Dr. Epstein, Dr. Levine, Dr. Burkman, Dr. Earle, Dr. Frankel, Dr. Rose, Dr. Seymour, Dr. Mertens, Dr. Barnoon
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. Understanding the essence of what makes Baystate better, in the minds of consumers, will differentiate us from competitors. 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. 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.”
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. Needs to depict the promise—confident, the best, premier; the only choice really Needed to stay within our trademark and registrations Needed to work within the architecture—showing linkage, rather than ownership, showing brand strength, and sub brand prominence Needs to stay recognizable; a lot of equity in the current cross/family/look Needs to depict the promise—confident, the best, premier; the only choice really Needed to stay within our trademark and registrations Needed to work within the architecture—showing linkage, rather than ownership, showing brand strength, and sub brand prominence
Managing Your Brand's Health
Managing Your Brand’s Health to
Enjoy the Long Term Rewards of
Joel English, BVK
Suzanne Hendery, Baystate Health
• The good news is that you have
accomplished something by creating
a strategic Brand Strategy!
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
• Communicate it in a successful way.
• Determine means to measure your
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.
Organizations can conduct business
without strong brands, but this leaves
...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
...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
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
brand promise. The
goal is to create a
that matches or exceeds
the promise made.
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
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
• 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
• The most common breakdown in brand
development is in an inside out brand, the second
is to not operationalize it.
• The bad news is that a lot of hard
work is still to come.
Keeping Your Brand Alive and
• Keeping Senior Leadership engaged and
• Branding is discipline and process not a
• Making sure that experience matches the
• Making sure that the promise is accurately
and consistently conveyed in
• Keeping it relevant.
Keeping Your Brand Alive and
• 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
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
• 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
• Consumer Brand Survey (quantitative)
Attitudes, perceptions, experiences (you/competitors),
uniqueness, preference, confidence, loyalty
• Focus Groups (qualitative) of Consumers, Employees,
How can we exceed your expectations? Nomenclature,
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
Year 2 Checklist
1. Brand Committee
• strategy from research
• brand promise (test)
2. Operations Sub-Committees
• plan, accountability and budget
3. Visual/Message Audit
• logo and graphic standards
• key messages
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
• The essence of the brand
• Aspirational but achievable
• Enterprise wide
• From your customers (not your boss!)
Brand Promise Elements
• Articulates your promise in the context of
• 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
The Brand Promise Test
• Is it valuable?
• Is it believable for you?
• Is it differentiating?
• Is it durable?
Year 3 Checklist
1. “Living the brand” internal plan
• performance reviews
• events and recognition
• communications (speeches, mtgs, ltrs, etc.)
2. External communications plan
• operational changes in place
• integrate brand in all messages/advertising
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
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)
Hard-Earned Baystate Brand
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.
Key Lessons Learned
• Keep Senior Leadership engaged
• Get the Board on board.
• Have your CEO be your brand
• Practice the 28 day rule.
• Have marketing at the Senior
Manage The Brand Experience
• Multi disciplinary experience design team
including marketing opportunities,
• Take on small/self contained experience
• Employer branding strategy linked to
• Attract the right kind of people/reward them.
• Survey employees to determine negative
word of mouth.
• Script employees.
Is the Promise Accurately
• 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
• Marketing can only easily control what they do
and they can’t do it all.
• Look for tactical drift.
• From entity to entity or service line to service
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
• The role of the CEO is critical.
• A sound research foundation is
Make Brand Architecture
Adjustments To Address
• Changes in brand equity.
• New ventures/implications.
• Risks involved in partnerships.
• Changing consumer sentiments/life
Maintain The Integrity Of Results
• 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