Managing Your Brand's Health
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Managing Your Brand's Health

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Learn how to build and manage your brand's health to enjoy the long-term rewards of brand equity

Learn how to build and manage your brand's health to enjoy the long-term rewards of brand equity

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  • Dr. Epstein, Dr. Levine, Dr. Burkman, Dr. Earle, Dr. Frankel, Dr. Rose, Dr. Seymour, Dr. Mertens, Dr. Barnoon <br />
  • Joel discussed the “laddering” research question technique which is used to discover the underlying motivation behind attitudes and behaviors. i.e. Michelin tires are more than tires, they are “what you and your family are riding on,” and show that you care as a parent and caregiver. This research led to the ‘baby inside the tire’ brand association that the company has used successfully for years, and differentiates them from other tire companies. <br /> Understanding the essence of what makes Baystate better, in the minds of consumers, will differentiate us from competitors. <br /> Our promise must be aspirational, meaning that consumers believe “Baystate knows what’s important to me…sometimes before I do.” Promise also has to be directly on target, or internal audiences and consumers will not believe it. <br /> Joel discussed the success of the Sears “softer side” campaign, and how the Kmart brand slipped away and became synonymous with poor value---”blue light special.” <br />
  • Suzanne also has posters. (Delete Ware Campus under Baystate+MLH.) Feedback was that the Baystate Graphic look was very well recognized as ‘our sign and credibility’; there is a lot of equity in the current cross/family/look. We look to, as Donna mentioned at the Board Retreat, change the name from Baystate Health System to Baystate Health to reflect our strategic focus on health and wellness. Will change from current Fenice typeface to a new Dinn typeface which is easier to read, especially on signage, and better represents Baystate’s progressive leadership position. The cross is an element that ‘balances’ the Baystate word and the entity, and shows, like a + sign or a fulcrum, a balance and equity that consumers, physicians and staff found pleasing. (Note to Joel, need to get better clarity on this slide, delete Ware Campus from under Baystate+Mary Lane Hospital. <br /> Needs to depict the promise—confident, the best, premier; the only choice really <br /> Needed to stay within our trademark and registrations <br /> Needed to work within the architecture—showing linkage, rather than ownership, showing brand strength, and sub brand prominence <br /> Needs to stay recognizable; a lot of equity in the current cross/family/look <br /> Needs to depict the promise—confident, the best, premier; the only choice really <br /> Needed to stay within our trademark and registrations <br /> Needed to work within the architecture—showing linkage, rather than ownership, showing brand strength, and sub brand prominence <br />

Transcript

  • 1. Managing Your Brand’s Health to Enjoy the Long Term Rewards of Brand Equity Joel English, BVK Suzanne Hendery, Baystate Health
  • 2. Congratulations • The good news is that you have accomplished something by creating a strategic Brand Strategy!
  • 3. It Was, No Doubt The Result Of Hard Work To: • Educate leadership on what branding is and isn’t. • Create a customer-centric brand foundation through research. • Engage the organization in living the brand. • Communicate it in a successful way. • Determine means to measure your brand’s health.
  • 4. Defining Brand A brand is a combination of functional, intellectual and emotional characteristics that defines a certain image or personality which, in turn, drives a level of affinity (usage) among certain customers. functional emotionalintellectual affinity usage certain
  • 5. Organizations can conduct business without strong brands, but this leaves them vulnerable
  • 6. The Promise The Architecture The Experience ...is that part of the brand/consumer dialogue where the organization actively communicates what consumers can expect when they interact with the brand. The statement must be believable, meaningful, differentiating, and supportable by the organization. This statement determines the brand rules by which the entire organization operates. ...refers to the structure of your brand family. The naming convention that an organization uses for all of the brands in its brand family helps to support both the brand promise and the brand experience. Names set expectations regarding the brand dialogue before, during, and after the experience. The Brand Dialogue ...is the dialogue the brand has with consumers as they experience the brand. It relates to how the organization operationalizes the brand promise. The goal is to create a customer experience that matches or exceeds the promise made. BRAND A brand is a set of expectations and experiences created in a consumer’s mind through a dialogue. The more meaningful that dialogue is, the stronger the brand. Source: Klein & Partners
  • 7. You Know The Following: • Brand strategy is a business strategy not a tactic. • Spending on a building brand equity is a long term strategic investment, not a short term expense. • Brand management is a discipline that extends well beyond the marketing department. • CEO as Brand Champion • Brands built on personality/portrayal have less leverage than those based on a branded experience. • The most common breakdown in brand development is in an inside out brand, the second is to not operationalize it.
  • 8. • The bad news is that a lot of hard work is still to come.
  • 9. Keeping Your Brand Alive and Well: • Keeping Senior Leadership engaged and on script. • Branding is discipline and process not a campaign. • Making sure that experience matches the promise. • Making sure that the promise is accurately and consistently conveyed in communications. • Keeping it relevant.
  • 10. Keeping Your Brand Alive and Well: • Keeping internal politics from diluting or killing the brand • Being “nibbled to death by guppies” • Adjusting brand/architecture to address new component • Maintaining the integrity of results measurement
  • 11. Case Study Baystate Health Springfield, MA
  • 12. Where Do You Start? (the underpinnings of the Baystate brand) 1. A Vision 2. A Mission 3. Measurable Goals/Strategic Plan 4. Operating Principles (Service Standards) 5. Service Recovery Program 6. Reward & Recognition Program 7. Commitment from Senior Management
  • 13. Baystate’s Brand Year 1 1. Commitment 2. Consultant 3. Research • Exec Interviews/Brand Workshop How would org benefit? consumers? What defines a strong brand? Perceptions, the experience, core essence, target segments, uniqueness. How will success be measured? • Consumer Brand Survey (quantitative) Attitudes, perceptions, experiences (you/competitors), uniqueness, preference, confidence, loyalty • Focus Groups (qualitative) of Consumers, Employees, Others) How can we exceed your expectations? Nomenclature, architecture
  • 14. The Benefits of Branding What Our Physicians Said… “15 years ago, when people thought of ‘Baystate,’ they thought of Baystate West the shopping mall, now we have an identity as the medical center, the leader. It’s generally favorable, and I think it’s advantageous to use the same name for all of us-- Baystate, throughout the entire system so that they know we’ve got primary care docs, facilities, acute care hospitals, a children’s hospital, a cancer center, etc.”
  • 15. Baystate’s Brand Year 2 Checklist 1. Brand Committee • strategy from research • brand promise (test) • Logo/nomenclature 2. Operations Sub-Committees • action • timing • plan, accountability and budget 3. Visual/Message Audit • logo and graphic standards • key messages • training
  • 16. Baystate’s Brand ‘Promise’ 1. Brand Image (Research) • Who you are today (from both internal and external perspectives) 2. Brand Identity (Promise) • Who you and your customers want you to be • The essence of the brand • Aspirational but achievable • Enterprise wide • From your customers (not your boss!)
  • 17. Brand Promise Elements • Articulates your promise in the context of 3 dimensions • Functional benefits Single-minded for dependability • Emotional benefits All emotional, ‘those you love will say’ wow’! • Self-expressive benefits Nike expresses, “I am a performer.” • The most defensible brands blend all dimensions
  • 18. The Brand Promise Test • Is it valuable? • Is it believable for you? • Is it differentiating? • Is it durable?
  • 19. New Name & Graphic Structure 2. Baystate name
  • 20. Baystate’s Brand Year 3 Checklist 1. “Living the brand” internal plan • orientation • performance reviews • training • events and recognition • communications (speeches, mtgs, ltrs, etc.) 2. External communications plan • operational changes in place • integrate brand in all messages/advertising
  • 21. Baystate Branding Time Frames Name Changed Baystate Health Oct 1, 2005 Baystate Medical Center “ Baystate Children’s Hospital “ Baystate Health Ambulance “ Baystate Mary Lane Hospital Jan 31, 2006 Baystate Medical Practices Apr-June 2006
  • 22. The Brand in Action
  • 23. Baystate’s Brand Year 4 Checklist 1. Evaluate ROI • Adapt to environment • Develop organizational structure to manage brand long-term • Conduct additional research (name recognition and recall, awareness, preference, “best reputation measures,” customer satisfaction, employee satisfaction, recall of branding attributes, messages)
  • 24. Hard-Earned Baystate Brand Lessons 1. Customers own the brand, but we manage it 2. Experience is the most important driver 3. Ask your customers 4. Beware of the silk purse/sow’s ear problem 5. A brand strategy is like naming a child 6. Research: don’t ask the question if you can’t live with the answer 7. The best brands own the high ground—your customers and employees must be proud of who you are and what you stand for…always.
  • 25. Key Lessons Learned • Keep Senior Leadership engaged • Get the Board on board. • Have your CEO be your brand champion. • Practice the 28 day rule. • Have marketing at the Senior Leadership table.
  • 26. Manage The Brand Experience • Multi disciplinary experience design team including marketing opportunities, clinical/nursing leadership. • Take on small/self contained experience design assignments. • Employer branding strategy linked to consumer strategy. • Attract the right kind of people/reward them. • Survey employees to determine negative word of mouth. • Script employees.
  • 27. Is the Promise Accurately Conveyed? • Don’t over promise – a little aspiration is OK – a lot can be disastrous. • Focus on creating standards… templates to keep the organization tools within brand standards. • Marketing can only easily control what they do and they can’t do it all. • Look for tactical drift. • Voice/tone • From entity to entity or service line to service line.
  • 28. Keep Internal Politics From Diluting Or Killing The Brand • This is very difficult to do – you are often dealing with multiple CEOs and physicians (sometimes board members). • The role of the CEO is critical. • A sound research foundation is critical.
  • 29. Make Brand Architecture Adjustments To Address • Changes in brand equity. • New ventures/implications. • Risks involved in partnerships. • Changing consumer sentiments/life style issues.
  • 30. Maintain The Integrity Of Results Measurement • Create a dash board group of indicators/research method and stick to it. It should be the first element of brand budget, not the last. • New ideas – flighted research. • Don’t forget new research tools like web based research.