Building of a Brand

Health care service brands that promise and deliver real quality are beginning to develop in both Emerging Markets and in mature economies. They are a mark and assurance of quality and reflect all the work implied in the creation of quality. So this award is for operators who can demonstrate a holistic programme to build quality and to then demonstrate it to one or more of these groups: patients, residents, governments and referring doctors.

 

FREE BLOG HBI Awards 2017: Training the community as first responders to combat cardiac arrests

As part of Apollo Hospitals Dhaka's Corporate Social Responsibility program, it trained 1,100 members of the community as first responders. The goal of the initiative was to educate more community participants so that they are confident enough to attempt cardiopulmonary resuscitation (CPR) to improve survival rates of people experiencing cardiac arrest or heart attack.
July 6, 2018

FREE BLOG HBI Awards 2017: Rebranding around Alzheimers

Since 1986, Groupe Almage has been active in the field of nursing homes. In 2013, it rebranded to differentiate in the highly competitive French nursing home market. Almage now owns 6 nursing homes specifically dedicated to Alzheimers across France. Application looks at the process
July 6, 2018

FREE BLOG HBI Awards 2017: Revitalising a brand after 90 years

How do you rebrand a company after 90 years of history? In 2013, the Fleury Group adopted new branding to increase the competitiveness of its longest-running premium brand, Fleury Medicina e Saúde. The short-term focus is sustainable growth in premium brands and profitability in standard brands.
July 6, 2018

FREE BLOG HBI Awards 2017 Building a primary healthcare brand across India

Healthspring started with a vision of building a pan-India primary health care network with a focus on preventive care and putting the customer first. It did this by meeting unmet needs in the consumer space – from safe and modern facilities to providing all required consumer primary care needs under one roof, ensuring a high level of customer service and making customer feedback a key metric in all decisions
July 6, 2018

FREE BLOG HBI Awards 2018: Building a trusted brand in B2C health care services

Dentists are distrusted by Indians who often fear drill and fill. From scratch, in six years, Clove has built India's largest chain with 218 clinics. Clove has done this by building a patient-centric culture (unusually it is the dentist, not the receptionist, who greets the patient), by changing how dentists are rewarded and by attracting the best practitioners. Footfall has grown by 300% in the last two years with repeat footfall up over 40%. The judges liked the way Clove has been systematically built around delivering patient promise.
June 26, 2018

FREE BLOG HBI Awards 2018: Building brand awareness of regional centres of excellence

Patients often feel they have to travel hundreds of miles to capital cities to get the best treatment. UPMC International, part of the huge US academic medical center, found this applied to the Whitfield cancer treatment centre in the far south of Ireland. It confronted this head-on with its "I chose to have my cancer treatment close to home campaign" and a re-branding of the entire operation. The application looks at precisely how UPMC, and its partners, built the campaign and with what results.
June 26, 2018

FREE BLOG HBI Awards 2018: Aligning many operations under a single brand

Many health care service groups have a multiplicity of different brands. MediGroup, a Serbian health care group with 2017 revenues of €30m chose to align all its operations under one brand and created a new communication platform around the question “How are you today?” The result was a 3% increase in brand awareness in one year alongside a 10% increase in calls and 18% increase in visits.
June 26, 2018

FREE BLOG HBI Awards 2018: Building a sub-brand to appeal to new consumers

When evaluating its patient base in the UAE in 2016, NMC found that the majority came from the Indian sub-continent and the general perception was that it was an Indian healthcare brand. To change this and to increase expat and Emirati patients, NMC introduced a new “Royal” brand of hospital, which focused on the preferences of expats and Emiratis for a personalised care service adding to the overall patient experience. The leading non-Royal brand NMC hospital has 45% of its patients from India, 2% Western expats and 8% UAE national. With the new Royal brand, this ratio was reversed with 45% UAE nationals, 10% Western Expats and 15% from India. Here is how.
May 27, 2018

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