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What’s in a Name? Your Organization’s Identity

Marianne Aiello, for HealthLeaders Media, December 28, 2011


"The Retreat has grown substantially in the past few years," Sorensen says. "We now find ourselves in what staff and administration have been calling unprecedented times. Not only has our census increased by nearly 60 percent since 2007, but we have achieved the kind of financial stability we need to invest in updating our historic facility and launching new and innovative programs that reinforce the leadership position we strive for."

The Brattleboro Retreat opened two new programs in 2009 and is currently collaborating with the state of Vermont on a 14-bed program for Hurricane Irene victims who need long-term treatment. As a result, the center is expanding, adding 95 positions in 2011 and looking to fill about 30 positions going into 2012.

"The Retreat is very proud of what we have accomplished in the past few years, especially in light of the economy," Sorensen says. "The key for us has been adopting a more entrepreneurial approach in both our marketing efforts and our clinical operations. It's something more and more hospitals are going to have to do to survive and thrive."

It's this entrepreneurial spirit that all healthcare organizations can learn from. Whether your organization has been around for 178 years like The Brattleboro Retreat, or is just getting going, an aggressive strategic plan with an emphasis on the patient experience is necessary to stand out in today's competitive market. And if you realize you've made a branding mistake, it's never too late to turn it around.

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