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Rebranding Helps Sharpen Marketing Strategy

Jacqueline Fellows, for HealthLeaders Media, August 7, 2013

Using a firm that focuses specifically on branding can help an organization narrow its goals more quickly. GHS used BrandEquity for its rebranding process, but Children's Hospital Los Angeles did its branding work in-house.

The main idea, no matter which path is taken, is to be able to identify the system's vision and mission, or "promise," as Rosenberg puts it.

"Advertising and branding are strategies that companies employ to help achieve marketing goals," he says. "Branding, or the act of branding, includes not just the basic elements/tactics such as naming, identity, look, [and] feel … but also the fulfillment of a brand promise."

For GHS, Foister says its goals are three-fold, "to be seen as a leader, innovator, and model of change" based on individual interviews done with business leaders, academic partners, and leaders in the community GHS serves.

The qualitative research found that GHS is best situated to position itself as helping patients navigate a complicated healthcare system, Foister says. Those efforts would surely be hampered with a complicated and confusing brand identity.

And, she says the new brand and logo is simple and fresh, and long overdue. Anecdotally, she's heard positive feedback from her community on the new image. Another survey on awareness, which will likely be conducted within the next year, will show quantitatively if the new brand is catching on, too.


Jacqueline Fellows is an editor for HealthLeaders Media.
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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