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Brand strategy for health systems

Brand strategy Insider helps marketing-oriented executives and experts like you to define and increase brand value. BSI readers know that we regularly answer questions from marketing-oriented managers and experts everywhere. Today we hear from Karen, a marketing vice president in Dallas, Texas, who is asking these questions about brand strategy.

“In the coming months, I will be leading the branding exercise for a university hospital with an integrated clinical delivery system. We currently have a segmented brand. We traditionally represented the academic and professional brand. Our healthcare system includes the clinical brand and the consumer brand.

We recently completed a strategic plan that outlines the vision and goals for academic, research, and clinical companies. The interpretation of the strategic direction of the company from the branding perspective contributes to the information about naming and visual identity. At the same time, we have started a visual identity exercise and are in the final phase of selecting a new logo.

What should we investigate and clarify regarding the brand strategy and brand identity of these two brands? "

Thanks for your question Karen. In our view, brand identity should create differentiation, recognition and recall for a brand. It should be based on the intended essence, promise and personality of the brand, ie on its positioning. Therefore, it is imperative that you position the brand before moving on to naming and visual identity.

Favorable positioning is the result of a thorough competitive analysis, a deep understanding of customers (for each segment) and an honest assessment of the company's strengths and weaknesses. A robust identity strengthens the most advantageous brand position and is based on rigorous stakeholder research and competitive analysis.

So consider examining these topics as you continue your branding exercise:

Brand strategy::

  • What is the current brand position any brand? How do they compare? How do they differ by segment (medical community, researchers, consumers, patients, donors, community leaders, and others)?
  • What current brand strengths can be used to pursue strategic goals? Is there a brand strategy that reflects the strategic direction of the organization for 5-10 years in the future?
  • How does every audience perceive the current / potential relationship? any brand? How well does each brand change to different products / services? What are the effects on alternative brand platforms, nomenclatures and architectures?
  • How are competing brands positioned? How do other academic medical centers organize their academic and clinical brands? What are the best practices for brand management in academic health centers and their integrated delivery systems? (Uniform vs. segmented)

Name and architecture:

  • Would brand targeting increase awareness?, Reduce confusion and create relative advantage? What are the risks?
  • What is the best brand platform for regional and national growth?academic and clinical?
  • Are there any advantages in maintaining and supporting multiple brands?? What are the risks?

We hope this is helpful and wish you all the best for your Karen branding exercise.

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