BRANDING AND RE-BRANDING YOUR
“NEW” HEALTHCARE SYSTEM FOR
CHANGING TIMES
Webinar #2

Healthcare Innovation: Trends from th...
Our Presenters

Andrea J. Simon PhD
Corporate Anthropologist
President
Simon Associates Management Consultants

Dianne Aug...
Agenda For Today






Share early insights of research we are conducting
on the abundance of name changes and
re-brand...
Why This Matters in Changing Times







Can you create and communicate a brand that still, or
finally, makes you “th...
Trends from the Trenches
The Future Is Very Fuzzy




A lot of discussion around the
Value of Brands in the
Future for Healthcare?
Will they matt...
Or, Will Consumers Just Decide On…




Price?
Convenience?
Commoditized Services?

Maybe they will struggle with the
“P...
Trends from the Trenches




Widespread Name Changes.
Without A Focus on The Brand.
Name Re-invigoration: Those Staying...
So Many Are Changing Names!
What does the new name really mean?
Recent Research We Conducted


Found 100+ Hospitals or Healthcare Systems that
have changed their names in the past year…...
Here Is A Sample
Old Name

Genesis Medical Center
Dirne Community Health Center
LSU Medical Center
E.A. Conway Medical Cen...
Lots of New Logos, Signs, Color Palettes
Rebranding With New Logo




Louisville, Ky.-based Baptist Healthcare System is changing
its name to Baptist Health and ...
Eliminate Consumer Confusion



They found in the consumer focus groups that not
one consumer could delineate between the...
Clarity of Who We Serve


Dirne Community Health Center changed its name to
Legacy Health to communicate its openness to
...
Better Reflect Commitment


Kennewick is now Trios. The name will better reflect its
commitment to the Tri-Cities — the W...
Return To The Original Name


Via Christi Hospital is changing three of its
hospitals' names back to the originals. The
h...
New Name, Same Mission



St. Joseph Health System to St. Joseph Health.
The name change reflects its broader health car...
Strengthening The Locational Difference


The Methodist Hospital is now known as Houston Methodist Hospital.
Here are the...
Reasons










Acquired/affiliated/merged (38)
Communicate broader scope of care (17)
To better communicate af...
Where Is The Strategy?




Name change is often not driven by a strategic
process.
Rebranding often doesn't go much furt...
Changing Times
Hospitals and Railroads
Rise And Fall Of An Industry




Railroads had a golden age for
about 40 years until cars and
airplanes took over.
Railr...
Hospitals Are Facing Changing Times



Hospitals are no longer in just the hospital business.
Welcome to the care coordi...
Hence, A Brand New Name




One way an organization can emphasize this
renewed focus is through a name change.
The more ...
New Names Don’t Mean Anything






If the role is changing, what is the new name
representing?
If you don’t tell your ...
New Names Are Not New Brands







Brands answer the question: “Why You?”
Brands differentiate you from the rest.
Ma...
Our Consumer Research: People Worry






If they have the same name will I get the same
care? Everywhere -- like Star...
They Asked Us…


Isn’t or Shouldn’t Every Hospital Be The Same?
New Options Challenge Old Brands
Except Those With Higher Purpose
Curious, I Went Exploring







Name changing is clearly old, yet the robustness is a
new trend.
What if you kept you...
One Hospital System
Changed its name
Clear Strategy
Now the entire experience
One System Doing It Right: BayCare


Evolving name, brand and positioning since 1996.
It’s All BayCare Now
Future Focus







Name change set platform for acquisitions and
integration.
Created a division of hospitals along w...
From Clinical Care to Patient Experience


“What I can tell you is that health care systems should
borrow a page from bot...
It’s All About The Experience




Many aspects of this are hospitality such as: making
sure patients are comfortable wit...
Benefits of Strengthening Your Name
Build the brand. Introducing Dianne Auger.
St. Vincent’s Health Services Story


Let me introduce Dianne Auger here to carry on the
story about how she has led the ...
For St. Vincent’s…





In part, it is about the “Brand New.”
In part, about the “Brand Direction.”
And in large part,...
Welcome To St. Vincent’s


When you walk through these doors, you just feel
like this is where you “belong.”
St. Vincent’s Health Services
Bridgeport, Connecticut









473-bed community teaching and referral hospital
Fa...
The Need To Assess Our Brand


Health care is changing



CT landscape in flux and competitive



Demographics are chan...
To Build A Comprehensive Brand Strategy









Capabilities -- What do we do?
Personality -- How do we deliver wh...
St. Vincent’s Master Brand
Previous Position And Brand State








System currently supports unique identities (affiliates, service lines
and p...
St. Vincent’s Logos (sampling)
Key Questions






What is the positioning for the overall organization
(SVHS)?
How can we leverage the power of SVHS ...
Branding Journey



Internal, external and competitive review
Market research
SVHS articulation of position – what makes ...
What Did The Employee And Physician Stories Tell Us
About The Brand?
Serious Work!

At St. Vincent’s…











Ca...
How Does Our Market Connect With St.
Vincent’s? What Do Consumers Think?
Non-St. Vincent’s Patients

They want a place …
...
St. Vincent’s Patients -- Similar or Different?
St. Vincent’s Patients

Key Themes


Much more focused on how it feels to...
Brand Personality Research







400 online and 200 telephonic surveys
Probing key elements of the personalities perc...
What’s The Point?






The personality characteristics of St. Vincent’s resonate
with consumers.
This is a differentia...
Contrasts In Personality
St. Vincent’s








Compassionate
Open to cooperation
Comfortable
Has a big heart
Sensit...
What’s The St. Vincent’s Promise?


St. Vincent’s is:







A healthcare system where there is a community of caregi...
Cardiology Campaign
Key Question For Us


How do we fulfill the promise of "Gentler Hands and Sharper
Minds" in everything we do—across the e...
Launch Mattered
Here’s How We Live The Brand




Create an exceptional patient and family experience that
distinguishes our approach to ...
Stories: Why This All Matters
And For The Staff
Engagement Is Key!
Living The Brand In Changing Times
Assess and Identify Position








Research
Communicate Purpose
Research (docs ...
The Power of Brands
To Thrive In Changing Times!
Times Are A’ Changing


Remember the railroads.
Branding Is As Well


The Internet is changing:
 How

people decide.
 And, the power of brands in that decision making
...
Not Same As Before
Maybe It Is More Than A Name






Healthcare systems should consider their brands as
a vehicle to build relationships ...
Paradox Of Choice Is Real






Coming from rising
deductibles.
Confusion and cynicism over
the changes.
Power of the h...
In Changing Times, Healthcare Institutions...






Must simplify the decision
process.
Inspire people to feel that you...
Naming Decisions Should Focus On The Future




Name should set forth a map
with a brand story for who you
are and where...
What Stories Should Employees Tell?




What does the name mean to them?
They are your “brand” ambassadors.
Are your le...
Word-of-Mouth Wins




You have to convince consumers to convince other
consumers to believe in your brand, and talk abo...
All About The Experience






Must go beyond the expected and create
experiences that separate you from the rest.
Tru...
Remember We Are Humans


Brands Matter To Us Because…
Names Are Symbols


It is a name and a logo but
much more about what each
represents.
We are symbolic creatures.
 Langua...
Cannot Just Change Your Name




People want to believe in your brand promise.
They want to belong to your “flock.”
The...
Final Thoughts


To thrive in these changing times, remember that…
 Changing


Names Do Not Create New Brands.
And They...
What Do You Want To Be?


"They're not the best at what they do, they are the
only ones who do what they do." Jerry Garci...
Your Questions






Can you suggest strategies that would help us grow
our brand-share?
Do we have to have all of the ...
Your Questions


Is has always been especially hard for hospitals
and other healthcare systems to take branding and
marke...
Thanks To Our Sponsor: HIxD






Healthcare Innovation by Design (HIxD) is a global
network of healthcare delivery and...
Next Webinar January 17th At Noon EST.


Webinar #3: Consumer Data, Insights and
Innovation with Linda MacCracken, VP,
Tr...
For More Conversation And Information

Andrea J. Simon PhD
Corporate Anthropologist
President, Simon Associates Management...
Trends From the Trenches - Re-Branding Your "New" Healthcare System for Changing Times
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Trends From the Trenches - Re-Branding Your "New" Healthcare System for Changing Times

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Healthcare Innovation: Trends From The Trenches
Re-Branding Your "New" Healthcare System for Changing Times

Featured Speakers:
Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants
Dianne Auger, SVP, Marketing, St. Vincent’s Health Services
The second webinar is a highly informative discussion about branding and re-branding from the perspectives of those going through the challenges of:
- Re-branding their organization
- Internally branding to incorporate new ways of "living the brand"
- Transforming Physician Practices to Corporate Brands
- Protecting the equity of long-established brands

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Trends From the Trenches - Re-Branding Your "New" Healthcare System for Changing Times

  1. 1. BRANDING AND RE-BRANDING YOUR “NEW” HEALTHCARE SYSTEM FOR CHANGING TIMES Webinar #2 Healthcare Innovation: Trends from the Trenches
  2. 2. Our Presenters Andrea J. Simon PhD Corporate Anthropologist President Simon Associates Management Consultants Dianne Auger Senior Vice President, Marketing St. Vincent’s Medical Center President of the St. Vincent’s Foundation
  3. 3. Agenda For Today    Share early insights of research we are conducting on the abundance of name changes and re-brandings. Diane is going to share the power of a hospital “brand” and how to protect and re-invigorate it during dramatically changing times. Return to the question about why brands matter.
  4. 4. Why This Matters in Changing Times     Can you create and communicate a brand that still, or finally, makes you “the place to work” and “the place to go” for healthcare? Can you inspire your associates and physicians to “Live the Brand” and become your brand ambassadors? Is there a higher purpose? Can you do it in “innovative ways” that add “real value”—not just change your logo or your color palette?
  5. 5. Trends from the Trenches
  6. 6. The Future Is Very Fuzzy   A lot of discussion around the Value of Brands in the Future for Healthcare? Will they matter?
  7. 7. Or, Will Consumers Just Decide On…    Price? Convenience? Commoditized Services? Maybe they will struggle with the “Paradox of Choice”?
  8. 8. Trends from the Trenches    Widespread Name Changes. Without A Focus on The Brand. Name Re-invigoration: Those Staying True to Their Names and Building Their Brands, Internally and Externally.
  9. 9. So Many Are Changing Names! What does the new name really mean?
  10. 10. Recent Research We Conducted  Found 100+ Hospitals or Healthcare Systems that have changed their names in the past year…and we are still digging.
  11. 11. Here Is A Sample Old Name Genesis Medical Center Dirne Community Health Center LSU Medical Center E.A. Conway Medical Center Jefferson Regional Medical Center Lake View Hospital Kennewick General Hospital Jordan Hospital Via Christi Hospital on St. Francis St. Joseph Health System Cheboygan Memorial Hospital Evergreen Healthcare Sisters of Mercy Health Systems White County Community Hospital Research Belton Hospital Palomar Pomerado Health Collier Health Services BryanLGH Health System New Name Genesis Medical Center, Silvis Legacy Health University Health University Health Conway Jefferson Hospital St. Luke's Hospital Trios Health Beth Israel Deaconess Hospital-Plymouth Via Christi Hospital St. Francis St. Joseph Health McLaren Northern Michigan EvergreenHealth Mercy Highlands Medical Center Belton Regional Medical Center Palomar Health Healthcare Network of Southwest Florida Bryan Health
  12. 12. Lots of New Logos, Signs, Color Palettes
  13. 13. Rebranding With New Logo   Louisville, Ky.-based Baptist Healthcare System is changing its name to Baptist Health and rebranding all seven of its hospitals throughout the state, • Baptist Health Corbin • Baptist Health LaGrange • Baptist Health Lexington • Baptist Health Louisville • Baptist Health Madisonville • Baptist Health Paducah • Baptist Health Richmond
  14. 14. Eliminate Consumer Confusion  They found in the consumer focus groups that not one consumer could delineate between the facilities that had the Hughston name in them. Had to create better clarity.
  15. 15. Clarity of Who We Serve  Dirne Community Health Center changed its name to Legacy Health to communicate its openness to everyone in the community, regardless of health insurance. A common public perception was the organization served only people who could not afford insurance.
  16. 16. Better Reflect Commitment  Kennewick is now Trios. The name will better reflect its commitment to the Tri-Cities — the Washington cities of Kennewick, Pasco and Richland — and its growing range of services.
  17. 17. Return To The Original Name  Via Christi Hospital is changing three of its hospitals' names back to the originals. The health system changed the names of the Wichita hospitals to match their street names in 2009, but has decided the names should revert to their original brand.
  18. 18. New Name, Same Mission   St. Joseph Health System to St. Joseph Health. The name change reflects its broader health care goals. It embraces the spirit of our new networks of care, which focus not just on hospitals, but on the broader delivery of health care through our medical groups, outpatient services and other health care programs.
  19. 19. Strengthening The Locational Difference  The Methodist Hospital is now known as Houston Methodist Hospital. Here are the new names of the four other Texas hospitals, all of which are located in Houston, unless otherwise noted: • • • •  Houston Methodist Sugar Land (Texas) Hospital Houston Methodist West Hospital Houston Methodist Willowbrook Hospital Houston Methodist San Jacinto Hospital (Baytown) The Methodist system, now Houston Methodist, changed its name to differentiate its hospitals from approximately 80 other Methodist hospitals across the country.
  20. 20. Reasons          Acquired/affiliated/merged (38) Communicate broader scope of care (17) To better communicate affiliation/alignment with brand (14) Went back to original name (6) Uniform name within group (6) Clarify people it serves (6) Improve name recognition/perception/reputation (5) Save money/privatization (4) Differentiate from competition (2)
  21. 21. Where Is The Strategy?   Name change is often not driven by a strategic process. Rebranding often doesn't go much further than an organizational name change or creation of a new logo.
  22. 22. Changing Times Hospitals and Railroads
  23. 23. Rise And Fall Of An Industry   Railroads had a golden age for about 40 years until cars and airplanes took over. Railroads didn’t redefine themselves as being in the transportation business, quickly and strongly enough.
  24. 24. Hospitals Are Facing Changing Times   Hospitals are no longer in just the hospital business. Welcome to the care coordination business.
  25. 25. Hence, A Brand New Name   One way an organization can emphasize this renewed focus is through a name change. The more important question — what should that name mean and how to you make it come alive?
  26. 26. New Names Don’t Mean Anything    If the role is changing, what is the new name representing? If you don’t tell your story, people will just make one up. The changes are generating fundamental questions about what they really represent.
  27. 27. New Names Are Not New Brands      Brands answer the question: “Why You?” Brands differentiate you from the rest. Make it easier for people to anticipate the care they will receive. Help consumers make the right choices, for them. Very human to want to “belong.”
  28. 28. Our Consumer Research: People Worry     If they have the same name will I get the same care? Everywhere -- like Starbucks? What does the new name really mean? Maybe, its name doesn’t even matter any more? Everyone is changing names, so it is another fad.
  29. 29. They Asked Us…  Isn’t or Shouldn’t Every Hospital Be The Same?
  30. 30. New Options Challenge Old Brands
  31. 31. Except Those With Higher Purpose
  32. 32. Curious, I Went Exploring     Name changing is clearly old, yet the robustness is a new trend. What if you kept your name and your brand? Should you keep your old name and invest in the brand equity? Where could we see the new healthcare ‘manifesto’ emerging in the naming – “We are going to help keep you healthy.”
  33. 33. One Hospital System Changed its name Clear Strategy Now the entire experience
  34. 34. One System Doing It Right: BayCare  Evolving name, brand and positioning since 1996.
  35. 35. It’s All BayCare Now
  36. 36. Future Focus     Name change set platform for acquisitions and integration. Created a division of hospitals along with BayCare Physician Partners. Strategically focused on population health and wellness. Online experience emphasizes how they can help you, throughout the entire BayCare.
  37. 37. From Clinical Care to Patient Experience  “What I can tell you is that health care systems should borrow a page from both the retail and hospitality sectors as medicine becomes more retail (outpatient and physician office) and focused on the patient experience. Our own system evolution has changed the definition of quality from a clinical focus to a focus on delivering a better patient experience in all care settings.” Stewart Schaffer, SVP Marketing
  38. 38. It’s All About The Experience   Many aspects of this are hospitality such as: making sure patients are comfortable with a minimum of pain, or a quiet hospital, patient advocacy, concierge-like care coordination and discharge planning, ‘all hands’ approach when responding to nurse call buttons. BayCare’s brand is evolving to stand for a great health care experience using retail and hospitality benchmarks.
  39. 39. Benefits of Strengthening Your Name Build the brand. Introducing Dianne Auger.
  40. 40. St. Vincent’s Health Services Story  Let me introduce Dianne Auger here to carry on the story about how she has led the process for her brand’s resurgence, the rise in internal purpose, and the “living the brand” effort at St. Vincent’s Health Services in Bridgeport, CT.
  41. 41. For St. Vincent’s…     In part, it is about the “Brand New.” In part, about the “Brand Direction.” And in large part, it is about “Brand Invigoration.” Not just about a name, but what it really means.
  42. 42. Welcome To St. Vincent’s  When you walk through these doors, you just feel like this is where you “belong.”
  43. 43. St. Vincent’s Health Services Bridgeport, Connecticut         473-bed community teaching and referral hospital Family Health Center and outreach services 76-bed inpatient psychiatric facility Health sciences college Special needs school and residential programs Foundation Member, Ascension Health, Largest Catholic healthcare system in the U.S. Founded in 1903 as Daughter of Charity Hospital to serve poor and vulnerable
  44. 44. The Need To Assess Our Brand  Health care is changing  CT landscape in flux and competitive  Demographics are changing  Consumer expectations - more sophisticated    Social media – who are we in this world? Perceived strength in brand – is it optimizing growth opportunities across our entire system, now and in the future? What is our position? (informs the brand strategy)
  45. 45. To Build A Comprehensive Brand Strategy        Capabilities -- What do we do? Personality -- How do we deliver what we say we do? Internal Values and Culture -- What do we care about most? How do we treat one another? Shared Values and Community -- What do we have in common? Noble Purpose -- Why do we exist? Position -- Who are we in the market? Brand essence -- Is it unique? Is it a meaningful experience? Is it scalable?
  46. 46. St. Vincent’s Master Brand
  47. 47. Previous Position And Brand State     System currently supports unique identities (affiliates, service lines and programs) and independent department decision-making regarding the position and marketing of those identities. Individual goals, strategies, programs -- not yet fully integrated at this point in the life of SVHS. Duplicative cost structure (websites, marketing efforts, collateral, advertising…) Strategy for integration is evolving -- opportunity to evaluate and create end state vision.
  48. 48. St. Vincent’s Logos (sampling)
  49. 49. Key Questions    What is the positioning for the overall organization (SVHS)? How can we leverage the power of SVHS to grow into new markets and new services? What do our stakeholders think about us?   Associates, physicians, patients, consumers, donors, volunteers What about potential new affiliations and co-branding (MD Anderson, Quinnipiac Medical School, others).
  50. 50. Branding Journey  Internal, external and competitive review Market research SVHS articulation of position – what makes it valued, different, competitive, and relevant Determine if positioning is valued and understood by stakeholders (internal and external) Not an exploration about logos, that was catalyst  Collective agreement about how we live the St. Vincent’s Brand    
  51. 51. What Did The Employee And Physician Stories Tell Us About The Brand? Serious Work! At St. Vincent’s…        Caring and Sharing; Smiling, & Touch Like a “Family” Believe it is all about the patient Not just a “team,” but a “community” of caregivers Very spiritual -- you just “feel it” and “see it” in their faces, greetings, & the way they help you We anticipate what a patient, physician or colleague needs It is a place where you belong.
  52. 52. How Does Our Market Connect With St. Vincent’s? What Do Consumers Think? Non-St. Vincent’s Patients They want a place …        That makes it simpler and easier Where they trust that the doctor is worried about them Where the systems work well Where there is cleanliness and orderliness “Where I can get the information that I need, the way I want it, when I need it” Where someone cares about “me” And please, take out the complexity
  53. 53. St. Vincent’s Patients -- Similar or Different? St. Vincent’s Patients Key Themes  Much more focused on how it feels to get care  They want to feel like:  They belong, like family  That nurse’s smile and soft voice, touch is about them  Almost as if the doctor is necessary but the nurses are the critical experience  They understand what my family needs  Must be new and clean (and safe) -- all expected  Of course, has the latest technology and best doctors  And is really well organized: “ducks lined up in a row”
  54. 54. Brand Personality Research     400 online and 200 telephonic surveys Probing key elements of the personalities perceived by consumers of St. Vincent’s and the competition Designed to get at the personality drivers that answer the question “why you?” and “why not the others?” Were we a brand that people want to “avoid vs. approach”?
  55. 55. What’s The Point?    The personality characteristics of St. Vincent’s resonate with consumers. This is a differentiator we can use to set the St. Vincent’s experience apart from the competition and it is the experience that they are looking for. And we already behave that way -- the experiences that people want to approach (not avoid) are the ones already taking place, as evidenced by our own patient stories.
  56. 56. Contrasts In Personality St. Vincent’s        Compassionate Open to cooperation Comfortable Has a big heart Sensitive Confidently quiet Open to new ideas Largest Competitor        Aims for achievement Seeks attention Formal Hurried Distant More clinical Lacks a calming influence
  57. 57. What’s The St. Vincent’s Promise?  St. Vincent’s is:     A healthcare system where there is a community of caregivers whose compassion makes us better at what we do for our patients and their families. We listen more carefully, we work together more effectively and efficiently, and we use the tools of modern medicine more skillfully. We bring our hearts and our minds to work, every day. We help patients and their families feel calmer and more confident in a stressful time in their lives.
  58. 58. Cardiology Campaign
  59. 59. Key Question For Us  How do we fulfill the promise of "Gentler Hands and Sharper Minds" in everything we do—across the entire SVHS organization?  Each other  Physicians  Our patients and their families  Our students and their teachers  Our friends and our community
  60. 60. Launch Mattered
  61. 61. Here’s How We Live The Brand   Create an exceptional patient and family experience that distinguishes our approach to healthcare across the entire organization. Ambassadors: every associate must be an ambassador for St. Vincent’s.  Keep the brand promise together  Work here with pride  Tell friends and families what a great place it is to work
  62. 62. Stories: Why This All Matters
  63. 63. And For The Staff
  64. 64. Engagement Is Key!
  65. 65. Living The Brand In Changing Times Assess and Identify Position       Research Communicate Purpose Research (docs need this) Land on Position, Gain Agreement Be consistent Tell your Story -- before someone else does Live the Brand       Be intentional Use across the organization Communicate widely Launch with Fun Hire for “brand fit” Not a program, behaviors that are trained, recognized and rewarded
  66. 66. The Power of Brands To Thrive In Changing Times!
  67. 67. Times Are A’ Changing  Remember the railroads.
  68. 68. Branding Is As Well  The Internet is changing:  How people decide.  And, the power of brands in that decision making process.
  69. 69. Not Same As Before
  70. 70. Maybe It Is More Than A Name    Healthcare systems should consider their brands as a vehicle to build relationships with consumers, again and in different ways. Brands are a beacon to unify a system across multiple touch points and points of care. Are you the Starbucks of Healthcare?
  71. 71. Paradox Of Choice Is Real    Coming from rising deductibles. Confusion and cynicism over the changes. Power of the habits and attachment to what they know and have always done.
  72. 72. In Changing Times, Healthcare Institutions...    Must simplify the decision process. Inspire people to feel that you are the right solution for their new personal needs. Be their compass.
  73. 73. Naming Decisions Should Focus On The Future   Name should set forth a map with a brand story for who you are and where you are going. Creates the mind-map for your users.
  74. 74. What Stories Should Employees Tell?    What does the name mean to them? They are your “brand” ambassadors. Are your leaders, as brand builders, driving change and inspiring employees, physicians and patients?
  75. 75. Word-of-Mouth Wins   You have to convince consumers to convince other consumers to believe in your brand, and talk about it as the right solution. You should want a lot of good conversations happening.
  76. 76. All About The Experience     Must go beyond the expected and create experiences that separate you from the rest. True to the brand promise. Brings the brand to life in a way that is ‘own-able.’ Are you the “best of the rest or the ‘only’?”
  77. 77. Remember We Are Humans  Brands Matter To Us Because…
  78. 78. Names Are Symbols  It is a name and a logo but much more about what each represents. We are symbolic creatures.  Language and symbols matter.  Intangible experiences have meaning. 
  79. 79. Cannot Just Change Your Name    People want to believe in your brand promise. They want to belong to your “flock.” They ask, “Can you:  Help Me  Connect with Me  Engage with Me”
  80. 80. Final Thoughts  To thrive in these changing times, remember that…  Changing  Names Do Not Create New Brands. And They May Dilute The Ones You Had.     New names need new stories. Staff need to embrace and live the new brand. They need to tell the story with authenticity. The New Healthcare is not a place or a thing but an experience.
  81. 81. What Do You Want To Be?  "They're not the best at what they do, they are the only ones who do what they do." Jerry Garcia
  82. 82. Your Questions    Can you suggest strategies that would help us grow our brand-share? Do we have to have all of the named-hospitals or physician offices have similar experiences? And how do you do that? Dianne, what are some specific things you are doing to get your employees to live the brand?
  83. 83. Your Questions  Is has always been especially hard for hospitals and other healthcare systems to take branding and marketing all that seriously, when their larger mission is to save lives and help cure the sick? Does marketing end up taking a backseat at hospitals more often than it should? Or is that changing now that hospitals need to become better businesses attracting new patients to survive?
  84. 84. Thanks To Our Sponsor: HIxD    Healthcare Innovation by Design (HIxD) is a global network of healthcare delivery and experience innovators. HIxD is the premiere resource for healthcare innovation knowledge, networking and career development. HIxD's 6800 members are executives, entrepreneurs, clinicians, designers, architects, engineers and IT professionals. http://www.healthcareinnovationbydesign.com
  85. 85. Next Webinar January 17th At Noon EST.  Webinar #3: Consumer Data, Insights and Innovation with Linda MacCracken, VP, Truven Health Analytics and Adjunct Lecturer, Harvard School of Public Health January 17, 2014 at 12:00 PM EST
  86. 86. For More Conversation And Information Andrea J. Simon PhD Corporate Anthropologist President, Simon Associates Management Consultants asimon@simonassociates.net Office 914-245-1641 www.simonassociates.net @simonandi Dianne Auger Senior Vice President St. Vincent’s Medical Center President St. Vincent’s Foundation dianne.auger@stvincents.org www.stvincents.org
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