Trajectory’s healthcare rebranding and marketing of this 140+ year-old organization aligns it with its strategic plan and industry direction. Important to the outcome of the assignment were important insights we learned from our extensive research both inside the organization and in its primary and secondary service areas.
Key deliverables included a forward-looking brand platform, evolved organization name from The Reading Hospital to Reading Health System to provide a strong foundation upon which to build into the future and a new aspirational tagline Advancing Health. Transforming Lives – which embodies what the organization believes in and where it’s headed. Other deliverables included brand hierarchy, top-to-bottom naming and nomenclature, brand design (logo, collateral, website, signage, etc.), internal launch and implementation. We followed this with an external marketing campaign across television, print, outdoor, web and mobile. Over the course of the next 9-12 months, we continue to work side-by-side with our client to unite the organization to deliver on its new brand promises.
Trajectory branding and marketing agency: healthcare marketing case study for...Eric Brody
This document provides a case study of Orlando Health's branding and marketing transformation over 5 years with the help of branding agency Trajectory. Key points:
- Orlando Health aligned internal audiences around an approved brand strategy and new brand platform to strengthen its competitive position and future-proof the organization.
- The rebranding journey included strategy, design, launch, and ongoing integrated marketing campaigns to achieve longer-term strategic and financial growth goals.
- Through true collaboration, Orlando Health was able to creatively execute its long-term mission and brand promise to better compete and measure success.
Trajectory branding and marketing agency: welcome to the new world orderEric Brody
The new normal for brand marketing is that there’s a new way forward for consumer marketers. It’s a world where technology leaves nothing to the imagination, consumers are connected, collaborating and creating, where organizations can no longer hide behind the curtain and where brands are expected to do more.
What hasn’t changed, however, is the need for brands to uniquely plant themselves in the hearts and minds of employees, prospects and customers; which allow organizations to use their brand to create new value and drive new growth. Here are seven traits of “new world order” brands, along with some best-in-class examples across a range of different industries:
– Brand-Led Culture, e.g. Lush Cosmetics
– Belief, e.g. Method Cleaning
– Behavior, e.g. Geek Squad
– Bonding, e.g. Axe
– Benevolence, e.g. TOMS
– Bold, e.g. Voxiva
– Badge, e.g. Pinterest
STAND OUT FROM THE CROWD - Expect Advertising, Inc. is a full-service marketing communications company committed to making your brand stand out from the crowd by unleashing the power of innovative positioning, bold
ingenuity and integrated media.
About extrovertic healthcare agencyApril 2012extrovertic
The document summarizes an extroverted healthcare communications agency called extrover,c. It was founded by Dorothy Wetzel, an experienced healthcare marketing innovator, to bring new thinking to clients through interactions with others. The agency has a unique mix of client-side marketers and consultants, and embraces a disciplined process to create actionable solutions for a wide range of marketing problems. Since launching in 2008, extrover,c's client roster has grown rapidly.
This workshop was created to provide a framework for thinking about and measuring marketing investment.
For more marketing advice, contact info@hawkpartners.com
Expect Advertising, Inc. is an award winning, full-service healthcare ad agency committed to helping your brand stand out from the crowd by unleashing the power of innovative positioning, bold creative and integrated 360 degree branding. Visit www.expectad.com for more information.
Social Networking Opportunity WorkshopHawkPartners
This workshop was created in the early days of social media to provide an overview of key players, but it's lessons are still relevant to developing a marketing strategy today.
For more information, contact info@hawkpartners.com
The document provides a framework for branding strategy called the Brand Wheel. It evaluates 6 key areas: clarity of business personality and purpose, strategic planning, external communications, internal systems, team alignment, and ideal clients. Each area has prompts to help rate performance on a scale of 1 to 5 and identify strengths and weaknesses to improve brand messaging and positioning.
Trajectory branding and marketing agency: healthcare marketing case study for...Eric Brody
This document provides a case study of Orlando Health's branding and marketing transformation over 5 years with the help of branding agency Trajectory. Key points:
- Orlando Health aligned internal audiences around an approved brand strategy and new brand platform to strengthen its competitive position and future-proof the organization.
- The rebranding journey included strategy, design, launch, and ongoing integrated marketing campaigns to achieve longer-term strategic and financial growth goals.
- Through true collaboration, Orlando Health was able to creatively execute its long-term mission and brand promise to better compete and measure success.
Trajectory branding and marketing agency: welcome to the new world orderEric Brody
The new normal for brand marketing is that there’s a new way forward for consumer marketers. It’s a world where technology leaves nothing to the imagination, consumers are connected, collaborating and creating, where organizations can no longer hide behind the curtain and where brands are expected to do more.
What hasn’t changed, however, is the need for brands to uniquely plant themselves in the hearts and minds of employees, prospects and customers; which allow organizations to use their brand to create new value and drive new growth. Here are seven traits of “new world order” brands, along with some best-in-class examples across a range of different industries:
– Brand-Led Culture, e.g. Lush Cosmetics
– Belief, e.g. Method Cleaning
– Behavior, e.g. Geek Squad
– Bonding, e.g. Axe
– Benevolence, e.g. TOMS
– Bold, e.g. Voxiva
– Badge, e.g. Pinterest
STAND OUT FROM THE CROWD - Expect Advertising, Inc. is a full-service marketing communications company committed to making your brand stand out from the crowd by unleashing the power of innovative positioning, bold
ingenuity and integrated media.
About extrovertic healthcare agencyApril 2012extrovertic
The document summarizes an extroverted healthcare communications agency called extrover,c. It was founded by Dorothy Wetzel, an experienced healthcare marketing innovator, to bring new thinking to clients through interactions with others. The agency has a unique mix of client-side marketers and consultants, and embraces a disciplined process to create actionable solutions for a wide range of marketing problems. Since launching in 2008, extrover,c's client roster has grown rapidly.
This workshop was created to provide a framework for thinking about and measuring marketing investment.
For more marketing advice, contact info@hawkpartners.com
Expect Advertising, Inc. is an award winning, full-service healthcare ad agency committed to helping your brand stand out from the crowd by unleashing the power of innovative positioning, bold creative and integrated 360 degree branding. Visit www.expectad.com for more information.
Social Networking Opportunity WorkshopHawkPartners
This workshop was created in the early days of social media to provide an overview of key players, but it's lessons are still relevant to developing a marketing strategy today.
For more information, contact info@hawkpartners.com
The document provides a framework for branding strategy called the Brand Wheel. It evaluates 6 key areas: clarity of business personality and purpose, strategic planning, external communications, internal systems, team alignment, and ideal clients. Each area has prompts to help rate performance on a scale of 1 to 5 and identify strengths and weaknesses to improve brand messaging and positioning.
This chapter discusses developing a brand equity measurement and management system. It introduces the brand value chain as a structured approach to assessing how marketing activities create brand value. It also discusses the importance of brand tracking studies, conducting brand audits, and designing a brand equity management system with components like a brand equity charter, brand equity report, and clearly defined brand equity responsibilities. The overall goal is to provide accurate and actionable brand information to guide strategic marketing decisions.
Brand building—core concepts for all brands—workhorse to iconicBan Mittal
Fundamental concepts that form the foundation of all brand-building marketing plans. Shows how a brand progresses atop the branding ladder from mere workhorse functionality to iconic brand character.
This document provides an overview of Joe Doyle and his expertise in medical marketing leadership. It discusses his background in strategic planning, brand development, and account management. The document outlines steps for conducting a strategic review to define brand goals and alignment, as well as reinvigorating a brand by refining messaging and refreshing the identity.
Brand strategy is important for developing customer choice and shareholder value. A brand represents the sum of mental connections customers have to a product or service. It is built upon competitive advantages that meet customer needs and values in a way that differs from alternatives. Without an identifiable brand, customers have no clear way to choose one option over others. An effective brand strategy is aligned with business strategy and culture, and integrated across all customer touchpoints. Those who do not invest in defining their brand risk having the market define it instead.
Expenditure on brand building may be percieved as costly especially when viewed against the backdrop of the recently economic downturn. However, to unlock the potential inherent in any strategic move, business managers need to elevate the proposition through the adoption of the concept of branding.
This document discusses considerations for launching a specialty product. It emphasizes the importance of demonstrating value through clinical and cost effectiveness data, ensuring patient access to therapy, and generating data to support value claims. It provides tips for defining goals, building an integrated team, and refining a launch strategy focused on these priorities. The strategy should consider innovative contracting, outcomes-based agreements, and communicating the right evidence to the right audiences. Overall, the document stresses that demonstrating value is critical for specialty product launches, especially with increased attention on healthcare costs.
The document provides an overview of marketing concepts including definitions of marketing, the evolution of marketing approaches over time, key terminologies, and debates around whether marketing creates or satisfies needs. It discusses segmentation, targeting, and positioning (STP) as part of the marketing strategy, and the 4Ps (product, price, place, promotion). It also covers topics like SWOT analysis, situational analysis including environmental and internal analysis, marketing objectives and programs, budgets, and controls. The document is intended to educate attendees on fundamental marketing concepts and strategies over the course of a multi-hour workshop.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
This document discusses brand positioning and brand values. It defines brand positioning as designing a company's offer and image to occupy a distinct place in customers' minds. Determining points of parity and points of difference relative to competitors is key. Brand positioning guidelines include defining the competitive frame of reference and choosing points of parity and points of difference. Brand audits assess a brand's health and sources of equity to improve brand management.
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
This document provides guidelines for developing an effective brand positioning strategy. It discusses how brand positioning needs to evolve over different phases of a product's lifecycle. A strong brand framework is important to ensure consistency across all customer touchpoints. Great brands offer rational, emotional, and personality benefits that create loyal relationships. The approach involves collaborative research to uncover insights, develop ideas and directions. Stimulus like ads and packaging are tested to determine the positioning. The outcome defines the brand differentiators, personality, and executional guidance so the brand strategy can be successfully implemented. An example case study shows how this process helped develop a new consumer brand for a bakery supplying retailers.
1. The document discusses integrating marketing communications to build brand equity. It provides an overview of various marketing communication options including advertising, promotions, event marketing, public relations, personal selling, and integrated marketing communications.
2. It describes the ideal advertising campaign and categories of advertising. It also discusses promotions, event marketing and sponsorship, public relations and publicity, and personal selling.
3. The document emphasizes developing integrated marketing communications programs through evaluating communication options, determining optimal mixes, and guidelines for effective marketing communications.
Pure Gravy is an insights-based brand strategy consulting firm. We help clients solve strategic business and brand issues by leveraging a range of proven tools and frameworks. Learn more about what we do and how we do it.
This document discusses customer-based brand equity and its key drivers. It defines customer-based brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. It presents a pyramid model with four levels that drive brand equity - identity, meaning, response, and relationships. The base of the pyramid involves brand salience and awareness. Moving up, performance and imagery shape brand meaning, while judgments and feelings determine brand response. At the top level, brand resonance includes loyalty, attachment, and engagement.
The document discusses qualitative and quantitative techniques for measuring sources of brand equity and capturing customer mindsets. It describes methods like free association, projective techniques, the Zaltman Metaphor Elicitation Technique (ZMET), and experiential research. Quantitative measures include awareness, image, brand responses, and brand relationships. Comprehensive models of customer-based brand equity are also covered, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV).
An empirical study on the promotional mix and brand equityAlexander Decker
This document summarizes a research study that investigated the effects of promotional mix on brand equity in the mobile service sector. The study found a positive correlation between promotional mix and brand equity, with promotional mix accounting for 52% of the effect on brand equity. Promotional mix includes advertising, sales promotion, public relations, and direct marketing. The study collected data from 107 mobile service customers and found promotional mix had a significant positive impact on brand equity dimensions like brand loyalty, awareness, image and perceived quality. The study concludes promotional mix is important for building strong brand equity and mobile companies should focus on optimizing their promotional strategies.
This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can build brand equity by enhancing brand awareness, improving brand image, and increasing brand resonance. The document also discusses new approaches to marketing like personalized and experiential marketing that focus on customer experience and getting consumers actively involved with a brand. It emphasizes integrating the brand into supporting marketing programs like product strategy, pricing strategy, and channel strategy to further build brand equity.
B2B case study: How Martrain targeted the clinicians when selling VMware’s VD...B2B Marketing
The document outlines a multi-channel marketing programme by VMware for healthcare professionals. The programme had several elements including a media audit, events, profiling and telemarketing, and an online experience with a personal URL and microsite. The goal was to provide relevant content and track engagement of healthcare trusts and individuals. The results of the programme are discussed but not described in detail.
This chapter discusses developing a brand equity measurement and management system. It introduces the brand value chain as a structured approach to assessing how marketing activities create brand value. It also discusses the importance of brand tracking studies, conducting brand audits, and designing a brand equity management system with components like a brand equity charter, brand equity report, and clearly defined brand equity responsibilities. The overall goal is to provide accurate and actionable brand information to guide strategic marketing decisions.
Brand building—core concepts for all brands—workhorse to iconicBan Mittal
Fundamental concepts that form the foundation of all brand-building marketing plans. Shows how a brand progresses atop the branding ladder from mere workhorse functionality to iconic brand character.
This document provides an overview of Joe Doyle and his expertise in medical marketing leadership. It discusses his background in strategic planning, brand development, and account management. The document outlines steps for conducting a strategic review to define brand goals and alignment, as well as reinvigorating a brand by refining messaging and refreshing the identity.
Brand strategy is important for developing customer choice and shareholder value. A brand represents the sum of mental connections customers have to a product or service. It is built upon competitive advantages that meet customer needs and values in a way that differs from alternatives. Without an identifiable brand, customers have no clear way to choose one option over others. An effective brand strategy is aligned with business strategy and culture, and integrated across all customer touchpoints. Those who do not invest in defining their brand risk having the market define it instead.
Expenditure on brand building may be percieved as costly especially when viewed against the backdrop of the recently economic downturn. However, to unlock the potential inherent in any strategic move, business managers need to elevate the proposition through the adoption of the concept of branding.
This document discusses considerations for launching a specialty product. It emphasizes the importance of demonstrating value through clinical and cost effectiveness data, ensuring patient access to therapy, and generating data to support value claims. It provides tips for defining goals, building an integrated team, and refining a launch strategy focused on these priorities. The strategy should consider innovative contracting, outcomes-based agreements, and communicating the right evidence to the right audiences. Overall, the document stresses that demonstrating value is critical for specialty product launches, especially with increased attention on healthcare costs.
The document provides an overview of marketing concepts including definitions of marketing, the evolution of marketing approaches over time, key terminologies, and debates around whether marketing creates or satisfies needs. It discusses segmentation, targeting, and positioning (STP) as part of the marketing strategy, and the 4Ps (product, price, place, promotion). It also covers topics like SWOT analysis, situational analysis including environmental and internal analysis, marketing objectives and programs, budgets, and controls. The document is intended to educate attendees on fundamental marketing concepts and strategies over the course of a multi-hour workshop.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
This document discusses brand positioning and brand values. It defines brand positioning as designing a company's offer and image to occupy a distinct place in customers' minds. Determining points of parity and points of difference relative to competitors is key. Brand positioning guidelines include defining the competitive frame of reference and choosing points of parity and points of difference. Brand audits assess a brand's health and sources of equity to improve brand management.
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
This document provides guidelines for developing an effective brand positioning strategy. It discusses how brand positioning needs to evolve over different phases of a product's lifecycle. A strong brand framework is important to ensure consistency across all customer touchpoints. Great brands offer rational, emotional, and personality benefits that create loyal relationships. The approach involves collaborative research to uncover insights, develop ideas and directions. Stimulus like ads and packaging are tested to determine the positioning. The outcome defines the brand differentiators, personality, and executional guidance so the brand strategy can be successfully implemented. An example case study shows how this process helped develop a new consumer brand for a bakery supplying retailers.
1. The document discusses integrating marketing communications to build brand equity. It provides an overview of various marketing communication options including advertising, promotions, event marketing, public relations, personal selling, and integrated marketing communications.
2. It describes the ideal advertising campaign and categories of advertising. It also discusses promotions, event marketing and sponsorship, public relations and publicity, and personal selling.
3. The document emphasizes developing integrated marketing communications programs through evaluating communication options, determining optimal mixes, and guidelines for effective marketing communications.
Pure Gravy is an insights-based brand strategy consulting firm. We help clients solve strategic business and brand issues by leveraging a range of proven tools and frameworks. Learn more about what we do and how we do it.
This document discusses customer-based brand equity and its key drivers. It defines customer-based brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. It presents a pyramid model with four levels that drive brand equity - identity, meaning, response, and relationships. The base of the pyramid involves brand salience and awareness. Moving up, performance and imagery shape brand meaning, while judgments and feelings determine brand response. At the top level, brand resonance includes loyalty, attachment, and engagement.
The document discusses qualitative and quantitative techniques for measuring sources of brand equity and capturing customer mindsets. It describes methods like free association, projective techniques, the Zaltman Metaphor Elicitation Technique (ZMET), and experiential research. Quantitative measures include awareness, image, brand responses, and brand relationships. Comprehensive models of customer-based brand equity are also covered, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV).
An empirical study on the promotional mix and brand equityAlexander Decker
This document summarizes a research study that investigated the effects of promotional mix on brand equity in the mobile service sector. The study found a positive correlation between promotional mix and brand equity, with promotional mix accounting for 52% of the effect on brand equity. Promotional mix includes advertising, sales promotion, public relations, and direct marketing. The study collected data from 107 mobile service customers and found promotional mix had a significant positive impact on brand equity dimensions like brand loyalty, awareness, image and perceived quality. The study concludes promotional mix is important for building strong brand equity and mobile companies should focus on optimizing their promotional strategies.
This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can build brand equity by enhancing brand awareness, improving brand image, and increasing brand resonance. The document also discusses new approaches to marketing like personalized and experiential marketing that focus on customer experience and getting consumers actively involved with a brand. It emphasizes integrating the brand into supporting marketing programs like product strategy, pricing strategy, and channel strategy to further build brand equity.
B2B case study: How Martrain targeted the clinicians when selling VMware’s VD...B2B Marketing
The document outlines a multi-channel marketing programme by VMware for healthcare professionals. The programme had several elements including a media audit, events, profiling and telemarketing, and an online experience with a personal URL and microsite. The goal was to provide relevant content and track engagement of healthcare trusts and individuals. The results of the programme are discussed but not described in detail.
[CASE STUDY] How To Engage Healthcare Professionals With Content MarketingCirrus Media
In this presentation you will learn about the power of content marketing by utilising effective digital assets and how great content can be planned, packaged and distributed to engage with healthcare professionals.
Evaluating the Brand Value of Healthcare EntitiesPYA, P.C.
This document discusses evaluating the brand value of healthcare entities. It begins with an overview of healthcare affiliations between large brand name healthcare systems and local entities. It then discusses what comprises a healthcare brand in terms of reputation, quality, and benefits to the healthcare system. The document outlines reasons to value healthcare brands, such as for resource allocation, negotiating affiliations, and strategic decision making. It explores various brand valuation methodologies including the relief from royalty method, corroborative methods, and issues that can arise. Finally, it briefly discusses evaluating the strength of a healthcare brand.
Every business has to re-brand at some point. Staying relevant is essential for continued growth. Don’t worry, you’re not alone; Pepsi has done it 11 times, Starbucks has re-branded 4 times, Apple has re-branded 13 times and Microsoft at least 7 times. If you stay in business long enough, it’s gonna happen.
Service Marketing in Healthcare Sector- Case Study of HBRGaurav Singh Bisen
Presentation on Service Marketing concepts relating with Cleveland Hospital in USA. Including all major aspects of services marketing like
1. GAP MODEL
2. Service Marketing Triangle
3. Zone of Tolerance
4. Service Quality Dimensions.
5. Service Blueprint
6. Indian perspective-Wish Mode
7. Practo-Healthcare Startup of India
Healthcare Marketing & Branding Case Study for Advanced MarketersABZ Creative Partners
1) Novant Health is an integrated healthcare system serving 4 million patients annually across Virginia, North Carolina, South Carolina and Georgia.
2) In 2012, Novant Health introduced MAKOplasty, a minimally invasive knee resurfacing procedure, and hired a marketing firm to educate the public about its benefits over traditional knee replacement surgery.
3) The marketing campaign utilized both digital and traditional tactics like social media, paid search ads, print ads, and a video testimonial to generate awareness of MAKOplasty and drive patients to free educational seminars about the procedure.
9 Things For Healthcare Marketing Sucessjohnluginbill
While advertising may not work, the document outlines 9 best practices for healthcare marketing. These include spending money to make money, choosing profitable patient groups, integrating marketing efforts across a health system, targeting pre-episode patients, using an effective media mix and message, making opt-in marketing mandatory, becoming the patient distribution leader, capitalizing on co-occurring risks, and following downstream revenue. The overall goal is marketing excellence in healthcare.
Today’s healthcare market provides ample challenges for businesses: increasing competition and commoditization, significant merger and acquisition (M&A) activity, and uncertainty with regulatory and government oversight. Healthcare companies have more than doctors to win over — they have to reach patients, providers, and payers too. The pressure is not on companies to perform — it’s on the brands.
UX, ethnography and possibilities: for Libraries, Museums and ArchivesNed Potter
1) The document discusses how the University of York Library has used various user experience (UX) techniques like ethnographic observation and interviews to better understand user needs and behaviors.
2) Some changes implemented based on UX findings include installing hot water taps, changing hours, and adding blankets - aimed at improving the small details of user experience.
3) The presentation encourages other libraries, archives and museums to try incorporating UX techniques like behavioral mapping and cognitive interviews to inform design changes that enhance services for users.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
The document discusses various aspects of corporate and product branding including:
1) Crystallizing a unifying brand identity across businesses and defining brand architecture to position the brand with stakeholders.
2) Developing differentiation through excellent customer service, new market entry, and brand portfolios.
3) A three step process of diagnosing consumer understanding, designing product/service strategies, and directing initial brand development.
4) Tools to create desired identities, manage creative execution, and facilitate brand sustainability through audits.
5) Key elements in developing a brand including stakeholder understanding, business roadmaps, identities, and realization.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
The document discusses various aspects of corporate and product branding including:
1) Defining a unifying brand identity and architecture across businesses.
2) Growing market share through increased trial, consumption, and brand adoption.
3) Aligning individual sub-brands to the larger business and creating brand portfolios.
4) Developing consumer understanding, product/service strategies, and long-term objectives.
5) Differentiating the brand identity and developing marketing strategies.
The document discusses a brand architecture model created by The Strategic Planning Group that places the customer experience at the core. It argues that the customer experience should be the central focus of brand strategy, as customers define the brand. Too often, organizations approach branding from an internal perspective rather than prioritizing the customer experience. The model is designed so that all other brand elements, such as marketing strategy and tactics, are aligned with and support providing a superior customer experience.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
Focus To Grow Sales Enablementand Inbound Marketing 2011Insite Software
The document summarizes the services provided by Focus To Grow to help companies achieve sales growth. It discusses how Focus To Grow takes a holistic approach to solving sales problems through market research, inbound marketing, sales enablement, lead generation websites, and business model innovation. Focus To Grow's services are designed to streamline communication, decrease costs, and provide immediate and long-term solutions for sales growth. The company has expertise across various industries including manufacturing, healthcare, non-profits, and more.
This document summarizes the services provided by Focus To Grow to help companies achieve sales growth. They take a holistic three-step approach using market research, inbound marketing, and sales enablement. Their services include prospect attraction planning, lead generation websites, sales enablement training, and business model innovation consulting. They have expertise across multiple industries and can help stalled companies increase their sales and leads.
We help clients in practical and cost effective ways to define, measure and deliver a differentiated customer experience.
Xperience Associates has worked with clients in industry sectors to implement successful customer experience transformation programmes into over 30 countries. Having stood in client shoes we understand both the opportunity and the challenges. Our proven recipes enable clients to move faster and implement a consistent approach across markets:
1. Define - a compelling customer programme and a roadmap to achieve it
2. Engage - stakeholders at all levels
3. Measure - how customers and partners rate your brand experience
4. Improve - what matters most to customers, grow advocacy + your business
At Xperience Associates we believe if you create a great experience, you’ll keep more existing customers and attract new ones through word of mouth.
This document provides an overview of Forrester Research and the value it provides to marketing and strategy professionals. Forrester is a global research and advisory firm that delivers fact-based insights to support business leaders and guide their decisions. It focuses on serving clients based on their professional roles through highly relevant, research-based services. Forrester provides insights, advisory programs, and consultancy services to help clients understand changing consumer behavior, guide strategic decisions, and benchmark their performance against peers.
The document discusses Oracle CRM On Demand and Oracle's Social CRM applications. It provides an overview of new features in Oracle CRM On Demand Release 17, including enhancements to usability, branding, forecasting, and partner relationship management. It then demonstrates Oracle's Social CRM applications, which are designed to increase sales user productivity through tools for lead generation, sales campaigns, and shared sales content libraries.
The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
Social Media: Finding the Reality In 2.0 ExpectationsKate O'Neill
From the Digital Nashville Education Series event on November 4th, 2009. Discusses how to get beyond the hype and understand a bit deeper what social media is about, where it's going, and how your business can derive value from participating.
The document summarizes a study conducted to measure the brand equity of Colgate toothpaste using a modified version of the Winning Brands model of brand equity measurement. The study measured consumer loyalty, ability to charge a price premium, and brand leveragability. It found that Colgate has the highest Brand Equity Index of 6.415 out of 10, compared to indexes of 3.703 for Pepsodent and 2.421 for Dabur. Colgate's strong brand equity is attributed to its high consumer loyalty and ability to charge a price premium, though it is not considered a highly leveragable brand.
This document discusses branding strategies and introduces the brand consulting firm Vertebrand. It makes the following key points:
1) Vertebrand believes branding should involve enhancing business value by strategically improving every customer touchpoint rather than just marketing and design.
2) The firm develops comprehensive brand strategies aimed at systematically increasing a brand's intrinsic valuation over time through consistent relationship building with stakeholders.
3) Vertebrand takes a 360 degree approach to branding, orchestrating all aspects of a business from product to people to ensure all elements are synergistically aligned with the brand DNA.
The document discusses using the MAST (Market Survey Assessment Tool) to diagnose marketing performance issues and develop a turnaround plan. It provides an overview of MAST, describes how it can identify gaps in an organization's marketing capabilities across six key dimensions, and showcases how MAST was used by a financial services company to reduce efforts by 30% and shift focus to more impactful planning and learning activities. The key takeaways are to understand current capabilities, perform a diagnostic assessment with MAST, build an improvement roadmap, and execute changes in a phased approach with defined metrics for success.
1. Developing a market strategy involves studying how to exploit a firm's resources to achieve marketplace success, deciding on actions, and updating the strategy during implementation.
2. Business strategy is the cornerstone for market strategy and involves understanding a firm's core competencies, capabilities, and partners' resources to craft fundamental value-based strategies like product leadership, customer intimacy, and operational excellence.
3. Effective market strategies are informed by business strategies focused on unique resources and delivering superior customer value through innovation, customization, or efficiency.
Digital Marketing Case Study + Consortium DetailsBest Practices
Sample slides from our latest research on Mastering Digital Marketing Structure and Strategy and how it helped the commissioning client transform their multi-channel marketing function.
How to Register? Other Questions? Give us a call or simply fill in the "Get in touch" form and we will be in touch to discuss further.
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9. Objectives
Realize organization’s mission
Align with strategic plan direction and industry
Build on heritage and goodwill
Power of 7,700 colleagues!
12. Implications
“Competitive Challenge” Only One Piece Of Puzzle
critical, but only one component
Control What We Can
can’t control outside
can (based on SLRP) build strategic, operational, clinical, physician
and marketing alignment that delivers meaningful, differentiating,
sustainable customer experience and value back to organization
Actions Beyond Words
beyond promoting Reading brand to delivering it
contingent upon brilliant execution
19. Brand Energy Ladder
Essence of Reading Health System’s specialness and distinctiveness – its rallying cry, so
TAGLINE to speak.
How Reading Health System can single-mindedly stand apart from competition in the
POSITIONING minds of its communities and patients; guiding planning, marketing and communications.
Set of human characteristics that underlie Reading Health System’s voice and guide all
PERSONALITY forms of expression.
What the Reading Health System brand (functionally) does for people and the (emotional)
PROMISES feelings they should get from it. The basis for brand positioning.
Shared principles and beliefs that guide internal activities, how people will work together
VALUES and choose among competing priorities.
Starting point to create emotional connection inside and outside, through a story that is
STORY genuine, distinctive, simple and repeatable.
19
20. Organization Name: Reading Health System
(from Reading Hospital)
Breadth and depth beyond hospital.
Leads with Reading equity.
Health (vs. health care/”sick care”) reflects strategic, and industry,
direction.
System suggests breadth, affiliation, linking of sites (for patient
advantage) across continuum.
Accommodates all facilities, service lines, and future initiatives.
21. Branding System: Goals
Clarity • Reduce complexity and confusion
• Help patients navigate and choose
Synergy • Brands work together to reinforce brand and business
strategy (e.g. breadth and depth)
Leverage • Promote cost-efficient branding practices
• Exploit brands to enter new geography, introduce new
services, attract and acquire new partners, etc.
Financial • Contribute to achieving greatest return on brand
investment
21
22. Branding System: Recommendation
• Signals breadth and depth as endorses with new organization name
• Simplifies patient selection by leading with facility
• Generates brand-building and marketing efficiencies
• Creates desired “system” associations (mitigates relationship
confusion)
23. Corporate/Master Brand Reading Health System
Major Gateways/ Reading Health Medical Center, Reading Health Rehabilitation
Reading Health System Hospital, Reading Health Physician Partners
Satellite Locations/ Reading Health Medical Services at Wyomissing, Spring Ridge,
Reading Health System Muhlenberg, Northern Berks
Centers/ Beginnings Maternity Center, McGlinn Family Cancer Center,
Reading Health Medical Center Marlin Miller Jr. Heart Center, Stroke Center
Medical Specialties/ Orthopedics, Women’s Health, Emergency Department, Pediatrics
RHMC or RHS
Medical Sub-Specialties or Programs/ Joint Care, Maternal-Fetal Medicine, Radiation Oncology,
Medical Specialty Behavioral Health
Non-Medical Sub-Specialties or Child Development Center, Academic Affairs, Library Services
Programs/Reading Health System
Diversified Businesses & Partner Brands/ Reading-Berks Physical Therapy, Horizon Healthcare Services,
Reading Health System StChris Care
23
24. Tower Logo
Recommend refining to better project who you are, where you’re going.
Internal qualitative discussions, little attachment to current
External quantitative, connotes trust and longevity
Mistake to disregard this equity
Simplify, update, project
24
24
25.
26. Tagline
Essence of organization
Succinct
Genuine
Aspirational
Story
Nuanced
Visionary
27. Advancing Health. Transforming Lives.
A Passion For Better Medicine Because you deserve healthcare this good.
Professional and caring personnel.
Good People. Great Medicine
The promise of medicine
Creating the future of medicine.
The caring face of healthcare in your community.
27
36. Creative Brief
Objectives
Awareness, perception
Audiences
Internal and external (Berks and surrounding communities, M/W 25-65;
community, business, political leaders; prospective employees/affiliates)
Platform (beyond campaign)
Committed to ensuring communities thrive now and into the future –
by empowering them to live their healthiest lives.
Reason To Believe
Strong, progressive, multi-faceted health system. From “sick” care to
“health” care.
Tone of Voice
Progressive, Sophisticated, Genuine, Passionate, Approachable
Measuring Success
Internal engagement and alignment, awareness and reputation, greater
understanding/delineation of organization, increased calls/volume
…to what your communities/patientswantto hear and achieve. Helping them do what they can’t on their own or what others can’t provide. Ultimately, re-ignitingboth customer and the organization. From building awareness and trust, to relevance and preference, to affinity and loyalty. Ultimately, new marketing energy should equal new customer energy.