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Amersham Health Global Branding Initiative

Amersham Health Global Branding Initiative. Objectives. Position Amersham Health as an overarching brand that fully integrates the company and its brands while embracing all of its key stakeholders, which includes existing and prospective customers, employees, and strategic partners

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Amersham Health Global Branding Initiative

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  1. Amersham HealthGlobal Branding Initiative

  2. Objectives • Position Amersham Health as an overarching brand that fully integrates the company and its brands while embracing all of its key stakeholders, which includes existing and prospective customers, employees, and strategic partners • Develop a unique identity that goes beyond diagnostic imaging, is easily understood, and is readily associated (graphically) with Amersham Biosciences and Amersham plc

  3. Where we are • What We Have Done - Phase I • Announced to all audiences the new corporate name and logo • Developed corporate guidelines for logo, trademark, design, etc. • What We Haven’t Done - Phase II • Express the company image after a name change • Improve customer access by integrating brand and company messages • Present to customers and prospects the breadth of capability and • potential for success of Amersham Health

  4. Why we are conducting this initiative • Desire to act as a global company-- exploiting commonalities in worldwide • markets while respecting regional and local differences • Expand beyond the brand touchpoints by showing collective breadth and depth of • offerings and thereby expanding reach and frequency with customers and • prospects (essentially, look bigger than our individual brands) • Take a prominent leadership position in our industry by capitalizing on our • customer brand relationships and extending that relationship to Amersham Health • Clearly establish the company’s uniqueness; an identity that Amersham Health • and no other company can assume

  5. Why we are conducting this initiative • Implement corporate communication guidelines that have consistency across the brands, the company, and the imaging and therapeutic businesses • Develop a set of rules/processes to get input on Global communication initiatives and create guidelines for implementation (which elements are fixed and which ones are flexible) • Get employees to embrace and broadcast a consistent and integrated Amersham Health and brand messages to customers • Create a platform for establishing the company’s position on high impact commercial issues (diagnostic imaging centers need for operational excellence; or issues related to healthcare assessment and diagnosis of women)

  6. Goals • Key stakeholders see a company with a broad array of brands and services that they want to be associated with for the long term • Awareness of Amersham Health, association of the company to it’s brands, and recall of our company image; therefore, brand relationships increase significantly, which accelerate the exchange of brands for money • Own customer-centric “segments” (100% share of mind) such as Cardiology, Radiology, Oncology where there is a natural grouping of brands and company-wide services • Become best in class, best in practice customer-centric oriented-- influencing the direct buyer, the referral community, and the influencers simultaneously • Development of an internal systematic global infrastructure and process which creates strategic worldwide initiatives leading to local market implementation (saving time and money--with longevity)

  7. Global Branding Team • Inaugural meeting of the Global Branding Team was held on June 24th and 25th in Princeton • Participants • D. Anthony S. Dowdell J. DeBelle • K. Klitzing C. Perlman • K. Burgess M. Roberts • H. McMillan and M. Radda from Wolff-Olins • C. Darche, L. Iaquinto (facilitator) and J. Male from Interlink Healthcare • Communications

  8. Summary of Inaugural Meeting • The group developed the following post name-change launch marketing elements: • Brand Essence • Strategic Map and Key Initiatives • Creative Brief • A preliminary timeline and a process map of how to work together was also agreed upon

  9. Summary of Inaugural Meeting • The goal is to develop a core communication platform and launch the Amersham Health brand in Q4 ‘02 to all of its key stakeholders, which includes existing and prospective customers, employees, and strategic partners • Specifically, the Global Branding Team is working on developing the messages, story and graphic concepts that best express the essence of the Amersham Health brand • Once the core elements are completed, the implementation and execution will occur in the local/regional markets in 2003 • Next face-to-face meeting is scheduled for 27-28 August in the UK

  10. Summary of Inaugural Meeting • The Global Branding Team also identified some long-term challenges and opportunities beyond the scope of the assignment • AH brand - planning and budget • Need for AH brand manager • Championing and monitoring the implementation of the AH brand strategy and communication in local markets • Integration across the business • Key Opinion Leaders, Marketing, Sales, Public Relations, People Communications, Human Resources, etc.

  11. Amersham Health Brand Essence Webster's Dictionary Definition Insightful; a power to see what is not evident to the average mind. Insightful implies a searching mind that goes beyond what is obvious and or superficial. It implies characteristic penetration combined with keen practical judgment. Insight is the power of the mind to grasp an essential meaning or truth.

  12. Insightful Insightful creativity is having the keen perception to know which science is good science, and having the courage to develop it and turn it into innovative uses which strengthen the partnership we share with our health care customers. It is building on the knowledge of today to provide the breakthrough ideas of tomorrow. Insightful customer satisfaction is born of understanding, perception and diligence. The insightful sales representative will meet with customers to understand the clinical realities of their practice, and what they're going through. It is recognizing what customers really need, and finding the best way to provide it.

  13. Insightful (cont.) Insightful delivery is more than seeing that the most innovative, highest quality products are dropped off at the door. Genuine delivery begins after the product reaches its destination, and involves the education of customers, giving technical insights which will help them achieve the best outcomes with our products. Insightful reliability springs from a true understanding of customers and the needs of their practices. It involves the resolve to continue improving existing products and the keen perceptions linked to the research and development of innovative products for future uses. Insightful reliability is derived from a quality mindset and the tenacity to keep striving toward excellence.

  14. Insightful (cont.) Insightful, talented people are the heart and soul of this company. With creativity, intelligence, ingenuity and drive, they propel the vision of Amersham Health. They have both feet planted in the present, while they reach for the stars of health care's future. They have the ability to see and understand clearly the inner nature of things. They provide products that work now and the insights that will allow us to develop products that will "predict and prevent" in the future

  15. Amersham Health Brand Map Draft — 15 July 2002 FEATURES Brands that Work BENEFITS Answers Everyday Right-Sized Passionate Belief Agile Inspired ESSENCEInsightful Cutting Edge Decisive Pioneering Spirit Focused Continued Success Heritage

  16. Sell the Company Sell the Brands B AH B B B B Amersham Health Strategy Map Draft — 25 June 2002 Treat it as a Brand Where we are Where we want to be Introduced AH to the World Equip & deploy the messengers Integrate and Live the AH Experience Place 1 Place 2 Place 3 Launched the name and new Corp. ID (but not the brand) Launch AH Brand Q4’02 Full Integration of Company and the Brands 1. Vision/Mission 2. PACT 3. Corp. I.D., TM and launched 4. New name communiqués (int. & ext.) 5. Trade and Investor Relations Business Profiles 1. Core Brand Platform 2. Tool Kit (ad, panels, personal selling, etc.) 3. Best Practice Execution 4. Integrate Brands 1. Family I.D. 2. Integration Meetings 3. Full implementation in all media 4. Global branding process 5. Global branding per brand

  17. Process IHC J. DeBelle J. DeBelle IHC Team Members disseminate distill & resolve Feedback IHC = Interlink Healthcare Communications

  18. Feedback “Touchpoints” • M. Roberts -> B. Clarke, J. Jeans, L. Gailley, S. Cox, Caroline Luscombe, • C.Perlman • K. Klitzing -> J.M. Cosséry, M. Knights • P. Gehris -> C. Medley, G. Hewitt, T. Irish, V. Crépin, O. Jensen, P. Louvel • pan-European marketing input • J. DeBelle -> D. Peters, T. Giordano, D. Sager • S. Dowdell -> J.P. Huot, R. Smith, V. Pulito • D. Anthony -> B. Carretta, D. Quinn, J. Matons

  19. The Creative BriefWhat is the brand situation? • Amersham Health has recently changed its name and developed new corporate branding elements (logo, colors, graphic guidelines). Although the perception is that Amersham Health is a modern and forward-looking company, it might be more known for its individual products rather than as a corporate entity. • Currently, the company does not have a corporate image campaign in place, and therefore, its customers and employees would benefit from a clear vision of who Amersham Health is and what products and services it provides.

  20. The Creative BriefWho are we talking to? • Amersham Health existing and prospective customers, • employees, and strategic partners

  21. The Creative BriefWhat do we know about them? • Amersham Health customers are intimate with the brands, with which they are very satisfied. Their primary focus is patient care and providing the solutions and answers that are required to meet patient needs. Overall, they know the products, but are less familiar with the company that makes them. • Amersham Health employees know all about the name change, but the “new” company should have much deeper meaning and value that extends through each brand and service offering.

  22. The Creative BriefWhat are we trying to achieve? • Define the company to our customers and develop aunique position within the healthcare marketplace by creating an umbrella company image. What’s the main idea we need to communicate? • Options: • 1. Insightful Explorer (breaking new ground with a vision toward the future) • 2. Innovative Explorer (breaking new ground with visionary thinking) • 3. Visionary Explorer (applying today’s vision through the eyes of tomorrow)

  23. The Creative BriefWhat’s the reason to believe the main idea? • Amersham Health is well-positioned to deliver the promise with: • Products that work • Focused and determined commitment to R & D • A pipeline of innovative and state-of-the-art products • Strong collaboration with industry clinical leaders, technology companies, and patient/professional associations • Consistent revenue and profit growth (longevity)

  24. The Creative BriefWhat is the tone/feeling we want to convey? • Amersham Health is progressive, yet a highly personal partner that is in touch with clinical realities.

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