Hardwiring Service as a Brand Strategy...– Web and Intranet • PR and Media Relations Messaging...
Transcript of Hardwiring Service as a Brand Strategy...– Web and Intranet • PR and Media Relations Messaging...
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Hardwiring Service as a Brand
Strategy
Jean Hitchcock
Kristin Baird
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What we’ll cover
• Relationship between patient experience &
brand
• Case example for linking operational
accountability with service and brand
• Techniques for hardwiring service into culture
• Aligning internal and external messaging
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What is a Brand?
• Positioning strategy
• Name
• Theme line
• Logo
• Lore/ Word of Mouth/ Stories
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Mission, Vision and Positioning
“Us to Market” Description
• Mission Statement:– What we say we are and
do for the market.
• Vision Statement:– Our view of the
organization in the new future.
“Market to Us” Description
• Positioning:– How we want to be
known by the market.
– An exercise in minimalism
– Expressed in theme line
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Positioning for Whom?
• Our priority segments for Positioning:
– First group is the consumer- patients & donors
– Second group is our internal constituency
– Third group is our referring physicians
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The Positioning Question
• What do you want to be
known for in your market,
with your priority segments?
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Hallmarks of Good Positioning
• Rooted in real strengths
• Differentiates us from competitors
• Presents an attractive face to the consumer
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Familiar Folks
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MedStar At A Glance
• $4.5B System
• Ten hospitals inMaryland and the Washington, D.C. region
• Academic medical centers and community hospitals
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• 30,000 Associates
- 8,000 RNs
• 6,000 Affiliated Physicians
- 1,600 employed
physicians
- 1,100 Residents/year
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MedStar Access At A Glance
• Many call centers and
many vanity numbers
• 16 public web sites not
all managed internally
• No explicit service
standards
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• Patient pathways not
part of clinical
pathway
• Rebranded in 2011
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MedStar’s Vision
• To be the trusted leaders, caring for people
and advancing health
• Our vision drove strategy which drove
rebranding
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Business Strategy
Develop a seamless, distributed network and continuum of
care that builds healthier communities.
Tactics
– Build and buy
– Push healthcare out of the hospitals
– Fill in geographic and service gaps
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There is a strong desire to positively position MedStar against Johns Hopkins
Medicine (known for research) and University of Maryland (known for
education and trauma) by not trying to compete on their turf, but rather on
the strengths of MedStar. Interestingly, most see these strengths as “tangible”
(examples: size, geography, continuum of care, etc.) rather than “emotional
drivers” (examples: trust, provider approachability, good communicators,
etc.).
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Brand Positioning
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August 2010 research indicated MedStar brand name awareness is
relatively high, but brand familiarity is weak. Familiarity will be
enhanced through brand positioning.
Brand positioning is the process of fashioning a message strategy
that creates an indelible, distinctive and motivating impression of
MedStar in the minds of your audiences.
Proper brand positioning creates an enduring emotional bond. Four
considerations include:• Compassionate Care
• Comprehensive Services
• Leadership
• Leadership Plus
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The CMB August 2010 Research concluded that the two competitive strengths of MedStar are:• Compassionate Care
• Comprehensive Services
While each or a combination of both could be the platform for MedStar’s brand positioning, BrandSavvy believes neither adequately addresses the weak perceptions of expertise in treating complex conditions, innovation and technology...in other words compassionate care and comprehensive services alone will not “elevate” the system brand.
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Brand strategy meets the patient
experience
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� Positive Word�of�Mouth
� Loyalty
� Utilization*
� Preference
� Top�of�Mind Awareness
� Name Recognition
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Your Brand is Your Promise to the
Market
How do you hardwire the brand promise of
service?
Brand = Name, Logo and Stories
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A Good Brand
• Supports recruitment
• Attracts business and philanthropy
• Enables an organization to achieve its vision
• Is THE growth strategy!
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Creating a Positive Patient Experience
Through Access Patient Experience
Service Standards
Training
Technology
Knowledge
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What you don’t know,
CAN hurt you• Access
• Courtesy
• Branding the call in
greeting & closure
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Mystery Shopping (MS) to Ensure the
Patient Experience
• Mystery shopping is required for all services
marketed
• The MS reports influence operations by giving
a real time assessment of operation.
• MS takes the Point of View of the patients.
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Communications To Align Brand
Messaging
• ALL Communications
– Internal, external, digital
– Physician
• ALL Public Messaging
– Media
– Community Groups
• ALL Advertising
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Communications Plan
• Message Platform
– Web and Intranet
• PR and Media Relations Messaging
– Boilerplate
• Community Relations
• Government Relations
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Caution! Put Tactics in Context
• Tactics support…
• Strategy
– Supports…
• Objective
– Supports…
• Goal
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Hardwiring 101
• Vision before goals
• Goals before strategy
• Strategy before tactics
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“If you don’t
know where
you’re going,
any road will
get you there.”
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Create an Intentional Culture
• Define the desired culture (Intentional
culture)
• Conduct a gap analysis
• Identify priorities
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We are a patient-centered,
employee-owned culture that
always demonstrates compassion,
teamwork, gratitude and fun
while personally connecting with
each other and our community.
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(sample) Culture Shifts
Continuous ImprovementAccept Adequate
OwnerVictim
UnifiedSilos
AccountableTolerant
StandardizedInconsistent
Purpose-drivenTask-oriented
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Align behaviors & incentives
• Leadership development
• Accountability
• Engage the heart
• Share success
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Telephone Training for Staff and
Managers
• Leadership training – Coaching service
behaviors
• Training for front line staff
• Service Level Expectations
• Performance Reviews of staff and managers
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Employee
Performance Requirements
Center for Talent Solutions © 2000 - 2009
Know what to
do
Want to do
Know how to
do
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Your Quality Assurance (QA) Tool
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Five Essential StepsClarify specific objectives and agreed upon results
Observe baseline and identify the gap
Actions needed to close the gap
Communicate: guide and encourage with consistent feedback
Help and support to make sure that they have the tools
needed and barriers removed
©Baird Consulting, Inc. baird-group.com
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Methods for Observation
• Side-by-side
observation
• Y connection
• Remote Listening
• Mystery Shopping
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Peer Audits
• Scheduled
• Not reciprocal
• Use QA Tool
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Mystery Shopping
• Gives unbiased review
• Provides additional
coaching opportunities
• Provides data from the
consumer perspective
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Critical Considerations
• Do they have the tools
and support they need?
• Are your expectations
of them realistic?
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Questions?
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Contact Information
Jean Hitchcock, VP Public Affairs & Marketing
Kristin Baird, President/CEO