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Rebranding Helps Sharpen Marketing Strategy

Jacqueline Fellows, for HealthLeaders Media, August 7, 2013

But having multiple logos for one hospital or health system isn't unusual, especially if an organization is growing rapidly, like GHS did, or if corporate communications are left unchecked. That was the case at Children's Hospital Los Angeles. It rebranded in 2012, and in the process found 50 different logos in use. The reasons for having various logos are different, but the effect was the same at both Children's and GHS: a watered-down brand identity.


New Logo


After rebranding

Foister says research in GHS's service area showed its market share was decreasing. The data also echoed what Foister was hearing internally and from the community.

"National Research Corp data showed that consumers didn't know who was part of us and who wasn't," she says. "Our brand was so fragmented."

An organization does not have to go through a rebranding process to understand the differences between marketing, advertising, and public relations, but being able to step back and take a broad view of where an organization wants to go helps put those terms in their correct context.

"When we deep dive into the differences, it really is an "ah ha" from most people because even marketing folks don't always get the concept of branding as an all encompassing strategy, and tend to think of it tactically in the form of an identity, tagline, name, etc.," says Rob Rosenberg, president of Springboard Brand and Strategy.

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2 comments on "Rebranding Helps Sharpen Marketing Strategy"


Eric Brody (8/7/2013 at 8:33 PM)
Good article Jacqueline. But it's critical to the success of any rebranding effort that all of the insiders (administration and medical leadership, doctors, nurses, staff, volunteers), partners and vendors who must deliver on the brand's promises, and subsequent marketing, do so in a manner that consistently and collectively reinforces those promises. To this point, organization's must take the time to educate, engage and mobilize their teams (via resources and tools) around a re-branding. And this needs to be done both on an organization-wide level (the WE) and individual level (the ME) so that people understand their individual roles and responsibilities as it relates to building brand value from the inside out. Eric Brody President, Trajectory

Charles Falls (8/7/2013 at 2:15 PM)
Every organization already has a "brand", no matter how little the organization promotes it, since this brand is simply the market's perception of who the organization is The brand is what the consumer/patient already thinks or expects. The important thing is that the organizations can, as Bob says, promote their "promise." They can take the lead and explain exactly what their brand is. Whether or not it's true is up to each individual patient based on his/her experience, so it's important that any organization's brand be supported by all touch points within the organization. This consistency is hard for healthcare, especially with so many mergers and acquisitions. Brands must be consistent across all touch points. If the "promise" is not met at one location, the "brand" is just an empty promise to a consumer that extends to all locations. If it's an empty promise, the brand actually does more harm than good. Charles