1. Speaking with One Voice
NACCDO/PAN Conference - Denver
April 26, 2013
2. Your Speaker
Tom Douglis – Brand Strategy Director, MONIGLE
2
Tom has a 25+ year background in professional communications
and branding for a wide range of companies and industries. Tom
specializes in brand strategy, naming, brand architecture, and
engagement leadership.
Sampling of clients:
•The University of Texas MD Anderson Cancer Center
•Brigham and Women's Hospital
•Partners Healthcare
•Jefferson Health System
•The Ohio State University Medical Center,
•Barclays Bank
•Alticor/Amway
•Lucent Technologies
MBA (with Distinction): University of Westminster in London
BA in History: University of Denver
Advanced Journalism Coursework: Harvard University
3. About Monigle
Who we are…
40 Years in Business and over
1200 Client Success Stories
National / Global Experience
Spectrum of Capabilities
Unmatched Branding Experience
with AMCs and Integrated Health
Systems
One of the Largest Independent
Brand Consultancies in the US
We exist to help organizations
build and sustain strong brands
6. 6 Monigle
Why ‗one voice‘ is important in health care
• Growth of System Brands – ACOs/population management
• Growth of Networks– Profit moving to outpatient
• Growth of EMRs --Unlocking network promise
• Declining Reimbursement – Leverage cost savings
• Growth of Employed and Aligned Physicians – Maximize
• Growth of Partnerships and Licensing – Brand leverage
11. 11 Monigle
Branding isn‘t new…
Ancient Egypt had cattle brands about
4,000 years ago.
This hieroglyph “brand” reads “Royal
Agriculture Administration” (c. 1900 B.C.)
Romans branded pottery some 2500
years ago
Brands functioned then much as brands
do today – by defining and differentiating
ownership and setting expectations.
Ancient Roman Branded Pottery
Ancient Egyptian Cattle Branding
15. 0%
10%
20%
30%
40%
50%
60%
70%
80%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Importance of Brand Drivers
Opportunity
Zone
Quality/Excellence
Good
name/reputation
Efficient
Access
Specialty Care
Medical
Research
Large network
Doctor referral
LeverageableAbsent
Equities
Expected
Benefits
Differentiating
Features
15
18. 18
Establish driver metrics across national
and local competitors
National Texas• Time in Market
• Size
• Capacity
• Brand Awareness
• Advertising Awareness
• Familiarity
• Consideration
• Preference
• Growth
• Quality
Competitive SetsMetrics
19. 19
Brand Driver
Derive drivers of stakeholder
choice
Determine stakeholder
deterrents to choice
Determine brand performance
differences across competitors
Brand performance analysis – measure and track
Patients
Stakeholder segments
Physicians
Potential Nurses
& Pharmacists
Employees
Financial Data
• Finance team
• Office of Physician
Relations
• Department of Clinical
Revenue &
Reimbursement
Brand Impact
• Determine role of the brand in
driving business results for key
stakeholder groups
• Determine the financial value
the brand contributes to the
business
Brand Benchmarking
• Determine key brand strengths
versus competitors
• Determine key brand
weaknesses versus competitors
M. D. Anderson Brand Performance
New Research
• M.D. Anderson
Brand Audit
Stakeholder Research
Competitive
Benchmarking
• Annual reports
• American Hosp. Ass.
• American Hospital
Directory
• Interviews
• PR departments
• Websites
20. Understanding the AMC Culture
Most complex brand challenge
Wide variety of audiences with
differing needs
Academic freedom means longer
process and built-in dissenting
voices
Intrinsic need for excellence
Rankings and prestige are extremely
important, even if they say otherwise
Unique physician audiences
Staff often fearful of those in power
21. Understanding the AMC Physician
Highly-driven and motivated
for excellence
Analytical, skeptical mind –
claims need to be proven
May think brand is more
about names and logos than
a deeper expression of a
medical experience
Research is vital to this
audience – drill down on
efficacy
Often responds best to some
level of personalized
programs
Empathy? Yeah, I can see how that would be
useful.”
22. Understanding the AMC Dean
Tenure and Academic Freedom guarantees
you’ll usually get the truth (at least as they
see it)
Tend to be compensated on growing unit
over whole (Slices vs. Pie)
Interests are usually tied to unit first – tend
to be very protective
Intensely competitive profile – always
interested in peers and making sure units
are meeting/or exceeding competitors
Scientific background, and little tolerance
for non-proven fluff
23. Marketers are trained to see the big
picture
Marketers are often seen as the
proxy voice for the end customer.
Marketers succeed when projects are
tied closely to the strategic plan of
the organization
C-Suite executives are often
skeptical of marketing, due to ROI
Marketers must walk balance
between overall brand marketing and
service line marketing
Personality Type: Extrovert
Most driven by: Increasing in targeted volume and revenue
Typical blind spot: Live in fear of the sometime deep risks that are needed to differentiate
Understanding Marketing‘s Perspective
24. Public Affairs officers are smart
people who are versed in deep
policy and lobbying issues
They are good proxies for the
governmental, university and
regulatory audiences
Usually have the best
understanding both of internal and
external politics
Usually have a very good sense of
process
Public Affairs typically has smaller
budget than marketing
Personality Type: Introvert
Most Driven by: Getting the right institutional credit for policy and effectiveness relative to
public goals
Typical blind spot: Respect for Marketing
Understanding Public Affairs‘ Perspective
25. Public Relations is are looking for the
best way to tell good stories - angles
PR often sees the “bridges” in
everything they do
Most PR/MR people are friendly
reductionists -- they want clarity and
simplicity in complex AMC
environments.
They are proxies for and serve
journalists
Understanding Public Relations‘ Perspective
Personality Type: Extrovert
Most Driven by: Getting the right story told in the right way by the
best possible media vehicles
Typical Blind Spot: Pleasing physicians
26. Understanding Development‘s Perspective
Fundraisers are mostly judged on
money raised
Most interested in closing gifts from
major donors
Dislike anything that gets in between
them and the deal
Operational flexibility is key for them
POV: Big donor checks can and will
override institutional brand strategy
Personality Type: Extrovert
Most driven by: Landing the “Transformational Gift”
Typical Blind Spot: Overpromising with Donors
27. Marketing
Public Affairs
Public Relations
Extrovert
Introvert
Extrovert
Customers and
Prospects
Government/
Regulatory
Development Extrovert
Engaged Public
Donors
Volume/Revenue/
Market Position
Clear Sailing
Informed Minds
Big Checks
AMC leaders Variable All Audiences
Best Possible
Reputation and
Market Position
Understanding Everyone‘s Perspectives
Typical
Personality
Proxy for: What they
want most:
28. 28
M. D. Anderson Messaging Workshop
Objectives.
The resulting message maps allow for flexibility, but ensure all communications are
aligned with the brand strategy and working in concert to communicate a focused,
distinct, and relevant set of messages for the M. D. Anderson organization.
Aim
1. Create a common
message thread across
these key stakeholder
groups
2. Tell a unified, coherent
story about M. D.
Anderson
3. Draw a line of sight for
messaging and
communications teams
End Result
Translate 4 research-tested
positioning concepts to
actionable message maps
for our 4 key internal and
external stakeholder
groups (general public,
patients, employees, and
referring physicians)
29. 29
M. D. Anderson Messaging Workshop
Participants.
General Public
Group
Patients
Group
Employees
Group
Referring
Physicians Group
Group Facilitator:
- Mary Mayotte,
Monigle Associates
Group Participants:
- Steve Stuyck, Public Affairs
- Terri Golas, Marketing
- Cheryl Chin, Marketing
- Wendy Gottsegen,
Communications
- Jo Ann Ward,
Public Education
- The Gabbe Group, PR
Group Facilitator:
- Diya Thomas,
Monigle Associates
Group Participants:
-Alicia Jansen, Marketing
-Brenda Gunter,
Communications
-Jennifer Collins,
Physician Relations
-Stephanie Felner-Kim,
Public Education
-David Cole,
The Richards Group
Group Facilitator:
- Lynne Field,
Monigle Associates
Group Participants:
-Sarah Palmer,
Communications
-Laura Harvey,
Communications
-Jessica Walters, Marketing
-Jurate Zuzeviciene, Marketing
-Shibu Varghese, HR
-Eric Frenette, HR
-Alan Powell, Internet Services
Group Facilitator:
- Nik Gharekhan,
Millward Brown
Group Participants:
-Lyle Green, Physician Rltns
-Dr. Lewis Foxhall, Physician
Relations (out of town)
-Sharon Lore, Physician Rltns
-Brenda Hackett, Physician
Relations
-Ed Muraski, Marketing
-Cara Zorzi, Marketing
-David Berkowitz,
Communications
Workshop Facilitator: Tom Douglis, Monigle Associates
31. The Monigle Associates / Millward Brown Team 31
Stakeholder Message Map
General Public.
Net Impression
(overall sense or impression we
want stakeholder to have)
When it comes to cancer, I know that M. D. Anderson is the best.
Objective
(what is our actionable aim for
this stakeholder)
If I ever need cancer services, I will turn to M. D. Anderson first.
Key Message
(primary take-away)
M. D. Anderson is my best cancer resource.
Customer Need / Benefit
(the key needs for our
stakeholder)
Authoritative Source Support Infrastructure Accessibility Best Choice
Differentiating Messages
(important benefits that address
customer needs and set us apart
from the competition)
We’re experts before,
during and after cancer.
Largest,
most technologically
advanced cancer
center in the world.
Many ways to access.
Turn to M. D. Anderson
when it really matters.
Substantiating Messages
(reasons to believe the
differentiating message)
•Global leader
•# NCI Grants
•Best and brightest people
•Treat entire continuum
•Pioneering research
•Most experience
•Personal empowerment
from choice and information
•Reputation (rankings,
grants, volume etc.)
•Sole focus on cancer
•Unparalleled expertise
Qualifying Messages
(messages that establish
credibility / viability, but do not
differentiate)
•Dedicated to the cure
•Largest, most
technologically advanced
•Innovation, discovery and
advancements
•Where you’re treated first
matters (head to head with
MSK).
•Resources and outcomes
better than elsewhere
32. 32
Elevator Speech
General Public.
Located in Houston, Texas [or the Texas Medical Center if local],
M. D. Anderson is a leader - the largest, most respected, cancer
center in the world. Patients seek us out for our expertise and
accessibility. We are recognized as the most authoritative
source for preventing and treating cancer, and thus being able to
provide our patients with the best care and quality of life
possible. When it comes to cancer, M. D. Anderson is your best
resource … the one to turn to when it really matters.
34. The Monigle Associates / Millward Brown Team 34
Stakeholder Message Map
Patients.
Net Impression
(overall sense or impression we
want stakeholder to have)
My best choice is M. D. Anderson.
Objective
(what is our actionable aim for
this stakeholder)
Influence them to choose M. D. Anderson.
Key Message
(primary take-away)
The world’s best cancer fighters for you.
Customer Need / Benefit
(the key needs for our
stakeholder)
Positive Outcome
(medical)
Right / Confident Choice Empowerment Personal Attention
Differentiating Messages
(important benefits that address
customer needs and set us
apart from the competition)
Our sole focus
is on cancer.
Strong brand reputation
around the world.
Control through
partnership.
Don’t just treat disease,
but the whole person.
Substantiating Messages
(reasons to believe the
differentiating message)
•Largest and most
technologically advanced
cancer center in the world.
•Specialization / expertise
in every type of cancer
•Patient volume
•#1 rankings
•MDA is the “Mecca” of
cancer
•Varied routes of referral /
ability to self-refer
•Choice is mine (I choose
to ____)
•“Built around you”
•Focused on my specific
type of cancer
Qualifying Messages
(messages that establish
credibility / viability, but do not
differentiate)
•Multidisciplinary care
•Patients from all over the
world
•Leaders in field
•Comprehensive support
from MDA
•Access to clinical trials
•Holistic approach
36. The Monigle Associates / Millward Brown Team 36
Stakeholder Message Map
Employees.
Net Impression
(overall sense or impression we
want stakeholder to have)
There’s no other place I’d want to work.
Objective
(what is our actionable aim for
this stakeholder)
Demonstrate to employees that MDA is the
best place to grow professionally and personally.
Key Message
(primary take-away)
Every employee at MDA is a crucial
part of the world’s best team to fight cancer.
Customer Need / Benefit
(the key needs for our
stakeholder)
Making a difference Sense of pride Opportunity
Differentiating Messages
(important benefits that address
customer needs and set us apart
from the competition)
Everyone has an
opportunity to help
make cancer history.
Recognized for being the
global leader in cancer.
Best choice of
opportunities for
professional and
personal development.
Substantiating Messages
(reasons to believe the
differentiating message)
•Focus on one cause
•Human connection
•Inspirational environment
•Best place to work
•Brand reputation
•Peers among the best
• Caring about whole you
•Career pathing
• Using your unique talents
to make a difference
• Available
resources/training
Qualifying Messages
(messages that establish
credibility / viability, but do not
differentiate)
•Teamwork and
collaboration • #1 USN Ranking
• Pay and Benefits/Rewards
& Recognition programs
• Work/Life Balance
• Diverse population
38. The Monigle Associates / Millward Brown Team 38
Stakeholder Message Map
Referring Physicians.
Net Impression
(overall sense or impression we
want stakeholder to have)
The right choice for all things cancer.
Objective
(what is our actionable aim for
this stakeholder)
Create partnerships.
Key Message
(primary take-away)
Teaming with you during all aspects of the cancer continuum,
and providing comprehensive support throughout.
Customer Need / Benefit
(the key needs for our
stakeholder)
Positive Outcome Right (Best) Choice Empowerment Personal Attention
Differentiating Messages
(important benefits that address
customer needs and set us apart
from the competition)
Retuning patients
back to their lives.
Excellence in
comprehensive
oncologic care.
Unequal range of
cancer resources.
Access
and experience.
Substantiating Messages
(reasons to believe the
differentiating message)
•Focused on cancer only
•Volume / #’s of specialized
cases
•Expertise
•# NCI Research Grants
•Leadership
•High Rep. scores
•Focused on cancer
•Partnership to get patients
better
•My MDA Tool
•Team support
Qualifying Messages
(messages that establish
credibility / viability, but do not
differentiate)
•Excellence
•Global
•Largest, most
technologically advanced
cancer center in world
•Dedicated Departments –
Best in Class
39. Listen first – you can learn a lot about what people want and why
they want it
Tailor your pitches to Radio WIIFM – “What’s In It For Me” – try to
effectively tie what you are offering to what they say they need
Think about how your goal can make your colleagues look great in
front of their key audiences
Link your effort to increased visibility and effectiveness the people
you need to bring on board
Generating Buy-in
40. Plan for multiple levels of
buy-in prior to final signoff
Core Team
Advisory Team
Executive Team
Project Sponsor
CEO and Board
How to build brand consensus in an
academic medical center environment
CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
41. CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
Core Team Generally 3-5 project leaders – Typically
SVPs or VPs
• Marketing
• Public Relations
• Public Affairs
• Operations
• Strategy
Support Staff for Day to Day – Marketing
Managers
This is the group who guides consultants
and who makes narrowing decisions and
is responsible for project success
This group also does behind-the-scenes
persuasion of key people prior to
milestones or in advance of tricky
situations
42. Advisory Team Generally 10-15 key people
• Operations
• Clinical Leadership
• Nursing Leadership
• Key Deans
• HR
• Legal
• “Squeaky wheels”
• Other critical voices (Board, Community
leaders, donors)
This is the group who sees all milestone
presentations prior to senior leadership –
typically the medical buy-in is most critical
Typically, these people have key input into
project but not decision-making authority
Members of group also do behind-the-
scenes persuasion of key people prior to
meetings
CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
43. CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
Executive Team
Generally top leadership – C-Suite
• CEO/President
• COO
• CFO
• Chief of Staff
• Key Medical Leaders/Deans
This is the group must approve key
milestone presentations
This group must often be lobbied prior to
these presentations
Must see progress at least every 1-3
months, depending on project size and
engagement level
Will often see milestone presentation decks
prior to presentation
44. CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
Project Sponsor
Generally C-level person who often
oversees a range of key activities at a
system level
• Chief of Staff
• Typically SVP or C-Level
This leader may or may not be a part of
the core or advisory teams
Must be engaged and be a champion
for the project
Must have trust level of C-Suite
Provides key advice for core team and
consultants
45. CEO/Board
Core Team
Advisory
Team
Executive
Team
Project
Sponsor
CEO/Board of Directors
• Involvement typically depends on
how the CEO/senior team wants them
engaged and/or isolated from the
process
• Best results when CEO becomes
champion for project
• Some boards give input into projects
(either as a whole or through early
interviews or committees)
• Some boards never see this work
• If Boards are involved, the C-Team
needs to get in front of key people
prior to presentations
• Key members can also be engaged
as part of advisory team
46. Getting the most from consultants
• Give them the time, access and
fees required to do their best
possible work
• Consultants must always juggle
your projects with other clients. Be
reasonable.
• The broader the base, the higher
the peak. Pick consultants who go
to the core, not the edge.
• Create a special fee bucket for
out-of-scope requests that always
emerge
• Always remember to do the back-
channel work
