tag archives / eric brody

Dec
09

Re-energizing a storied brand: Arnold Palmer

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Being able to help steer the future direction of the Arnold Palmer Brand is a dream assignment. Fortunately, that honor is ours.

Icing on the top of a really big cake that we’ve been enjoying since we started our work, was this front-page article in the 12/5 Ad Age – Arnold Palmer takes a swing at positioning his brand for the future.

There are few sports figures that have earned the level of respect and admiration that Arnold Palmer has. Beyond his achievements on the golf course, his brand has played a role in our daily lives for more than half a century.

When you meet Mr. Palmer and spend time with his team, and begin to talk with employees and business partners, you quickly come to understand why. And they relate back to some important principles:

• Timeless values and ideals never grow old. That’s why they’re timeless.

• The importance of an authentic and emotional, simple and repeatable story as a foundation for growth.

• Regardless of how compelling a story, quality products are ultimately critical to success.

• While considering new ways to surprise and delight customers, you must remain true to your original identity.

• Your brand is the cumulation of everything you say and do, no more and no less. Everything matters.

I truthfully can’t say enough about how special this experience has been. For many reasons. But at the end of the day, what really blows us away, is how humble and kind the people are at Arnold Palmer Enterprises. And as usual, this tone emanates from the top. Good life lessons.

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Dec
05

From accountable care to accountable healthcare marketing?

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How would your efforts measure up to accountable healthcare marketing.

It would be similar to that of accountable care organizations (ACO’s). Ensuring that all of the parts work well together, and that better-organized is better for the patient, along with financial penalties or rewards that accrue to those organizations producing better outcomes.

In the case of accountable healthcare marketing, however, we’d be “accountable” to patients for the value of our marketing. Accountable for delivering “marketing that matters.”

Marketing that understands and responds to what your patients are really hungry for. That moves them forward by creating more (and distinctive) value and playing a more meaningful role in their lives – delivering personal growth, solutions to current problems and hope and optimism about the future. Marketing that is beyond exposure and attention, to delighting, inspiring, empowering and fulfilling.

Similar to ACO’s, accountable healthcare marketing would also be a two-way street. As you move communities and patients forward via your brand as a platform for their growth, they carry your brand forward and take your business to the next level. Today and into the future. This is your financial reward for producing better outcomes.

Here are three principles to start you on your way:

1) create marketing that in and of itself, through deeds rather than words, adds value to the lives of your communities and patients;

2) enables them, through you, to say something about themselves by reflecting their lifestyle or an attribute they want to express; and

3) unifies them, by giving them a way to act together and achieve something bigger than themselves.

Any thoughts you’d like to share?

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Dec
01

Fresh views for healthcare marketers: Masters of Marketing conference

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The 2011 ANA Masters of Marketing conference brought together more than 1,700 marketers and marketing service firms to share in the year’s official theme — growth. Forrester Blogs has provided a good “cliff notes” version of the conference, which you can find here.

Despite the somewhat cautious tone of many speakers, the CMOs delivering growth are doing so by demonstrating enterprisewide leadership. Three strong examples, very relevant for healthcare marketers, were from:

• Stephen Quinn, VP and CMO at Walmart, who talked about leading like your customer is your boss.

• Esther Lee, senior VP of brand marketing and advertising at AT&T who talked about leadership beyond the marketing department.

• And Jon Iwata, senior VP of marketing and communications at IBM who talked about leading by building corporate character.

Easy to relate these three examples back to the need for an expanded enterprisewide leadership role for the healthcare CMO…

• Customer as boss. Disruptive technologies (access to information, influencers, communities, grades, reviews, wait times…), new business models, alternative care options, etc, translate to an empowered customer, not a captive patient.

• Leadership beyond marketing. Consider how much brand value is enhanced or destroyed based on the customer experience, pre-during-post care, across the organization’s many access points. This evolves the role of marketing to impact brand-led culture, experience design and operationalization.

• Leading by building corporate character. What’s your bigger envisioned place in the world, beyond that of (obvious) community health provider. The “core energizing idea” that resonates with, inspires and aligns employees and customers. As CMO, help to create the platform that continuously works to move both customer and organization forward in more meaningful ways.

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Nov
23

New healthcare brand energy: Reading Women’s Health Services

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The more energy people sense from a brand, the greater its attraction and opportunity to create future value.

In this case, the brand is Reading Hospital and Medical Center’s Women’s Health Services. And it’s one of those rare times I’m writing about Trajectory client work.

Because Reading’s changing the game and creating new value for women. Who in turn, are carrying this healthcare brand forward and creating more value for the organization.

Reading’s created a comprehensive suite of Women’s Health Services for women at every stage of their lives. And combined with their highly personalized (uniquely branded) method of care – has created excitement inside and outside, changed attitudes and moved the needle on patient referrals and volume.

Marketing has played an important supporting role. It’s voice is personal, sophisticated, respectful and reassuring. Borne out of a lot of rich conversation with care givers and target prospects. It also creates value in and of itself, by being collaborative, enabling and unifying through its multi-channel delivery.

Congrats to Reading Women’s Health Services. They’ve really taken the lead in changing the game, and everyone’s winning.

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Nov
13

Good news for healthcare marketers about making life better

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How to make a brand stand out from the crowd? Make people’s lives better and more meaningful.

This is the global demand from consumers, in fact, 50,000 of them across 14 countries. Their views were measured by media consultancy Havas Media in their Meaningful Brands survey.

Quite surprisingly (at least for me), the study found that 70% of brands could disappear entirely without consumers noticing and that only 20% of the brands they interact with have a positive impact on their lives.

What’s the trick to making a brand meaningful and playing a larger role in our lives? Focus on outcomes, not outputs. The criteria, according to Havas Media Labs director, are simple: “Did this brand actually impact your life in a tangible, lasting, and positive way? Did it improve your personal outcomes? Did it improve your community outcomes? Did it pollute the environment?

Nike+ is a good example. “Instead of putting up another campaign of billboards with celebrities saying ‘Buy our shoes, they’ll turn you into a master runner,’ Nike+ actually helps makes you a better runner. That’s a constructive way to build a meaningful brand.”

Healthcare and well-being brands are perfectly suited to deliver on this expectation. The ability to help people become fitter, wiser, smarter, achieve what they can’t on their own is right up your alley.

Anything less is really inexcusable.

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Nov
07

New insights for healthcare marketers: IBM Global CMO Study

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Big insights and ideas tend to come from outside our own categories. To this point, here are some important ideas from more than 1,700 CMO’s across 19 industries and 64 countries. They were the participants in IBM’s Global CMO Study, focused on the forces changing business and markets today.

Summary of findings include:

• Four biggest challenges/game-changers were: the data explosion, social media, proliferation of channels and devices, and shifting consumer demographics. The most proactive CMOs are trying to understand individuals as well as markets. Customer intimacy is crucial. In fact, in IBM’s last CEO study, getting closer to customers was one of three prerequisites for success in the twenty-first century.

• Advent of social media is challenging older, mass-marketing assumptions, skill sets and approaches. CMOs everywhere are aware of the distance they have to cover. The most proactive CMOs are mining new digital data sources to discover what individual customers and citizens want.

• CMOs in the most successful enterprises are focusing on relationships, not just transactions. They’re using data to stimulate interest in their organizations’ offerings and form bonds with customers to a much greater extent than their peers in less successful enterprises.

• CMO outperformers are committed to developing a clear “corporate character.” They recognize that what a business believes and how it subsequently behaves are as important as what it sells. And they make it their job to help management and employees exemplify the company’s values and purpose.

• Most CMOs are struggling in one vital aspect — return on investment (ROI). Nearly two-thirds of them think return on marketing investment will be the primary measure of their effectiveness by 2015. But proving that value is difficult. Even among the most successful enterprises, half of all CMOs feel insufficiently prepared to provide hard numbers.

Where next?

In the course of CMO conversations, an overwhelming consensus emerged. The vast majority believe there are three key areas for improvement:

Deliver value to empowered customers
The digital revolution has forever changed the balance of power between customer and organization. If CMOs are to understand and provide value to empowered customers and citizens, they will have to concentrate on getting to know individuals as well as markets and better grasp how individual customers behave.

Foster lasting connections
To effectively cultivate meaningful customer relationships, CMOs will have to connect with them in ways their customers perceive as valuable. This entails engaging them throughout the entire customer lifecycle, building online and offline communities of interest and collaborating with the rest of the C-suite to fuse the internal and external faces of the enterprise.

Capture value, measure results
Lastly, CMOs will have to quantify and analyze the financial results of their initiatives and communicate them to the entire organization to enhance their function’s credibility and effectiveness. They’ll also have to inject new skills into the marketing function by expanding the digital, analytical and financial capabilities of existing employees and by hiring staff or by partnering with specialists to fill the gaps.

Here’s the link to study.

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Oct
31

Insight for healthcare marketers: social commerce trend report

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Great information for healthcare marketers from outside category business leaders about what works and what’s next in social media.

Each year, thought leaders from major brands with expertise in social gather at the Social Commerce Summit, hosted by Bazaarvoice, to present the trends that shape best practices in social media. The 2011 Summit included speakers from Best Buy, Xerox, Newell Rubbermaid, L.L. Bean, Johnson & Johnson, Bazzavoice, Nationwide Insurance, Facebook, Dell, Estee Lauder, P&G and Adobe.

The four guiding themes that shaped the brand leader and social expert discussions, representing the key drivers of successful social strategies, include:

1. The immediacy of social gives brands consumer insights that drive business impact.
2. It’s a conversation, not a campaign.
3. Social media must scale across the organization.
4. Social gives consumers direct input to brands, creating wins for brands and consumers alike.

You can download the paper here.

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Oct
23

Resource for healthcare marketers: a basic guide to Twitter

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We all know the name, but truth be told, are not all up to speed about this microblogging site.

So here’s a great read. A compact, 32 page e-book, Twitter Business Guide: Communication and Marketing, written by Jean-Christophe Barre’ and Dr. Andreas Schroeter.

It covers everything from what and why and starting out, to understanding the nomenclature, the difference between using Twitter as a communications and marketing tool, to linking Twitter to your business and a conclusion of Twitter in 10 points.

In the spirit of this post, please re-tweet and help spread the wealth to others.

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Oct
17

Healthcare – shifts are about to hit the fan

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The doctor knows best. No, your consumer actually knows best. And what they want is a mutually dependent, beneficial relationship.

So begins a good article in Bloomberg Businessweek called Shift Happens from G. Michael Maddock and Raphael Louis Viton of Maddock Douglas innovation consultancy.

Their premise is that at critical times in history, business sectors go through radical shifts driven by economic, political, and consumer forces. And these shifts create opportunities for new entrants into markets. Entrants who often bring with them revolutionary ideas that change things for the better. And for many in health care, shift is about to hit the fan.

This shift relates to skepticism about the health-care-reform proposal to create Accountable Care Organizations (ACO’s) – a network of doctors and hospitals that share responsibility for providing care to patients. The potential savings come from keeping people healthy, and ACOs will receive bonuses if they keep costs below a specific number while still maintaining quality.

While the authors love the idea of health-care reform, they think we’re looking in the wrong place for solutions. It should come from entrepreneurs, not the government. Because entrepreneurs are good at listening to their customers – and then reinventing the experience.

If you’re building an ACO, they ask leaders to consider the consumer-based questions mentioned in the article, which you can find here.

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Oct
10

How to improve the healthcare experience: an idea from GE

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There must be a better way.

While these words are in the context of GE’s desire to help improve approaches to mammography and breast cancer, the majority of us would probably agree they apply to the healthcare experience in general.

GE invited women to share their mammography and/or breast cancer experience in an open forum called For Women By Women, at a relaxing space in New York’s Soho district. They encouraged women to stop by and share their experiences on the topic with people from the medical, design, non-profit and corporate worlds. Women outside New York could chime in via the company’s Facebook page.

The outreach is part of GE’s larger, $1B commitment to cancer that includes a $100 million innovation challenge to find and fund ideas to accelerate both the detection of breast cancer and enable more personalized treatment. Ultimately, the company hopes to use the information gathered to improve every woman’s experience with mammography and breast cancer.

There are a lot of good things about these forums:

- participants are emotionally invested in the subject matter
- truly care about creating a better outcome
- are able to participate on their own time
- in conversational-condusive settings
- via conversations that are fluid, open-ended and real

They’re also replicable by any healthcare provider. And beyond the insights they provide, I think they leave a positive impression that builds real respect and relationship value back to the organization.

I’d venture to say that in 30 minutes in a similar forum discussion – whether you’re a healthcare administrator, department chair, service line head, marketer, etc. – you’d come up with at least ten different ideas to improve your healthcare experience. So…what are you waiting for?

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