Healthcare Innovation: Trends From The Trenches Re-Branding Your "New" Healthcare System for Changing Times Featured Speakers: Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants Dianne Auger, SVP, Marketing, St. Vincent’s Health Services The second webinar is a highly informative discussion about branding and re-branding from the perspectives of those going through the challenges of: - Re-branding their organization - Internally branding to incorporate new ways of "living the brand" - Transforming Physician Practices to Corporate Brands - Protecting the equity of long-established brands

1. BRANDING AND RE-BRANDING YOUR
“NEW” HEALTHCARE SYSTEM FOR
CHANGING TIMES
Webinar #2
Healthcare Innovation: Trends from the Trenches

2. Our Presenters
Andrea J. Simon PhD
Corporate Anthropologist
President
Simon Associates Management Consultants
Dianne Auger
Senior Vice President, Marketing
St. Vincent’s Medical Center
President of the St. Vincent’s
Foundation

3. 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.

4. 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?

5. Trends from the Trenches

6. The Future Is Very Fuzzy


A lot of discussion around the
Value of Brands in the
Future for Healthcare?
Will they matter?

7. Or, Will Consumers Just Decide On…



Price?
Convenience?
Commoditized Services?
Maybe they will struggle with the
“Paradox of Choice”?

8. 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.

9. So Many Are Changing Names!
What does the new name really mean?

10. Recent Research We Conducted

Found 100+ Hospitals or Healthcare Systems that
have changed their names in the past year…and
we are still digging.

11. Here Is A Sample
Old Name
Genesis Medical Center
Dirne Community Health Center
LSU Medical Center
E.A. Conway Medical Center
Jefferson Regional Medical Center
Lake View Hospital
Kennewick General Hospital
Jordan Hospital
Via Christi Hospital on St. Francis
St. Joseph Health System
Cheboygan Memorial Hospital
Evergreen Healthcare
Sisters of Mercy Health Systems
White County Community Hospital
Research Belton Hospital
Palomar Pomerado Health
Collier Health Services
BryanLGH Health System
New Name
Genesis Medical Center, Silvis
Legacy Health
University Health
University Health Conway
Jefferson Hospital
St. Luke's Hospital
Trios Health
Beth Israel Deaconess Hospital-Plymouth
Via Christi Hospital St. Francis
St. Joseph Health
McLaren Northern Michigan
EvergreenHealth
Mercy
Highlands Medical Center
Belton Regional Medical Center
Palomar Health
Healthcare Network of Southwest Florida
Bryan Health

12. Lots of New Logos, Signs, Color Palettes

13. 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

14. 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.

15. 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.

16. 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.

17. 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.

18. 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.

19. 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.

20. 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)

21. 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.

22. Changing Times
Hospitals and Railroads

23. 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.

24. Hospitals Are Facing Changing Times


Hospitals are no longer in just the hospital business.
Welcome to the care coordination business.

25. 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?

26. 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.

27. 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.”

28. 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.

29. They Asked Us…

Isn’t or Shouldn’t Every Hospital Be The Same?

30. New Options Challenge Old Brands

31. Except Those With Higher Purpose

32. 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.”

33. One Hospital System
Changed its name
Clear Strategy
Now the entire experience

34. One System Doing It Right: BayCare

Evolving name, brand and positioning since 1996.

35. It’s All BayCare Now

36. Future Focus




Name change set platform for acquisitions and
integration.
Created a division of hospitals along with BayCare
Physician Partners.
Strategically focused on population health and wellness.
Online experience emphasizes how they can help you,
throughout the entire BayCare.

37. 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

38. 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.

39. Benefits of Strengthening Your Name
Build the brand. Introducing Dianne Auger.

40. 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.

41. 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.

42. Welcome To St. Vincent’s

When you walk through these doors, you just feel
like this is where you “belong.”

43. St. Vincent’s Health Services
Bridgeport, 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

44. 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)

45. 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?

46. St. Vincent’s Master Brand

47. 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.

48. St. Vincent’s Logos (sampling)

49. Key Questions



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).

50. 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





51. What Did The Employee And Physician Stories Tell Us
About The Brand?
Serious Work!
At St. Vincent’s…







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.

52. How Does Our Market Connect With St.
Vincent’s? What Do Consumers Think?
Non-St. Vincent’s Patients
They want a place …







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

53. St. Vincent’s Patients -- Similar or Different?
St. Vincent’s Patients
Key Themes

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”

54. 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”?

55. What’s The Point?



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.

56. Contrasts In Personality
St. Vincent’s







Compassionate
Open to cooperation
Comfortable
Has a big heart
Sensitive
Confidently quiet
Open to new ideas
Largest Competitor







Aims for achievement
Seeks attention
Formal
Hurried
Distant
More clinical
Lacks a calming influence

57. What’s The St. Vincent’s Promise?

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.

59. Cardiology Campaign

60. 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

61. Launch Mattered

62. 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

63. Stories: Why This All Matters

64. And For The Staff

65. Engagement Is Key!

66. Living The Brand In Changing Times
Assess and Identify Position






Research
Communicate Purpose
Research (docs need this)
Land on Position, Gain
Agreement
Be consistent
Tell your Story -- before someone
else does
Live the Brand






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

67. The Power of Brands
To Thrive In Changing Times!

68. Times Are A’ Changing

Remember the railroads.

69. Branding Is As Well

The Internet is changing:
 How
people decide.
 And, the power of brands in that decision making
process.

70. Not Same As Before

71. 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?

72. 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.

73. In Changing Times, Healthcare Institutions...



Must simplify the decision
process.
Inspire people to feel that you
are the right solution for their
new personal needs.
Be their compass.

74. 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.

75. 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?

76. 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.

77. 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’?”

78. Remember We Are Humans

Brands Matter To Us Because…

79. 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.


80. 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”

81. 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.

82. 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

83. 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?

84. 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?

85. Thanks To Our Sponsor: HIxD



Healthcare Innovation by Design (HIxD) is a global
network of healthcare delivery and experience
innovators.
HIxD is the premiere resource for healthcare innovation
knowledge, networking and career development.
HIxD's 6800 members are executives, entrepreneurs,
clinicians, designers, architects, engineers and IT
professionals.
http://www.healthcareinnovationbydesign.com

86. 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

87. For More Conversation And Information
Andrea J. Simon PhD
Corporate Anthropologist
President, Simon Associates Management Consultants
asimon@simonassociates.net
Office 914-245-1641
www.simonassociates.net
@simonandi
Dianne Auger
Senior Vice President
St. Vincent’s Medical Center
President
St. Vincent’s Foundation
dianne.auger@stvincents.org
www.stvincents.org