From the June 2016 issue of HealthCare Business News magazine


There were other ways we could have gone — touting our size, greater access points, a convenience message and the largest group of doctors to fulfill patients’ needs. What we did with the rebranding is clean up the messaging for all our clinical service lines. Each had its own brand look and feel that was completely inconsistent with others. So there was a need to develop a strong brand and storyline — and have each bridge off of that. We’re probably 90 percent through and we’ll be rolling out the next wave of capabilities later this year. Our physician group is a great example — North Shore-LIJ Medical Group, which we rebranded to Northwell Health Physician Partners.

That lets us tell the story of how we’re a partner in patient health care. It’s also a great message for attracting new clinical talent — by joining our organization, you’ll be a partner in our success. Rebranding can be risky because, if you do it poorly, it can be confusing to consumers. If you don’t define your message and shout it loudly, others will do it for you and it will cost you market share. Fortunately, we have had sufficient funding during this first year to get our message out, although the budget for our three-year launch plan will decrease over time, as it should. I’d rather the organization focus its spending on the right level of value creation. So far this year, patient volume is up and I don’t think it’s a coincidence. Intuitively, I can make a strong argument that our marketing investment contributed to the increase, but we still need to quantify it.

Back to HCB News

June 2016 Magazine

Read more stories from the June 2016 issue

More Hospital Spotlight

More Voices