The C-Suite Weighs In on Health Care Branding
by Candace A. Quinn
Marketers have spent the past 10 to 15 years focusing on emerging brand development initiatives for their organizations. Marketers want the brand equity of a Cleveland Clinic, Mayo Clinic, or Johns Hopkins Medicine, yet most of them represent the typical community-based hospital or health system that is slugging it out with the other hospitals or health systems in the area.
I had the opportunity to speak with seven C-suite occupants who had either recently undergone efforts to redevelop their brands or were in the midst of doing so. From my own experience as a brand consultant, I knew that C-suite members typically have wide-ranging views on the value of brand development. The editor of Strategic Health Care Marketing and I thought it would be interesting to see if I could capture those thoughts.
The interviewees had the caveat that they could remain anonymous, recognizing that their brand strategies (and philosophies about the same) are among some of their most strategic assets. When relevant, I have provided a brief description of the organization, its marketplace, or other pertinent parameters within which to couch the subject’s comments.
Q. Your organization is in a very competitive market. How would you describe your brand position today? What prompted you to undertake brand development work? Has your brand changed since you began that work? In what ways?
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