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Brand Management

We all know about Murphy’s Law: “Anything that can go wrong, will.” In the course of many rebrandings, we’ve uncovered a few examples. In one case, just before the grand opening of a new location—at which a new sign was to be unveiled at just the right moment—the sign vendor shipped the wrong sign cover.

How does a global company roll out “the next new thing?” Deploy it in hundreds of offices? In dozens of countries? To legions of employees? To thousands of customers and prospects? These days, corporations rely on analytics and sophisticated logistics that drive thousands of point decisions in parallel.

When architects create a conceptual design for a structure, they talk with clients, take a few measurements, and come up with a floor plan that documents a grand strategy. But the initial plan, even once approved, remains pie in the sky until a host of added data and additional measurements are obtained. Builders of the new structure will need specifics on everything from building materials to electrical, plumbing, HVAC, and so on. Only when they get the so-called “working drawings” can they get started with moving dirt, pouring concrete, and erecting walls.

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.