CPM Marketing Group launches New Movers marketing program for hospitals and health systems

CPM Marketing Group Inc., the market leader for healthcare customer relationship management (CRM) and strategic marketing solutions, today announced the launch of a multimedia New Movers marketing program, which enables hospitals and health systems to more effectively and efficiently identify, communicate and establish relationships with new residents to its surrounding communities.

The program, offered as either an addition to CPM’s healthcare CRM solution or as a stand alone marketing program, allows hospitals to maximize the effectiveness of their marketing objectives by tailoring communication to individual segments of new movers. “CPM combined its vast understanding of consumer healthcare behavior and CRM expertise to create an unparalleled knowledge-based, multimedia marketing program that helps hospitals strengthen consumer loyalty, brand awareness and the quality of their interaction with prospective as well as existing patients,” said John Hallick, CPM president and CEO.

“As a rule, marketing to new prospects is far more difficult than marketing to existing patients. New city movers are unique because they are not attached to competing organizations, and are eager for marketing information from providers,” Hallick said. “Our New Movers offering gives institutions a significant edge in patient recruiting.”

CPM used a combination of information sources, including the findings of proprietary research project funded by CPM. The telephone-based, national survey found that 30 percent of new movers changed healthcare providers, and the remainder maintained their existing relationships. Not surprisingly, switchers generally are out-of-town transplants (“new city movers”), while non-switchers are locals (“same city movers”). According to the CPM-commissioned survey, 44 percent of new city movers changed hospitals, compared to 14 percent of same city movers. These results are based on responses from 600 respondents who moved within the past year.

The survey segmented respondents according to their attitude toward provider marketing and utilization of medical services: loyalists accounted for 38 percent of the respondents; self-reliant 25 percent; involved 16 percent; seekers 9 percent; trusting 7 percent; and deferrers—those that usually depend on others to make their healthcare decisions—5 percent. The survey found that loyalist new movers, unlike other segments, are motivated to select a high-quality hospital as rapidly as possible because they are more likely to have a chronic condition.

“Approximately 15 percent of loyalists begin thinking of switching and researching information about new healthcare facilities and their quality of care before moving,” said Hallick. “Typically, hospitals wait 30 days to market to new movers via direct mail, but survey findings show organizations waiting that long risk squandering their chance of acquiring loyalists as patients. These individuals represent the largest and easiest to acquire patients for providers. To land them, hospitals must market to them aggressively. It is a sprint, not a marathon.”

“CPM’s New Movers program enables healthcare facilities to reach new city residents at the earliest opportunity,” added Hallick. “Plus, by leveraging our proprietary Perceptual Profiles psychographic profiling system, hospitals can tailor the communication style according to each individual’s attitude toward provider marketing, and target the communication message according to the healthcare services and programs that would be of most interest to them.”