Branding in the NHS. 13 th June am 11.30am Grange Beauchamp Hotel, Bedford Place, London. Sue Kong, Director, NHS Elect

Transcription

1 Branding in the NHS 13 th June am 11.30am Grange Beauchamp Hotel, Bedford Place, London Sue Kong, Director, NHS Elect Chartered Marketer, Chartered Institute of Marketing

2 Branding What we are covering in this workshop Understanding branding in the NHS Understanding your customer and competition What tools you can use to help you Templates / Action Outputs Ansoff Matrix Brand value templates Communicating your brand templates and communication channels

3 Understanding branding

4 What is a brand? What is your definition of a brand? Name some brands you consider to be good and bad

5 Definition of a brand Brands as a logo visual signifier Brand as a legal instrument protection against imitation Brand as a company emblem of relationship with various stakeholders (trend) Brand as shorthand identification amongst competition Brand as a risk reducer Brand as personality Brand as a cluster of values Brand as added value Brand as image (perception not reality) Brand as relationship (reinforce self-image and how others perceive us)

6 Think of the differences expressed in these pairs

7 Branding in the NHS

8 Why do we need branding in the NHS? (Thinking from your customer perspective) Plurality of Providers IS and NHS hospitals. How do I tell the difference as a patient? Patient Choice You are not the only show in town for GPs or Patients. What do I need to know so I can exercise my choice? Payment by results & recommendations Money follows the patient and their experience scores. We need the income and advocacy (Friends and Family) Contestable market market testing services through service tenders and bidding, what makes us stand out for our business customers?

9 What s hot in 2013? Private patients - lifting of the PP income cap Charities chasing limited donor funds during difficult financial times Mergers and acquisitions what do we do with our brand architecture? Information brand leader we know more than your Wikipedia or the lady who writes the blog down the road Commercialisation of services and products:

10 3 Cs to simplify marketing in your division / department Which communication channel and method is the most effective for our customer groups? Customer What are the strengths and weaknesses of your specialty / division / Trust according to our customers? Communication Competition Who else is doing what we do better or worse than us?

11 Understanding your customers NHS patients and International patients GPs Staff Charity / Donors Medical Schools / Educational Institutions CCGs (Clinical Commissioning Groups and Specialist Commissioning Group)

12 The healthcare customer Products Services Easy to evaluate Hard to evaluate Independent comparison Experiences Belief

13 Total patient experience I feel comfortable in their presence I am being processed smoothly I have more trust in my medical quality The staff pays attention to me The facilities are clean and food is tasty and my belongings are safe I can see there is good team working & communication between the different staff who see me

14 Understanding your competition What are you competing on?

15 Services Competition and branding strategies Price Quality / Experience

16 Understanding your competition Who are your competitors?

17 Understanding your competition from Monitor s perspective Key Performance Indicator Trust A Trust B Trust C Trust D CQC Quality of Services (08/09) 1 Fair Good Good Fair CQC Use of Resources (08/09) 1 Good Good Good Excellent MRSA Bacteraemia (no. of cases) C Diff (no. of cases incl. community acquired patients aged 2 and over) Potential Bed Days Saved % 13.64% 12.46% 14.11% Day Case Surgery Rates % 73.35% 67.97% 79.95% Pre-Operative Bed Days % 23.69% 27.2% 23.15% % Compliance with Cancer 2 Week Wait 5 100% 100% 99.9% 100% 18 Weeks RTT Admitted Pathways % 94.0% 95.3% 93.3% 18 Weeks RTT Non-Admitted Pathways % 97.3% 97.8% 96.6% % Patients spending less than 4 hours in A&E % 98.61% 98.09% 98.07% GEH s 2010 Market Assessment document p.20

18 Competition on a global scale competing for the best hearts and minds Vision Royal Marsden (London, UK) To promote excellence in cancer research, treatment and education St. Margaret s (Toronto, Canada) To conquer cancer Purpose Brand Values To develop the Royal Marsden as the UK s foremost centre of excellence in cancer care through growth, innovation and excellence Immediate connection with cancer Excellent quality of care Proven professionalism Respect for all patients To raise and steward funds to deliver breakthrough research, exemplary teaching, and compassionate care at Princess Margaret Hospital, Canada s cancer research hospital Passion for the Vision Entrepreneurship Partnership Accountability

19 Understanding your competition Local NHS Trusts UK Private Providers GPs as Provider? Voluntary / 3 rd Sector health providers / Charities / Any Qualified Providers? International providers for international private patients Anyone who provides a service!

20 Your competitor is any organisation who provides a service!

21 Define your customer experience

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25 Practitioner s view of a brand "Your brand is created out of customer contact and the experience your customers have of you" Stelios Haji-Ioannou, Chairman, EasyGroup

26 NHS Definition of a brand Is a SERVICE PROMISE (that transcends national targets) Symbolised by an IDENTITY (NHS logo and public sector values) Expressed by COMMUNICATIONS (internal and external) Delivered through PERFORMANCE (clinical and non-clinical staff) That creates valuable EXPERIENCES (that your patients, public and GPs want to share and talk about)

27 The bottom line of branding Brand differentiates you from the competition Creates identity for the whole organisation to work to It s the way we do things here ; Difficult for your competitors to copy Is a valuable asset to be protected at all times

28 Who is doing branding and who has it in the NHS? Who do you think has a strong NHS brand? Why? List the characteristics of this hospital / NHS organisation

29 Developing your Trust s brand values and personality

30 Definition of brand values The code by which the brand lives. The brand values act as a benchmark to measure behaviours and performance Source: Brand Channel

31 Service Values Your Hospital s brand values What do these values mean for our key customer groups? For Patients For GPs and Referrers For CCGs For our staff (internal customer) Centre of International Excellence Only 1 in UK, 14 in the world You are getting the best the world has to offer in colorectal and intestinal medicine High cost? Unparalleled teaching and education Combines medical, surgical, and diagnostic expertise One stop shop for all your intestinal medical and surgical needs no need to go to different hospitals for continuous care Medical Research Be part of a ground breaking and medical breakthrough team

32 NHS Definition of a brand value Words that your patients / GPs / public use to sum up your service and reputation to their friends and family e.g. The taxi driver test: No Hope = Good Hope Hospital May Die = Mayday Hospital

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37 Standing out from the crowd? Every patient matters Bring excellence to life Safe, Clean, Personal International excellence for the treatment of eye disease

38 Communicating your brand through aligning your services to your customers

39 Service Values Your Hospital s brand values What do these values mean for our key customer groups? For Patients For GPs and Referrers For CCGs For our staff (internal customer)

40 Message Segmentation Name of Sub-Speciality / Specialty: Key Messages about my service Patient GPs and Referrers Product (Service) CCGs Staff Place of delivery Price Promotion People Processes / Systems Physical Evidence (testimonials / endorsements etc)

41 Example Message Segmentation Key Messages about my service CCG GPs Practices Patient Advisors Potential Patients Past Patients New service General Public Choice of location Screening to assess risk Expert care Exercise programme Education programme Quality measures Cost effectiveness

42 Segmenting Communication Channels Name of Directorate: Patients GP & Referrers CCGs Staff GP Liaison Manager Professional Relations Media/public relations Advertising Website Mailings Drop leaflet Conference Trials/surveys/ focus groups Education / CPD Social media

43 What channel/vehicle do I use? GP representation (personal/interactive) Professional relations Media relations Journals News papers Newsletters (TV/radio) Public relations Advertising Website Public Professional Social Media (Facebook, Twitter, Youtube) Mailings (Direct) ings Conferences Symposia Masterclasses Sponsorship Events Education Telephone Text messages Advisory Boards Focus Groups Patient User Groups

44 Professor Igor Ansoff ( ) Father of Strategic Management Born in Russia and emigrated to USA Applied Mathematician and Business Manager Ansoff Matrix was created in 1957 to classify options for business growth This matrix is covered in all MBAs and Marketing courses

45 Ansoff Matrix Market Product/Service Matrix Existing market Existing service Market penetration New service Service development Risks/cost increase New market Market development Diversification Risks/costs increase

46 Marketing Strategies for Growth Existing service New service Existing market New market Maintain / achieve greater market share. Personal selling, advertising etc. Are you a market leader for this service? Drives out your competition; make it unattractive for competitors to enter Increase usage of existing customers Promotions and pricing strategy New geographical expansion and new market segments New product dimensions and packaging Using new channels to sell your services Different pricing policies Modify your service to meet existing customer needs Building new competencies within the organisation Moving into areas where the organisation traditionally had little experience or name in the field. Risk assessment and benefits analysis Risks/cost increase Risks/costs increase

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50 What we have covered in this workshop? You now understand the case for branding in a competitive environment and how some NHS and private organisations have used their brands You understand your customers own your brand and how it can match or mismatch against your own understanding You are developing your brand personality, values and essence which will be used as a consistency test for all new service development and communications Successful brands must demonstrate clarity, consistency and constancy

51 Thank you