BRANDING AND RE-BRANDING YOUR “NEW” HEALTHCARE SYSTEM FOR CHANGING TIMES

Healthcare Innovation: Trends from the TrenchesWebinar #2

Our Presenters

Andrea J. Simon PhDCorporate Anthropologist

PresidentSimon Associates Management Consultants

Dianne AugerSenior Vice President, Marketing

St. Vincent’s Medical CenterPresident of the St. Vincent’s

Foundation

Agenda For Today

Share early insights of research we are conducting on the abundance of name changes and re-brandings.

Diane is going to share the power of a hospital “brand” and how to protect and re-invigorate it during dramatically changing times.

Return to the question about why brands matter.

Why This Matters in Changing Times Can you create and communicate a brand that still, or

finally, makes you “the place to work” and “the place to go” for healthcare?

Can you inspire your associates and physicians to “Live the Brand” and become your brand ambassadors?

Is there a higher purpose? Can you do it in “innovative ways” that add “real

value”—not just change your logo or your color palette?

Trends from the Trenches

The Future Is Very Fuzzy

A lot of discussion around the Value of Brands in the Future for Healthcare?

Will they matter?

Or, Will Consumers Just Decide On…

Price? Convenience? Commoditized Services?

Maybe they will struggle with the “Paradox of Choice”?

Trends from the Trenches

Widespread Name Changes. Without A Focus on The Brand. Name Re-invigoration: Those Staying True to Their

Names and Building Their Brands, Internally and Externally.

What does the new name really mean?

So Many Are Changing Names!

Recent Research We Conducted

Found 100+ Hospitals or Healthcare Systems that have changed their names in the past year…and we are still digging.

Here Is A SampleOld Name New Name

Genesis Medical Center Genesis Medical Center, SilvisDirne Community Health Center Legacy Health LSU Medical Center University HealthE.A. Conway Medical Center University Health ConwayJefferson Regional Medical Center Jefferson HospitalLake View Hospital St. Luke's HospitalKennewick General Hospital Trios HealthJordan Hospital Beth Israel Deaconess Hospital-Plymouth Via Christi Hospital on St. Francis Via Christi Hospital St. Francis St. Joseph Health System St. Joseph HealthCheboygan Memorial Hospital McLaren Northern MichiganEvergreen Healthcare EvergreenHealthSisters of Mercy Health Systems MercyWhite County Community Hospital Highlands Medical Center Research Belton Hospital Belton Regional Medical CenterPalomar Pomerado Health Palomar Health Collier Health Services Healthcare Network of Southwest Florida BryanLGH Health System Bryan Health

Lots of New Logos, Signs, Color Palettes

Rebranding With New Logo Louisville, Ky.-based Baptist Healthcare System is changing

its name to Baptist Health and rebranding all seven of its hospitals throughout the state,

• Baptist Health Corbin• Baptist Health LaGrange• Baptist Health Lexington• Baptist Health Louisville• Baptist Health Madisonville• Baptist Health Paducah• Baptist Health Richmond

Eliminate Consumer Confusion

They found in the consumer focus groups that not one consumer could delineate between the facilities that had the Hughston name in them. Had to create better clarity.

Clarity of Who We Serve

Dirne Community Health Center changed its name to Legacy Health to communicate its openness to everyone in the community, regardless of health insurance. A common public perception was the organization served only people who could not afford insurance.

Better Reflect Commitment

Kennewick is now Trios. The name will better reflect its commitment to the Tri-Cities — the Washington cities of Kennewick, Pasco and Richland — and its growing range of services.

Return To The Original Name

Via Christi Hospital is changing three of its hospitals' names back to the originals. The health system changed the names of the Wichita hospitals to match their street names in 2009, but has decided the names should revert to their original brand.

New Name, Same Mission

St. Joseph Health System to St. Joseph Health. The name change reflects its broader health care

goals. It embraces the spirit of our new networks of care, which focus not just on hospitals, but on the broader delivery of health care through our medical groups, outpatient services and other health care programs.

Strengthening The Locational Difference The Methodist Hospital is now known as Houston Methodist Hospital.

Here are the new names of the four other Texas hospitals, all of which are located in Houston, unless otherwise noted:

• Houston Methodist Sugar Land (Texas) Hospital• Houston Methodist West Hospital• Houston Methodist Willowbrook Hospital• Houston Methodist San Jacinto Hospital (Baytown)

The Methodist system, now Houston Methodist, changed its name to differentiate its hospitals from approximately 80 other Methodist hospitals across the country.

Reasons Acquired/affiliated/merged (38) Communicate broader scope of care (17) To better communicate affiliation/alignment with brand (14) Went back to original name (6) Uniform name within group (6) Clarify people it serves (6) Improve name recognition/perception/reputation (5) Save money/privatization (4) Differentiate from competition (2)

Where Is The Strategy?

Name change is often not driven by a strategic process.

Rebranding often doesn't go much further than an organizational name change or creation of a new logo.

Hospitals and Railroads

Changing Times

Rise And Fall Of An Industry Railroads had a golden age for

about 40 years until cars and airplanes took over.

Railroads didn’t redefine themselves as being in the transportation business, quickly and strongly enough.

Hospitals Are Facing Changing Times

Hospitals are no longer in just the hospital business. Welcome to the care coordination business.

Hence, A Brand New Name

One way an organization can emphasize this renewed focus is through a name change.

The more important question — what should that name mean and how to you make it come alive?

New Names Don’t Mean Anything

If the role is changing, what is the new name representing?

If you don’t tell your story, people will just make one up.

The changes are generating fundamental questions about what they really represent.

New Names Are Not New Brands

Brands answer the question: “Why You?” Brands differentiate you from the rest. Make it easier for people to anticipate the care

they will receive. Help consumers make the right choices, for them. Very human to want to “belong.”

Our Consumer Research: People Worry

If they have the same name will I get the same care? Everywhere -- like Starbucks?

What does the new name really mean? Maybe, its name doesn’t even matter any more? Everyone is changing names, so it is another fad.

They Asked Us…

Isn’t or Shouldn’t Every Hospital Be The Same?

New Options Challenge Old Brands

Except Those With Higher Purpose

Curious, I Went Exploring Name changing is clearly old, yet the robustness is a

new trend. What if you kept your name and your brand? Should you keep your old name and invest in the brand

equity? Where could we see the new healthcare ‘manifesto’

emerging in the naming – “We are going to help keep you healthy.”

Changed its nameClear StrategyNow the entire experience

One Hospital System

One System Doing It Right: BayCare

Evolving name, brand and positioning since 1996.

It’s All BayCare Now

Future Focus

Name change set platform for acquisitions and integration.

Created a division of hospitals along with BayCarePhysician Partners.

Strategically focused on population health and wellness. Online experience emphasizes how they can help you,

throughout the entire BayCare.

From Clinical Care to Patient Experience

“What I can tell you is that health care systems should borrow a page from both the retail and hospitality sectors as medicine becomes more retail (outpatient and physician office) and focused on the patient experience. Our own system evolution has changed the definition of quality from a clinical focus to a focus on delivering a better patient experience in all care settings.” Stewart Schaffer, SVP Marketing

It’s All About The Experience

Many aspects of this are hospitality such as: making sure patients are comfortable with a minimum of pain, or a quiet hospital, patient advocacy, concierge-like care coordination and discharge planning, ‘all hands’ approach when responding to nurse call buttons.

BayCare’s brand is evolving to stand for a great health care experience using retail and hospitality benchmarks.

Build the brand. Introducing Dianne Auger.

Benefits of Strengthening Your Name

St. Vincent’s Health Services Story

Let me introduce Dianne Auger here to carry on the story about how she has led the process for her brand’s resurgence, the rise in internal purpose, and the “living the brand” effort at St. Vincent’s Health Services in Bridgeport, CT.

For St. Vincent’s…

In part, it is about the “Brand New.” In part, about the “Brand Direction.” And in large part, it is about “Brand Invigoration.” Not just about a name, but what it really means.

Welcome To St. Vincent’s

When you walk through these doors, you just feel like this is where you “belong.”

St. Vincent’s Health ServicesBridgeport, Connecticut

473-bed community teaching and referral hospital Family Health Center and outreach services 76-bed inpatient psychiatric facility Health sciences college Special needs school and residential programs Foundation Member, Ascension Health, Largest Catholic healthcare system in the U.S. Founded in 1903 as Daughter of Charity Hospital to serve poor and

vulnerable

The Need To Assess Our Brand Health care is changing

CT landscape in flux and competitive

Demographics are changing

Consumer expectations - more sophisticated

Social media – who are we in this world? Perceived strength in brand – is it optimizing growth opportunities across

our entire system, now and in the future? What is our position? (informs the brand strategy)

To Build A Comprehensive Brand Strategy

Capabilities -- What do we do? Personality -- How do we deliver what we say we do? Internal Values and Culture -- What do we care about most? How

do we treat one another? Shared Values and Community -- What do we have in common? Noble Purpose -- Why do we exist? Position -- Who are we in the market? Brand essence -- Is it unique? Is it a meaningful experience? Is it

scalable?

St. Vincent’s Master Brand

Previous Position And Brand State

System currently supports unique identities (affiliates, service lines and programs) and independent department decision-making regarding the position and marketing of those identities.

Individual goals, strategies, programs -- not yet fully integrated at this point in the life of SVHS.

Duplicative cost structure (websites, marketing efforts, collateral, advertising…)

Strategy for integration is evolving -- opportunity to evaluate and create end state vision.

St. Vincent’s Logos (sampling)

What is the positioning for the overall organization (SVHS)?

How can we leverage the power of SVHS to grow into new markets and new services?

What do our stakeholders think about us? Associates, physicians, patients, consumers, donors, volunteers

What about potential new affiliations and co-branding (MD Anderson, Quinnipiac Medical School, others).

Key Questions

Branding Journey Internal, external and competitive review Market research SVHS articulation of position – what makes it valued, different,

competitive, and relevant Determine if positioning is valued and understood by stakeholders

(internal and external) Not an exploration about logos, that was catalyst

Collective agreement about how we live the St. Vincent’s Brand

What Did The Employee And Physician Stories Tell Us About The Brand?

Caring and Sharing; Smiling, & Touch Like a “Family” Believe it is all about the patient Not just a “team,” but a “community” of

caregivers Very spiritual -- you just “feel it” and “see it” in

their faces, greetings, & the way they help you We anticipate what a patient, physician or

colleague needs It is a place where you belong.

Serious Work! At St. Vincent’s…

How Does Our Market Connect With St. Vincent’s? What Do Consumers Think?

That makes it simpler and easier Where they trust that the doctor is

worried about them Where the systems work well Where there is cleanliness and

orderliness “Where I can get the information that I

need, the way I want it, when I need it” Where someone cares about “me” And please, take out the complexity

Non-St. Vincent’s Patients They want a place …

St. Vincent’s Patients -- Similar or Different?

Much more focused on how it feels to get care

They want to feel like:

They belong, like family

That nurse’s smile and soft voice, touch is about them

Almost as if the doctor is necessary but the nurses are the critical experience

They understand what my family needs

Must be new and clean (and safe) -- all expected

Of course, has the latest technology and best doctors

And is really well organized: “ducks lined up in a row”

St. Vincent’s Patients Key Themes

Brand Personality Research

400 online and 200 telephonic surveys Probing key elements of the personalities perceived by

consumers of St. Vincent’s and the competition Designed to get at the personality drivers that answer

the question “why you?” and “why not the others?” Were we a brand that people want to “avoid vs.

approach”?

The personality characteristics of St. Vincent’s resonate with consumers.

This is a differentiator we can use to set the St. Vincent’s experience apart from the competition and it is the experience that they are looking for.

And we already behave that way -- the experiences that people want to approach (not avoid) are the ones already taking place, as evidenced by our own patient stories.

What’s The Point?

Compassionate Open to cooperation Comfortable Has a big heart Sensitive Confidently quiet Open to new ideas

Aims for achievement Seeks attention Formal Hurried Distant More clinical Lacks a calming influence

St. Vincent’s Largest Competitor

Contrasts In Personality

St. Vincent’s is: A healthcare system where there is a community of caregivers

whose compassion makes us better at what we do for our patients and their families.

We listen more carefully, we work together more effectively and efficiently, and we use the tools of modern medicine more skillfully.

We bring our hearts and our minds to work, every day. We help patients and their families feel calmer and more

confident in a stressful time in their lives.

What’s The St. Vincent’s Promise?

Cardiology Campaign

Key Question For Us

How do we fulfill the promise of "Gentler Hands and Sharper Minds" in everything we do—across the entire SVHS organization? Each other

Physicians

Our patients and their families

Our students and their teachers

Our friends and our community

Launch Mattered

Here’s How We Live The Brand Create an exceptional patient and family experience that

distinguishes our approach to healthcare across the entire organization.

Ambassadors: every associate must be an ambassador for St. Vincent’s. Keep the brand promise together Work here with pride Tell friends and families what a great place it is to work

Stories: Why This All Matters

And For The Staff

Engagement Is Key!

Living The Brand In Changing Times

Research Communicate Purpose Research (docs need this) Land on Position, Gain

Agreement Be consistent Tell your Story -- before someone

else does

Be intentional Use across the organization Communicate widely Launch with Fun Hire for “brand fit” Not a program, behaviors that

are trained, recognized and rewarded

Assess and Identify Position Live the Brand

To Thrive In Changing Times!

The Power of Brands

Times Are A’ Changing

Remember the railroads.

Branding Is As Well

The Internet is changing: How people decide. And, the power of brands in that decision making

process.

Not Same As Before

Maybe It Is More Than A Name

Healthcare systems should consider their brands as a vehicle to build relationships with consumers, again and in different ways.

Brands are a beacon to unify a system across multiple touch points and points of care.

Are you the Starbucks of Healthcare?

Paradox Of Choice Is Real

Coming from rising deductibles.

Confusion and cynicism over the changes.

Power of the habits and attachment to what they know and have always done.

In Changing Times, Healthcare Institutions...

Must simplify the decision process.

Inspire people to feel that youare the right solution for their new personal needs.

Be their compass.

Naming Decisions Should Focus On The Future

Name should set forth a map with a brand story for who you are and where you are going.

Creates the mind-map for your users.

What Stories Should Employees Tell?

What does the name mean to them? They are your “brand” ambassadors. Are your leaders, as brand builders,

driving change and inspiring employees, physicians and patients?

Word-of-Mouth Wins

You have to convince consumers to convince other consumers to believe in your brand, and talk about it as the right solution.

You should want a lot of good conversations happening.

All About The Experience

Must go beyond the expected and create experiences that separate you from the rest.

True to the brand promise. Brings the brand to life in a way that is ‘own-able.’ Are you the “best of the rest or the ‘only’?”

Remember We Are Humans

Brands Matter To Us Because…

Names Are Symbols

It is a name and a logo but much more about what each represents. We are symbolic creatures. Language and symbols matter. Intangible experiences have

meaning.

Cannot Just Change Your Name

People want to believe in your brand promise. They want to belong to your “flock.” They ask, “Can you:

Help Me Connect with Me Engage with Me”

Final Thoughts

To thrive in these changing times, remember that… Changing Names Do Not Create New Brands. And They May Dilute The Ones You Had. New names need new stories. Staff need to embrace and live the new brand. They need to tell the story with authenticity. The New Healthcare is not a place or a thing but an

experience.

What Do You Want To Be?

"They're not the best at what they do, they are the only ones who do what they do." Jerry Garcia

Your Questions

Can you suggest strategies that would help us grow our brand-share?

Do we have to have all of the named-hospitals or physician offices have similar experiences? And how do you do that?

Dianne, what are some specific things you are doing to get your employees to live the brand?

Your Questions

Is has always been especially hard for hospitals and other healthcare systems to take branding and marketing all that seriously, when their larger mission is to save lives and help cure the sick? Does marketing end up taking a backseat at hospitals more often than it should? Or is that changing now that hospitals need to become better businesses attracting new patients to survive?

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Next Webinar January 17th At Noon EST.

Webinar #3: Consumer Data, Insights and Innovation with Linda MacCracken, VP, Truven Health Analytics and Adjunct Lecturer, Harvard School of Public Health January 17, 2014 at 12:00 PM EST

For More Conversation And Information

Andrea J. Simon PhDCorporate Anthropologist

President, Simon Associates Management Consultantsasimon@simonassociates.net

Office 914-245-1641www.simonassociates.net

@simonandi

Dianne AugerSenior Vice President

St. Vincent’s Medical CenterPresident

St. Vincent’s Foundationdianne.auger@stvincents.org

www.stvincents.org