avia 4 aug as released

Opportunities With AVIA 5 August 2014

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Need #1 Strategic Thinker To Help Grow Business


Need #2 Senior Manager To

Engage Stakeholders

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Unique Combination Of Skills

AVIA Positioning Ideation

Pfizer Case

Firestone Case

I’ve worked with health

care brands, in other

categories, and a myriad of types of enterprises.

MANAGEMENT

Examples

§  Manage Teams

§  Manage Clients

§  Manage Vendors

§  Solid Line

§  Dotted Line

§  Lead

§  Member

§  Consultative

SALES

Examples

§  Write / Manage Pitches

§  Write / Manage RFPs and SOWs

§  Identify White Spaces

INNOVATION

Examples

§  Conduct Secondary

§  Interpret Secondary, Qual, and Quant Findings

§  Lead or Co-Lead Qual Design

§  Co-Create with Clients and Clients’ Partners

§  Identify and Begin Instilling Culture

§  Lead Workshops

FRAMEWORK

Examples

§  Map User Experience

§  Evolve Business Model

§  Build Brand Architecture

§  Develop Brand Positioning

§  Develop Brand Strategy

PLANNING

Examples

§  Develop Plan To Engage Employees

§  Develop Launch Plan

§  Develop Marketing Plan

§  Develop Messaging Hierarchy

TOUCHPOINTS

Examples

§  Manage Creation of Brand Idenity, Collateral, Web Concepts, Naming, Tag Line, Corporate Identity, Direct Mail, Employee, POS, Print Ad, Store Design, And Trade Show Touchpoints



Pfizer Case

Firestone Case

AVIA AVIA’s Market

To develop ideas, I audited AVIA and its market.

8/3/2014 Ian Morrison | Clinical Process Improvement

Home » The Innovation Imperative 43

H&HN Daily

The Innovation Imperative

07.01.14 by Ian Morrison

Health care delivery has to innovate on a massive sca le for higher performance.

If you are an optimist, as I am, you see growth in health care costs moderating, coverage expanding, and important progress being made on patient safety andquality. But even optimists cannot be complacent. We are just scratching the surface of what must be done to transform the health care delivery system.Remember, the baby boom is just starting the long march through Medicare (and for the vast majority of the eventually impoverished seniors, a significanttramp through Medicaid).

It is also wise to consider that health care premiums are swamping the finances of most middle class Americans as well as the businesses and taxpayers thatsupport those health insurance premiums. And recall: We are on the edge of dazzling technologies that have the potential to extend life, cure disease andameliorate suffering, but at a cost that could be staggeringly expensive. No, we cannot be complacent;; we need to innovate our way out of this.

Creating Sustainable AffordabilityHealth care affordability is the key challenge. We lull ourselves into complacency if we simply try to bend the trend a wee bit. Health care is alreadyoutrageously expensive, and the pressures from an aging, obese, spoiled and demanding public will overwhelm our ability to pay for health care as it iscurrently conceived and delivered. Add to the demand side the new technologies on the supply side — genetically engineered drugs;; intelligent implantabledevices;; and new forms of prosthetic aids to mobility, well-being and function (none of which sounds cheap to me) — and you have a recipe for unit costsincreasing and volume of units expanding.

Oh yes — we are bringing 50 million more Americans into the fold with coverage expansion, slowly but surely, over the coming decades, because weAmericans are not really the heartless bastards we sometimes appear to be to the rest of the world. (I am writing this in Scotland, so maybe I am tainted by thelocal views.)

But while affordability is the key challenge, the solution is not just cost-cutting and re-engineering. Don't get me wrong — we need to do those things, but theywill not get us where we need to be. As one CEO in another industry with whom I worked taught me: "You cannot re-engineer your way to greatness."

Many organizations are on the path of process redesign, supply chain rationalization, clinical process improvement and Lean. All good. But in many cases,they will yield improvement that will be smothered by the forces of supply and demand. No, the true challenge is to create sustainable affordability throughmassively scalable innovation.

Leading InnovationMy longtime friends and colleagues Molly Coye, M.D., chief innovation officer at UCLA Health System, and Wendy Everett, chief executive officer of theNetwork for Excellence in Health Innovation, are pioneers in tackling this innovation imperative. I was honored to participate recently in their second annualNational Healthcare Innovation Summit held at Harvard University Medical School in conjunction with the Healthcare Information and Management SystemsSociety and Avia. The summit brought together chief innovation officers and chief transformation officers of leading health care delivery systems, encouraginginteraction between thought leaders in health care and many smaller entrepreneurial inventive companies.

The value of such interaction is clear: We need to harness the innovation that entrepreneurial companies can bring and to encourage large-scale deliverysystems to deploy them. All this must be done in pursuit of the noble Triple Aim of better health care, better health and lower per capita costs. Searching andsorting these innovations — and evaluating, disseminating and connecting them to partners — is very important work.

As these forums and other worthy initiatives across the country show, there is potential to bring large-scale innovation to health care delivery. I would offer thefollowing observations about what to watch for on this journey.

The trajectory of silicon. In almost every other industry, meaningful innovation has occurred because contemporary information technology was deployed atscale. The expanding power of semiconductors has enabled many of the technologies that have transformed our lives. Getting on the silicon innovationtrajectory has been hard for health care, because health care delivery is not just about bits and bytes;; yet that does not excuse us. Health care has beenpathetically slow at incorporating contemporary information technology.

I recall as a young analyst working in Vancouver, B.C., writing the justification for a Meditech electronic record system as part of an all-computerized hospitalstrategy in 1979! That was nearly 35 years ago;; it is sad it has taken us this long to get with the program (if you pardon the pun). While meaningful use is nopanacea, it has dragged the health care delivery system toward the future, if not into it. We must jump on the silicon trajectory and use cutting-edge technologyto better effect. For example, companies like Teladoc provide remote access to physician consultation services on demand to more than 7 million members.Similarly, Eric Topol, M.D., teaches us that the iPhone and its derivatives may become the key medical technology of the 21st century.

The value of clinical innovation. We are on the cusp of a key societal debate about how to value clinical innovation. Scientists and industry pursue unmetmedical needs, drawing on the best of emerging science and translating it into meaningful innovation. We celebrate their success on "NBC Nightly News" and inthe National Enquirer — medical breakthroughs we call them. But we don't have a very good idea about how to deal with clinical innovation that is highlyeffective and incredibly expensive, with potentially huge numbers of clinically plausible patient applications. Biologicals or specialty pharmaceuticals have been

ABOUT AHA CONTACT AHA

MEDIA EDUCATION DATA & CODING

Health Forum, a subsidiary of AHA

AVIA drives innovation in key areas of healthcare by connecting groups of providers with similar needs with emerging technology

solutions.

It focuses on patient retention / attraction, post-acute care improvement, and enhancing patients’ experiences.

AVIA AVIA’s Market

To develop ideas, I audited AVIA and its market.

Conferences – Healthcare Innovation (General)

Conferences – Healthcare Innovation (Specific Issue)

Conferences – Technology Demonstrations

Non-Profits – Researchers, Trade, Advocates And Foundations

Incubators And Accelerators – Association Based

Incubators And Accelerators – Single Provider Based

Incubators And Accelerators – Academic Medical Center Based

Incubators And Accelerators – Anchored In Locality Or Region

Government Agencies – Content Clearinghouses

Government Agencies – Regulators

Networks - Innovation Best Practices Identifiers / Disseminators

Networks – Pitch And / Or Networking Opportunities

Consultants – Management, New Product, And Health

Funders – General And Health / IT-Specific VCs

Content – General, Specialized, Journals + Social Components

Content – Health, Digital Health, And Tech Thought Leaders

Categories §  Payer

Administration §  Devices §  Big Data §  Consumer

Engagement §  Population

Health Management

§  Personalized Medicine

§  Products §  Services §  Culture Of

Innovation

Criteria §  Evidence-

Based §  Investment

Level §  Technology

Type §  End-User §  Interoperability

Challenges §  Healthier

Populations §  Improved

Patient Experiences

§  Cost Reductions

§  More Efficient Collaborations

§  More Holistic View / Management Of Point Of Care

§  Higher Touch Delivery

Care §  Delivery §  Payment §  Evaluation

Technology §  Funding §  Evaluation §  Legality §  Compatibility §  Deployment

Content §  Development §  Dissemination §  Advocacy

Funding §  VC §  Enterprise §  Debt

Connectivity §  Formal

Collaborations §  Networking §  Networks §  Social

Platforms §  Government

clearinghouses

These stakeholders – from content providers and informal collaborators to venture capitalists and foundation grant writers –

have created an ecosystem.

Process §  Externally

Focused Innovation

§  Look Internal First Innovation

The ecosystem is characterized by an incredible array of new solutions that have been brought to market.

The ecosystem has also fostered the creation of a dizzying array of intellectual capital.

But while products have been brought to market and ideas have been generated,

because the ecosystem lacks - by definition - a grand strategy, it’s also

resulted in a new dynamic where navigating health care

innovation is almost as complex as navigating

health care.

I know that health care is

complex.

I also know that health care has complex

challenges.

But innovating is health care has become complicated.

So I’m back to where I started -- maybe even worse for the

wear.

I know that health care is

complex.

I also know that health care has complex

challenges.

But innovating is health care has become complicated.

So I’m back to where I started -- maybe even worse for the

wear.

AVIA makes health care innovation easier, which allows providers to solve

today’s health care challenges.

We made healthcare innovation easier.™

Easier.

Health Innovation Challenge:

So Many Credible Voices All Trying

To Be Heard

Easier Solution:

Develop Easy-To-Understand,

Regularly Updated

Proprietary Tool Or Index (e.g., Rock Health’s

Funding Guides) To Break-Through, Create Stickiness

Health Innovation Challenge:

Universe Of

Reports Available Across Web

Easier Solution:

Make Finding

Wide Range Of Information,

Currently Dispirit, Easier To Access Via Archive / Link

System

Healthcare Innovation Challenge:

Wheel Sometimes

Reinvented

Easier Solution:

Commitments To Always (1) Tap

Internal Resources (e.g., UCLA), (2) Begin With Established (e.g., Triple Aim),

And (3) Keep Technology /

Strategy In Right Order…

Step #1 Health Challenge

Patients With New

Braces Don’t Know How To Take Care Of

Them

Step #3 Technology Idea

Show Patients

Video With Relevant

Information

Step #2 Strategy

Understand End User’s Needs, Develop On-

Target Content, Integrate Into

Environment, And Follow-Up To

Drive Adherence



Pfizer Case

Firestone Case

MANAGEMENT

Examples

§  Manage Teams



§  Solid Line

§  Dotted Line

§  Lead

§  Member

§  Consultative

Examples




INNOVATION

Examples







FRAMEWORK

Examples






PLANNING

Examples





TOUCHPOINTS

Examples


SALES

§  Although Recruiting Target Talent Key Strategy Enterprises Employ to Maintain Relevance in Hyper-competitive Pharma Category, Pfizer’s Efforts Varied Considerably By Profession, Country

§  Inconsistencies Led to Brand Dilution and Significant Cost Inefficiencies

Challenge Crucial Recruitment Hampered By Confused, Diluted Market Presence

§  Led Global C-level 1:1 Interview

§  Completed Marketplace Analyses

§  Solicited Client Input

§  Incorporated Quant Research

§  Reviewed Social Media Listening Results

Role Managed Global Qual Research, Reviewed Other Streams, and Synthesized Findings

Insights / Strategy Unidentified Employment Brand DNA – Staff Across Walks of Life, Professions, and Countries Came to Pfizer to Make World Better Place – That Drove Brand, Addressed Business Challenge

Insights / Strategy Synthesis Led to “Big Idea” for Platform, Platform Created Momentum for Multiple Rounds of Sell-In

§  Brand the Branding

§  Create Executice Buy-In Through Regular, Consistent Updates On Linear Process

§  Romance “Branding” w/ Daily Clients

§  Drive Adoption in Decentralized Corporate Culture By Creating Overall Brand and Downloadable PDF Templates for LOBs, Countries to Customize



Pfizer Case

Firestone Case

MANAGEMENT

Examples

§  Manage Teams



§  Solid Line

§  Dotted Line

§  Lead

§  Member

§  Consultative

SALES

Examples




INNOVATION

Examples







FRAMEWORK

Examples






PLANNING

Examples





TOUCHPOINTS

Examples


§  Category-leading Retail Arm Grown

On Strength Of Parent’s Iconic Product and Its Own Auto Expertise But Unresolved Issues = Churn

§  Consumers Wanted One-stop But Tires’ Presence Overwhelmed Maintenance and Repair – Customers Assumed Tires Brand’s Only Business

§  Frequently Gritty Stores Not Oriented Toward Target (“Moms With Minivans”)

§  Market Confusion Sowed By (1) Independent Dealers Using Firestone Name and (2) Service Brand (Master Care) Never Consistently Supported

Challenge Firestone Led Market Despite Myriad of Self-Inflicted Strategic Wounds

§  Though Charged W/ Raising Retention Via Development Of “Store Of The

Future”, Identified Wider Opportunity: Build True Retail Brand

§  Partnered With COO To Transform Research Into Positioning

§  Untangled Knotty Brand Architecture to Clarify Relationships

§  Used Research and Draft Strategy to Sell-in C-suite

§  Worked Closely With Agency to Create Category-Defining Store of Future

§  Spearheaded Brand Identity - From Name and Brand to Messaging Hierarchy, Graphic Guidelines

§  Developed Strategy to Sync Web Site with Brand

§  Part Of Effort To Drive Adoption, Spoke at Internal Conferences, Board Meetings, and Store Meetings Across Country

Opportunity / Role Identified That Building Retail Brand Via Research, Strategy, Creative, Roll-Out Bigger Long-Term Payoff Than “Just” Store-of-Future

Insights / Strategy Target (Moms w/ Minivans) Wanted Two Types of Experience: In-Store and Peace of Mind Via Heritage Brand

Insights / Strategy Use Market Leadership As Permission to Communicate Differently

Insights / Strategy You’ve Got Three Lines of Business, So Push Those Three Lines of Business – Particularly Given Share Of Revenue, Margin

Insights / Strategy Dial-Down Tires (Ironic But Needed) And Improve Shopping

Insights / Strategy Provide Value-Adds to Target

Thank you.

avia 4 aug as released

Marketing

management examples

brand positioning

health care costs

health care premiums

health care brands

health care delivery

co lead qual design

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