Brand Management Plan for

Brand Management Plan for Holly SimontonCOMM 4301 Branding and Market PositioningWinter 2011

Table of Contents

Section 1:Brand Positioning

OBJECTIVESVVMCs goals are to become the go-to medical center in the Vail Valley through increased awareness of its medical services, level of technology and attention to patient care to potential patients, their families and physicians. In order to meet this, brand objectives must be met.VVMC should adopt graphical brand standards and train employees to implement those standards in order to create a recognizable, cohesive presence in the marketVVMC must establish relationships with local healthcare providers to ensure patients are referred to VVMC services.VVMC must engage in community events to establish its role as the community healthcare provider.VVMC must explore ancillary services to provide a complete luxury experience for out of state and international patients.

Brand BackgroundEstablished in 1962 to provide basic medical care to a new ski area and town.Is a 501(3)c not for profit, community hospital, governed by a Board of Directors comprised of community members.Orthopedic surgeon, Dr. Richard Steadman, relocated his world renowned surgical and research clinics to VVMC campus bringing international attention to VVMC.Urgent care clinics established at Beaver Creek and Avon

Brand Background Continued2008 VVMC begins to purchase local physician practices2010 VVMC announces that the main hospital building will remain in the Town of Vail after concern that the facility would move to another location within the Vail Valley.2011 VVMC establishes Health Service Board comprised of community members to guide future growth.

Brand Background continuedVVMC owned Physician Practices

Consumer AnalysisThe number of uninsured and underinsured in Eagle County is growing.Patients from foreign countries are willing to travel to Vail for health care.Insurance companies are increasingly paying for wellness.Coverage by Medicare is increasing as the population ages.

Brand InventoryVVMC has used forms of a flying V for many years. This element is recognizable and easy to use on a range of collateral from signs to clothing in addition to print materials. The url vvmc.com is easy to remember. The location Vail is widely known because of the resort and ski area.Points of ParityPoints of DifferenceVVMC offers the same medical services as other hospitals.Medical service pricing is controlled by insurance companies.Individuals are encouraged to use facilities within their insurance network.

The location offers a unique environment for healing.The individuals who work at VVMC take part in an active, outdoor lifestyle and are often avid athletes.The level of medical technology exceeds that of medical centers with a similar number of beds.

Brand Exploratory and AssociationsVVMC brand is associated with

Competitor AnalysisTwo Medical Centers within 30 miles.Metropolitan medical centers within 2 hour drive. Neighboring medical centers have larger, newer, more appealing facilities as well as room for expansion.Neighboring medical centers have access to free, convenient parking for patients, visitors and employees.

SWOT AnalysisInternal StrengthsInternal Weaknesses History as community health care provider. Physicians with strong associations to professional and Olympic athletes.Association with The Steadman Clinic.Level of technology attracts staff and patients. Turnover of VVMC Executive Team and CEO Communication of services, policies and procedures to employees is weak.Difficulties in expanding and remodeling facilities due to location within the Town of Vail.External OpportunitiesExternal Threats Wellness and prevention aspects of health care reform.Spotlight during international sporting events. Willingness of individuals from other states and nations to travel to Vail for medical care. Uncertainty of effects of health care reform.Weakened local economy forcing employees and patients to move out of area.Growing population of uninsured and under insured patients.

Brand Equity Evaluation

Section 2:Brand Planning

Product StrategyReduce employee turnover, especially on executive team.Continue to promote relationship with Olympic Teams, Steadman Clinic and other high visibility affiliations.Highlight exceptional level of technology to recruit staff and attract patientsPromote awards and accreditations received by VVMC.Recommendations

Project Strategy continuedSupport community events to raise awareness of VVMC its services and philanthropy.Provide educational materials and events to promote prevention.Partner with county, Vail Resorts and local townships.

Recommendations

Pricing StrategyEnsure patient billing is accurate to receive most satisfactory payments from insurance companies.Ensure patient billing is expedient and clearly explained to patients.Use LEAN as a tool to reduce costs and increase efficiency.Ensure Medicare requirements for payment are met.

Continue steps that are successful today.

Channel StrategyHighlight patient testimonials to gain word-of-mouth recommendations.Develop occupational health and wellness programs with local employers.Provide electronic medical records to build accessible, accurate and continuous records patients and physicians. Patients and physicians can access full medical record electronically.Develop referring physician program to increase referrals to specialty services.

Marketing CommunicationDevelop intranet to communicate efficiently within the organization.Launch social media campaign to reach younger audiences and interactive component to communication.Pair TV and radio ad messaging with print media to reinforce VVMC brand and its services.

Recommendations

Personalized MarketingDevelop Executive Medicine for patients who do not rely on insurance.Allow patients and physicians to schedule via the web.Promote naming opportunities for philanthropists.

Integrated MarketingAdhere to clear consistent messaging in all avenuePrint Radio and TVInternal CommunicationSocial Media

Pull current marketing methods into cohesive plan. Build model and templates to allow ads, collateral, and messaging to be created more easily while remaining true to the brand.

Section 3:Brand Performance

Collect DataHow patients choose VVMCWhere patients main residence is locatedWhich physicians refer patientsEagle County demographicsDemographics of foreign patientsApply data collected to marketing and expansion plans.Continue to foster employee satisfactionRecommendations

Key Performance IndicatorsDirectIndirectNumber of patient visits including hospitalizations, surgeries and diagnostic services.Revenue collectedAbility to meet department budgets

Employee turnoverAwards AccreditationsAvatar (patient satisfaction) scores.

Brand Measurement System

Brand Measurement continued

TrackingQuarterly Reports by Department

Tracking ContinuedQuarterly Financial Reports

Tracking Continued

CommunicationBimonthly reports at Leadership MeetingQuarterly Employee Town Hall MeetingMonthly Board Meetings

Information provided by Vice Presidents

Brand ManagementSteps to Brand Success

Brand Management ContinuedSteps to Brand Success & Brand GrowthEstablished branding Accessible to all employeesEstablished rules, and templates Clearly identify related services Evaluate role and relationship of any new services

Additional Considerations

Summary