The document provides guidance on establishing an effective brand strategy for healthcare organizations. It outlines that successful branding efforts transform branding from a short-term project into a long-term discipline. It recommends establishing buy-in from key stakeholders, using research to guide decision making, developing a brand book to guide future decisions, and sustaining momentum through ongoing executive support and communication. The overall aim is to link the brand to business outcomes and establish a high-performance brand.
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Fundamentals Of Marketing & Customer Serviceguest082e19
This Presentation helps the beginner, to explore makreting concepts & to build insight to whom ever been intrested in establishing a poisition in Today's competing market.
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Fundamentals Of Marketing & Customer Serviceguest082e19
This Presentation helps the beginner, to explore makreting concepts & to build insight to whom ever been intrested in establishing a poisition in Today's competing market.
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
An understanding of return on investment (ROI) on employee enables an organization to strategically align the efforts prioritized for its human capital management initiatives to those that can have the most influence on the performance outcomes.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Revealing the Leading Practices of High-Performing, Go-to-Market Technology Alliances. Learn from the best. Discover what distinguishes high-performing alliances and they do differently from their peers.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Best organizations are able to adapt to change; they successfully overcome problems and face challenges. The current crisis has shown that those abilities –in addition to make sense of business, encourage people, establish relationships and achieve a good reputation– are the way to obtain the best results.
An understanding of return on investment (ROI) on employee enables an organization to strategically align the efforts prioritized for its human capital management initiatives to those that can have the most influence on the performance outcomes.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Revealing the Leading Practices of High-Performing, Go-to-Market Technology Alliances. Learn from the best. Discover what distinguishes high-performing alliances and they do differently from their peers.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Best organizations are able to adapt to change; they successfully overcome problems and face challenges. The current crisis has shown that those abilities –in addition to make sense of business, encourage people, establish relationships and achieve a good reputation– are the way to obtain the best results.
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Examples of conscious integration of learning organization principles into Marketing are scarce. We’re just starting to acknowledge that we’re behind other organizational functions in our learning process.
Target MarketAs marketing consultants, our firm will work with y.docxmattinsonjanel
Target Market
As marketing consultants, our firm will work with you and your organization and administration group in an expert item dispatch, marking research, or business measuring or focusing on engagement. Since every customer organization or firm is special with its own arrangement of issues and opportunities, we regularly start our association with a choice recognizable proof and illumination engagement what we call Decision Mapping. This distinguishes the most applicable issues, opportunities, and issues most important, and serves to elucidate the choice motivation. We accept this is a critical stride to guarantee as specialists to your organization, that our examination or promoting technique engagement meets your particular administration prerequisites. Further, Decision Mapping spares both time and cash as it hones concentrate as to the accurate work which should be proficient in our staying counseling or statistical surveying work for your organization. (Clarke, & Charmaz, (Eds.). 2014).
To start with, we are not industry pros or specialists. Our theory is that we bring a toolbox of systematic and administration abilities to the table. We bring profound industry learning of your business. The mixing of our useful and administration aptitude, and your insight into your own business and industry, settles on for a beneficial choice centered engagement. (Clarke, & Charmaz, (Eds.). 2014).
Market Needs
Brilliant organizations realize that cunning and viable showcasing is the way to accomplishment amid both great and awful monetary times which we are prepared to give. The issue is that numerous organizations are thinking that it’s difficult to adjust their promoting systems to today's financial atmosphere. This is not astonishing as fruitful business advancement obliges advertising background and information that numerous organizations don't have in-house. Putting resources into an accomplished business advertising expert can give associations the help they have to reconnect with their clients and advance their items and administrations all the more successfully. (Hollensen, 2015).
Proceeded with development in medicinal services consumptions and huge changes in human services scope are making interest for counseling ventures. This incorporates an emphasis on advanced wellbeing records and an emotional requirement for more prominent productivity and expense control. Consultancies that emphasis on activities that plainly decrease business expenses and upgrade working benefits in a sensibly brief time of time will locate a ready corporate business sector, (for example, advisors who concentrate on income improvement, production network productivity and assembling proficiency). (Hollensen, 2015).
Market Trends and Growth
Alliance Marketing Consultants incomes (counting HR, IT, method, operations, administration and business counseling administrations) will speak the truth $1,100,000 in 2002, as indicated by our exploration gauges. This sp ...
MARKETING PLAN
Marketing Plan
Jessica Peterson
Rasmussen College
Author Note
This paper is being submitted on July 26th, 2015 Elisa Frederick’s Advanced Principles of Marketing
Marketing Plan
Positioning Strategy
Alliance Marketing Consultants offers organizations, government foundations, non-government associations (NGO), and people solid, brilliant, and financially savvy counseling administrations for different purposes. This key aspect makes the company unique and separates it from the competitors. It targets the services that plainly decrease business expenses and upgrade working benefits in a sensibly brief time of time will locate a ready corporate business sector. The decision mapping approach is another key aspect which separates the company from the competitors, as it spares both time and cash as it hones concentrate as to the accurate work which should be proficient in our staying counseling or statistical surveying work for your organization.
Product Strategy
Production strategy refers to the pattern of decisions or actions that the organization takes to produce goods or services. Alliance Marketing Consultants always puts in mind the following Production Strategies while developing a new product.
· Investment to made for production
· Technology to be used for production
· Training to be given to the production staff
· Production schedule to be followed
· Goods and services to be produced
· When to introduce the product
With these strategies identified and determined, it then becomes easier to counter the available competition by making the product unique when compared to those offered in the market.
Pricing Strategy
Penetration pricing is the best strategy for Alliance Marketing Consultants. It is not similar to price dealing, which some marketers market temporary low prices to new products when first hitting the market Penetration pricing is a perfect strategy for a new business entering into the new market and looking to build on a moderate market share. The demand for the product is consider to be elastic, i.e. the demanding prices and new consumers will be attracted to Alliance Marketing Consultants, and customers that are willing to buy more for a low price. Alliance Marketing Consultants will be successful if the strategize the penetration strategy correctly to lead to great sale volumes and market shares. It will be marketing their services with affordable pricing will attract more sales, after which the prices will shoot with a small margin
Distribution Strategy
Distribution channels determine how a business will reach the customer. As the products and services move through the distribution channel to the customer, a price mark-up occurs at each stage of the network. Alliance Marketing Consultants distribution strategy is to use a direct distribution channel with an e-commerce component. The target market includes commercial customers with retail, places of worship, health facilities, and restaura ...
An ebook that explains the concept of amplifying messages via social profiles of employees, discusses the pros and cons of the approach, as well as best practices to adopt during implementation.
Get a jump on your competition by understanding the strategic marketing framework process and produce a Growth Playbook to keep your marketing effort on track. Download our whitepaper, Growing Strategically for all the details.
ARTWORK Markus Linnenbrink HOWTOSURVIVE, 2012, epoxy resin .docxrossskuddershamus
ARTWORK Markus Linnenbrink
HOWTOSURVIVE, 2012, epoxy resin
on wood, 13" x 17"
Spotlight
64 Harvard Business Review July–August 2014
SPOTLIGHT ON THE NEW MARKETING ORGANIZATION
Aditya Joshi is a partner at
Bain & Company, a leader in
the Customer Strategy and
Marketing practice, and the
head of the firm’s Marketing
Excellence area.
Eduardo Giménez is a
partner at Bain and a
member of the firm’s
Consumer Goods practice
in Europe, with a focus on
marketing organizations.
Decision-Driven
Marketing
Good decision processes break down silos
and improve performance. by Aditya Joshi
and Eduardo Giménez
Marketers have always had to build brands, create demand, promote sales, and help their companies earn custom-ers’ loyalty. But today’s turbulent environment means they must play critical new roles: They must be strate-gists, allocating scarce resources to support company priorities and increasing return on investment. They must be technologists, tracking and capitalizing on the most useful of the sophisticated technologies that are flooding their field. And they must be scientists, because the future of their business may not look much like the
HBR.ORG
July–August 2014 Harvard Business Review 65
requires a new mind-set for all the parties concerned
and a shared commitment to rethinking how deci-
sions are made and work is done. To be sure, some
companies will find that they need to consider orga-
nizational changes as well. But the decision perspec-
tive helps them establish a firmer foundation for any
restructuring and drives progress in the interim.
Typically, three categories of marketing-related
decisions cross organizational seams:
Strategy and planning decisions involve aligning
marketing goals with business and customer strat-
egies and aligning the priorities of marketing and
sales. These decisions typically address questions
such as:
• On which customer segments and product lines
should we focus marketing support?
• What is the optimal level of spending, and what
is the right allocation among vehicles and channels?
• What is the testing and learning plan?
Execution decisions, the marketer’s traditional
purview, are more challenging than they used to
be. A proliferation of marketing vehicles and digital
technologies has vastly increased the complexity of
creating and delivering messages and offers in an en-
vironment where ever-faster execution and relent-
less budget pressure are the norm. These decisions
include issues such as:
• Which product features should we highlight in
our marketing efforts?
• What incentives should we give customers to
get them to try or buy our offerings?
• What is the right mix of traditional and digital
marketing vehicles?
Operations and infrastructure decisions cover
all the new capabilities that are increasingly impor-
tant to marketing’s success. They address questions
such as:
• How will new marketing technologies and tools
be evaluated, boug.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Chapter 14
Personal Marketing Communications: Word-of-Mouth, Sales, and Direct Marketing
*
LEARNING OBJECTIVES
When are personal marketing communications most effective?
What is word-of-mouth marketing and how can it be used by health care marketers?
How does the sales force operate in different health care markets, and what are the major sales-force decisions that must be made?
What are the steps involved in effective personal selling?
How are the latest electronic, interactive direct-marketing tools being used in health care?
LO1. When are personal marketing communications most effective? Best then the productIs expensive, risky, or purchases infrequentlySuggests something about the user’s status or taste
*
Key Words: personal communication channels, advocate channels, expert channels, social channels
LO2. What is word-of-mouth marketing and how can it be used by health care marketers? It is the art and science of building active, mutually beneficial consumer-to-consumer and consumer-to-marketer communicationPeople ask others for a personal recommendation for a doctor, hospital, or health insurance agent. If they have confidence in the recommendation, they will normally act on the referral.
*
Key Words: word-of-mouth, word-of-mouth marketing, buzz marketing, viral marketing, community marketing, grassroots marketing, evangelist marketing, product seeding, influencer marketing, cause marketing, conversation creation, brand blogging, referral programs, guerilla marketing, cliques, liaison, bridge, opinion leader, marketing mavens, influentials, product enthusiasts,
LO3. How does the sales force operate in different health care markets, and what are the major sales-force decisions that must be made? Direct sales force - Inside sales personnelField sales personnelContractual sales forceRepresent companyRepresent a portfolio of noncompeting companiesDecisions must be made on how to increase productivity of the sales force through better selection, training, supervision, motivation, and compensation.
*
Key Words: direct sales force, contractual sales force, deliverer, order taker, missionary, technician, demand creator, solution vendor, prospecting, targeting, communicating, selling, servicing, information gathering, allocating, top management, technical people, customer service representatives office staff, time-and-duty analysis, technical support people, sales assistants, telemarketers, feel-forward, feedback
LO4. What are the steps involved in effective personal selling? Prospecting and qualifyingPre-approachPresentation and demonstrationOvercoming objectionsClosingFollow-up and maintenance
*
Key Words: attention, interest, desire, action, FABV, psychological resistance, logical resistance, routinized exchange, negotiated exchange, direct marketing, direct-order marketing, R-F-M formula, product, offer, medium, distribution method, creative strategy, telemarketing, inbound telemarketing, outbound telemarketing, tele ...
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
Similar to Constructing a Better Brand - Marketing Health Services (20)
Physician schedule optimization model - Endeavor AnalyticsEndeavor Management
How can you meet organizational revenue needs while addressing physician preferences? In this presentation, we review our approach to creating an physician schedule optimization model that assembles and predicts the impact of schedule changes on patient revenue against a series of constraints and variables.
It's like a dating site to match physicians and consumers.
In this presentation, our approach to patient volume modeling is reviewed. This model is used for marketing and operations strategic decision making.
As hospitals and healthcare systems are trying to increase commercial revenue (non-government funded) to sustainable profitability, many are unable to address this problem strategically due to data dispersion and the analytical model required to establish cause and effect relationships. Endeavor Analytics’ digital tool assembles, models and predicts the impact of market changes, marketing and operational activities on all-payer patient volumes.
In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Avoid PRM failures by avoiding ensuring it's not simply a repository for documenting simple tasks. PRM failures occur when the IT solutions only serves to document activities instead of serving to streamline the physician experience.
2017 digital engagement webinar marketing360 - gelb consultingEndeavor Management
This presentation highlights things every healthcare marketer should know about how to measure healthcare marketing ROI, how to design a healthcare marketing dashboard the right way, and what’s possible in today’s digital age.
Managing a trusted brand in the oil & gas industry requires a variety of tools for understanding and successful implementation. This document outlines various Endeavor Management capabilities such as Brand Trust Measurement, Message Mapping, Sales Training and Culture Design.
Client's experiences with behavioral health services are shaped by all of their interactions with us, across the continuum of care. While we can assume what our clients want, need and experience in receiving services from us, it is valuable to use their direct feedback to understand their functional (what we do) and emotional (how we do it) needs throughout their experience. In this webinar conducted with Sovereign Health, we discuss the foundations of customer experience management, provide examples of tools and resources that you can use to understand client's experiences and address opportunities for improvement, and discuss a variety of implications in behavioral health settings.
How do you operationalize a culture and strengthen employee trust? Gelb's experience mapping frameworks can be used to effectively examine the holistic employee experience and create advocates out of your teams!
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
In this presentation, given with St. Jude Children's Research Hospital, we explore the combined use of experience map and decision factors research to get at the heart of the issue...which ultimately drives clinical volume.
How to apply speed dating techniques to persona developmentEndeavor Management
We had the privilege of leading this workshop recently along with SG2 and Roswell Park during the Annual PAMN Conference. This presentation outlines the importance and application of segments and templates you can use to accelerate your customer insight development. Personas are used to inform strategic decisions by putting the customer in the room. Learn how this technique can be used for your initiatives related to brand/marketing management, customer experience, and product/service innovation.
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
2017 Physician Strategies Webinar Series - Physician Relations StructureEndeavor Management
Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
This white paper discusses physicians’ medical training and its relationship to effective leadership qualities, and demonstrates how the soft skills associated with emotional intelligence are essential in guiding physicians in the practice of leadership.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Traditionally development of digital tools was solely an IT initiative, but today it is a customer-needs driven initiative. Digital experiences are often times the first impression that potential customers have of you, and the first tools they turn to when they have questions or needs throughout their journey.
Best practices for developing digital tools exist, and it is common to partner with an advertising or web development agency for this purpose. However, each market and healthcare brand are unique, necessitating the inclusion of voice of the customer insight to ensure that digital tools are being built around the real (not just assumed) needs and priorities of users. So how can marketing and digital teams engage users in order to develop the digital strategy and deliver the ideal digital experience? In this paper, we present a proven process and research-based tools for obtaining direct user feedback about digital needs, preferences, and priorities.
Hiring an experienced, trusted advisor can be the difference between success and failure. That’s why the members of our Healthcare Expert Advisory Group have been there, done that.
Our Healthcare Expert Advisory Group members have served as system leaders, successfully designing and implementing strategic solutions to healthcare’s ever-changing challenges. We’ve been in your shoes and understand the intricacies of the most complex organizations. Our team has overseen, from the inside, how strategy is designed and successfully implemented. Whether you’re looking for operational excellence, strategic planning, financial strategy, or leadership development, our experts have the experience and expertise to help you achieve results.
Physicians are rapidly adopting social media tools such as Twitter and LinkedIn as part of their approach to keeping up to date with the latest developments in healthcare. As the use of these digital tools becomes increasingly commonplace and mobile apps gain acceptance for supporting healthcare interactions, the physician liaison team can leverage digital tools and social media to improve the efficiency and effectiveness of the delivery of information. Digital tools can serve as a pathway to providing easier and more direct access to information and tools that help to strengthen relationships with referring doctors and their practice staff.
In this paper, we present a best practices from around the country in using digital tools to connect with referring physicians. When used appropriately, digital tools can configured and applied to improve relationships, grow referral volumes, and increase the efficiency and effectiveness of your physician liaisons.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Premium MEAN Stack Development Solutions for Modern Businesses
Constructing a Better Brand - Marketing Health Services
1. Constructing a Better
Brand
High-performance brands begin
with a solid foundation.
By Kathleen DeVries and John McKeever
15
N
o matter the size of the organization, effective brand management provides the critical link between ambitious business goals,
employee behaviors, marketing communications and the ability to
deliver exceptional experiences. This is especially true for healthcare institutions.
Much has been written about the definition of brand, brand research and how
to formulate brand strategy. Getting started, it seems, is typically the most difficult
step. In many instances, hospital and healthcare system marketers identify the need
for better brand management, but often lack support to make the changes required.
Successful branding efforts have one thing in common: They are transformed
from a short-term project into a long-term discipline. Successful healthcare organizations are looking beyond an annual plan or initiative; rather, they are establishing
a different way of thinking about the organization and demonstrating marketing’s
role in fueling growth.
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2. 16
We have worked with academic medical
centers, community hospitals, and healthfocused non-profit organizations. We’ve helped
these organizations grow smarter by successfully “selling in” the notion that their brand can
be a catalyst for change and can fulfill broader
business goals. Based on this experience and
observations of world-class organizations, we
have outlined several concrete examples to
support your next brand strategy development process.
Like building a new
home, early actions in
building buy-in, education and communicating
successes will make or break
the entire effort. Choices about participants, scope and communication about the purpose and progress of the process dictate
whether brand management becomes a source of alignment or
a symbol of failure. Therefore, we have outlined key questions
to ask when embarking on any permanent change.
Why are we building? Establishing a business case is critical. Your executive team must understand the gains the organization stands to make by undergoing this time-and resourceconsuming effort. The foundation for building an effective
brand lies in its organizational strategy. This typically includes
a mission, vision and core values. You must ask yourself as an
organization: “How can a stronger brand support the mission,
fulfill the vision, or achieve the business goals?”
First, relate market dynamics to brand performance. These
may include business goals for market share improvement,
payer mix and recruitment. Well-managed brands also translate
into more cost-effective marketing expenditures. Ideally, strong
brands translate into operational efficiencies as well. Turning
to competitors or other benchmarks is often helpful in making
this case. When Competitor A is perceived to be a threat or a
nationally renowned healthcare organization is held as an example to emulate, use this as a means to make the connections.
It’s also helpful to identify existing change-based initiatives
that can be linked to your brand strategy. For example, efforts
to improve the patient experience and employee commitment
campaigns are all linked to your brand. Similarly, the revamp
of a Web site serves as a highly visible cue that things are
changing. One of the things that world-class organizations have
in common is that they deliver a consistent patient experience
and their employees understand the real purpose of their jobs.
These must be explicitly linked to your desire to build your
brand.
Who’s involved? Begin a grassroots campaign by identifying and recruiting key stakeholders. Analogous to subcontractors, these individuals are in a position to secure or advocate
for the use of resources in strengthening your brand. You must
establish alignment in this group because the likelihood of
executive support is lower without a strong sense of ownership
MHS Winter 2008
and active participation. Organizations that fail tend to make
this activity solely a marketing exercise and never gain the
buy-in from physicians or nursing executives.
In other words, the broader the scope of your alliance, the
more difficult it is for opponents to object. Key members of this
alliance should include physician leaders, nursing management,
and of course external relations (e.g., marketing, public affairs,
physician relations). If your organization has multiple entities
(e.g., healthcare systems), try to include a diverse set
of representatives to give each a voice in the process.
Furthermore, identify those individuals who are widely
respected for their thought and opinion leadership. As you
recruit them to the cause, clearly articulate the business case
and embrace their contributions. Each individual on this team
needs to have a sense of ownership to initially support the
strategic initiative and ongoing brand management. They need
to bring a consistent message to those they influence in the
organization.
If you hire a brand consulting firm, look for those who are
willing to impart their knowledge and experience to your team.
Examine their process—do they have a clearly defined process
that is easy to understand? Remember, you will need to convey
and defend key ideas that result from this effort, so it’s paramount that you understand the process and that it is translatable to members of your team. To make smart choices, you
should be able to visualize every workshop, deliverable and
presentation before it is completed. Otherwise, you run the
risk of being surprised, if not agitated, by a lack of clarity
around the logic of the resulting strategy.
Once the project begins, this group becomes your brand
team. Members of this team will be critical in contributing
input to the brand strategy and providing ongoing input to
its rollout and management. The brand team should be crossfunctional in nature, ensuring that opportunities are not overlooked and that employees will view the brand strategy
as something created by their leaders.
The most difficult requirement of the brand team is time.
During the strategy development process, there will be several
required meetings, workshops and homework. A well-managed
process is not burdensome. Some successful tactics include
preparatory work before each meeting to ensure that time is
used wisely and making use of questionnaires to evaluate ideas
and make contributions to the process.
Your brand team will outline goals for the initial scope and
ongoing success of your brand. They will also provide support
once final ideas are presented to executive management. As a
marketing leader, your role should be to facilitate the process
and guide thinking, rather than attempting to be its sole author.
This will ensure broad distribution of ownership and responsibility for the brand.
How will we make decisions? By letting information guide
your strategy, you can address one of the idiosyncrasies of the
healthcare industry: evidence-based decision-making. It’s in
the DNA of most healthcare organizations to have a validated
3. Exhibit 1
Favorability measurements
Consistent
experience
Competitive
difference
Trust
Customer
value
Familiarity
approach, supported by facts and astute observations. Much
like academia or technical disciplines, healthcare decision
makers embrace information, particularly quantitative findings.
Data is your ally—often confirming notions that existed previously, but also presenting new insights in a visually stimulating
way to inform your strategy.
Often the insights you need are already included in the
marketing research you have gathered to date. Therefore, an
information-based approach does not necessarily result in additional research. Rather, it’s important to frame the data you have
around the brand, identify information gaps and use resources
to gather missing information.
Qualitative and quantitative research reports are useful for
understanding the current and potential state of your brand.
Focus group and in-depth interview transcripts are helpful to
understand decision processes, audience vocabulary and levels
of conviction. Furthermore, it is a best practice to formulate
quantitative tools (surveys) using an initial round of qualitative
research to ensure the appropriate questions are being asked.
Exhibit 2
A perception map
Convenient
Modern
Competent
Progressive
Best in class
Consistent
Efficient Affordable
Sophisticated
Unique
Trustworthy
Accessible
Honest
Your
organization
Caring
Your
competition
Without equals
Proactive
Dedicated
Friendly
Expert
Quantitative research is most beneficial for identifying
powerful qualities of the brand such as access to the latest
technology or personal attention. Analytical techniques like
regression analysis can identify principal brand associations
that drive brand preference, loyalty, satisfaction and reputation.
When considering your research tactics, you’ll need
perspectives from both internal (e.g., faculty and staff) and
external (e.g., referring physicians, healthcare consumers) audiences. By comparing responses from these audiences, brand
teams can identify perceptual gaps and recognize barriers for
implementation.
Consulting firms’ models differ, but most brand research
includes measures of familiarity and favorability. Familiarity
measures should include awareness (heard of) and experience
(used). In your analysis, it’s helpful to recognize the differences
between those with direct experience and those who have only
heard of your brand. It’s important here to recognize experiences with competing brands as well.
Favorability measurements include high-order factors
(e.g., reputation, perceived quality, overall satisfaction, preference, likelihood to recommend) and specific associations (i.e.,
individual words like “community-minded” that help describe
the brand).
We have used the model shown in Exhibit 1 to incorporate
these measures. In it, the ultimate measure is trust, determined
by advocacy for your brand. The other components include
customer value, a measure of preference based on benefits of
high importance; competitive difference, a measure of reputation based on brand personality measures; and consistent experience, a measure of satisfaction based on steps in the customer
journey.
The unique values of qualitative and quantitative research
are worth noting. Qualitative techniques such as focus groups
should generate insights regarding consumers’ expectations
of brands, the words they use to describe them, and tactical ideas for brand-building. Quantitative questionnaires are
designed with this feedback in mind and used to identify
drivers of brand preference and strength of association.
A perceptual map is illustrated in Exhibit 2 to highlight
the brand associations (derived from qualitative research) and
the strength of the associations with specific brands (derived
from quantitative research). The map is derived using special
software designed for the task. In this example, Your Competition holds a “leadership” position. Given the strength of
this position, it is often difficult (but not impossible with big
budgets) to reposition that brand into more of a humanistic
brand (as with Your Organization) because most consumers
don’t view the brand in that light.
Beginning with the end in mind, you should assemble a
list of key strategic questions the brand research can answer,
as indicated in Exhibit 3.
How do we plan for the future? Brand management
is new territory for many organizations. In addition to the
business case, executives will need to share a common unMHS Winter 2008
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4. 18
derstanding of key concepts. We have
Exhibit 3
seen some organizations go so far as to
Key strategic question
hire a marketing professor to provide
instruction. As an unbiased third-party,
To answer this...
Do this...
he or she can be helpful in relaying
What is the market’s awareReview familiarity results by audience of interest. This might
information regarding how to best work
ness and understanding of our
include payer mix, geography and groups who share similar
with brand management firms before
services?
attitudes about their healthcare.
developing a request for proposals or
starting the process.
How does the market
The best insights come from qualitative interviews when asking
distinguish one hospital
One concept frequently misunderrespondents to rationalize their choices. The results are often a
brand from another?
mix of physician and service line preference (e.g., Hospital ABC
stood is the definition of brand. We
is best at heart surgery, but would go elsewhere for cancer care).
have had success separating brand into
two components—the big “B” Brand
Will audiences believe our
Identify perceptual gaps among audiences. The greater the gaps,
and little “b” brands. The Brand is the
new position?
the more difficult to align brand perceptions.
promise the organization makes to its
How strong is our current
Construct a perceptual map that illustrates how strongly each
audiences, both internal and external.
market position?
brand is differentiated. The more closely the attributes are to the
It represents the aligning principles of
brand, the stronger the association.
the organization and typically includes
brand pillars and a resonant promise.
What are our strengths
Determine performance and relative importance of factors that
These are often reflected as words or
and weaknesses?
drive satisfaction and preference.
short statements.
Every consulting firm has unique
How well does our brand
In addition to side-by-side comparisons, use a brand equity
ways to define a brand. However, most
perform relative to our local
scoring model to account for familiarity and favorability factors.
competition and national
should include a positioning stateFor example: familiarity X (preference + reputation + satisfacbenchmarks?
ment, value propositions and service
tion). This will establish an easy-to-understand metric for
standards, all organized around a brand
tracking over time.
promise. A positioning statement crisply
Review internal perceptual gaps and commitment to the organidefines how audiences currently or
How difficult will it be to get
zation. Often some areas of the healthcare system will be more
should perceive you and establishes
employees to embrace needed
difficult than others. Start from the tails (those with strongest
changes?
meaningful points of difference. A value
and weakest alignment) and work your way to the center.
proposition, often created by segment,
will define the most important benefits
provide at what costs (for healthcare,
this is often inconvenience). The brand
promise is a mantra that guides the efforts
of creative teams, customer-facing employees and managers in making effective
decisions.
A brand book is a lasting document
intended to guide future decisions. This
document is not a graphics standards
manual, but provides a thorough description of the strategic intent and pillars of
• Why are we changing?
the brand. The more powerful examples use a visual vocabu• How will our customers recognize the change?
lary (i.e., pictures that reinforce the brand) and a message map
• What’s in it for employees/physicians/employees?
(i.e., words that reinforce the brand) and organize content in a
• How will we measure success?
question-and-answer format.
A positioning statement crisply defines
how audiences currently or should
perceive you and establishes
meaningful points of difference.
Contents of a brand book typically answer the following
questions:
• How did we arrive at this decision for our brand?
• hat promise are we making to patients/physicians/
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employees?
• How can employees fulfill this promise?
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The second reference to brands (i.e., visual representations)
includes names and logos. These are the visual representations found on signage, in communications materials, and on
uniforms. Tackling this naming issue before defining the brand
promise is a mistake. Until you define the central tenets of the
organization, it is often useless to address hospital names, logos
5. and care center designations. All of these pieces must
reinforce or roll up to the overarching brand promise. For
example, if part of your brand experience is to provide
seamless access to care, then this should be reflected in the
branding conventions used by each program, center and
institution.
Furthermore, since many employees have high levels of
emotional attachment to their respective hospital names, logos
and care center designations, they are often unwilling to initially embrace change. Overcoming these attachments is much
easier with the overarching brand or “promise” in mind first.
Doing this serves to build consensus around a common idea,
from which implementation decisions are made.
How can we sustain momentum? Ongoing executive
support is a requirement. It is not simply a matter of approving
a budget for the effort, but an explicit attitudinal and behavioral commitment that the path being taken is the correct one.
This includes discussions regarding the brand at key meetings,
ongoing reinforcement of ideals in public forums and a demonstrable interest in its success. If your CEO isn’t demonstrating
support for the brand, then other employees are given permission to overlook it as well.
Changes will require routine internal and external communication. Detailed rollout plans should be assembled, keeping
in mind the variety of audiences with an interest in the brand’s
success. Successful organizations have a plan that includes
details for initial communications and events (remember
executive commitment) as well as a strategy for ongoing reinforcement. Examples of this might include worksite posters,
presentations and even lasting mementos.
Some have used internal newsletters for this purpose,
showcasing feedback or stories relating to the brand. This
gives the organization an opportunity to “catch them being
good” and to reinforce its commitment to the promise of
the brand.
Having a clear vision for your brand will not only increase
the likelihood for getting resources, but will also create momentum within the organization for long-term success. By
linking the brand to business outcomes, educating key stakeholders, and letting information guide decision-making, you
will give yourself the best chance of establishing a
high-performance brand. MHS
About the Authors
Kathleen DeVries is director of marketing, Barnes-Jewish
Hospital. She may be reached at ?. John McKeever is senior
vice president, Gelb Consulting Group, Inc. He may be reached
at jmckeever@gelbconsulting.com.
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house ad
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