we look at where referrals are coming in. Is there a strong referral base in your gastro department, but maybe in urology it's not where they need it to be. I would say maybe that does make sense to go the urology group there because not only can you benefit the rankings and improvements there, but then you can go back to your leadership the next year, if you're generating more referrals and advocate for a bigger budget, that then can help you grow and tackle multiple service lines in a year to approach. Yeah. Thanks Patrick. Um, does look like we're out of time now. I want to thank everybody for joining us today. Uh, does look like there were a few questions that were left unanswered, so we will be reaching out to you in the coming days to make sure that all your questions are answered personally. Um as well as you know, the Broadcast Med team is always here to answer any questions to have any conversations, consulting conversations about ways that you can better leverage your data or ways that Broadcast Med can help you improve your reputation for next year. Um as a little bit of a parting gift, you want to let everybody know that there is a white paper on this topic, right? Where you saw the polling happening, so feel free to take that away. And again, I hope everybody had a chance to learn something. And you join us on our next webcast around our virtual recording tool. Thank you all everyone and have a great rest of your day.
