Making life a bit easier

Where organisations go wrong

Just because you’ve built the world’s best toaster, you can’t expect people to rush to your door

But if you market it in the wrong way, in the wrong places or to the wrong people, you may find nobody buys it … or worse, you may get a lot of time-wasters knocking on your door

Wrong marketing

Marketing right, internal processes misaligned …

… results in a conflict between the two, leading to an inability to optimise your returns

The result

Wasted time Wasted effort Wasted money

Marketing

Too many people think it’s just about communications and brand awareness

– it’s actually the whole process of getting the right product, matching it to the right customers and then pressing the right buttons to make them do what you want them to do.

The business

Too often either

Run from a profit and loss point of view

Looked at as a series of departments (bubbles) that either cost or deliver money

This leads to a reluctance to invest in parts of the business that don’t provide obvious income

The business (and profits) go off-course and may go downhill

The whole business feels squeezed

The consequences …

And eventually …

The business gets squeezed out of existence

The message: A properly aligned business is a happy business (and a successful one)!

The only thing that matters is achieving what you set out to do as an organisation (which may be making money, but it may be something else)

To do this successfully, you need to take an organic view of the business – see it as a complete system

I set out to

1. Help organisations think about what they are doing and why

2. Help them recognise their true potential3. Help them achieve it

MARKETING – the essentials

The products must be right for the market

The market must be right for the products

You need to target the right individuals in the right companies with the right messages, using the right modes of delivery

But …

It’s not very helpful to have an immaculate outward appearance (ie marketing) if you have chaos within (ie your internal processes don’t support it properly)

Only if all your processes are pulling in the same direction can you have a truly successful organisation

Company infrastructure

Technology development

Human resource management

Procurement

Inbound logistics

Operations Outbound logistics

Marketing and sales

Service

Marg

inM

arg

in

SUCCESS

CASE STUDY: LONDON AMBULANCE

bringing together two dissimilar organisations

LAS

• Very formal

• Operated entirely in London

• Thought of itself as a transport service

• Quite technology-focused

EBS

• A bed-finding service

• Operated country-wide

• Very informal

• Little use of technology – and didn’t like it

• LAS wasn’t sure whether to keep or close it

Research and analysis showed strong demand for EBS’s services

86% of GPs and 62% of consultants value EBS’s work 58% of GPs believe the medical knowledge of EBS’s

staff is an asset 75% of consultants believe EBS’s work is specifically of

value to hospitals 78% of GPs would like a single point of contact for GP

referrals and ambulance transport 55% of consultants would welcome a single point of

contact for ITU beds and transport

There was clear potential to broaden the scope of the service

More elderly people, immigrants GPs less active out of hours New specialist treatments – and bed types (specialist,

intermediate care, day beds) Need for ambulances to have more specific destinations Need for London and national safety net DoH wants a single supplier

Comparison of bed availability with acute admissions,1980-1999

0

25

50

75

100

125

150

175

Source: Department of Health

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Acute beds

Other

Acuteadmissions

It was clear that pressure on all types of hospital bed would increase in the future (and it has)

But EBS needed to change in all areas

Cost

Dependability

FlexibilityQuality

Speed

Required

Delivered

Areas needing attention

Better financial infrastructure Flatter management structure Better career potential Much more and better technology Better psychological integration between LAS and

EBS LAS to allow EBS to become its flagship on the

national stage

I matched the available opportunities to the EBS’s strengths and showed the areas that were ripe for develoment (and those that could be killed off

+

De

ma

nd

fo

r s

erv

ice

Users’ need for service

-

Develop for short-term growth, maintain and review later

Minimum maintenance or withdraw

Develop and promote, review later

Develop/redevelop and promote

                  

-

+

The conclusionThe conclusion

LAS, EBS and the NHA: LAS, EBS and the NHA: A thrice-blessed unionA thrice-blessed union

Building on the benefits of each could lead to both a Building on the benefits of each could lead to both a better EBS and a more efficient LAS …….better EBS and a more efficient LAS …….

More able to meet overall NHS objectives for future More able to meet overall NHS objectives for future healthcarehealthcare

A dedicated call centre for healthcare professionals In the community In hospitals

A single point of contact, whatever the need: Referral for admission Referral to specialist care types Transport

So we developed EBS First

The ultimate vision

EBS First –the service

for Healthcare Professional

s

District Nurses

Emergency Care Practitioners

GPs

Registrars

Consultants

Acute Beds in London

ITU beds nation-wide

Neonatal care cots and transfers

Specialist clinics

Other specialist beds and care

Assessment/care in situ

Transport

Key:

Phase 1

Phase 2

Information only

The response

EBS First was popular with all stakeholder groups

• Patients

• LAS management

• LAS and EBS staff

• Doctors

• Hospital bed managers

• etc

In other words …

We got it right first Then we started to market it

An integrated approach to marketing planning that encompasses the whole business as well as marketing strategy …

Product

Place

PricePromotion

Sales

Promotion

PRAdvertisingTelemarketingEventsExhibitionsPress conferencesNewslettersInternetInternal PR

Sales displaysSales policySakes techniquesSales training

IT consultancyApplications supportTechnical supportMaking sales

Strategy

Delivering the word

Making it work

Following it up

Is my recipe for success