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Company:  GE Healthcare - Patient Monitoring

Opportunity:  

  • Customer needs and expectations of patient monitoring suppliers was evolving quickly.  
  • GE's business had evolved via acquisitions and internal development to encompass not just bedside monitors but also wireless and mobile systems, central stations, and advanced patient parameters.  
    • The business needed to redefine the category of patient monitoring so customers could clearly understand the scope and value of the expanded offering
    • The business had never established a clear brand for the portfolio of companies that were under the patient monitoring umbrella.  This had value both to potential customers as well as employees of the global enterprise.
  • The naming architecture of the products needed to be harmonized, with a shift from a family of brands to an integrated brand family.

Process:

  • Key leaders from each part of the organization was organized into a management council
  • A Key Opinion Leader (KOL) Advisory Board was formed to provide external direction and feedback
  • Direct customer research was conducted globally, with focus groups across Europe and the US and in-depth interviews conducted in Asia Pacific.

Work Product:

Introducing Clinical Information Logistics - GE Healthcare

  • New category defined and named (Clinical Information Logistics (TM) )
  • New portfolio naming architecture defined under the Carescape (TM) brand umbrella
  • Customer-facing videos were created to convey the story for external and internal audiences, which was featured in a global kick-off meeting, at clinical conferences and exhibits, and on the web
  • Brand guidelines were created and published, with associated employee training performed
  • Sales materials and customer leave-behind pieces were created
  • Brand launch linked to major product launch, with a strong Public Relations campaign (sample press pick up)

Impact:

  • Gained 5% market share, taking number one share position. 
  • Outpaced leading competitor 2 to 1 in quality and quantity of Public Relations coverage, with over 20 million impressions created
  • Unified 5 separate operating units into a unified face to the customer

Partners:


Company:  HP / Agilent / Philips - Automated External Defibrillators (AEDs)

Opportunity:

  • AEDs were a niche product at the time and became part of the HP portfolio via an acquisition of a small start-up.
  • The naming architecture of the portfolio of products needed to be harmonized, with a shift from a family of brands to an integrated brand family.
  • The business was dedicated to the mission of getting defibrillators into the home, where the majority of Sudden Cardiac Arrests (SCAs) occurred.  A multi-year business development program was envisioned and the brand need to support effective communication to lay, basic and advanced trained responders.
  • The initial brand (Heartstream) needed to be transitioned to HP, then Agilent as a result of Medical being spun out, and then to Philips, which acquired the Medical Products Group from Agilent.

Process:

  • Key leaders from each part of the organization was organized into a management council
  • A Key Opinion Leader (KOL) Advisory Board was formed to provide external direction and feedback
  • Direct customer research was conducted globally, with focus groups across Europe and the US and in-depth interviews conducted in Asia Pacific.

Work Product:

HeartStart iconic red case with biphasic waveform graphic

HeartStart iconic red case with biphasic waveform graphic

  • An extensive naming exercise was pursued in order to establish a new portfolio naming architecture, defined under the HeartStart (TM) brand umbrella.  This brand was trademarked and owned.  Rights were secured,
  • Iconography was developed for the brand, which was critical to building awareness and understanding.
  • Customer-facing videos were created to convey the story for external and internal audiences, which was featured in a global kick-off meeting, at clinical conferences and exhibits, and on the web
  • Physician e-detailing program materials
  • Brand guidelines were created and published, with associated employee training performed
  • Sales materials and customer leave-behind pieces were created
  • Brand launch linked to major product launch, with a strong Public Relations campaign (sample press pick up)

Impact:

  • 3-year Revenue CAGR of 24%
  • Successfully navigated from Industrial markets into the Consumer market
  • Established the HeartStart brand as the most recognizable AED brand, based on blinded market research

Partners:

  • The Krinsky Company
  • DecisionPoint Consulting

Company:  Philips Healthcare - Cardiology Portfolio

Opportunity:

  • Stand-alone cardiovascular care hospitals were starting to be built, with a new emphasis on comprehensive, integrated cardiac care.
  • The Philips cardiovascular portfolio, which spanned multiple clinical modalities including MR, CT, Ultrasound, Nuclear, Angiography, Monitoring, Defibrillation, IT and Services, had been assembled via multiple acquisitions over time.
    • Philips' $3.3B CV portfolio had never been positioned as an integrated whole to the customer.
    • Philips faced serious competition from Siemens and GE and needed to articulate a differentiated value proposition and vision.

Process:

  • Key leaders from each part of the organization was organized into a management council
  • A Key Opinion Leader (KOL) Advisory Board was formed to provide external direction and feedback
  • Direct customer research was conducted globally, with focus groups across Europe and the US and in-depth interviews conducted in Asia Pacific.

Work Product:

  • Developed differentiated value proposition for CV portfolio, with detailed messaging matrix by stakeholder
  • Customer-facing videos were created to convey the story for external and internal audiences, which was featured in a global kick-off meeting, at clinical conferences and exhibits, and on the web
  • Sales materials and customer leave-behind pieces were created, with associated peer-to-peer employee training performed
  • In partnership with Duke University, a global satellite educational conference was held, with over a hundred direct hospital downlink sites across the globe.  Local speakers acted as hosts and Clinical Medical Education (CME) credits were earned.

Impact:

  • Philips win-rate into established cardiology departments and new stand-alone facilities increased by 50%
  • Customer awareness rose 10%
  • Internal customer satisfaction of the sales team increased by 20%

Partners: