During this BlueSpire TrendLab webinar, our marketing experts analyze results from an exclusive BlueSpire poll on what marketers are experiencing with budgeting and strategic planning. Among the many things discussed during the webinar were: - How financial and healthcare marketers are approaching/handling strategic planning and budgeting. - The importance of tracking, measuring and reporting, all key elements to consider when deciding how to target audiences and get budgets approved. - Specific recommendations that can be implemented at any type of organization, including those in highly regulated industries.

2. Welcome
Today’s presentation is brought to you by
BlueSpire Strategic Marketing.

3. Featured Presenters, Speakers
Kimberly Morgan, Senior Strategist
Greg Lifhits, Digital Strategies Manager
Jen Joly, Senior Director / Marketing,
Communications and Brand Management

4. Agenda
INSIGHTS
• BlueSpire survey
• Other relevant research, thought leadership
EXAMPLES
RECOMMENDATIONS

5. INSIGHTS:
What’s going on in the world of
budgeting and strategic planning?

6. BlueSpire Survey
Conducted April-May 2014

7. Chicken or the Egg?
Strategy drives budget
Budget drives strategy
Neither, both are
addressed in unison

8. Who is involved in
strategic planning?

9. of respondents have not
seen the corporate
strategic plan at their
organization.
15%
said their marketing
strategy/plan does not align
with their organization’s
strategic plan.
7%

10. Time to Budget Approval
Less than
one month
1-2 months
3-6 months
6+ months
Start Fiscal Without Budget
Approval
Always
Sometimes
Never

11. of marketers said key
products/services are
considered in determining
marketing budget allocation.
85%
of marketers said new
product/service launches are
considered in determining
marketing budget allocation.
80%

12. Traditional marketing
still takes the biggest
slice of the pie,
averaging 34% of
respondent budgets.
Brand awareness
Digital marketing
Technology (support/drive marketing strategies, business growth)
16%
13%
13%

13. Outsourcing
Conduct
internally
A mix of
both
Contract
Externally
Neither
Frequency of Strategic
Planning
Annually
Biannually
Every 3 years
Other

14. 0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
Lack of time to focus on
building marketing's vision
and the budget to align to
that vision
Lack of dollars to execute
marketing's vision
Having to adjust my
strategy to fit a specified
budget
Biggest Frustration

15. Other Insights

16. “Perfect Storm” in Healthcare
Market Factors
“Reform” from all corners
Transformational shift of
incentive structures
Massive operational
change
Advent of consumerism
and choice
Explosion of available
data
Health System Imperatives
Physician alignment
Population health
management
IT/Operational efficiency
Revenue cycle enhancements
Transition to value-based
approach vs. volume
Disruptive Change Delivery System Reform

17. “Perfect Storm” in Financial
Market Factors
CFPB, NCUA/FDIC
regulations
Competitive environment
Continued M&A activity
Creation of super
regionals
Non-traditional FIs
Margin pressure
Data breaches
Technology explosion
Institution Imperatives
Income diversification
IT/Operational efficiency
Core and MCIF platforms
Loan origination
Focus on e-delivery, mobile,
future of payments
Utilization of digital marketing
Holistic customer view
Disruptive Change Delivery System Reform

18. Shifting Media Budgets
13%
39%
48%
Changes in Traditional Media Budgets
Increasing
Decreasing
Remaining about the
same
84%
39% 14%
Changes in Digital Marketing Budgets
Increasing
Decreasing
Remaining about the
same
Sources:
• Society for Healthcare Strategy and Market Development (SHSMD) By the Numbers Study, 2010
• Topline Strategy Group - Independent study of 80 US health Systems, 2013

19. Comparing the first quarter of 2013 with the same
period this year, among FIs with $500 million to $1
billion in assets, marketing spend in
traditional media dropped about five
percentage points to 48%.
Spending for online and
mobile increased 7%.
Source: http://www.cujournal.com/news/the-online-ad-shift-be-careful-where-you-spend-1022539-1.html

20. “The U.S. financial services industry
will be the second-biggest spender
on paid digital media among all
industries in 2014.”
Key Trends In Formats and Tactics:
• Digital Video
• Social Media
• Sponsored Content
• Measurement and Attribution
https://www.emarketer.com/public_media/docs/Digital_Ad_Spending_Benchmarks_by_Industry-The_Complete_eMarketer_Series-05092014-FINAL.pdf

21. “On a percentage basis, the
[pharmaceutical/healthcare]
industry spends less on mobile
than any other …
But … spending is poised to
increase as the industry develops
a solid set of best practices.”
https://www.emarketer.com/public_media/docs/Digital_Ad_Spending_Benchmarks_by_Industry-The_Complete_eMarketer_Series-05092014-FINAL.pdf

22. “You‘ve got to start with
the customer experience
and work back toward the
technology … ”
- Steve Jobs

23. EXAMPLES:
What does great budgeting and
strategic planning look like?

24. How NOT to budget:
Last year’s budget + 2%
1% of revenue
What the competition is spending

25. How NOT to plan:
Start with last year’s budget
Do what the other guys do
Don’t look at the overall strategic
plan for the organization

26. “… without
analytics, big data
is just noise.”
- IBM.com

27. Convergence of Marketing and IT
“…despite all of this
technology at work, the
most critical element in
our evolving service
mix is world class
creative capabilities….”
”Our role is to serve as
a systems integrator for
our clients…to help
brands tell their stories
via marketing
technologies and
Application
Programming
Interfaces (API’s)…”
Which Executive?
Source: JEGI Sector Insights, Enterprise Marketing Management , June 2013

28. The Move to Big Data
0% 20% 40% 60% 80% 100%
Banking and FIs
Global
Have not begun big data
activities
Planning big data
activities
Pilot and implementation
of big data activities
IBM Institute for Business Value and the University of Oxford

29. Adoption Curve Varies by Size
29
Sources:
• Gartner, 2012 Top Industry Predicts 2012: Industries Face intensified Consumerization and Technology Disruption
• HBR.com, May 2013 http://blogs.hbr.org/2013/05/a-futurist-looks-at-the-future/
• Topline Strategy Group - Independent study of 80 US health Systems, 2013
0%
10%
20%
30%
40%
50%
60%
70%
$25M to $100M $100M to $500M $500M to $1B Over $1B
Share of Health Systems Who Have Deployed a Hospital Grade CRM System by
Size of the Hospital System

30. How do you move beyond
budgeting and strategic planning
based on “old school”
methodology?
Use Your Data.

31. 33 touchpoints needed
to reach one sale!

32. Type of Touchpoint Matters
Source Days to Deposit Touch Points
Other 562 42
Referral 241 28
Online 338 35
Marketing Efforts (Direct Mail, Events) 600 29
Media (TV, Newspaper, and Outdoor) 2,189 54

33. Pipeline Time Lapse
Media
I saw your ad on TV.
Traditional Marketing Efforts
I got an invitation in the mail to
your event.
Online Marketing
I looked online for a
retirement community.
Referrals
My friend lives there.
… to point of sale
6 years
1.5 years
12 months
4 months

34. The Lead Base
0
200
400
600
800
1000
1200
1400
FY 15 FY 16 FY 17
"Mature" Leads Over Time
Lost Lead Type Total
Lost Lead Unknown Reason 1,364
Lost Lead No Interest 1,286
Lost Lead Dissatisfied 3
Lost Lead Competitor 249
Total 2,902

35. Reality vs. Perception

36. Sales Staff Performance Matters
0
500
1000
1500
2000
2500
3000
3500
4000
2005-1
2005-2
2005-3
2005-4
2006-1
2006-2
2006-3
2006-4
2007-1
2007-2
2007-3
2007-4
2008-1
2008-2
2008-3
2008-4
2009-1
2009-2
2009-3
2009-4
2010-1
2010-2
2010-3
2010-4
2011-1
2011-2
2011-3
2011-4
2012-1
2012-2
2012-3
2012-4
2013-1
2013-2
2013-3
2013-4
2014-1
2014-2

37. CyberKnife Case Study
Outcomes
40% growth in qualified patients
23% growth in revenue
17 new referral sources outside of
system
Campaign details
Total budget for campaign
$182,000
Revenue from patient conversion
of campaign = 7 times the
campaign budget
2/3 of new patients were self
referrals
Results are a combined tracking of both the consumer and physician
campaigns that occurred over the same time span.

38. In a recent study …
71 percent of FIs reported that
information and analytics are creating a
competitive advantage.
• IBM 2010 New Intelligent Enterprise Global Executive Study and Research Collaboration
• http://www.americanbanker.com/issues/178_135/how-zions-bank-is-conquering-big-data-for-marketing-campaigns-1060603-1.html
Zions Bank Use Cases:
• Commercial business card
• Mobile remote deposit capture
• Cross-selling
• “Lifestyle score model”
• Customer attrition

39. RECOMMENDATIONS:
How should you proceed?

40. Marketing Considerations
Focus on building brand awareness and
loyalty by making products/services the proof
points of your strategy
Implement internal strategies to streamline
resources and ensure consistency of brand
Utilize a data driven approach to drive
strategies, budgets—all centered on agreed
upon measurements of success

41. Make the C-suite Your Best Friend
Align with organization’s strategic plan
Utilize a data/evidence-based approach
Implement success measures
Define financial assessments
Track, measure and report!

42. Closing Thought …
Make it sing visually.

44. Healthcare Data for Healthy CRM & PRM
Wednesday, September 10
1 p.m. CST / 2 p.m. EST / 11 a.m. PST
Q3 TrendLab Webinars
Analytics and Big Data and ROI … Oh My!
Data Trends for Financial Institutions
Tuesday, September 16
1 p.m. CST / 2 p.m. EST / 11 a.m. PST

45. Thank You!