Secret to Cleveland Clinic's Social Media Success: ContentMarianne Aiello, for HealthLeaders Media , June 11, 2014Paul Matsen, chief marketing and communications officer at Cleveland Clinic, details how his organization uses Twitter, Facebook, YouTube and Instagram to "build a relationship with healthcare consumers" by "sharing useful, helpful, and relevant information."
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When I read that Cleveland Clinic surpassed 1 million Facebook followers last month, I stopped in my proverbial tracks. I've never seen a healthcare organization with anywhere near that much social reach. Not even Mayo Clinic, which is regarded as a social media juggernaut within healthcare. It has about half as many followers as The Clinic.
Cleveland Clinic's content-driven social media strategy has proven successful across the spectrum of online platforms: its Twitter accounthas more than 250,000 followers, It's Health Hubgarners more than 2 million hits each month, and itspatient experience video is approaching 1.5 million views on YouTube.
To learn more about Cleveland Clinic's social media strategy, I asked Paul Matsen, chief marketing and communications officer, about the keys to its success.
HLM: Cleveland Clinic has long been setting the pace for hospitals and health systems on social media, but it seems like many organizations still don't understand the marketing value of social. Can you explain why it's important to healthcare organizations?
Matsen: Healthcare is bought, not sold. We can't create demand for our services. Consumers need us only when they need us—and they never want to need a hospital. Social media gives us an opportunity to be a meaningful, helpful part of people's everyday lives when they aren't sick or don't need our services.
We can use social media to build a relationship with healthcare consumers that transcends time and space. If we are part of your life when you are well, perhaps you will consider coming here when you need care.
HLM: What is the cornerstone to Cleveland Clinic's social success?
Matsen: Sharing useful, helpful, and relevant information is the main driver of our success. Our Health Hub from Cleveland Clinic blog fuels our social media channels. The blog posts are conversational and meaningful to people all over the world—whether they will be a Cleveland Clinic patient or not—and that resonates extremely well on social media.
We typically don't post about our own organization very often. We focus on helping patients solve problems and make healthy decisions for themselves and their families—decisions at home, at the grocery store or pharmacy, in the doctor's office. We have built trust with our followers, and we take that seriously. All of our content is thoroughly reviewed and approved by clinical experts.
I would also say that leveraging data is also critical to our success. The team is constantly testing ideas and seeing what works. We utilize the insights we gather from many analytics tools to make decisions around every aspect of every post on every channel. We're always trying to better understand our audiences and maintain relevance.
HLM: Can you tell me about your process for content creation and how you then integrate that across social platforms?
Matsen: Our Health Hub blog is the foundation of our social media strategy. Cleveland Clinic has thousands of healthcare professionals who are leaders in their respective fields. They have tremendous evidence-based knowledge and experience.
Our job is to deliver that wealth of knowledge to people in a friendly and informative way. Facebook is our primary platform for doing that.
Our digital engagement team works with colleagues from all over the organization to generate ideas for the blog and to identify the best expert sources. We maintain a publishing calendar for Health Hub. Our social team is responsible for curating the Health Hub content and distributing it across the social channels in ways that will have maximum appeal to their respective audiences.
The posting schedule and techniques differ by channel, but the strategy is fundamentally the same: Use Health Hub content to make a positive difference in people's health.
In terms of Facebook, we post six times a day, which is more than most of our competitors, but we know our schedule works. We see it in the engagement numbers. And we do our best to strike a balance between wellness and prevention and clinical treatment information. We constantly look at the data to determine the best blog topics and combinations of words, images, videos, and graphics to create the most engaging posts on each social platform.
HLM: Can you tell me a little more about your strategy behind Health Hub? Where do you plan to take it going forward?
Matsen: Our primary business objective for Health Hub is to generate more national brand awareness, and our research shows that social media (fueled by Health Hub) is having a significant impact.
Health Hub has experienced tremendous growth since it launched in 2012. It now has over 2.7M visits per month, and will soon exceed 3 million. We have stuck to the same guiding strategy from the beginning: Offer consumers useful, helpful, and relevant health information in a conversational style. We've evolved to be more agile and slightly more aligned with what's going on in the news, and are even part of the Google News Network now. Health Hub content is syndicated by several partners including Yahoo! Health, NewsCred, and Spry Living.
We plan to continually improve the product—keeping content fresh and staying on top trends—as well as exploring additional content partnerships. We're also looking to get more sophisticated with personalization and creating customized content experiences for our users.
HLM: What tactics have led to your success on Twitter?
Matsen: Our Twitter feed, @ClevelandClinic, provides timely health information with a steady stream of Health Hub content, as well as giving followers the opportunity to chat with our experts. Thought leadership is another important aspect of our Twitter strategy. We share insights from our leaders through quotes and media articles, and through live-tweeting from our Patient Experience Summit in the spring and Medical Innovation Summit in the fall. Our Twitter account was recently recognized by TIME magazine as one of the 140 best Twitter feeds of 2014.
HLM: How do you approach video production for sites such as YouTube? Are there certain topics that are best addressed through video?
Matsen: Video production is an essential part of our content process, and YouTube is an important social media channel for Cleveland Clinic. That said, we try to avoid doing video for video's sake, and hone in on ideas that really need the visual storytelling and demonstration ability that video offers.
Our wildly successful "Empathy" video, for example, uses very few words, but the combination of seeing people's faces with the tone-setting music delivers an impact that no words in an article could ever achieve. It has had over 1.5M views on YouTube.
But YouTube is no longer the only social media channel requiring video. With the rise of channels like Instagram, and the recent incorporation of video into the Twitter experience, we are finding an increased demand for short, quick-hit video content. On Health Hub, we're doing videos to demonstrate yoga poses or to have a physician white-board out an explanation of a procedure.
HLM: What other social areas are you focusing on?
Matsen: Mobile is another area of key focus and growth for our content marketing efforts. Earlier this year, we launched a new version of our Today app, which uses Health Hub as its foundation.
The app, available for iOS and Android phones and tablets, offers users the ability to personalize which Health Hub articles are shown when they log in. The Today app follows the same premise as our social media strategy—give people relevant information that enhances their health every day. Only with a mobile app, we are able to put that information into the palm of our hand, wherever you happen to be.
HLM: What do you think are the most common missteps or missed opportunities by hospitals and health systems on social media?
Matsen: Consumers are busy and consumed by the stresses they face each day. They are looking to healthcare providers for help and answers. Offering up social media posts that focus inward on your own organization typically will not be as engaging as content that provide an immediate personal pay-off.
HLM: How do you see the role of social media evolving for healthcare organizations five years down the line? What's next?
Matsen: For healthcare organizations in particular, I think we will need to continue to build relationships with people by helping them stay healthy versus only taking care of them when they are sick. Our industry is headed toward greater transparency and more dialogue on social media from consumers around pricing and shopping for healthcare. Trends we've seen in retail social media use will work their way into the healthcare space.
Objetivo: Evaluar las diferentes herramientas de búsqueda de acceso gratuito relacionadas con las ciencias de la salud: PubMed (MeSH y texto libre), Google Scholar y Scirus. Método: Análisis bibliométrico de la producción científica recuperada en las diferentes herramientas de búsqueda seleccionadas. Los datos se obtuvieron aplicando en cada una de ellas, una ecuación de búsqueda sencilla (mediante el descriptor nursing care) y una compuesta según el esquema: Población (neoplasms), Intervención (nutritional status), Resultado (quality of life). Para calcular la muestra a analizar, se efectuó la estimación de parámetros poblacionales en población infinita (valor esperado 0,5; precisión 0,05; nivel de confianza 0,95), realizándose la selección mediante muestreo aleatorio simple sin reemplazo. Resultados: Se estudiaron 1175 referencias: 124 PubMed (MeSH); 386 Google Scholar, 386 Scirus y 279 PubMed (texto-libre). De ellas, 904 eran artículos publicados en 350 revistas, presentando 20 o más referencias: Supportive Care in Cancer con 36 (3,98%; IC95%: 2,71 - 5,26), Clinical Nutrition con 32 (3,54%; IC95%: 2,34-4,47) y Nutrición Hospitalaria con 20 (2,21%; IC95%: 1,25-3,17), con diferencias significativas entre PubMed (MeSH) y Google Scholar y Scirus (p<0,01 en ambos casos). Dispersión de la literatura (Ley de Bradford): núcleo principal (1º tercil), 23 revistas (6,57%; IC95% 3,98-9,17) con 302 artículos publicados (33,41%; IC95% 30,33-36,48). Estadísticos relacionados con el Factor de Impacto del núcleo: Media 4,522 ± 4,014 y Máximo 18,372 (Journal of Clinical Oncology). Edad media de los documentos de 8,17 ± 6,54 (IC95% 7,79-8,55), Mediana 6 años (Índice de Burton Kleber), Máximo 34 años e Índice de Price 42,84%. Sólo observándose diferencias entre Google Scholar y PubMed (texto libre). Acceso al texto completo en 1001 ocasiones (86,07%; IC95%: 84,08-88,06), en 474 casos (40,76%; IC95% 37,93-43,58) gratuitamente. En conjunto, y en cada uno de los buscadores, existe evolución ascendente del número de publicaciones (1978-2012), ajustándose a un modelo de curva exponencial (R=0,93 y R2=0,86). Conclusiones: La temática estudiada continúa vigente según los indicadores de actualidad. Las revistas más referidas coinciden con publicaciones sobre ciencias de la nutrición y oncología de alto impacto, observándose un crecimiento exponencial y amplio acceso al texto completo, destacando la presencia de una revista iberoamericana (Nutrición Hospitalaria) con vocación internacional. Así, PubMed sigue siendo la mejor opción para búsquedas clínicas pertinentes. Google Scholar es la mejor herramienta para búsquedas rápidas de artículos a texto completo y Scirus sólo es válido si se dispone de suscripción a ScienceDirect.
Recognizing that licensing and regulation has not kept pace with the growth of telemedicine applications, a new report offers five recommendations for the successful adoption of telehealth.
The recommendations, made by the Information Technology and Innovation Foundation, a District of Columbia-based think tank, include:
Adoption of a standard definition for telehealth: While a recently published study found there to be seven different federal definitions of telehealth, the report's authors stress that H.R. 3750, the Telehealth Modernization Act of 2013, can remedy that "by defining telehealth to include healthcare delivered by real-time video, secure chat, secure email or telephone. ...Establishment of a single, national license for telehealth providers ...Creation of technology- and location-neutral insurance policies ...Collaboration by state prescription drug monitoring programs ...Funding of research to boost quality and lower costs of telehealth programs
A framework for evaluating telehealth programs must consider socioeconomic aspects--not just the technological--argue researchers in an article published online recently in Telemedicine and e-Health. Costs, benefits, barriers and outcomes, including clinical outcomes, are among the integral socioeconomic factors at play in telehealth implementations, they say.
Incluso los hospitales con las reputaciones más resistentes están teniendo dificultades para extender su presencia digital y ofreciendo la experiencia más allá de los confines de un hospital de ladrillo y mortero, según un nuevo informe de Evolve Digital Labs .
Este primero de su tipo, el informe "La salud digital de los mejores hospitales de hoy en día", evalúa la presencia en línea y uso de los pacientes de los activos digitales o sitios web de algunos de los mejores hospitales del país, identificados por EE.UU. News & World Report . Los hospitales y los sistemas de salud analizados incluyen el Hospital General de Massachusetts en Boston, UPMC en Pittsburgh, Hospital de la Universidad de Pennsylvania en Filadelfia y la Universidad de Texas MD Anderson Cancer Center de Houston, entre muchos otros.
¿Por qué los mejores hospitales tienen sitios web inadecuados: 10 cosas que debe saber
Las herramientas de eSalud, que establecen nuevas formas de comunicación entre los profesionales sanitarios y entre éstos y los pacientes, han llegado para quedarse y no adaptarse a la nueva situación "no es una opción", a pesar de las resistencias en una parte de la profesión.
Ésta fue, según Jose ÁVILA TOMÁS, responsable del grupo de nuevas tecnologías de la Sociedad Madrileña de Medicina Familiar y Comunitaria, una de las conclusiones de un debate titulado La eSalud, buen complemente para la actividad sanitaria ¿o acabará relegando a los profesionales de la salud?, celebrado en las I Jornadas eSalud para Médicos, Enfermería y Farmacéuticos, organizadas por la agencia asturiana Salud Social Media y los Colegios Oficiales de Ingenieros Técnicos e Ingenieros en Informática del Principado de Asturias la pasada semana en Oviedo.
JOSE ÁVILA señaló la importancia de saber que las herramientas de eSalud no son fines en sí mismas, "considerarlas así sería un error. Son un fin en sí mismas para las empresas desarrolladoras pero para los profesionales sanitarios son un medio". Estas nuevas tecnologías "aportan valor añadido al acto sanitario y contribuyen a que sea más eficiente, pero nunca van a sustituir ni a relegar al profesional".
No obstante, en el nuevo escenario que se dibuja, el papel del profesional sanitario "va a cambiar. Seremos acompañantes, orientadores del paciente que recibirá información por múltiples vías y de fuentes diversas y dispersas, con una calidad muy heterogénea, y nuestra responsabilidad debe ser ayudarles a filtrar esa información para que puedan discernir su valor concreto".
Una de las preguntas que surgió en el debate estuvo relacionada con el beneficio o no que puede generar esa accesibilidad a una cantidad ingente de información. La opinión mayoritaria es que sí es positiva esa disposición, "porque al tener la información estará en mejores condiciones de tomar sus propias decisiones".
Sobre si esta situación acabará haciendo prescindible al profesional sanitario, la respuesta unívoca fue que no. No obstante, a renglón seguido todos los participantes en el debate coincidieron en señalar que "el profesional necesita adaptarse, hasta el punto de que no cambiar no es una opción. Los nuevos profesionales que vayan accediendo al sistema ya serán nativos digitales y la tecnología está en la actividad curricular de los médicos en formación".
Las 16 diferencias habituales entre la gente que triunfa y la que fracasa Hace unas semanas, una postal llegó al correo de Dave Kerpen, CEO de Likeable Local. Quedó tan impresionado que escribió un artículo al respecto
La equidad entre hombres y mujeres desde el punto de vista sanitario sigue siendo una utopía con muchos muros que derribar.Cuatro expertas en salud y género explican cómo la práctica clínica sigue ignorando y silenciando la realidad de las mujeres.
The Journal of Medical Internet Research defines Health 2.0 as –
“the use of a specific set of Web tools (blogs, Podcasts, tagging, search, wikis, etc) by actors in health care including doctors, patients, and scientists, using principles of open source and generation of content by users, and the power of networks in order to personalize health care, collaborate, and promote health education.”
The “2.0” moniker in Health 2.0 is a play on Web 2.0 which refers to the second generation development of the Internet characterized by the change from static web pages to easily shareable, dynamic, user-generated content tools such as blogs, wikis, social networks, video-sharing sites, mashups, hosted services and web-based software applications.
In simple words, Health 2.0 can be defined as the use of web 2.0 or social media tools to promote collaboration between patients, their caregivers, medical professionals, and other stakeholders in healthcare in order to achieve better health outcomes.
How is Health 2.0 used in healthcare?
Social media changes the traditional one-to-one patient-doctor dialogue to one-to-many and many-to-many dialogues between doctors-patients, patients-patients and doctors-doctors at a phenomenal speed. This fundamental change in how people in the healthcare ecosystem interact with each other opens up the possibilities for many novel applications of social media in healthcare such as:
Patients and physicians interact via social media to promote awareness about diseases, precautions and other health-related information with each other.Consumers use social media to meet their health-related wants, needs and preferences.Online applications like WebMD offer platforms for both consumer and physician-moderated health-related conversations.Healthcare organizations use online communities for disease management. For example, Inspire.com offers patients 24/7 access to its peer communities.Clinical investigators and contract research organizations use online communities to recruit volunteers for clinical trials.Some sites allow patients to upload detailed information about their conditions through Personal Health Records and receive information from similar patients.Online applications are used in health professional trainings for collaboration to share cases and opinions.Public health and regulatory agencies use social media tools for public health campaigns and announcements.Web applications are used for treatment, physician and hospital selection and medical expense comparisons.
Current Market and Industry Trends
The Health 2.0 market is typically included in the Health IT market and hence no separate market estimations for the use of social media in healthcare exist. However, the use of social media in healthcare is rapidly increasing. Since the GCC has the highest smartphone penetration rates among high-use countries, the highest daily app use, and some of the highest rates of social media usage, Health 2.0 is being rapidly adopted in this region.
According to a Health Research Institute survey, 42% of consumers are using social media to access consumer reviews of treatments, physicians and hospitals. 25% have posted about their health status at least once and 20% have joined a health-related forum or community.
However, the most important takeaway is that more than 80% of consumers in the age group 18-24 are using social media to access and share health information and 40% of them say that social media strongly affects their healthcare-related decisions.
A Google/Complete Hospital study sheds more light on the impact of information technology in healthcare: 84% of patients used both online and offline sources for hospital research, 77% of patients used search prior to booking an appointment, 61% of prospective patients looked at 2+ hospital websites before converting, YouTube traffic to hospital sites has increased 119% YoY, 30% of patients who watched an online video booked an appointment, 1 out of 3 patients used mobile devices daily, and 44% of those researching on a mobile device booked an appointment.
Hospitals increasingly are using social networks for promotional purposes and to gauge consumer experiences with their organizations. More than 700 of the 5,000 U.S. hospitals have a social media and social networking presence to enhance their ability to market services and communicate with stakeholders.
Future trends in the use of social media in healthcare may include:
Healthcare professional societies may be replaced by online networks.Nonprofit foundations may use healthcare and recreational sites to educate their stakeholders and mobilize them for health-related campaigns.Public health organizations may use social networks to reach the public quickly and alert them about disease outbreaks, vaccination drives, quarantines, evacuations and policy debates.Hospitals may use social media to help patients understand their treatment options, engage in crisis management and get feedback.Pharmaceutical and biotechnology companies may mine physician data on physician networks.Medical companies may train physicians on their products using social networks.
Healthcare companies will increasingly take a more proactive approach to integrate social media information for use in customer interactions to meet their needs and deliver value. And those who hesitate to do so will experience a severe disadvantage in communicating the true value they deliver.
El Life Raft Group- http://liferaftgroup.org/-se complace en anunciar el lanzamiento de la primera edición de GIST Cancer Journal , la revista oficial Life Raft Group y la primera revista académica dedicada exclusivamente a ...
La iniciativa colaborativa healthcare social media project recoge aquellas etiquetas o hashtags que se están utilizando en el ámbito de la salud en Twitter. Para fijarse de qué se habla, cómo, cuándo y quiénes, basta con pinchar en alguna de ellas y comprobarlas.