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Posts by Philip Guiliano

Marketing and communications staff and executives often find a corporate rebranding initiative daunting. That holds true for both those who have experienced the complexities of rebrand implementation before, and those who contribute to a strategic rebranding for the first time. And it’s no wonder: These initiatives require a unique blend of strategic, analytical, and tactical skills. They cost a lot of money. They’re very high profile. Succeed, and everyone will know. Fail, and the same will hold true.

Seven years ago, a hospital system with dozens of hospitals and hundreds of facilities embarked on a rebranding. Leadership had approached the initiative after what they believed was careful planning through their agency partner. So, they felt confident their healthcare rebranding would unify their hospital system and improve their market position.

When we work with clients during a rebranding, we often evaluate three different approaches, each with increasing cost and impact: “bronze,” “silver,” and “gold.” But you probably wonder: How often does a client choose just one of these options for all branded assets? Almost never.

At its core, logistics is the careful planning towards anticipated outcomes, as well as the resolve and experience to still achieve those outcomes when the unexpected occurs. Given this is a piece about risk, lets dispose the first part of that definition referring to the ideal projects where perfect planning leads to excellent results, and recognize that complex projects are laden with risk. So, in that context how do you test the mettle of people managing the logistics of a rebranding? You see how they expect the unexpected. You see how their experience and grasp of the situation has led to back-up planning, creative problem solving, and the ability to call upon the data and past experience to continue to keep the train on the rails.

November 12, 2014 marks the official launch of The University of Vermont Health Network brand. The four hospitals that made up Fletcher Allen Partners have been working together for the last three years to improve patient care and operations. Giving the network a unifying name that emphasizes its academic core signals a commitment to working seamlessly across the organization to deliver the same level of excellence in patient care no matter where patients go within the network, and to embrace the changing health care landscape by focusing on value, quality and cost control.