naccdo pan presentation

Speaking with One Voice

NACCDO/PAN Conference - DenverApril 26, 2013

Your SpeakerTom Douglis – Brand Strategy Director, MONIGLE

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Tom has a 25+ year background in professional communications and branding for a wide range of companies and industries. Tom specializes in brand strategy, naming, brand architecture, and engagement leadership.

Sampling of clients:•The University of Texas MD Anderson Cancer Center •Brigham and Women's Hospital•Partners Healthcare•Jefferson Health System•The Ohio State University Medical Center, •Barclays Bank•Alticor/Amway•Lucent Technologies

MBA (with Distinction): University of Westminster in London BA in History: University of DenverAdvanced Journalism Coursework: Harvard University

About Monigle Who we are…

40 Years in Business and over 1200 Client Success Stories

National / Global Experience

Spectrum of Capabilities

Unmatched Branding Experience with AMCs and Integrated Health Systems

One of the Largest Independent Brand Consultancies in the US

We exist to help organizations build and sustain strong brands

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About MonigleIntegrated Capabilities

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About MonigleHealth Care Clients

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Why ‘one voice’ is important in health care

• Growth of System Brands – ACOs/population management

• Growth of Networks– Profit moving to outpatient

• Growth of EMRs --Unlocking network promise

• Declining Reimbursement – Leverage cost savings

• Growth of Employed and Aligned Physicians – Maximize

• Growth of Partnerships and Licensing – Brand leverage

Rational / Emotional

Choice

Consideration

Behavior

Thought

The purpose of your brand is to influence thought and motivate behavior

Brand PurposeRationale and Emotional Drivers

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Creating Brand Value The importance of brand - benefits

Operations

Internal Communications

Human Resources

Brand Architecture

Policies / Process

Reward and Recognition Programs

Training

Web site

Employees Living the Brand

Logo

UI / UX

AdvertisingPublic Relations

TaglineName

Technology

Social Media

Collateral

Philanthropy

Services / Offerings

Organizational Strategy

Brand CreationBest brands are built to be operationalized

Recruitment and Retention

Call Centers

Brand Eco-System

Issues Resolution

Experiential Branding

Guarantees / Warranty

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Branding comes from Old Norse “Brandr”—‘to burn in’

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Branding isn’t new…

Ancient Egypt had cattle brands about 4,000 years ago.

This hieroglyph “brand” reads “Royal Agriculture Administration” (c. 1900 B.C.)

Romans branded pottery some 2500 years ago

Brands functioned then much as brands do today – by defining and differentiating ownership and setting expectations.

Ancient Roman Branded Pottery

Ancient Egyptian Cattle Branding

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Brands are financial assets

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“Opportunity Zone (OZ)”

Speaking With One Voice - Target

Brand Platform

Brand Lens

Mis

sio

n /

Vis

ion

/ V

alu

es/

Org

/ S

tra

teg

y

Att

rib

ute

s

Bra

nd

Pill

ars

Po

sitio

nin

g/P

rom

ise

Ke

y M

ess

ag

es

Looks Like

Sounds Like

Acts Like

Strategic Brand PlatformBrand as a “Lens” to guide experiential alignment

0% 10% 20% 30% 40% 50% 60% 70% 80%0%

10%

20%

30%

40%

50%

60%

70%

80%

Importance of Brand Drivers

Opportunity Zone

Quality/Excellence

Good name/reputation

Efficient

Access

Specialty Care

Medical Research

Large network

Doctor referral

Leverageable Equities

AbsentEquities

ExpectedBenefits

DifferentiatingFeatures

% E

xtre

mel

y Im

port

ant (

Impo

rtan

ce)

% Describes Perfectly/Well (Performance) 15

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MD Anderson Project Approach

Phase 2Brand

positioning strategy

Phase 3Brand strategy implementation

Phase 1 Brand assessment

Brand performance

analysis

Brand perception

analysis

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Determine Target Audiences Across Important Geography

5%6%

14%35%

15%7%

15%9%

7%5%

17%13%

16%16%

8%4%

3%5%

5%6%

14%35%

15%7%

15%9%

7%5%

17%13%

16%16%

8%4%

3%5%

Consumers?Physicians?Nurses/Pharmacists?Employees?Donors?

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Establish driver metrics across nationaland local competitors

National Texas• Time in Market

• Size

• Capacity

• Brand Awareness

• Advertising Awareness

• Familiarity

• Consideration

• Preference

• Growth

• Quality

Competitive SetsMetrics

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Brand Driver Derive drivers of stakeholder

choice Determine stakeholder

deterrents to choice Determine brand performance

differences across competitors

Brand performance analysis – measure and track

Patients

Stakeholder segments

PhysiciansPotential Nurses & Pharmacists

Employees

Financial Data• Finance team• Office of Physician Relations• Department of Clinical Revenue & Reimbursement

Brand Impact• Determine role of the brand in

driving business results for key stakeholder groups

• Determine the financial value the brand contributes to the business

Brand Benchmarking• Determine key brand strengths

versus competitors• Determine key brand

weaknesses versus competitors

M. D. Anderson Brand Performance

New Research• M.D. Anderson Brand Audit Stakeholder Research

Competitive Benchmarking• Annual reports• American Hosp. Ass.• American Hospital

Directory • Interviews• PR departments• Websites

Understanding the AMC Culture

Most complex brand challenge

Wide variety of audiences with differing needs

Academic freedom means longer process and built-in dissenting voices

Intrinsic need for excellence

Rankings and prestige are extremely important, even if they say otherwise

Unique physician audiences

Staff often fearful of those in power

Understanding the AMC Physician

Highly-driven and motivated for excellence

Analytical, skeptical mind – claims need to be proven

May think brand is more about names and logos than a deeper expression of a medical experience

Research is vital to this audience – drill down on efficacy

Often responds best to some level of personalized programs

Empathy? Yeah, I can see how that would be useful.”

Understanding the AMC Dean

Tenure and Academic Freedom guarantees you’ll usually get the truth (at least as they see it)

Tend to be compensated on growing unit over whole (Slices vs. Pie)

Interests are usually tied to unit first – tend to be very protective

Intensely competitive profile – always interested in peers and making sure units are meeting/or exceeding competitors

Scientific background, and little tolerance for non-proven fluff

Marketers are trained to see the big picture

Marketers are often seen as the proxy voice for the end customer.

Marketers succeed when projects are tied closely to the strategic plan of the organization

C-Suite executives are often skeptical of marketing, due to ROI

Marketers must walk balance between overall brand marketing and service line marketing

Personality Type: ExtrovertMost driven by: Increasing in targeted volume and revenueTypical blind spot: Live in fear of the sometime deep risks that are needed to differentiate

Understanding Marketing’s Perspective

Public Affairs officers are smart people who are versed in deep policy and lobbying issues

They are good proxies for the governmental, university and regulatory audiences Usually have the best understanding both of internal and external politics

Usually have a very good sense of process

Public Affairs typically has smaller budget than marketing

Personality Type: IntrovertMost Driven by: Getting the right institutional credit for policy and effectiveness relative to public goalsTypical blind spot: Respect for Marketing

Understanding Public Affairs’ Perspective

Public Relations is are looking for the best way to tell good stories - angles

PR often sees the “bridges” in everything they do

Most PR/MR people are friendly reductionists -- they want clarity and simplicity in complex AMC environments.

They are proxies for and serve journalists

Understanding Public Relations’ Perspective

Personality Type: ExtrovertMost Driven by: Getting the right story told in the right way by thebest possible media vehiclesTypical Blind Spot: Pleasing physicians

Understanding Development’s Perspective

Fundraisers are mostly judged on money raised

Most interested in closing gifts from major donors

Dislike anything that gets in between them and the deal

Operational flexibility is key for them

POV: Big donor checks can and will override institutional brand strategy

Personality Type: ExtrovertMost driven by: Landing the “Transformational Gift”Typical Blind Spot: Overpromising with Donors

Marketing

Public Affairs

Public Relations

Extrovert

Introvert

Extrovert

Customers and Prospects

Government/Regulatory

Development Extrovert

Engaged Public

Donors

Volume/Revenue/Market Position

Clear Sailing

Informed Minds

Big Checks

AMC leaders Variable All AudiencesBest Possible Reputation and Market Position

Understanding Everyone’s Perspectives

Typical Personality

Proxy for: What theywant most:

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M. D. Anderson Messaging WorkshopObjectives.

The resulting message maps allow for flexibility, but ensure all communications are

aligned with the brand strategy and working in concert to communicate a focused,

distinct, and relevant set of messages for the M. D. Anderson organization.

Aim1. Create a common

message thread across these key stakeholder groups

2. Tell a unified, coherent story about M. D. Anderson

3. Draw a line of sight for messaging and communications teams

End Result

Translate 4 research-

tested positioning concepts

to actionable message

maps for our 4 key internal

and external stakeholder

groups (general public,

patients, employees, and

referring physicians)

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M. D. Anderson Messaging WorkshopParticipants.

General Public Group

PatientsGroup

EmployeesGroup

Referring Physicians Group

Group Facilitator: -Mary Mayotte, Monigle Associates

Group Participants:-Steve Stuyck, Public Affairs-Terri Golas, Marketing-Cheryl Chin, Marketing-Wendy Gottsegen, Communications

-Jo Ann Ward, Public Education

-The Gabbe Group, PR

Group Facilitator: -Diya Thomas, Monigle Associates

Group Participants:-Alicia Jansen, Marketing-Brenda Gunter, Communications-Jennifer Collins, Physician Relations-Stephanie Felner-Kim, Public Education-David Cole, The Richards Group

Group Facilitator: -Lynne Field, Monigle Associates

Group Participants:-Sarah Palmer, Communications-Laura Harvey, Communications-Jessica Walters, Marketing -Jurate Zuzeviciene, Marketing-Shibu Varghese, HR-Eric Frenette, HR-Alan Powell, Internet Services

Group Facilitator: -Nik Gharekhan, Millward Brown

Group Participants:-Lyle Green, Physician Rltns-Dr. Lewis Foxhall, Physician Relations (out of town)-Sharon Lore, Physician Rltns-Brenda Hackett, Physician Relations-Ed Muraski, Marketing-Cara Zorzi, Marketing -David Berkowitz, Communications

Workshop Facilitator: Tom Douglis, Monigle Associates

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General Public.

The Monigle Associates / Millward Brown Team 31

Stakeholder Message MapGeneral Public.

Net Impression(overall sense or impression we want stakeholder to have)

When it comes to cancer, I know that M. D. Anderson is the best.

Objective(what is our actionable aim for this stakeholder)

If I ever need cancer services, I will turn to M. D. Anderson first.

Key Message(primary take-away) M. D. Anderson is my best cancer resource.

Customer Need / Benefit(the key needs for our stakeholder)

Authoritative Source Support Infrastructure Accessibility Best Choice

Differentiating Messages(important benefits that address customer needs and set us apart from the competition)

We’re experts before, during and after cancer.

Largest, most technologically advanced cancer

center in the world.

Many ways to access. Turn to M. D. Anderson when it really matters.

Substantiating Messages(reasons to believe the differentiating message)

•Global leader•# NCI Grants•Best and brightest people

•Treat entire continuum•Pioneering research•Most experience

•Personal empowerment from choice and information

•Reputation (rankings, grants, volume etc.)

•Sole focus on cancer

•Unparalleled expertise

Qualifying Messages(messages that establish credibility / viability, but do not differentiate)

•Dedicated to the cure•Largest, most technologically advanced

•Innovation, discovery and advancements

•Where you’re treated first matters (head to head with MSK).

•Resources and outcomes better than elsewhere

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Elevator SpeechGeneral Public.

Located in Houston, Texas [or the Texas Medical Center if local], M. D. Anderson is a leader - the largest, most respected, cancer

center in the world. Patients seek us out for our expertise and accessibility. We are recognized as the most authoritative

source for preventing and treating cancer, and thus being able to provide our patients with the best care and quality of life

possible. When it comes to cancer, M. D. Anderson is your best resource … the one to turn to when it really matters.

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Patients.


Stakeholder Message MapPatients.


My best choice is M. D. Anderson.


Influence them to choose M. D. Anderson.

Key Message(primary take-away) The world’s best cancer fighters for you.


Positive Outcome (medical) Right / Confident Choice Empowerment Personal Attention


Our sole focus is on cancer.

Strong brand reputation around the world.

Control through partnership. Don’t just treat disease,

but the whole person.


•Largest and most technologically advanced cancer center in the world.

•Specialization / expertise in every type of cancer

•Patient volume

•#1 rankings

•MDA is the “Mecca” of cancer

•Varied routes of referral / ability to self-refer

•Choice is mine (I choose to ____)

•“Built around you”

•Focused on my specific type of cancer


•Multidisciplinary care

•Patients from all over the world

•Leaders in field

•Comprehensive support from MDA

•Access to clinical trials

•Holistic approach

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Employees.


Stakeholder Message MapEmployees.


There’s no other place I’d want to work.


Demonstrate to employees that MDA is the best place to grow professionally and personally.

Key Message(primary take-away)

Every employee at MDA is a crucial part of the world’s best team to fight cancer.


Making a difference Sense of pride Opportunity


Everyone has an opportunity to help

make cancer history.

Recognized for being the global leader in cancer.

Best choice of opportunities for professional and

personal development.


•Focus on one cause

•Human connection

•Inspirational environment

•Best place to work

•Brand reputation

•Peers among the best

• Caring about whole you

•Career pathing

• Using your unique talents to make a difference

• Available resources/training


•Teamwork and collaboration • #1 USN Ranking

• Pay and Benefits/Rewards & Recognition programs

• Work/Life Balance

• Diverse population

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Referring Physicians.


Stakeholder Message MapReferring Physicians.


The right choice for all things cancer.


Create partnerships.

Key Message(primary take-away)

Teaming with you during all aspects of the cancer continuum, and providing comprehensive support throughout.


Positive Outcome Right (Best) Choice Empowerment Personal Attention


Retuning patients back to their lives.

Excellence in comprehensiveoncologic care.

Unequal range of cancer resources.

Access and experience.


•Focused on cancer only

•Volume / #’s of specialized cases

•Expertise

•# NCI Research Grants•Leadership•High Rep. scores

•Focused on cancer•Partnership to get patients better

•My MDA Tool•Team support


•Excellence•Global

•Largest, most technologically advanced cancer center in world

•Dedicated Departments – Best in Class

Listen first – you can learn a lot about what people want and why they want it

Tailor your pitches to Radio WIIFM – “What’s In It For Me” – try to effectively tie what you are offering to what they say they need

Think about how your goal can make your colleagues look great in front of their key audiences

Link your effort to increased visibility and effectiveness the people you need to bring on board

Generating Buy-in

Plan for multiple levels of buy-in prior to final signoff

Core Team

Advisory Team

Executive Team

Project Sponsor

CEO and Board

How to build brand consensus in an academic medical center environment

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

Core Team Generally 3-5 project leaders – Typically SVPs or VPs

• Marketing• Public Relations• Public Affairs• Operations• Strategy

Support Staff for Day to Day – Marketing Managers

This is the group who guides consultants and who makes narrowing decisions and is responsible for project success

This group also does behind-the-scenes persuasion of key people prior to milestones or in advance of tricky situations

Advisory Team Generally 10-15 key people

• Operations• Clinical Leadership• Nursing Leadership• Key Deans• HR • Legal• “Squeaky wheels”• Other critical voices (Board, Community leaders, donors)

This is the group who sees all milestone presentations prior to senior leadership – typically the medical buy-in is most critical

Typically, these people have key input into project but not decision-making authority

Members of group also do behind-the-scenes persuasion of key people prior to meetings

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

Executive TeamGenerally top leadership – C-Suite

• CEO/President • COO• CFO• Chief of Staff• Key Medical Leaders/Deans

This is the group must approve key milestone presentations

This group must often be lobbied prior to these presentations

Must see progress at least every 1-3 months, depending on project size and engagement level

Will often see milestone presentation decks prior to presentation

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

Project Sponsor

Generally C-level person who often oversees a range of key activities at a system level

• Chief of Staff• Typically SVP or C-Level

This leader may or may not be a part of the core or advisory teams

Must be engaged and be a champion for the project

Must have trust level of C-Suite

Provides key advice for core team and consultants

CEO/Board

Project Sponsor

Core Team

Advisory Team

Executive Team

CEO/Board of Directors• Involvement typically depends on how the CEO/senior team wants them engaged and/or isolated from the process

• Best results when CEO becomes champion for project

• Some boards give input into projects (either as a whole or through early interviews or committees)

• Some boards never see this work

• If Boards are involved, the C-Team needs to get in front of key people prior to presentations

• Key members can also be engaged as part of advisory team

Getting the most from consultants• Give them the time, access and

fees required to do their best possible work

• Consultants must always juggle your projects with other clients. Be reasonable.

• The broader the base, the higher the peak. Pick consultants who go to the core, not the edge.

• Create a special fee bucket for out-of-scope requests that always emerge

• Always remember to do the back-channel work

Questions and Answers

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