Our healthcare center is devoted to building brand and customer equity for healthcare systems, pharmaceutical companies, and the health foods industry by empowering consumers with the right information and decision pathways.
Top of Mind Salience
Drivers of Choice
Non-Emergency Strategy Hospital Choice
Drivers of Choice
Areas of New Opportunity
Stress / Difficulty
First Steps Taken
Impact on Decision Making
Level of Knowledge Switching Cost Amount Insurance Choice Hospital vs. Insurance
Assess macro industry trends.
Assess market structure.
Government and Regulatory Framework.
Preliminary review of company’s product portfolio.
Understand company’s current strategy and outlook.
Consumer decision making & behavior.
Consumer attitudes, usage and perceptions of company and competitive products.
Analysis of competitive position, vis-à-vis competitive product-offerings and successful marketing strategies.
Competitive strengths and weakness.
Competitor market share and growth analysis.
Identify potential collaborators (e.g. marketing channels, industry associations etc).
Partners and affiliates.
A model linking the brand to market performance. The model summarizes how to activate the power of the hospital brand to drive market performance.
During the Hospital Pulse, spontaneous interviews with Stakeholders, Staff, Physicians, Patients, and Visitors are conducted. In-Depth Interviews are also conducted with Physicians and Board Members.
Qualitative focus groups are conducted with community members to gather the community’s point of view.
In these groups, reactions to the proposed brand names are gathered, and a creative naming exercise is conducted.
A shortlist of the names is created from the creative group. These names are selected based on how well they fit into each of the naming dimensions.
Respondents are asked to select their favorite name on each dimension. In the end, they are asked to select their overall favorite name.
From the internal survey, the top names are explored further in a quantitative survey with community members.
Rule 1: Do not extrapolate consumer behavior from the physical to the digital. This is a classic mistake that can lead to the wrong strategy.
Strategic thinking is hard. It is a different way of thinking that blends analytical, creative, and practical ways to think and problem solve.
Brand preference and choice
Information & communication preferences
All respondents were exposed to the positioning lines, which served as the baseline for concept testing.
In-depth interviews with PCPs in the area surrounding the hospital to understand community perceptions and satisfaction with services provided.
Interviews are conducted at the doctors’ offices and run 30 to 45 minutes long.
Respondents were asked to walk us through their health journey. They discussed what is currently available to them and what they would like to see dedicated to seniors.
Staying healthy, preventing illness, predicting future needs
Incident has occured, causing you to interact with healthcare system
Recovering and managing aging