Comments for Scott Regan http://blog.andersonhealthcare.com Anderson Healthcare Wed, 10 Mar 2010 01:34:25 +0000 http://wordpress.org/?v=2.7.1 hourly 1 Comment on The Eight Brand Platforms for Hospitals by Scott Regan http://blog.andersonhealthcare.com/index.php/2009/12/01/the-eight-brand-platforms-for-hospitals/comment-page-1/#comment-7 Scott Regan Wed, 02 Dec 2009 05:13:29 +0000 http://blog.andersonhealthcare.com/?p=269#comment-7 This is not uncommon, as many hospitals have set goals of being in the 90th percentile in patient satisfaction and also leading the pack in core measures, HealthGrades stars, etc. The question is, can you adequately develop both platforms concurrently? It is difficult, as from both an operational and marketing communications perspective, you will have to have considerable resources to pull it off. Trying to drive two platforms simultaneously can weaken both. I'd rather see the organization focus on a single brand platform and own it in the marketplace. This is not uncommon, as many hospitals have set goals of being in the 90th percentile in patient satisfaction and also leading the pack in core measures, HealthGrades stars, etc. The question is, can you adequately develop both platforms concurrently? It is difficult, as from both an operational and marketing communications perspective, you will have to have considerable resources to pull it off. Trying to drive two platforms simultaneously can weaken both. I’d rather see the organization focus on a single brand platform and own it in the marketplace.

]]> Comment on The Eight Brand Platforms for Hospitals by csenesac http://blog.andersonhealthcare.com/index.php/2009/12/01/the-eight-brand-platforms-for-hospitals/comment-page-1/#comment-6 csenesac Tue, 01 Dec 2009 15:15:41 +0000 http://blog.andersonhealthcare.com/?p=269#comment-6 What do you say to top management when they think our brand platform is a combination of customer service and clinical outcomes? What do you say to top management when they think our brand platform is a combination of customer service and clinical outcomes?

]]> Comment on A Brand-Busting E.D. Strategy by Scott Regan http://blog.andersonhealthcare.com/index.php/2009/11/10/a-brand-busting-ed-strategy/comment-page-1/#comment-5 Scott Regan Tue, 17 Nov 2009 02:29:20 +0000 http://blog.andersonhealthcare.com/?p=229#comment-5 Patient boarding is an issue in nearly every busy E.D. in the country, and my client's E.D. is no exception. However, we have yet to solve that problem. So where is the magic here? Nearly 70% of E.D. patients don't need to be treated in a full-service E.D. If you can treat move these patients through the system rapidly, you free up resources for those who really need to be there. And while fast-track programs were meant t solve this problem, I've never found one that did, because the old triage system just continued to gum up the works. Patient boarding is an issue in nearly every busy E.D. in the country, and my client’s E.D. is no exception. However, we have yet to solve that problem. So where is the magic here? Nearly 70% of E.D. patients don’t need to be treated in a full-service E.D. If you can treat move these patients through the system rapidly, you free up resources for those who really need to be there. And while fast-track programs were meant t solve this problem, I’ve never found one that did, because the old triage system just continued to gum up the works.

]]> Comment on A Brand-Busting E.D. Strategy by jrosenblum http://blog.andersonhealthcare.com/index.php/2009/11/10/a-brand-busting-ed-strategy/comment-page-1/#comment-4 jrosenblum Wed, 11 Nov 2009 02:16:50 +0000 http://blog.andersonhealthcare.com/?p=229#comment-4 Scott, One issue that mandy ED's have that effects throughput is getting a patient out of the ED into an inpatient bed. Is this one of the problems that needed solveing by your client in order to reduce thier door-to-doc time to eight minutes; or was this not a problem for this particular customer? Scott,

One issue that mandy ED’s have that effects throughput is getting a patient out of the ED into an inpatient bed. Is this one of the problems that needed solveing by your client in order to reduce thier door-to-doc time to eight minutes; or was this not a problem for this particular customer?

]]> Comment on The Big (Brand) Bang Theory by ADVICE.AGENCYADVISOR.COM http://blog.andersonhealthcare.com/index.php/2009/09/19/the-big-brand-bang-theory/comment-page-1/#comment-3 ADVICE.AGENCYADVISOR.COM Wed, 28 Oct 2009 22:07:50 +0000 http://blog.andersonhealthcare.com/?p=165#comment-3 <strong>When does the conception of a brand become official?...</strong> Scott Regan, who focuses on the healthcare industry recently posted on his blog a topic "The Big (Brand) Bang Theory.” In his post, Scott makes arguments for and against the point at which a brand begins to form.... When does the conception of a brand become official?…

Scott Regan, who focuses on the healthcare industry recently posted on his blog a topic “The Big (Brand) Bang Theory.” In his post, Scott makes arguments for and against the point at which a brand begins to form….

]]> Comment on The Zima Rule: What’s In A Name? by Steve Bowman http://blog.andersonhealthcare.com/index.php/2009/08/29/the-zima-rule-whats-in-a-name/comment-page-1/#comment-1 Steve Bowman Sun, 30 Aug 2009 18:04:38 +0000 http://blog.andersonhealthcare.com/?p=117#comment-1 I’m not a branding expert, but I have a couple of complex and successful product/company ventures under my belt. I like the concept about a name and it’s limited importance. A great name is Cool, but so what? What’s perhaps gone unsaid is corporate image and branding are confused as interchangeable parts. Not so. Branding is a series of strategic steps (including image to some degree) grounded in tangible reality that lay claim to a specific value(s) received by the customer. These things of value must be easily understood by the customer as the reason to buy your product or service. Sounds easy? Corporate image: logos, taglines, mission statements, product/company names, colors, and other design sensitive issues are not at the heart of branding as Peter points out. I’m not a branding expert, but I have a couple of complex and successful product/company ventures under my belt.

I like the concept about a name and it’s limited importance. A great name is Cool, but so what? What’s perhaps gone unsaid is corporate image and branding are confused as interchangeable parts. Not so.

Branding is a series of strategic steps (including image to some degree) grounded in tangible reality that lay claim to a specific value(s) received by the customer. These things of value must be easily understood by the customer as the reason to buy your product or service. Sounds easy?

Corporate image: logos, taglines, mission statements, product/company names, colors, and other design sensitive issues are not at the heart of branding as Peter points out.

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