JACQUELINE KHOURY

APPENDIX 1- PROFESSIONAL FULL-TIME EXPERIENCE 1.0- AS-SALAM HOSPITAL – Branding & PR project in Healthcare + CSR mission

1.0.1- AS-SALAM CSR PROJECT – BLS Training for nursery care providers 2- MBA ACTION LEARNING EXPERIENCE 2.0- C&A – Strategic Consulting project for a big Fashion Retailer presence in Portugal 3- MSMS ACTION LEARNING EXPERIENCE 3.0- IV SYSTEM – Product Design & Development

OUTCOME - Launch of As-Salam new branding and introduction of Alameda Holdings entity and new project of Katameya.

PROJECT BRIEF - Rebranding of main hospital “As-Salam” and branding of holding company “Alameda” and new luxury boutique hospital “Katameya”

PROCESS - ●  Meeting with different marketing agencies and selecting one ●  Hiring and developing an internal branding & PR team ●  Holding workshops with different departments at the hospital and

engaging employees in the process ●  Exploring the overall experience of a patient with the existing brand

through qualitative interviews ●  Looking at the value chain of the hospital and identifying the

performance of the brand on different delivery points ●  Aligning brand strategy with business strategy ●  Focusing on the customer journey “experience”

1.0 AS-SALAM

Map customer journey

Define contact points

Internal

Create Experience Balance Improve Service

Delight the customer

Benchmark out of category

Audit Training

Develop Care Training

How to do it better & better

Give our people a voice External

Digital Presence Random Acts of Kindness

Placed media & PR strategy

Champion Social Cause

1.0 AS-SALAM

PROJECT BRIEF - As-Salam needed ways to integrate the brand in society and champion a social cause.

PROCESS - IDENTIFIED PAIN POINT

DEVELOPED INITIATIVE PREPARATION LAUNCH EXECUTION

Monitored the local news to identify pain points in society. Identified a lack of BLS and First Aid training at nurseries, where children died of minor incidents.

Received support from executive management Gathered department heads to share and promote initiative Collaborate with Neonatal and Pediatric department

Research BLS content Develop course content with Neonatal and Pediatrics department Translation of content to Arabic Rehearsal of presentation and demonstration of course

Team of Neonatal and Pediatrics under supervision of director, along with branding and PR team visit first nursery to launch project.

A visit to a second nursery where an incident occurred in addition to 7 more nurseries. A presentation and physical demonstration was given to caregivers and teachers. Handouts were provided during the course

1.0.1 AS-SALAM CSR PROJECT

OUTCOME - ●  Team completed course at initial nurseries successfully plus seven

more that requested it. ●  Got sponsoring from Baby food brand “Hero”. ●  Corporates contacted the hospital requesting the same training

for their staff

OBSTACLE - It was difficult to explain to health professionals the benefit of CSR and the BLS project. It was only after the positive results of our first course, that its purpose was understood.

1.0.1 AS-SALAM CSR PROJECT

PROJECT BRIEF - C&A needed to redefine its footprint in Portugal in terms of geography, store format and online presence.

PROCESS -

RESEARCH FRAMEWORK PROCESS DATA ANALYSIS BRAND ANALYSIS DELIVERY

Weekly meetings with client Store observations In depth qualitative interviews with clients

Blue Ocean Strategy framework Market sizing and industry trend forecasting

Data analysis: Store performance, pricing, historical evolution of C&A in Portugal and relevance to changing demographics and consumer behavior

Analyzing C&A in Portugal Analyzing online data and Fashion trends Additional interviews with C&A customers

Short term plan to expand online footprint Long term plan for changes in current physical footprint (store placement, no. of stores, store size and product selection)

2.0 C&A

Using the below framework, I redefined C&A’s brand image and assessed the consistency in their messaging and efforts to shape their customer’s perception.

OBSTACLE - I noted that the client had continuously overlooked their brand image and perception. I brought in the initiative to analyze the brand and explain the need to do so.

2.0 C&A

Segmentation

PROCESS OF BRAND ANALYSIS - I took the initiative to asses brand perception through interviews with stakeholders both within the company and externally (shoppers and target segments) and through online data analysis I used frameworks from our branding course to assess: Brand Elements, Marketing and Communication Programs, Brand Awareness, Brand Image, Brand Identity, Brand Positioning, Brand Diagnosis.

OUTCOME - Defined C&A’s perception of their brand versus their customer’s perception, along with their actual product offering in Portugal Presented a new segmentation for C&A that would make more sense for their current loyal customers Illustrated a step by step plan to changing brand perception through messaging and media placement

2.0 C&A

COURSE BACKGROUND -

An interdisciplinary course with students from MIT Engineering, MIT Sloan school of Management and Rhode Island School of Design.

Students team up and get to work on developing a product from start to finish

PROJECT - Vital tubes in ICUs

“To develop a product solution that improves the efficiency of mobility of patients throughout ICU and around the hospital” PROCESS - Design Thinking

PROJECT EVOLUTION - IV for disaster relief teams

3.0 IV SYSTEM

PLANNING CONCEPT DEVELOPMENT

SYSTEM-LEVEL DESIGN DETAIL DESIGN TESTING &

REFINING PRODUCTION RAMP-UP

MISSION APPROVAL

CONCEPT REVIEW

SYSTEM SPEC REVIEW DESIGN REVIEW PRODUCTION

APPROVAL

Defining mission statement Product description based on Darwinator proposal (Is it real? Is it a win? Is it worth it?)

Defining critical customer needs Potential market for portable IV Competitor Analysis Research Primary- interviews with healthcare professionals Visits to MGH and Boston Children’s Hospital Secondary- online data

Concept generation- Developed 4 options and generated primary sketches Selected 2 options and used a down-selection matrix to identify one concept. Further explored close results and feasibility using voting/consensus to select one option

Team explores failure and risk Further detail sketching and 3D modeling First prototypes are made using existing materials Target market changed (narrowed down)

Testing prototype with colleagues and faculty Further testing with healthcare professionals Remodeling a new prototype and altering initial concept

Developing a prototype close to final product Final presentation of product Research options for patenting

3.0 IV SYSTEM

Concept Generation & Selection We compared our different concepts using a down selection matrix and found the sleeve and scarf to be the top concepts

3.0 IV SYSTEM

3.0 IV SYSTEM Concept sketching & 3D Modeling Team members sketched various illustrations for selected concepts

Prototyping with existing materials.

Prototype 1

Prot

otyp

e 2

3.0 IV SYSTEM

Final Alpha prototype

3.0 IV SYSTEM