One of the challenges facing virtually all health care provider-based marketing functions is the interaction with organizational leadership in the C-Suite (though the composition of that group can vary significantly from entity to entity). How do we get leadership to value the role of marketing? How do we get them to provide strategic direction and prioritization for the usage of limited marketing resources? How to do we keep them OUT of tactical marketing operations unless necessary?
The following blog is derived from a new publication I authored for SHSMD entitled
Health Care Marketing Plans That Work, 2nd Edition and looks at the role of organizational leadership in the development of an entity-wide marketing plan.
The involvement of the organization’s leadership in the development of a marketing plan is going to vary based on a number of factors including organizational culture, legal structure, organizational size and the focus of the specific leadership members. But regardless of how these factors play out, the challenge for marketing is to obtain appropriate leadership involvement without having that same leadership get too far into the tactical weeds.
Regardless of size, structure or scope of the organization, the C-Suite should be involved in the following when it comes to the creation and implementation of a marketing plan:
- Offering overall support for the concept and development of a marketing plan (important if some internal areas resist participation and/or have their own “rogue” marketing efforts and resources separate from the core marketing function).
- Providing access to and insight about the strategic direction and goals of the organization. This is perhaps the most critical role for the organization’s leadership relative to the development of a marketing plan.
- Establishing the parameters for the prioritization of marketing resources.
- Reviewing and approving market audit observations (analysis of market driving information); overall market position for the entity, program, etc. being supported by the marketing plan; marketing strategies; and categories of quantifiable market objectives.
But–and this is a significant “but”–C-Suite leadership should not be involved in the development or specifics of market actions unless they are leading that action or their direct involvement is integral to the implementation of that action.
A timely example of the latter is the upcoming (January 1, 2019) requirement by CMS that hospitals post on their websites actual Chargemaster-based prices. This requires input from finance, but how the prices appear on the website is a responsibility that rests with marketing (assuming marketing is responsible for website content).
This can be very challenging for a marketing department and its leadership, especially in organizations where the history and culture have leaders actively involved in operational minutia. This is a topic that likely justifies its own detailed paper if not its own book, but here are a few general thoughts on how to keep C-Suite leaders out of the tactical weeds when it comes to marketing tactic development and implementation:
- Establish the expertise of the marketing function within the organization relative to marketing tactical implementation. Use questions from executives about “why don’t you do X instead of Y” as an opportunity to educate but not necessarily to change the approach. Part of the reason CEOs, C-Suite executives and even board members at times draw ad designs on cocktail napkins is because they are not really all that familiar with the expertise that exists within the marketing team.
- Don’t be your own worst enemy–stop inviting C-Suite leaders to review and comment on every ad, web page, social media post, survey, etc. Quite often these leaders didn’t expect to be asked, but once they are they feel an obligation to comment.
- Push back politely, of course. Emphasize that marketing looks to the C-Suite for strategic direction and, on occasion, technical input. But the marketing team are the experts on marketing tactical implementation. Encourage them to trust you to do your job. Yes, that’s easy for an outsider such as me to say, but, in many cases, standing your ground will work.
By David Marlowe | Posted December 18, 2018
Principle
Strategic Marketing Concepts
Ellicott City, Maryland
Interested in more? To learn more about health care marketing planning, check out the new SHSMD’s publication written by David entitled Health Care Marketing Plans That Work, 2nd Edition.