VVMC seeks to become the premier medical provider in the Vail Valley. To achieve this, the brand plan outlines objectives to increase awareness of VVMC's services, technology, and patient care. This includes adopting graphical standards, establishing physician relationships, engaging in community events, and exploring additional services. The plan also involves analyzing VVMC's brand equity and positioning compared to competitors, and developing strategies around products, pricing, channels, marketing communications, and performance tracking to strengthen the brand over time.

1. Brand Management Plan for Holly Simonton COMM 4301 Branding and Market Positioning Winter 2011

2. Table of Contents

3. Section 1:Brand Positioning

5. VVMC must establish relationships with local healthcare providers to ensure patients are referred to VVMC services.

6. VVMC must engage in community events to establish its role as the community healthcare provider.

8. Is a 501(3)c not for profit, community hospital, governed by a Board of Directors comprised of community members.

9. Orthopedic surgeon, Dr. Richard Steadman, relocated his world renowned surgical and research clinics to VVMC campus bringing international attention to VVMC.

11. 2010 VVMC announces that the main hospital building will remain in the Town of Vail after concern that the facility would move to another location within the Vail Valley.

14. Patients from foreign countries are willing to travel to Vail for health care.

15. Insurance companies are increasingly paying for wellness.

17. Medical service pricing is controlled by insurance companies.

18. Individuals are encouraged to use facilities within their insurance network.

19. The location offers a unique environment for healing.

20. The individuals who work at VVMC take part in an active, outdoor lifestyle and are often avid athletes.

23. Metropolitan medical centers within 2 hour drive.

24. Neighboring medical centers have larger, newer, more appealing facilities as well as room for expansion.

26. Brand Equity Evaluation

27. Section 2:Brand Planning

28. Product Strategy Reduce employee turnover, especially on executive team. Continue to promote relationship with Olympic Teams, Steadman Clinic and other high visibility affiliations. Highlight exceptional level of technology to recruit staff and attract patients Promote awards and accreditations received by VVMC. Recommendations

29. Project Strategy continued Recommendations Support community events to raise awareness of VVMC its services and philanthropy. Provide educational materials and events to promote prevention. Partner with county, Vail Resorts and local townships.

30. Pricing Strategy Continue steps that are successful today. Ensure patient billing is accurate to receive most satisfactory payments from insurance companies. Ensure patient billing is expedient and clearly explained to patients. Use LEAN as a tool to reduce costs and increase efficiency. Ensure Medicare requirements for payment are met.

31. Channel Strategy Highlight patient testimonials to gain word-of-mouth recommendations. Develop occupational health and wellness programs with local employers. Provide electronic medical records to build accessible, accurate and continuous records patients and physicians. Patients and physicians can access full medical record electronically. Develop referring physician program to increase referrals to specialty services.

32. Marketing Communication Recommendations Develop intranet to communicate efficiently within the organization. Launch social media campaign to reach younger audiences and interactive component to communication. Pair TV and radio ad messaging with print media to reinforce VVMC brand and its services.

33. Personalized Marketing Develop “Executive Medicine” for patients who do not rely on insurance. Allow patients and physicians to schedule via the web. Promote naming opportunities for philanthropists.

34. Integrated Marketing Pull current marketing methods into cohesive plan. Build model and templates to allow ads, collateral, and messaging to be created more easily while remaining true to the brand. Adhere to clear consistent messaging in all avenue Print Radio and TV Internal Communication Social Media

35. Section 3:Brand Performance

36. Collect Data How patients choose VVMC Where patients main residence is located Which physicians refer patients Eagle County demographics Demographics of foreign patients Apply data collected to marketing and expansion plans. Continue to foster employee satisfaction Recommendations

37. Key Performance Indicators Direct Indirect Number of patient visits including hospitalizations, surgeries and diagnostic services. Revenue collected Ability to meet department budgets Employee turnover Awards Accreditations Avatar (patient satisfaction) scores.

38. Brand Measurement System

39. Brand Measurement continued

40. Tracking Quarterly Reports by Department

41. Tracking Continued Quarterly Financial Reports

42. Tracking Continued

43. Communication Bimonthly reports at Leadership Meeting Quarterly Employee Town Hall Meeting Monthly Board Meetings Information provided by Vice Presidents

44. Brand Management Steps to Brand Success

46. Accessible to all employees

47. Established rules, and templates

48. Clearly identify related services

50. Summary