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Kindly Do The Needful: Coping With Outcomes Anxiety

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In healthcare, we’re always talking about improving patient outcomes, clinical and financial outcomes, or even the mind-numbing phrase ‘operational outcomes,’ whatever that means. Recently, I’ve been thinking about the intersection of language and performance anxiety, and I keep circling around the concept of what I’ve been calling outcomes anxiety.

Our inability to control the future often manifests in an urge toward excess—the desire to subdue all unknown variables with an overwhelming volume of material. It’s the opposite of a strategic approach, and it’s unfortunately fairly common. Many healthcare companies err on the side of quantity rather than quality, assuming that whatever sticks to the wall will function just as well as an intentional choice.

I’ve seen 15-touch email campaigns delivering 18 assets on 11 disparate products; product lines with 85 fact sheets; website rebrands of hundreds of pages doomed to start over again in six months’ time.  When you don’t know what will work, you try everything, right?

Wrong. This is always a bad idea, both for your company and your career—not to mention your mental health. Let me explain.

The Anxiety Spiral at Work

Most of us have at least a passing familiarity with the anxiety spiral when it comes to our daily lives. One asks oneself a reasonable question, which is immediately answered with the worst possible outcome and escalated to ever more dire hypotheticals. What if my child’s cough is a symptom of Covid? becomes she’ll miss school for two weeks and morphs into all the grandparents could die before you’ve even removed the thermometer from its case. The literature calls this catastrophic thinking.

Of course, given the pandemic, we’re all trying to grant ourselves extra leniency as we cope with our anxiety; after all, there are real consequences at stake. For my friends with clinical anxiety, however, the spiral is triggered a thousand times a day by the most mundane concerns: a meeting conflict, a late payment, an unreturned email. As a healthcare writer with generally deadline-driven anxiety, I try to stave off stress with the usual preventative measures: deep breaths and long walks.  

At work, I notice that my worry tends to coagulate around long-term outcomes. I don’t have time to research this byline today becomes nobody will like what I write and morphs into this whole week will be a firestorm of horror before I’ve written the first paragraph. As the things we tell ourselves are mostly subterranean, it can be tricky to diagnose yourself with outcomes anxiety.

For me, it starts with the language.

Marketing Speak: The Original Social Distancing

Whenever I think about healthcare jargon, I remember listening to intake calls with one freelance writer who routinely strung together industry phrases without apparent concern for their meaning (or lack thereof). He asked questions like this: “So we leverage clinical intelligence efficiencies to thread the needle of those at-risk enterprise social determinants and optimize technology-enabled solutions to close the gap, right?” The subject matter expert he was talking to would pause for a moment, frown ever so slightly, and resume her explanation.

Even more puzzling was the reputation this writer had among marketing management. “He knows his stuff,” I heard time and again. This could not have been further from the truth, at least not in my opinion. While the final product of these intake calls was serviceable, particularly as SEO fodder, it wasn’t very good. His copy did not help readers understand a new concept, or elucidate product intricacies, or address how the company could help clients. It just put all the relevant jargon in a blender and served it up like an ambitious smoothie: empty calories, suspicious taste, but certainly filling.

Why do so many people talk this way on calls? I think they suffer from an acute case of outcomes anxiety, one that’s particularly endemic to marketing. When you don’t yet know what you need to, you worry about the ultimate outcomes of your work. Will the piece miss the mark? Will the audience click on your links? Will any of this result in sales?

That misguided writer was trying out all his phrases at once, hoping the cumulative effect would be impressive. Although he thought he sounded knowledgeable, he was too insecure to ask the useful questions, the kind that might be perceived as too simplistic: “So, how does this product help patients? How does it work?”

When I edit copy for a client, I try to eliminate marketing speak, and I often get pushback. People tend to believe that dense language sounds more professional, and it can be a struggle to help them understand that jargon is the enemy of clarity. By its nature, marketing speak is an agent of exclusion: it alienates readers who are unfamiliar with the terminology. This is not for you; this is for those who can decipher this code. What a pernicious myth! Readers should not have to decipher meanings, at least not in professional writing. It’s the writer’s job to deliver the message with grace and clarity.

Circumventing Your Own Outcomes Anxiety

In my experience, extra fluffy language is motivated by insecurity about the real value of what is being produced, and it shows in the piece. It’s also the first indication that you might have outcomes anxiety.

So, the next time you sit down to write, and your first paragraph is hogwash—or when you’re in a meeting, and everyone’s talking about peeling the onion on customer buy-in—try these tips:

Ground yourself in the practical. What is the point of this piece? What do we want this campaign to accomplish? Whenever you find yourself tempted to overcomplicate things—when you’re wrestling with how to deliver 18 assets in a logical order—it’s a sure sign that you need to go back to basics. Ask simple questions. People will thank you.

Insist on a plan. One of the best healthcare writers I know routinely frustrated the teams she worked with by refusing to write before a plan was in place. And not just any old plan, with a wishy-washy “we’ll use this later, definitely” rationale, but a good plan, with strong strategy, clear tactics, audience definition, a timeline, the whole shebang. Paradoxically, your outcomes will be better when you spend more time on the inputs, as that planning process eliminates the creep of outcome anxiety from infecting your work.

Kindly do the needful. At a former company, I had a lovely coworker from Bulgaria whose English was refreshingly creative. When she sent me an article to edit, she’d close with this line: “Kindly do the needful.” When you catch yourself beginning the anxiety spiral, try to focus simply on the task at hand. Do the needful. And then do the next needful. And so on.

Reclaim your joy. When we stop worrying about uncontrollable outcomes, we remember why we enjoy the work we do…and then we do it better. When I stop wondering whether a client will like what I write, I suddenly realize that I’m enjoying myself, and that I actually like to write. Who knew! Give yourself permission not to focus on the deadline, the reception, or the ultimate outcome. For thirty minutes at a time, focus on the fun.

4medica Re-engages Amendola for Strategic Public Relations Services

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Award-winning healthcare IT PR agency and innovative healthcare data quality platform provider partner to amplify client’s thought leadership, technology offerings

SCOTTSDALE, Ariz., Sept. 28, 2021 – Amendola Communications, a nationally recognized, award-winning healthcare and technology public relations and marketing firm, announced that it is re-engaging with former client 4medica®, a leader in healthcare data quality and patient matching technology, to amplify client successes and thought leadership.

4medica had previously engaged Amendola as its agency of record and is now back for its third engagement. 4medica provides real-time clinical data management and healthcare interoperability software and services that offer clinicians and patients a unified view of clinical information across disparate care locations. 4medica’s mission can be summed up in its corporate tagline: “One Patient…One Record.”

“Our previous successful experience working with Amendola made re-engagement an easy decision,” said Gregg Church, president of 4medica. “The Amendola team thoroughly understands 4medica’s technology and business model and how it benefits patients, provider organizations, laboratories, health information exchanges and health plans. They are the ideal partner to communicate the value we offer to our target audience and healthcare media.”

Amendola is implementing a comprehensive media and communications plan for 4medica that will showcasethe company’s thought leadership, current technology and services, new offerings, accomplishments, customer wins, and industry partnerships.

“4medica has a long commitment to improving data quality for clinicians, patients, health information exchanges and health plans,” said agency CEO Jodi Amendola. “And, now more than ever there is a crucial need for quality data in healthcare. We are excited to once again be working with Dr. Bess, Gregg and their team on public relations and marketing initiatives to get the word out about 4medica’s healthcare data quality solutions.”

4medica is based in Marina del Rey, Calif.

About Amendola Communications

Amendola is an award-winning, insights-driven public relations and marketing firm that integrates media relations, social media, content and lead gen programs to move healthcare, life sciences/pharma and healthcare IT decision-makers to action. The agency represents some of the industry’s best-known brands as well as groundbreaking startups that are disrupting the status quo. Nearly 90% of its client base represents multi-year clients and/or repeat client executives. Amendola’s seasoned team of PR and marketing pros understand the ongoing complexities of the healthcare ecosystem and provide strategic guidance and creative direction to drive positive ROI, boost reputation and increase market share. Making an impact since 2003, Amendola combines traditional and digital media to fuel meaningful and measurable growth. For more information about the industry’s “A-Team,” visit www.acmarketingpr.com, and follow us on Twitter and LinkedIn.

About 4medica

For more than two decades, 4medica® solves data integrity, financial and wellness management challenges to achieve true clinical interoperability and transparency. 4medica’s Perfect Order for Perfect Payment™ integrates end-to-end high-volume revenue cycle management services. Our Big Data Management and Clinical Data Exchange cloud solutions facilitate patient identity management and data exchange to ensure the right data is captured at the right time, the first time, guaranteeing an unprecedented 1% patient record duplication rate. 4medica has processed up to 6 billion clinical results representing more than 70 million patient identities. The company connects 40,000-plus physicians to hundreds of ACOs, HIEs, HINs, hospitals, health systems, laboratories, radiology imaging centers and payers nationwide.

Media Contact: Marcia Rhodes, Amendola Communications, mrhodes@acmarketingpr.com

To Build Brand Loyalty And Be A Valued Partner, Join Your Customer’s Mission

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Are you talking at your customers, or are you speaking their language and partnering on their mission? This is a question that every marketer, communicator and sales team member should be asking regularly.

We all have some level of brand loyalty in our lives. For me, those brands are Nike, Honda, Jersey Mike’s, Apple, Aurora Health Care and The Wall Street Journal. My allegiance to those brands is based on quality, style, company mission, customer service, product consistency, availability and ethical business practices (there was a time when I liked Volkswagen – they ruined that).

But more importantly, those brands align with what I am striving to accomplish in my life as a father, husband, professional, coach, and member of society.

I’m sure you have a similar list of your own.                                                                                                                                      

The same is true in the B2B space and we frequently see this in the vendor space. A simple example is the technology brands that a company buys for its employees. One business is an Apple buyer, another HP, and yet another swears by Lenovo. And yet computers can largely all run the same software – it’s the set up and components inside the devices that slightly differ. Logically when the devices can all do the same thing, this would seem like an ideal scenario to purchase based on price or recent quality achievements–but the B2B brand loyalty remains.

So how do you establish this level of brand loyalty with B2B customers? How can you be “sticky” when your competition is providing a very similar product?

You need to be more than a vendor. You need to demonstrate that you are an ally on their mission.

Let’s consider a healthcare technology vendor – pick one, there are plenty. They’re solving for the difficult problems in healthcare, like access to mental health services, providing telehealth services, building an improved billing platform, managing opioid prescribing, simplifying decentralized clinical trials….and the list goes on. And this is what their team concentrates on every single day.

But you know what? These solutions are only a small piece of what healthcare providers are concentrating on. The industry has three or four vendor competitors solving for the same problem. And they all tout similar features, such as integrations with big EHR providers like Epic and Cerner. As much as the tech vendor is going to point to a certain feature or new rating, the healthcare provider would rather move on to bigger issues.  

And that’s where the opportunity lies: the customer’s bigger mission.

Newsflash – every healthcare provider has a similar objective and a mission statement along the lines of: ‘provide healthcare services that help individuals, families, and communities live longer and healthier lives.’

Now, if you want to be the healthcare provider’s long-term partner or ally, guess what they want you to help them accomplish? Hint: it’s not just integration with an EHR or tracking how many opioids have been prescribed.

If you want to be a provider’s valued partner, you must demonstrate how your solution will help them achieve their mission of saving lives and creating healthier populations.

If your solution is designed to solve for challenges in the mental health space, for example, an everyday vendor will demonstrate how their solution tracks a patient through their care and identifies patients at risk for pharmaceutical addiction.

But a valued partner is going to do those things, plus help track patients as they navigate multiple care providers and the justice system. The valued partner will demonstrate how their solution is improving care adoption for patients battling anxiety and depression. The ultimate outcome of a valued partner’s relationship will focus on improved community care statistics, decreasing arrest rates, and an overall healthier community.

As a health IT vendor seeking to align with a healthcare provider, communicating your story is critical and requires distinguishing yourself and your offering as a partner:

  1. Create a core narrative that explains how your brand is advancing overall industry mission priorities. Use this content internally and externally to drive your brand message. Refine and update this message on a quarterly basis.
  2. Leverage your core narrative to create thought leadership content. These new pieces of content can be leveraged in the press, distributed through your marketing nurture campaigns, posted as core blog content, drive your social media efforts, and sales teams can share this content widely with prospects and clients.
  3. Empower a leader as the owner of your vision for the industry mission. This person, or people, should be named as the author of your content. Further, leverage your PR agency to establish these leaders as a valued interview with industry reporters and then make them easily accessible to the press.
  4. Engage with your customers and tell their story as examples of how your efforts are advancing industry change and helping to accomplish their missions.
  5. Survey customers and prospects to better understand their priorities, and where they stand on efforts to move their business mission forward. Share survey data publicly to help the industry define next steps. Leverage this new business intelligence to engage with customers and prospects on how your products can help to achieve their mission.
  6. During regular meetings, ask clients where they stand on their mission priorities and how your solution can further help with those efforts. Provide insights on additional opportunities from your perspective. And then follow through.

Each of these key steps will redefine your brand and drive brand loyalty from your clients and your prospects. More importantly, this repeated process will allow you to demonstrate your commitment to being the company’s valued partner, time and time again. You will have aligned with their mission, demonstrated the success, and publicly committed to one another’s future success.

Luna Selects Amendola Communications for Healthcare PR and Marketing Services

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Award-winning Healthcare IT PR agency and the leader in on-demand physical therapy delivery partner to amplify client successes and industry best practices

SCOTTSDALE, Ariz., Aug. 10, 2021 – Amendola Communications, a nationally recognized, award-winning healthcare and technology public relations and marketing firm, announced that Luna, the leader in on-demand physical therapy, has selected the firm to support brand amplification and recognition among key players in the healthcare industry.

Luna is the nation’s fastest growing on-demand physical therapy service bringing rehabilitation services directly to patients’ homes. Their mobile-first approach expands access for patients and increases adherence to post-operative therapy, lowering costs for providers and creating a new mode of employment for expert physical therapists.

“Legacy physical therapy models built solely on brick-and-mortar clinics are not working for patients,” said Luna Co-founder and Chief Clinical Officer Palak Shah. “The best evidence of this is the fact that 70 percent of patients never complete their treatment plan, and 63 percent expressing a preference for at-home physical therapy. Luna’s on-demand, in-home approach not only helps patients get healthy, but provides new levels of flexibility, independence, and income potential for therapists, and helps hospitals and clinics retain patients. We’re teaming with Amendola to get the word out about this pivotal development in healthcare. Amendola’s deep industry knowledge and media connections, virtually assures the visibility we need to continue our rapid growth and momentum.”

Amendola is implementing a full-service communication strategy for Luna that will amplify the company’s ongoing brand, growth, service updates, expertise and successes. Recently Luna officially introduced their turnkey solution, Rehab at Home™ and announced their expansion in the Greater Seattle and Dallas regions through key local provider partnerships.

“The physical therapy market was hungry for a better way to support patient rehabilitation, and Luna provides a high-quality, low-cost solution for them,” said agency CEO Jodi Amendola. “Introducing this model to the wider rehabilitation space is an important step forward in continuing to meet growing value-based care requirements and offering more consumer-centric programs. We’re excited to partner with Luna on this endeavor.”

To learn more about how Luna is a new era of technology-enabled physical therapy, visit getluna.com.

About Luna

Luna is the leader in on-demand physical therapy, delivering outpatient physical therapy beyond the four walls of a clinic. For patients, Luna has reimagined the physical therapy experience, matching them with a therapist for in-person care at the time and location of their choosing and ongoing coaching through an easy-to-use app. For physical therapists, Luna enables them to manage their careers with flexibility and autonomy, using a platform that makes scheduling efficient, documentation easy, and billing automatic.

For leading health systems and orthopedic groups, Luna improves revenue for rehabilitation services by dramatically expanding access and reach, improving adherence, reducing costs, and standardizing quality. Luna is the fastest growing physical therapy provider, with more than 1,000 exceptional therapists providing services in 19 states across the country. For more information, please visit www.getluna.com.

About Amendola Communications

Amendola is an award-winning, insights-driven public relations and marketing firm that integrates media relations, social media, content and lead gen programs to move healthcare, life sciences/pharma and healthcare IT decision-makers to action. The agency represents some of the industry’s best-known brands as well as groundbreaking startups that are disrupting the status quo. Nearly 90% of its client base represents multi-year clients and/or repeat client executives. Amendola’s seasoned team of PR and marketing pros understand the ongoing complexities of the healthcare ecosystem and provide strategic guidance and creative direction to drive positive ROI, boost reputation and increase market share. Making an impact since 2003, Amendola combines traditional and digital media to fuel meaningful and measurable growth. For more information about the industry’s “A-Team,” visit www.acmarketingpr.com, and follow us on Twitter and LinkedIn.

Media Contact: Marcia Rhodes, mrhodes@acmarketingpr.com

Amendola a Finalist for PR Daily’s 2021 Digital Marketing Campaign of Year AND Healthcare Marketing Campaign

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Amplification, education & patient-centric storytelling helps Air Methods’ No Membership Required program take off

SCOTTSDALE, Ariz.—July 15, 2021 – Amendola Communications (Amendola) today announced it has been named a finalist in two different categories for PR Daily’s 2021 Digital Marketing & Social Media Awards, including the Grand Prize for Digital Marketing Campaign of the Year and the Healthcare Marketing Campaign category. The agency’s campaign, “Amendola Helps Air Methods’ No Membership Required Program Take Off,” included amplification, education and patient-centric storytelling to help fuel pending legislation and resolve an ongoing, industry challenge.

“To overcome the widely misunderstood reimbursement for air medical care, we implemented an integrated, hard-hitting education, amplification and patient-centric story-telling campaign,” explained Jodi Amendola, CEO of Amendola. “We brought together a range of approaches across owned and paid media to make sure the message resonated. It required an extraordinary amount of planning, creativity, energy and execution. I am proud of the quality of work and dedication of the A-team, as well as the high level of engagement and collaboration with Air Methods.”

THE INDUSTRY CHALLENGE

Health plans typically don’t cover emergency air transport services, leaving already traumatized families to face exorbitant bills. The industry’s solution was to sell “memberships.” But nearly every region is covered by only one organization, which led people to pay into a membership for years and still were billed as if they were transported by another company. As a result, the medical emergency transport industry – including Air Methods, a leading provider of air medical emergency services – received negative media publicity.

A CUSTOMIZED, INTEGRATED PROGRAM:  NO MEMBERSHIP REQUIRED (NMR)

Amendola launched the Air Methods campaign with four strategic goals:

  • Change public perception that emergency air transport companies take advantage of patients in times of distress through predatory billing practices
  • Shift public and media sentiment toward Air Methods specifically from negative to positive/neutral
  • Establish Air Methods as a leader in reforming the industry to serve patient needs in a fair and caring manner
  • Demonstrate Air Methods’ thought leadership with byline articles and media interviews focused on billing reform, industry best practices, clinical innovation, and more

Air Methods created an advocacy program to work with patients who were unable to pay their outstanding balances, ceased selling memberships (and refunded membership fees previously paid by Medicare patients) and began working with health plans to get their services covered.

Amendola launched a digital campaign called No Membership Required (NMR) to raise awareness at the national and community levels of Air Methods’ decision to stop selling memberships as well as its efforts to become in-network providers for the nation’s top health insurance companies. Amendola and Air Methods launched the NMR campaign in November 2019 with a series of digital ads, some of which included videos with testimonials from actual patients about the patient advocacy program. The patient stories helped take Air Methods from being perceived as a faceless corporate entity to a caring provider of necessary, lifesaving services.

This program included press releases on topics such as Air Methods refunding membership fees to Medicare patients and announcements of the company securing in-network agreements with various health plans. In addition, an ongoing stream of social media posts delivered positive, consistent and constructive messaging, helping promote the NMR program and its underlying principles.

IMPRESSIVE CAMPAIGN RESULTS

The NMR digital campaign earned more than 21 million video plays, nearly 25 million impressions, and more than 21 million post engagements. Most important, however, was the effect the campaign had on consumer sentiment toward Air Methods. Throughout 2019, Air Methods averaged 26.5 negative media articles/mentions per quarter. In Q1 of 2020, that number dropped to just 5, a reduction of roughly 80%. Additionally, Air Methods has established itself as a clear leader and visionary organization within its industry.

The “Ragan and PR Daily Award programs celebrate the most successful campaigns, initiatives and teams in the communication, public relations and marketing industries.” The winners of this year’s awards are expected to be announced in late July.

About Amendola   
Amendola is an award-winning, national public relations, marketing communications, digital and content marketing firm. Named one of the best information technology (IT) PR firms in the nation four times by PRSourceCode, Amendola represents some of the best-known brands and groundbreaking startups in the healthcare and HIT industries. Amendola’s seasoned team of PR and marketing pros delivers strategic guidance and effective solutions to help organizations boost their reputation and drive market share. For more information about the PR industry’s “A Team,” visit https://www.acmarketingpr.com, and follow Amendola on Twitter and LinkedIn.  

Media Contact:    
Marcia G. Rhodes, Amendola Communications, mrhodes@acmarketingpr.com   

The Key To Writing Marketing Copy That Gets Results

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Successful marketers are persuasive. Whatever their medium – print, audio, video – the content and messages they create consistently prompt their target audience to take action.

There are multiple schools of thought about effective marketing, not to mention plenty of marketing and copywriting “experts” (legit or self-proclaimed) willing to offer you their insights through books, online courses, subscription newsletters, and other revenue-generating vehicles. Many of them offer excellent advice.

But there also is a seemingly unlimited amount of free online advice offering sound tips and strategies for writing deeply persuasive marketing copy. The advice ranges from the theoretical to the practical. I’ve pulled together five that jumped out at me for one reason or another. They are in no particular order. Let’s get going.

Know your audience

OK, right off the bat I lied, which admittedly isn’t a great long-term marketing strategy. The truth is, this first item – know your audience – actually is the most important piece of advice on the list, which now (so far at least) has a semblance of order!

You simply can’t hone an effective marketing message if you don’t know who it’s intended to persuade. One copywriting advice guy I read says “the key to great copywriting is to like your audience.” I understand where he’s coming from, but I would instead suggest it’s better to understand your target audience, particularly their needs and pain points that could be addressed by your company’s products or services.

While liking them might help get you there, doing some research would be even more illuminating and productive. Another way to help sharpen your understanding of the target audience is to create a profile or persona based on demographic data.

Know your message (and tighten it)

You can’t market effectively if you 1) don’t know what you’re marketing and 2) how to explain it in various levels of detail. The latter can be particularly challenging for healthcare technology companies that have complex platforms or services. There’s a lot to explain! One cofounder I know told me he knows the exact moment when he loses potential customers as he tries to explain his startup’s technology: “I can see their eyes glaze over.”

Eye glazing is never a good sign. Make sure you can explain your technology – and, more importantly, what problems it can solve – clearly and concisely. That’s a struggle for some technologist entrepreneurs, which is why many of them hire marketing and PR professionals to help them shape and deliver their message.

Write about your audience (not about what you’re selling)

Your content needs to read as if you’re personally addressing your target audience, as if you can read their minds and are on their side. The best copywriting puts the focus on the needs of the audience, not the merits of a product or service. Yes, those eventually will have to be discussed, but only in the context of solving a problem for the potential buyer. At all times, it is about the customer. A lot of “you” in your marketing content goes a long way.

Write for your medium

How you write content for a 2,000-word white paper will be dramatically different than how you would write 150 words of web copy for a home page. People who sit down to read a white paper they downloaded have different expectations than those who are surfing around looking for something to interest them – or a solution to their problems.

For the former, you have room to delve into how your technology works, how it applies to various use cases, etc. You can geek out. In the latter case, your mission is to capture readers’ attention and keep them on your site. That requires the equivalent of emotionally hard-hitting ad copy that leads to data capture, lead generation, and potential customers.

Invite a conversation

Granted, you can’t do this with every marketing asset. But a steady social media presence can enable you to have an ongoing dialog with members of your target market. There may not be an immediate revenue payoff, but social media is about the long game. It’s for building relationships, encouraging engagement, learning about your customers, and establishing a consistent voice for your brand. Writing for social media should be relatively informal and conversational.

Conclusion

Marketers have more tools and channels than ever for connecting with existing and potential customers. To get the most out of your marketing strategy and efforts, you must understand your target audience, know how to talk to them (depending on the medium), know what to say to them, and be eager to listen and learn.

PR Works Better When You Make It Personal

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As many readers of the Amendola blog are probably aware, I lost my mother, who was my inspiration and guiding light, to COVID-19 the night before Thanksgiving last year. It was difficult for my family as well as me, especially because I believe it was unnecessary.

She should have been there to celebrate the holidays with us and would have been in my opinion had it not been for some missteps in her care.

As part of my process of dealing with this unexpected loss, I wrote a story about her that appeared in the Arizona Republic. If you’d like to know more about the details, along with my thoughts about what you should do to advocate for your loved ones should they be in the same unfortunate circumstances, it’s all contained in that article.

It’s what happened next, however, that I want to address today.

Shortly after that article appeared (and was re-posted on Facebook), I began to receive the most touching and beautiful comments, messages, and emails. And I’m still receiving them.

Some were from friends, of course, expressing their sympathy for my loss. Many, however, were from strangers who had gone through a similar experience and found a sense of kinship in sharing their grief as I had shared mine.

It was a stark reminder of a basic principle we, as marketing and PR professionals, should keep in mind: PR in general, and thought leadership in particular, works better when you make it personal. A topic, incidentally, I also explored in my latest Forbes Agency Council article.

The most effective thought leadership comes when the person behind it is passionate about the subject matter. Yes, you can write in a detached away about something technical, conveying information and/or data that is worth sharing. But while it informs, it usually doesn’t move people to action.

For that you need a human element. And nothing is more human than sharing something personal.

It can be a story from your childhood, your teen years, or your time as an adult. It can be about something funny that happened to you, or something sad, or something that contains a mix of emotions you can’t even sort out yourself.

Or it can be about a person who means a lot to you. Like my mom did to me.

The important thing is that it is a little glimpse behind the façade we all tend to put up in our business encounters to cover our true selves. In other words, it’s real.

Organizations often talk about creating an emotional connection to their brand during branding meetings. But then they’ll do everything they can to hide anything that seems remotely raw or real.

To me, that approach makes no sense. Sure, you don’t want to air all of the organization’s dirty laundry in your marketing and PR efforts. But what’s wrong with showing your human side?

The point is a person or a company can be open and honest about their feelings and reactions to events without falling into the rabbit hole of controversy. The key is to focus on the parts that are universal to the human experience.

We all experience joy and caring. We all experience excitement and wonderment at one time or another. We all experience grief and loss.

That doesn’t mean we experience it in the same way. But we do share those experiences to some degree.

The more willing organizations are to take a stand and tell stories about themselves, their employees, their customers, and everyone else who is connected to them, the more “real” they will become in the minds of their key audiences. And the more successful they will be in creating a brand image that is unique and memorable.

I know it’s not always easy to tell these stories. We can all feel a little exposed when we offer these types of details about ourselves.

When I wrote about my mom it was like going through it all over again.

Yet as I see the reactions continue to come in I know I made connections with people I’ve never met, and probably never will properly meet. Isn’t that what marketing and PR are really all about?

Revisiting “The Four Ps” of Marketing During a Pandemic

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Whenever asked to come up with a marketing plan, many people refer back to the “The Four Ps of Marketing” and use them as the basic foundation to develop an integrated strategy.

During the COVID-19 pandemic, a lot of healthcare and health IT companies have had to totally rethink the four Ps—whether they know it or not. And, they’ve had to do this as fast as possible while trying to save lives—of frontline workers and infected patients—while remaining relevant and profitable.

Here’s an example. Currently all eyes are on the biopharma industry to see how quickly they can develop a vaccine that will effectively stop—and hopefully eradicate—the coronavirus.

  • The “P”roduct here is the vaccine, and there are many companies testing theirs to see which offer the best and safest results.
  • But have you also noticed a lot of the “P”romotions that these companies have been making in the national news? So far, none of them have been paying for these promotions—and that’s an important point of clarification—not all promotions are paid.
  • There are also a lot of national arguments on the “P”lacements of the vaccines. How will the vaccine be distributed and who will be first in line to receive it? How will they know it’s available and where to get it?
  • And of course, we’re also hearing a lot or rumblings about the “P”rice of the vaccine. Will it really be free (someone has to pay for it) or will there be a hefty cost when people pull up their shirt sleeves?

Because we’re in a pandemic, the whole healthcare industry has had to deal with its effects on their individual products and services. Here’s a recap of a few observations of what’s been happening.

Product

Because of COVID-19, many—if not all—health IT companies have had to take a very hard look at their products and solutions and how they can help health workers deal with and provide care to those in need.

Some of the products are back-end solutions that integrate with technologies such as EHRs—to provide faster service and track results. Certain companies may deal more directly with healthcare coordination or how data is being used and sent, while others may provide community-based services to those who are most vulnerable. And as mentioned above, many are dealing with therapeutics that help in delivering care to those affected with the virus.

Placement

Directly related to the product or solution is where and how it will be used. This will have an effect on how it will be marketed and determine the channels for those efforts.

Right now, in healthcare, certain products (think thermometers, COVID-19 tests, ventilators, etc.) are moving very quickly all around the world. But it takes sophisticated logistical operations to get equipment where it needs to be.

But this also affects how the public is informed and how the product gets used. For example, we’ve heard several instances of how someone may be feeling symptoms related to the virus but has absolutely no idea about where to go to get a test.

Promotions

This is probably the most confusing and difficult of The Four Ps to navigate during the pandemic. With so many companies wanting—and deserving—earned media placements, many news outlets are overwhelmed with requests. Having the right relationships with the media, and offering them true, compelling and factual stories is key to making sure products and solutions receive the attention they deserve.

Paid promotions are an obvious possibility, but with so much information “out there” companies will need to be very analytical, specific and targeted to reach their audiences and cut through the noise. Social media is also a good option to promote a product or solution, but knowing the right channel and frequency are keys to getting attention, followers, likes and shares.

Price

The most compelling of the Four Ps to the consumer of a product or service is the price! Remember all the fears about toilet paper and hand sanitizer shortages, and efforts to control supply and demand?

Many healthcare and health IT companies—in order to meet needs and create a common good for care delivery—provided their solutions for free. But they can’t do this forever because they’ll go broke. And, in an unstable economy, pricing dilemmas will surely consume many of these companies’ time—while trying to maintain and salvage relationships with clients and customers.

As has been demonstrated time and time again, The Four Ps of Marketing create the formula for a winning strategy and a profitable company. During the COVID-19 pandemic, many companies have had to revisit all the Ps to make sure their product or solution gets where it needs to be or does what it can do for health workers.

Products, places, promotions and price are now more relevant to healthcare delivery—and saving people’s lives—than they have ever been before.

Avoiding the Information “Tug-of-War” During Product Launch

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Here’s the scenario. A new product or solution has been developed. Sales and marketing — because they have tangible goals that must be met in a certain timeframe — want to rush out the product launch so they can start selling it.

However, other departments within the organization — such as legal and finance — may take a more cautious approach. Legal doesn’t want to get the word out too quickly because there are too many items that need to be checked off the list first, such as the accuracy of competitive intelligence and any contractual obligations about promotions and sales. Finance wants to make sure that the pricing structure and cost of the product or solution are “just right,” and they need to make sure that future projections are accurate for budgeting and planning.

Working in corporate public relations, and marketing communications specifically, we’ve seen the push and pull between product development, marketing, finance and legal departments over when and how much information to give the general public and captive audiences. We’ve even witnessed arguments — in person and over email — about how much information should be released and how fast.

Here’s what an abbreviated conversation looks like.

Sales: “When is that product going to be ready, we need to start selling immediately!”

Marketing: “All promotions are ready to go. We’ve told Sales that they can start selling next week.”

Finance: “Hold on. What’s the pricing structure and do you have buyers willing to pay for it? If so, how many buyers do you have? And have all promotions and pricing been approved by Legal?”

Legal: “Who approved all of the promotions? We don’t have any contracts that are ready to be presented to customers.”

CEO: “Everyone stop. We need to get our strategy and information aligned before we make any entry into the market with this new product.”

Determining the who and the when

Look at developing marketing communications and the release of information in terms of three phases: product development, product launch, and post-launch.

During the product development phase, there should be several departments at the table. This would include product, marketing and legal, with executive oversight. Product is there to determine the path forward, timing and development efforts. Marketing is at the table to help with competitive intelligence and potential messaging as the product goes through testing. Legal is there to cross check the accuracy and legitimacy of competitive intelligence, as well as the claims about the new product that can and cannot be made. And the executive provides oversight to make sure everything runs smoothly and that the appropriate individuals are held accountable for their team’s efforts.

Preparing for product launch

As we approach the product launch phase — and because everyone has been working in tandem rather than in their silos — information starts to get approval and a go-to-market strategy starts to unfold. Based on testing, product is working out the final details before launch.

However, this is where things could get complicated for marketing and communications. By this point marketing has probably finalized the product name, gotten the legal approvals and trademarked or registered it. But what are we going to say about the product in order to promote it effectively, yet not tip our hand to our competitors? What remains proprietary and what can be shared? If we share too much — or if we say too little — our competitors will seize on it.

This is where marketing and legal engage in a very fine dance — with marketing getting creative and legal providing the checks and balances.

Marketing and its copywriters should begin carefully crafting the messages that were uncovered during the product development phase, and pressure-test them with confidential audiences. Here, the audience reacts to certain emotions and feelings elicited by the actual text, and copywriters can refine messaging based on those reactions. Some messages will get axed, some will get nuanced and some will be born.

After the messages have been created, then bring in the visuals that will align with those feelings and emotions that were uncovered. The visuals can be used for the collateral, website, presentations and any other materials that will be produced.

During the pre-launch phase, legal is also approving the messaging, making sure that all claims are factual, nothing crosses the line, and most importantly, that not too much information will make its way into the public domain. Legal can also help determine the intellectual property (IP) that can be shared with the general population as well as what IP can be shared with the target buyers.

With marketing and legal working as allied forces — rather than opposing forces — the whole product launch will be much easier. And, when materials are presented to sales — after they’ve been fully vetted — a lot of heartburn will have been avoided because sales will have clear parameters about what they can and cannot claim about the product.

Before product launch, marketing should be working with finance and sales as well. Together, they will need to work out product pricing, target audiences, actual buyers and projections. Sales will be determining realistic goals and anticipating the product launch date, and finance will have a detailed understanding of projected revenue.

Now that everything has been worked out and all systems are set, the product can be launched. Having worked together in unity, hopefully, all systems are a go and the information tug-of-war can be avoided — or at least made easier — and the post-launch phase is merely a matter of assessments and simple adjustments to ensure customer satisfaction.

The conversations should then be something like this.

Sales: “We’re ready.”

Marketing: “You have what you need.”

Legal & Finance: “We’re good. Good luck!”

CEO: “Good job, everyone.”

CareMount Medical and CareMount Health Solutions Engages Amendola for Strategic PR and Marketing Strategy and Services

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Healthcare agency to build thought leadership for population health management solutions provider

SCOTTSDALE, Ariz., Feb. 25, 2020 Amendola Communications, a nationally recognized, award-winning healthcare and technology public relations and marketing firm, announced today that CareMount Medical has engaged the agency to provide strategic public relations and marketing communications services. 

CareMount Health Solutions, a physician-owned management services organization that is affiliated with CareMount Medical, is a leader in delivering population health management services including care coordination and clinical programs, data analytics, financial and actuarial analysis, and quality gap closure.

Additionally, CareMount’s Next Generation Accountable Care Organization (ACO) generated $778,583 in shared savings in 2018 as part of the Centers for Medicare & Medicaid Services’ Next Generation ACO Model initiative, one of just 38 Next Generation ACOs nationally to achieve earned savings for the time period.

“CareMount is pleased to have Amendola help us secure exposure for our key thought leadership areas such as value-based care, population health, and our enterprise-wide analytics platform,” said Scott D. Hayworth, M.D., President and CEO of CareMount. “We are pleased to partner with Amendola to help spread the word about our highly successful network development strategy and our expertise in helping our partners position themselves for the changing healthcare environment.”

“CareMount Medical is the largest independent multispecialty medical group in New York State

and enjoys a long and distinguished history as a provider of world-class care for its patients,” said agency CEO Jodi Amendola. “We are proud to partner with CareMount as it builds on its success, while also helping the broader provider industry lay the foundation for the value-based processes that are critical to the future of healthcare.”

Amendola will create a comprehensive media relations plan that will include securing media placements to showcase the results of CareMount’s population health management program. A multi-pronged communications approach will include press releases and media pitches, contributed content, speaking engagements and awards to position the CareMount team as subject matter experts and thought leaders.

About Amendola

Amendola is an award-winning national public relations, marketing communications, social media and content marketing firm. Named one of the best information technology (IT) PR firms in the nation four times by PRSourceCode, Amendola represents some of the best-known brands and groundbreaking startups in the healthcare and HIT industries. Amendola’s seasoned team of PR and marketing pros delivers strategic guidance and effective solutions to help organizations boost their reputation and drive market share. For more information about the PR industry’s “A-Team,” visit www.acmarketingpr.com, and follow Amendola on Twitter and LinkedIn.

About CareMount Medical P.C.

CareMount Medical, P.C. is the largest independent multispecialty medical group in New York State, providing comprehensive medical care of the highest quality to over 665,000 patients in more than 45 locations throughout Westchester, Putnam, Dutchess, Columbia, and Ulster counties and New York City. Founded in 1946 as Mount Kisco Medical Group, CareMount has grown to over 650 physicians and advanced practice professionals representing 50 different medical specialties. CareMount is affiliated with world-class organizations including Massachusetts General Hospital, Memorial Sloan Kettering Cancer Center, and Northwell Health. CareMount offers on-site laboratory and radiology services, endoscopy and infusion suites, and operates eight urgent-care centers. Our physicians are frequently recognized as best doctors in respected publications and have been featured in lists including New York Magazine’s “Best Doctors,” Westchester and Hudson Valley Magazine’s “Top Doctors” as well as in Castle Connolly Medical’s “Top Doctors.” For additional information about CareMount Medical and its specialties, please visit: www.caremountmedical.com. 

Media Contact:

Marcia Rhodes
Amendola Communications
480.664.8412 ext. 15
mrhodes@acmarketingpr.com