Hospital Branding

For years, marketers involved in the branding of healthcare organizations have been frustrated about their role in delivering on customer service.  In essence, delivering on the brand promise.  Unlike traditional consumer goods and services, where the customer transaction can be standardized - think hot burgers and personal shoppers - healthcare organizations have multiple layers of customer interactions which fall on the ability of individuals, not processes, to deliver.  Additionally, healthcare consumers are not necessarily customers by choice.  There are some exceptions to this, but for the most part it's not where and how people want to spend their time. As a result of this inability to control the delivery of customer service across the total enterprise, hospitals have looked for other brand platforms that can be more consistent.  Technology, clinical breakthroughs, quality rankings, and national accreditations are examples of common hospital bran...

Each year, J. Walter Thompson Company (JWT) releases a major study on the key upcoming trends impacting the business of marketing and advertising. This year's list is comprised of some you'd expect, but others that are new and very relevant to today's lifestyles - for example, "intelligent objects," "predictive personalization," the "sensory explosion," and "the mobile fingerprint." Also on this year's list is a trend which has great implications for the healthcare industry: the correlation between health and happiness and the scientific findings which support this relationship.  Among them: Researchers at University College London have found that happiness improves the functioning of key biological processes. Research has shown that more optimistic people are up to 50% less likely to suffer a heart attack or a stroke. A study on "flourishing" published in the American Journal of Public Health links positive ment...

Since we're in the middle of "Conference Season" - yes, that time of year when squeeze balls and personalized pens go flying off the exhibit tables - I'm pleased to report that the topics of branding and strategy are, once again, in the conversation.  For the past couple years, or so it seems, break-out sessions and keynote addresses have centered on the "hot picks" including social networks, digital media, and mobile technology. And while these subjects are still the bullseye of marketing agendas, the context is brand strategy  and, at least for now, the dog is back in charge of wagging the tail. There are several key factors and forces which appear to be influencing this shift in context, away from tactical marketing to strategy and branding.  Based on the conferences I've attended thus far this Fall, here are a few: The "Steve Jobs" Effect - Maybe it's the surging stock price of Apple, or the upcoming one-year anniversary of h...

At past BrandSmart conferences, sponsored annually by the Chicago chapter of the American Marketing Association, the talk around "customer experience" centered on the Nordstrom Model; a highly interactive, personal shopping journey. From handheld selections to handshakes at the sales counter, this model truly defined every brand manager's concept of customer service. Something was very different at BrandSmart 2011. Of the eight sessions that focused on brand promise fulfillment, only one talked about meeting customer expectations the "old fashioned way" - through personalized, in-store interactions that support the brand strategy. BrandSmart 2011 speakers - featuring, by the way, marketers from some of the top brand companies in the U.S., focused on the on-line customer experience versus the "in store" experience as the new model and metric for customer satisfaction and loyalty. For hospitals and other health-related organizations, this k...

I was enjoying lunch yesterday with a client who recently joined her organization.  We were discussing brand-building and the differences between the strategic version and the tactical approach. Where she came from, branding was all about the latter.  New colors, a different logo, and yet another round of graphic standards.  And that was it.  She left, in part, because of her frustration with the organization and its lack of a strategic branding approach.  Not just slapping a new coat of paint, but creating a new foundation! We talked about the strategic approach - whereby the entire organization either changes or is re-energized by a brand strategy. The strategic approach includes an understanding of your market, customers, competition, and the Mission of the organization.  Then it evolves into a brand story which can be told to the marketplace, both internal stakeholders and external customers.  After the story is tested for relevance, THEN it's time for the painter to apply the ...

So, I've been thinking.  Better said, reminiscing.  About the days in advertising when taglines really meant something and became the "springboard" (had to use that word) for execution.  In fact, the tagline was the connection between the strategy--->BIG IDEA---->Tagline--->Execution.  This formula - if there can be such a thing in this business - at least insured the advertiser that whatever was being said about the company it was at least strategically based. Think of your favorite tag - who else can put their name on it?  When it's done right, no other brand!  In fact, they really are BRAND lines, not taglines. In hospitals, there are seven deadly words to include in your tag line - not quite like George Carlin's (RIP) list, but important nonetheless:  Care, There, Close, Amazing, Us, Comfort, Rank, and Hospital.  Look for the article on this in HealthLeaders Marketing Advisor.   www.healthleaders.com What I don't understand is how many marketers -...