Loading...
HomeMy WebLinkAboutMarket Research _ Aspire Health PartnersAGENCY Larimer & Co. // Branding Studios 2911 Upper Park Road Orlando, FL 32814 United States Email: shanon@larimercompany.com Phone: +1 (407) 90 0 -5106 Mobile: +1 (321) 217-7709 Website: InspiringBrands.com CONTACT WEBSITE January, 2018 ACKNOWLEDGEMENTS The following organizational assessment was prepared for Aspire Health Partners, Inc. (Aspire) and addresses three core areas of development to raise Aspire’s visibility and promote Aspire Hospital’s new wing. 1) Aspire Hospital Perceptions & Recommendations (Site Inspection & Patient Experience) 2) Proposed Marketing Plan & Timeline 3) Collateral Material Review It is important to note that while there are several opportunities for improvement at Aspire, the goal is progress, not perfection. In context, it should be noted that while there needs to be focus placed on Aspire Hospital, it is only one of 40 programs offered that should be reviewed and assessed. The marketing plan, timeline, and collateral review are designed to synergistically address the needs of both Aspire Health Partners and Aspire Hospital. The statements, findings, conclusions, and recommendations are those of Larimer & Company, LLC, and do not necessarily reflect the view of Aspire Health Partners or its alliance partners. It is assumed that different teams within Aspire will be in different stages of readiness to proceed. Special thanks to the following team members for providing their time and insight: Dick Jacobs, Chief Executive Officer; Babette Hankey, Chief Operating Officer; Vicki Garner, Chief Clinical Officer; Shannon Robinson, SVP, Medical Operations; Christine Suehle, VP, Business Development; Zachary Hughes, Director of Health Information Services WHO IS ASPIRE? Aspire Health Partners, Inc. (Aspire), is Florida’s largest Behavioral Health non-profit 501(c)3 that provides a full continuum of behavioral healthcare and acute care for services for children, adolescents, adults and seniors. Aspire serves 40 program sites across five (5) Central Florida Counties; Brevard, Lake, Orange, Osceola and Seminole. SERVICES MISSION VALUES ▶ Assessment & Screening ▶ Substance Use Disorder Treatment ▶ Mental Health Disorder Treatment ▶ Co-Occurring Disorder Treatment ▶ Prevention/Education ▶ Homeless Services ▶ Child Welfare ▶ Juvenile Justice / Court Programs ▶ Crisis/in-Patient/Detox ▶ HIV/AIDS Testing & Counseling ▶ Pharmacy Aspire Health Partners is committed to providing individuals and families of Central Florida with compassionate, comprehensive and cost effective behavioral health care services that lead to successful living and healthy, responsible lifestyles. Aspire offers the highest quality of services at the most reasonable cost by developing relationships with appropriate partners. Aspire respects the dignity of the people we serve and those with whom we work. Our core values ensure the highest level of customer service within the company, the community and those we serve. Integrity // Accountability // Teamwork // Diversity // Innovation CURRENT MISSION, VALUES & SERVICES ASPIRE HOSPITAL REVIEW & RECOMMENDATIONS Site Inspection & Patient Experience Following is a facility review of Aspire Hospital and the patient experience. The suggestions presented here should be used to address the physical location for both Aspire employees as well as the patients. The patient experience should be identical in quality of service in both the front entrance and receiving areas. Currently, there is a clear distinction between the two as the front entrance is much more clean and maintained than the receiving area. The majority of our recommended changes are environmental and can be accomplished with minimal budget outlay. It is recommended to address the following items prior to the grand opening of the new wing. EXTERIOR (Main Entrance) LOCATION Entrance / Branding Grounds Architecture Directional Signage Parking Sidewalks and Entryways RECOMMENDATIONS Aspire logo is stained and in poor condition; consider replacement Underutilized grounds; recommended maintenance & shrubbery Invest in repainting exterior and highlighting architectural details Trees cover some wayfinding signage; overall, wayfinding signage is good Ample parking; surface lot could be utilized for events to highlight facility Pressure washing exterior walkways would remove iron stains, debris, and gum buildup. EXTERIOR (Receiving Entrance) LOCATION Entrance / Branding Grounds Architecture Directional Signage RECOMMENDATIONS Aspire logo is in poor condition; planters are not maintained Poorly maintained; lots of trash; clear distinction between main entrance and receiving Invest in repainting exterior; lighting out and overall area needs refresh Signage above porte-cochère is in incorrect location based on how police enter to drop- off; also, remove funding and services logos as some are not current. Consider a new name for “Receiving Center” that is more patient friendly. EXTERIOR (Outpatient Entrance) LOCATION Outpatient Services Possible Relocations RECOMMENDATIONS To better support workplace flow, it is recommended to close off the outpatient service exterior entrance and re-route patients to enter through main entrance. Doors could be exit only. This will allow for a more personalized experience for clinic patients. Patients and waiting relatives often gather outside the doors. There is a service opportunity here to provide them with complimentary water or coffee during cooler months. This would leave a positive impression. Potentially relocate the clinic to 2nd floor to allow for access to elevator and relocate case management offices to the existing adult medication clinic. INTERIOR (Level 1) LOCATION Main Entrance Call Center Receiving Center Seclusion Room RECOMMENDATIONS Overall welcoming and in good condition. Hallways feel clean, but lack color and feel very clinical. Call Center is overcrowded and in an interior room with no soundproofing panels. The room feels cluttered and manages a high-volume of calls. It is recommended to move this room to another area within the hospital that has windows and more room for employees. The “incoming room” or waiting room, needs to more closely relate to the hospital experience. There is a distinctly different patient experience here, from the poorly maintained and mix- matched furnishings to the supply closets behind the desk that appear too medical and harsh. The medical clearance room is dirty and cluttered. The employee lockers, in public view, are dirty and are the first thing the patient sees. The standard assessment rooms are too sterile/minimal and could be enhanced by simply adding color to the walls. Facilities management can rectify a lot of these issues at minimal cost investment. Blow-up beds in the observation rooms appear unclean. While these spaces are not intended to be luxurious rooms, they should be properly maintained and cleaned. The room felt exceptionally dirty, the ceiling is in poor condition, and one of the lights is out. This room does have natural sunlight and adding a color to the ceiling, if permitted, would freshen up a room that is in need of some care. Employee Entrance Children’s Medication Clinic Florida Assertive Community Treatments Team Space is unwelcoming, the timeclock feels dirty, A/V does not work, and is very clinical. However, the area boasts a lot of valuable wall space. This could be utilized as an opportunity to infuse the “Aspire” brand story with a mural. Partner with Disney or local artists to add whimsical murals to makes space more child-friendly and less clinical. Employees suggested the addition of puzzles and learning blocks that would stimulate the patients and keep them occupied during wait times. Kids and parents walk through cluttered and uninviting areas to get to doctor’s offices. As case managers and therapists are rarely in the office, this would be a good space for employees to enjoy access to windows. Consider relocating the call center to this location. INTERIOR (Level 3) LOCATION East & West Wings Reception Area & Day Room Bedrooms & Quiet Room Patio RECOMMENDATIONS Areas were calm and quiet, clean, and new. It should be a benchmark to get all additional areas on Level 1 and 2 to be on this level of presentation. The only areas of note were lights out above waiting area just off from the elevators. Very sterile and institutional and no art; assumption would be that hung art could become a safety hazard. Recommendation would be to add accent walls or murals that cannot be damaged. Noticed floor appears mixed male and female, which could elevate a high-risk environment. Recommended to reconfigure flow once new beds are available and perhaps split wings. Spacious, but stripped of color, art, and furnishings for safety reasons. I would recommend adding murals or color to walls to make the spaces feel more comfortable for those staying in the facility. These are areas that potential funders need to see and feel proud to fund. Nice space, but it is also sterile and patient restrictions leave little room for improvement. Recommend the addition of plants and/or murals to enliven space. INTERIOR (Level 4) LOCATION Existing Patient Areas New Wing RECOMMENDATIONS 30-Bed section for one-week stay patients; very active area of the hospital that can be refreshed by buffing floors, painting walls and door trims. It would be recommended to transfer existing patients to the new wing and refurbish the existing patient areas before the floor is at full occupancy. “Medical expertise key, but the patient experience is vital.” CORPORATE + HOSPITAL EXTERNAL AFFAIRS Recommended Focus Areas & Timeline for Implementation The following recommendations are designed to provide a roadmap for conducting branding and marketing activities for Aspire Health Partners resulting in improved education, differentiation, and perceived value. This plan has been developed following site inspections, the review of supplemental marketing materials and key stakeholder interviews. Action items require the development and implementation of a well-organized, effectively managed communications program and it is recommended that additional staffing be employed to carry out the marketing initiatives for Aspire. The addition of a dedicated marketing team would support corporate marketing initiatives and would ensure brand consistency across all programs and services. The team would work in cooperation with affiliate partners to serve as a partner and critical resource for marketing and brand development. WHAT IS A BRAND? “A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.” - Seth Godin A logo, color, and typography guidelines all represent portions of a brand, but the entire brand is a bit more intangible. It’s emotional, visual, and human. It’s an experience that separates different products and services in a world where quality is often comparable or the same. This is where Aspire Health Partners has the ability to own the market share in Orlando among competitors like Central Florida Behavioral Hospital and University Behavioral Health. Behavioral Health centers exist to provide quality health care for underserved populations. As a result of this mission, health centers such as Aspire are often viewed as clinics for “poor people” or “medically indigent populations” who do not have health insurance and who are not eligible for other health care coverage, such as Medicaid, Medicare, or private health insurance. This perception has been limiting to Aspire in its marketing efforts to increase visibility to patients with full coverage. Aspire’s marketing should demonstrate pride in serving the underserved while also advertising to populations who traditionally have access to broader ranges of healthcare options. Aspire shouldn’t be limited by perceptions based primarily on a patient’s economic status or the notion that Aspire only provides the most basic of services. It is recommended that Aspire leverage this perception to attract local, state and federal funding. KEY MESSAGING OPPORTUNITIES ▶ Aspire is Florida’s largest Behavioral Health non-profit 501(c)3 that provides a full continuum of behavioral healthcare and outpatient services for children, adolescents, adults and seniors ▶ Aspire supports 40 program site across five (5) Central Florida Counties; Brevard, Lake, Orange, Osceola and Seminole ▶ Aspire serves as a community partner in comprehensive, cost-effective behavioral and acute healthcare ▶ Aspire leverages experience and knowledge to focus on individuals stabilization, recovery and detoxification needs. ADDRESSING PERCEPTIONS Newspapers and long-lead print publications Increase brand awareness and target potential funders through publications such as the OBJ Lynx and Sunrail Transit Include bus wraps, bus stop advertising, benches and interior cabin advertising Billboards in underserved communities Seek partnerships with Clearchannel to obtain undesirable locations Online, Blogs and E-Zines Drive traffic to Aspire’s professional team and position as industry experts Broadcast Television Provide facility tours of new wing and highlight the patient experience Radio Target morning talk shows, highlight medial staff and key services An advertising campaign is suggested to maintain consistent messaging and would be rolled-out with the launch of an annual brand campaign to promote services for Aspire Health Partners. While media outlets will vary, there are specific vehicles that will serve as cornerstones to Aspire’s advertising mix to appeal to patients and funders. Aspire should set aside funding to support an annual advertising buy for those outlets that cannot be received in trade. ADVERTISING BRAND ELEMENTS A proactive media relations strategy will work to increase public awareness of Aspire and the new wing at Aspire Hospital. Aspire’s media relations plan will be extensive and place emphasis on highlighting the positive aspects of Aspire, while being prepared for reactive media relations and issues/crisis management. The following resources are recommended to be assigned to a dedicated employee, or outsourced to an agency: Communications Resource Kits Develop a package of materials for Aspire and affiliate brands by topic including sample news releases and background information, fact sheets, and key statistics tailored to each brand, but maintaining brand consistency with Aspire. Public Service Announcements Develop unpaid PSAs, which provide information about Aspire Health Partners. This is an inexpensive tool for delivering public information on behavioral health and will be used to promote awareness on a variety of topics and announce events. Story Leads Develop data-rich story leads for key media outlets to encourage coverage. Partner with patients to obtain permission to tell their stories. Feature Articles & Blogs Prepare articles and rich-content for distribution to electronic publications, newspapers, local and industry-specific magazines to position Aspire as a leader in behavioral health. These will also be converted to blogs for Aspire. Press Releases Press releases and blogs will be prepared and distributed on a quarterly schedule to communicate ongoing initiatives and encourage media coverage. Medical professionals will be identified within Aspire’s leadership team to serve as company spokespersons and will receive appropriate media training. News Conferences Conduct news conferences to share information of significant interest and value, such as the launch of Aspire Hospital’s new wing, to the general public and key stakeholders. Crisis Management Plan Development of a crisis management plan that includes a representative set of planning scenarios; a flexible set of response modules; a plan that matches response modules to scenarios; a designated chain of command; preset activation protocols; a command post and backup; clear communications channels; and backup resources. In addition to the crisis management plan, key spokespeople will be identified and trained for specific scenarios. MEDIA RELATIONS BRAND ELEMENTS Create a social media strategy to compliment the overall communications plan for Aspire while simultaneously promoting the new beds at Aspire Hospital. We would recommend using LinkedIn, Twitter, Facebook, YouTube and an online blog to drive band awareness and engagement through the development of an annual editorial calendar and planning sessions. It is also recommended to develop a social engagement campaign within your networks that offers helpful advice while encouraging engagement/online response beyond the “LIKE”. Aspire shares qualified articles, but lacks original content and engagement on social channels. Goals Develop clear and quantifiable social media goals and objectives to compliment Aspire’s outreach; goals would outline frequency and target markets. Outcomes Arrange goals and objectives by outcomes: exposure, engagement, influence, and results. Each of these will build on one another and can be achieved to varying degrees with different social media channels. Return-On-Investment Use existing social media analytic tools, such as Google Analytics and Facebook Insights, to measure the degree to which your goals relative to each domain are being met. SOCIAL MEDIA BRAND ELEMENTS Electronic Library Develop an electronic library for logo files, electronic brochures, fonts, etc. and dedicate someone on the marketing team to manage those assets for the company. These files should always be available by an internal associate. Website Work to redevelop and rebrand the website at aspirehealthpartners.com to tighten messaging and navigation. Recommendations would include a responsive and interactive website presence with virtual assistance; an online referral program for patients, partners and employees; and an integrated marketing source for web and lead drivers. This would include search engine optimization (SEO) and search engine marketing (SEM), also known as pay- per-click advertising. In addition, a Spanish-language conversion would be recommended. It would be a goal to work on the website in 2018, with a launch in 2019. Distribution Lists Develop and maintain accurate up-to-date databases for media, industry, and other contacts. Third Party Endorsements (spokespersons) Explore the merits of appointing famous spokespeople to advocate for mental health. This can be through a board connection and does not need to be nationally famous, but could be a local celebrity such as an athlete or news anchor. A dedicated team member inform and engage with providers and staff to include them in the marketing efforts for Aspire. Marketing needs to be an organizational-wide initiative, with the full support and participation by all team members. They should also be educated, encouraged and empowered to communicate consistent messages about Aspire Health Partners when dealing with patients and the community at large. In addition, they should be able to easily identify a corporate representative that manages particular areas of marketing. Below are some of the areas communications would manage. COMMUNICATIONS BRAND ELEMENTS Strategic Partnerships Leverage existing partnerships and forge new alliances to support and facilitate conferences, meetings, and community events to promote services. There should be monthly fulfillment reports that go to each corporation that participates as a strategic partner. Signature Events Create quarterly “Open House” events to highlight Aspire Hospital and showcase the property to sponsors and funders. In addition, an annual event should be created that utilizes the expansive grounds, as a way to invite medical professionals and clinicians to experience Aspire Hospital. In addition, it is suggested that Aspire seek to participate in “low energy, high impact” community outreach activities. As part of Aspire’s communications plan, the community relations team would proactively pursue opportunities to work with communities on activities to promote Aspire’s services. IMAGE COMMUNITY RELATIONS BRAND ELEMENTS The launch of Aspire Hospital’s new wing is a huge undertaking. One of the top priorities is crafting and delivering tailored messages to key stakeholders — healthcare leaders, government officials, donors, hospital employees, volunteers and patients and their families — in order to make a good first impression and to gain enthusiastic buy-in from the community. Below are the steps that will be taken to produce a grand opening event and effectively launch the new wing: Set goals Strategic goals will be the foundation for planning Aspire Hospital’s Grand Opening event to launch the new wing. These goals will be identified at the project’s inception and built upon during each step of the planning process. Reinforce the brand A cohesive communications and brand strategy is essential to Aspire’s success. An awareness campaign will be launched in tandem with the grand opening to engage stakeholders and extend the launch of the new wing by 12-months. Engage the community Messaging should emphasize the public’s role as important stakeholders in Aspire Health Partner’s success. This helps set a positive tone that’s both respectful and welcoming to the local community. Leverage volunteer services Drawing on the resources of clinical, staff and community volunteers enables patients and providers to gain a unique perspective on internal culture. Involve donors As a priority audience, donors should feel they play a pivotal role in the hospital opening. This is a great way to capture additional general operating support. SPECIAL EVENTS BRAND ELEMENTS Encourage employee involvement Engaging employees throughout the planning stages helps to ensure a cohesive, collaborative effort. Planners can gain valuable, high-level feedback by hosting meetings with each department. Cater to doctors Physician buy-in is essential to success. Invite doctors to take part in the conversation and offer suggestions on Aspire’s new wing. Plan to highlight their efforts and contributions during the grand opening event. Manage and customize tour logistics Partner with the Rosen School of Hospitality Management to plan and execute building tours, customizing them for small groups, and ensuring quick and comprehensive experiences. Extend the reach Use social media and public relations to maximize every touch point throughout Aspire Hospital’s new wing opening. Media relations should focus on generating awareness and maximizing the new awareness campaign. Evaluate success Conduct post-event communications to publicly thank everyone involved and to solicit future involvement in hospital- and community-related events. STAKEHOLDER RELATIONS & BUSINESS DEVELOPMENT ▶ Build a stakeholders list, including lists for individual topics; assign content manager ▶ Invest time, attention, and resources into managing stakeholder relations to grow financial support ▶ Pursue relationships to help influence political and community leaders; consider contract lobbyist ▶ Provide stakeholders with tools necessary to communicate key messages (blog, fact-sheets, etc.) ▶ Encourage stakeholders to be involved in the community and create accountability measures ▶ Solicit stakeholder input on behavioral health issues via surveys and consultations ▶ Recognize the efforts and support of stakeholders with thank-you letters and acknowledgements ▶ Provide stakeholder consultation to allow for information sharing and perspectives for buy-in to contribute to the effectiveness of Aspire’s marketing and communications efforts ▶ Strengthen relationships with community centers, hospitals, health systems, physicians, pharmaceutical representatives, corporations, schools, corporate HR teams, groups and associations. The commitment of stakeholders is critical to Aspire’s overall communications plan in an effort to extend key messages, and to reach and influence target segments. Continuing to build strong, productive relationships with stakeholders will support the success of Aspire’s social marketing campaigns and programs. A member of the team needs to be designated to maintaining the digital asset library so these resources are readily available. SUPPORTING RESEARCH & EVALUATION Research should be utilized frequently to measure effectiveness and to help guide direction for policy, strategy & financial management. ▶ Oversee creative strategy testing and conduct regular focus groups ▶ Leverage existing data and qualitative findings for advance planning ▶ Establish baseline campaign awareness and post campaign tracking – measuring the impact on awareness, attitudes, and utilization MARKETING DEPARTMENTS RELY ON COLLATERAL MATERIAL REVIEW The refresh of a brand standards manual for Aspire Health Partners would help internal and external support teams with identity direction. This is a great opportunity and should be the main priority before modifying or creating new assets. When comparing the exiting brand standards with branded assets, it appears that the graphic designers are not implementing basic guidelines. This could be because in-house staff is not properly equipped with adequate software, they may not have the expertise in graphic design, or outside consultants are not being properly selected. This is evident through the inconsistent use of brand marks, pixilation, and use of graphic elements. It is also recommended to dissolve founding partners from all collateral materials and references including Lakeside Behavioral Healthcare, The Center for Drug Free Living, and Seminole Behavioral Healthcare. ▶ Purpose, Mission Statement, Values & Positioning ▶ Brand Promise, Characteristics, Differentiators, Expression ▶ Logo Guide ▶ Color Scheme ▶ Font Guide ▶ Company Collateral Material ▶ Website Guidelines ▶ Social Media Guidelines & Policies ▶ Voice & Style Guide; Nomenclature ▶ Corporate Program Overviews ▶ Affiliate Partnerships ▶ Advertising & Communications ▶ Target Audiences & Customer Information BRAND STANDARDS There are certain branded collateral materials that help to underscore Aspire’s brand and messaging. Following review of provided brochures, posters and flyers, it is recommended that they be redesigned to create a brand identity for Aspire that reflects the quality care it provides. Out of 20 brochures provided and reviewed, only three were professionally designed and printed. The remaining 17 were printed in-house on a copier reflecting low-quality and pixelated brand marks. There were some design consistencies with regards to layout, however, the use of multiple fonts, typesetting sizes, and stock imagery is inconsistent. Brochures need to be designed in a consistent format and style that reflects Aspire Health Partners in a professional manner. It is recommended that the following collateral materials be created at the completion of a comprehensive brand guide to represent Aspire and its services. BROCHURES BRAND ELEMENTS Aspire’s annual report appears to have been produced in-house, both in design and in production, with loose pages. The contents of the annual report are solid and the information is concise, however, it does not clearly define the role Aspire plays in supportive services. As the annual report can be a selling tool for funding and support, it would be highly recommended to produce a professionally designed and printed annual report that can be leveraged through multiple distribution channels: Printed Copies To be distributed to major funders, public officials, and corporate executives Website Electronic downloadable .PDF version included on aspirehealthpartners.com website Social Media Electronic version available on LinkedIn Email Link provided on email signatures that offers recipients the option to “click” and “download” ANNUAL REPORT BRAND ELEMENTS When reviewing the brand architecture for Aspire Health Partners, there are presently some inconsistencies with regards to presentation. Some organizations, such as CENTAUR, have a tagline associated with their brand mark, whereas others, such as Zebra Coalition, do not. The elimination of Aspire Health Partners from a partnering organization’s brandmark is suggested, creating a “House of Brands” hierarchy. Elimination of Aspire from their brandmarks would insulate and protect the Aspire brand, should there be a negative situation occur within those organizations. A good example is Proctor and Gamble. If Crest, for instance, had some kind of brand crisis, none of the other brands would be affected. As Aspire and alliance partners are high-risk, this is the suggested brand architecture for Aspire Health Partners. BRANDMARKS MANAGING YOUR BRAND It is recommended that partnership nomenclature be developed to be used in association with all alliance partners to better unify business units and clarify messaging. Centaur currently has a tagline associated with its brand mark and is actively associating with Aspire, whereas, organizations such as Zebra Coalition do not show any association with their brand marks. This reference would not appear in association with their brandmarks, however would be used in boilerplate language on their website, in electronic communications and annual reports. Possible language could include: ▶ A Division of Aspire Health Partners ▶ An affiliate of Aspire Health Partners ▶ A Program of Aspire Health Partners ▶ Powered by Aspire Health Partners PROGRAMS & ALLIANCE PARTNERS MANAGING YOUR BRAND GOALS, STRATEGIES & TACTICS Summary Assessment & Timeline Below are recommendations to achieve the immediate needs of filing heads-in-beds at Aspire Hospital, while also working toward the long-term goals of increasing awareness of Aspire Health Partners and impact on the Central Florida community. These strategies and tactics work synergistically to complement one another for exponential positive results in attracting increased volume in new patients, referrals, and funding sources from individuals, corporations, and government agencies. Make your investment pay off. It is recommended that Aspire not single out the hospital in a campaign, when you can launch a corporate campaign that includes the hospital. It will have greater community impact and will ensure success. Below are strategies and tactics organized by Corporate/Hospital initiatives. CORPORATE Define what “patient experience” and “success” means to Aspire to improve service delivery and attract medical staff, employees, and referrals (Q1) Address Facility Maintenance Issues; Consider patient flow; Evaluate workplace environment; Refresh exterior and interior of building to provide a less clinical and more patient-centric experience with enhanced landscaping, new paint, colorful walls, murals, and local artwork; “De-clutter” staff workspaces that have patient access; Involve patients and family members in designing and improving care delivery; work with board to determine areas of success: heads- in-beds, positive reviews, tenured staff, medical certifications, internal promotions, etc. Measure the patient experience, dig deep into the results, and share with staff; In addition to traditional, formal patient satisfaction surveys, track down “in the moment” experiences of patients so bad experiences can be quickly corrected. STRATEGY TACTICS Implement identified strategies to maintain existing volume, and increase patient volume (Q1/Q2) Achieve prominent online presence by keeping up with and implementing the latest digital tactics; Be proactive in encouraging positive reviews and be responsive to negative patient reviews; Use traditional advertising and public relations strategies to attract target audiences; Maximize “free press” by announcing milestones, new hires, funding awards, etc. Create “Grand Opening” event at Aspire Hospital to excite and engage community (Q3/Q4) Host press conference to announce new wing at Aspire Hospital and announce major funders; Crafting and deliver tailored messages to key stakeholders — healthcare leaders, government officials, donors, hospital employees, volunteers and patients and their families — in order to make that all-important first impression and to gain enthusiastic buy-in from the community; Utilize expansive grounds to host an “official” grand opening event; Engage community partners, funders, patients, clients, and staff to participate in the event; Provide guided tours of the new wing to medical professionals and funders; Leverage as an opportunity to announce quarterly “open-house” events for medical professionals and corporate partners to increase referrals Develop awareness campaign to offset competitive marketing and attract patients, referrals, and funding (Q3/Q4) Seek outside council to create and implement a multichannel awareness campaign; Develop campaign elements to include print and broadcast advertising, transit advertising (billboards, bus, and rail), public relations, and social media; Develop a set of PSAs to enhance visibility and image of Aspire. This is a corporate campaign with a hospital focus. STRATEGY STRATEGY STRATEGY TACTICS TACTICS TACTICS FLORIDA HOSPITAL’S SOMEDAY CAMPAIGN SHIFTS FOCUS TO COMMUNITY Chances are you’ve seen Florida Hospital’s new billboards around town, framing close-ups of smiling faces that are partially covered with phrases like “Someday hospitals will heal more than the body,” or “Someday all communities will be healthier.” The advertisements are part of the hospital’s most recent campaign, Someday Starts Today, and are a clear a departure from the traditional billboards that promote a program or department within the hospital. “We hope that this becomes more than a campaign and becomes more of a conversation in the community.” Daryl Tol, president and CEO of Florida Hospital ASPIRE HOSPITAL Refresh Aspire’s brand and develop/re-think collateral resources to clarify messaging (Q1 / Q2) Seek outside council to refresh Aspire’s brand and usage guidelines; Condense collateral materials and prioritize annual report; Craft clear and concise messaging tailored for each service and market segment. STRATEGY TACTICS Improve employee satisfaction and engagement to reduce negative reviews and attract/ retain talent (Q2 / Q3) Institute monthly customer service training and marketing updates; Engage employees and devote one staff meeting per month to new ideas for improving patient experience; Monitor online reviews from sources such as indeed and Glassdoor and use as a resource to address common themes: Short Staffed, Poor Communication; Stressful; Lacks Organizational Structure; Overworked and Underpaid; No advancement opportunities; Poor Management; No work ethic; Growing Pains; Unpredictable safety concerns; Unrealistic Expectations; Gossipy environment. STRATEGY TACTICS Formalize an internal marketing division to oversee Aspire’s brand management and messaging (Q2 / Q3) Hire a Marketing Officer ($150,000) to oversee global initiatives and outside agencies, Brand Manager ($75,000) to foster internal/external communications, and Community Relations Associate ($45,000) to support external affairs; Seek outside council and specialist to develop a crisis communications plan and train key executives. STRATEGY TACTICS Streamline website and simplify navigation to reflect new brand image and have a responsive and interactive online presence (Q4, 2018 / Q1, 2019) Rebrand a responsive and interactive website presence for AspireHealthPartners.com with virtual assistance; Offer an online referral program for patients, partners and employees; Implement an integrated marketing source for web and lead drivers to include search engine optimization (SEO) and search engine marketing (SEM), also known as pay-per-click advertising. Add a Spanish-language conversion. Goal to work on the website in 2018, with a launch in 2019. STRATEGY TACTICS AGENCY Larimer & Co. // Branding Studios 2911 Upper Park Road Orlando, FL 32814 United States Email: shanon@larimercompany.com Phone: +1 (407) 90 0 -5106 Mobile: +1 (321) 217-7709 Website: InspiringBrands.com CONTACT WEBSITE THANK YOU