Contos: How I learned the difference between 'urgent care' and 'urgent care' the hard way


The Growth Channel

The latest innovations in market strategy and share competition

Make way for Millennials

By Emily Zuehlke April 23, 2015

The youngest amongst them are aging out of their pediatricians’ offices while the oldest are shopping for pediatricians for their own children: the Millennials are growing up, and their health care consumption and preferences are changing. Understanding their needs and demands is prerequisite to winning this generation’s business—and their online recommendation.

As a group, Millennials are full of contradictions. For example, they are well-educated—72% graduated from high school—but the Great Recession, unemployment, and an average of $25,000 of student debt have made them financially-cautious. They have, however, several defining characteristics around which providers looking to attract this generation can orient their care offerings.

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Three strategies to win share from the 'girl on the go'

By Rachel Bauch April 21, 2015

From soccer mom to CEO to field hockey star, women today expect convenience from their healthcare providers.  With the retail revolution underway, providers are taking innovative approaches to meet consumer expectations for timely, quality care.

Keep reading to learn three ways you can update your women’s services strategy.

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Aging and active: What the baby boomers mean for Medicare marketing

By Emily Zuehlke April 15, 2015

An average of 10,000 baby boomers will age into Medicare every day between 2011 and 2030. As they age, this generation’s new health needs, sheer size, and unique priorities will shift health care consumption patterns and demand that health providers change how they interact with this cohort.

So what do the 79 million aging baby boomers, born between 1946 and 1964, mean for marketers and strategic planners?

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Getting your service lines on track: Lessons from the frontlines

Anthony D'Eredita April 15, 2015

I have been fielding a high volume of calls from health system leaders who are struggling to improve cost, quality, and patient experience across their service lines—while minimizing variation among specialists. 

Although they all recognize there’s a systemic problem, the challenge for them is being honest about the source, and designing a solution in close partnership with service line specialists. They’re finding that without meaningful engagement from the physician side, real change is impossible.

So I pulled together my team’s most senior leaders to share a few lessons from the field. They have been working one-on-one with health system physician and executive leadership to re-evaluate service line relationships and strategies across cardiology, orthopedics, neurology, oncology, primary care—which should be recognized as a service line—and more.

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Navigating the 'Wild West' of personalized medicine

By Beth Braiterman April 13, 2015

The rise of predictive diagnostic tests, new sequencing techniques, and targeted therapeutics has changed the way many scientists and physicians think about cancer.

Certain tumors can now be classified according to their molecular makeup—and treated accordingly. But questions abound regarding which patients should undergo diagnostic testing, which testing protocols are most appropriate, and how to translate test results into clinical recommendations. An article from earlier this year called genetic testing "The Wild West."

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Three myths about patient loyalty—busted

Anna Yakovenko April 7, 2015

We surveyed 1,843 patients who had a primary care physician visit in the last 12 months to find out what keeps them loyal to their current PCP and what scenarios would most likely prompt a switch. Our analysis has challenged some long held myths.

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Understanding the potential of interventional radiology

By Manasi Kapoor April 6, 2015

Interventional radiology (IR) has the potential to be a significant opportunity for hospital outpatient growth and cross-service line integration. At many organizations, however, IR service development is stymied by inadequate investments and limited executive support.

I asked Dr. Robert Kelly, President and COO of NewYork-Presbyterian, for his thoughts on how organizations can maximize the potential of their IR services.

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Innovating on a budget

Alicia Daugherty April 2, 2015

Provider organizations are racing to develop new products and services to counter emerging competitors, identify new revenue streams, and appeal to consumers. Recently, planners have been asking me how best to structure these innovation efforts. They ask “Should we create a skunkworks or infuse innovation in everyone’s jobs? Do we need an innovation center with beanbag chairs and white boards on the ceiling? What if we don’t have any money or staff?” (I get that last one the most.)

Many organizations have innovated successfully with a wide range of budgets, processes, and chairs. Keep reading to learn three keys to innovation that work regardless of your budget and staff limitations.

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