Strategic Positioning

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As the industry transforms, every smart healthcare provider is redefining itself and its value to the people it employs and serves. Meanwhile, innovative companies seek to gain traction, grow and improve healthcare through all the noise.

healthcare strategy and branding

Our team of former healthcare journalists and marketing executives has 150+ years of experience in savvy positioning for healthcare providers. We have a track record of guiding providers to find their voice, tell a compelling story, earn trust and advance their market position.

Our work in strategic positioning ranges from launching or pivoting brands to targeted thought-leadership and reputation-building programs. With Jarrard, healthcare organizations:

  • Become respected, well-known thought leaders
  • Attract the talent, financing and sales they need to grow
  • Earn or restore trust and build or rebuild reputation
  • Capture opportunity to change healthcare

Our Latest Thinking on Strategic Positioning:

Where Big Money is Putting its Money

by Anne Hancock Toomey & Molly Cate Desperately seeking sun and smarts, we joined 500+ healthcare investors, entrepreneurs, attorneys and other advisors in Miami last week for McDermott Will & Emery’s annual Health Care Services Private Equity Symposium. By far, the...

Inside baseball molly cate

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Insight into industry trends, healthcare venture capital news and communications best practices. Written from the perspective of our advisers, who work with healthcare leaders making high-stakes decisions every day.

Strategic Positioning Case Studies

THE CHALLENGE

A 10-year-old hospitalist company that had pioneered the industry sector felt pressure from investors to hit growth targets. The market was becoming saturated with hospitalist staffing companies, making it harder to cut through the noise and connect with health system buyers and physician recruits. With a new CEO at the helm, it was imperative to chart a course that allowed the company to stand out and expand quickly.

THE SOLUTION

First, we listened. Over 60 days, we conducted a thorough audit that answered key questions about the company’s current market position, business goals for the future, how it stacked up against competitors and what it would take to be the preferred choice for certain health systems and physicians.

We found that while the company charged a premium for its services relative to competitors, its quality and efficiency justified the pricing. Plus, the company’s integral pioneering spirit was attractive to employees and physicians alike – both wanted to be a part of a culture devoted to relentless innovation and leadership in a hot sector. Through our work, leaders were armed with a sharp message and a clear strategy to showcase the company’s strengths. Together, we evolved the culture, brand, materials, sales and recruiting efforts and thought leadership strategy.

THE RESULTS

The company established itself nationally and in peer circles as the quality leader in the field, leading to 80% topline revenue growth over the three years we worked together to amplify its positioning.

Ultimately, the client achieved its growth goals and merged with a peer competitor to form the nation’s largest private hospitalist company.

TACTICS

THE CHALLENGE

A physician-led company focused on outpatient opioid addiction treatment had been growing, steadily and successfully, for six years, when the demand for its unique treatment approach and business model skyrocketed, seemingly overnight. The company, backed by a powerful team of investors, was recapitalized and needed to meet ambitious growth and expansion goals. Faced with a challenging regulatory environment and emerging competition, leadership wanted a solid brand strategy and communications plan to drive its trajectory and outcompete others in the market.

THE SOLUTION

First, we conducted an audit of the current brand and market position and worked with leadership to understand where they aimed to take the company. Working alongside the CEO and through conversations with key stakeholders and research on the industry and competitors, we built a roadmap to evolve the culture, brand, marketing and sales efforts and internal communications infrastructure.

Critical to this roadmap was a clear, sophisticated evolution of the company’s brand. Leadership adopted a strong – even edgy – mission, vision and values to serve as a foundation for the larger brand, capturing the spirit of its caregivers and the fight against the disease.

Together we laser-focused resources on the company’s growth drivers – payer contracts, physician recruiting and community partnerships.

THE RESULTS

At the outset of our work, the company had six facilities in two states. Within 18 months, it opened its 40th center, operated in eight states, completed 110 payer contracts and hit a key milestone of 25,000 patients treated.

The client is on track to be the go-to national player and has achieved its goals while staying true to its core mission.

TACTICS

THE CHALLENGE

A healthcare digital innovation network had a bold ambition: combine the forces of America’s top health systems to transform care for vulnerable populations. The network needed to gain national media coverage to attract potential coalition partners. But with a tight deadline and numerous stakeholders weighing in, including 17 member organizations, we had to define the network’s unique value, articulate its story and get in front of the right audiences.

THE SOLUTION

First, we worked with all leaders involved, including health system CEOs and the former head of CMS, to pinpoint the project’s potential impact. We built a persuasive case for the work’s unprecedented impact and a comprehensive media plan.

Weeks before the announcement, we took a suite of newsworthy story ideas to national reporters to gauge interest, and then evolved our media plan to help supplement their coverage. 

At launch, we were armed with a plan to generate a real conversation among industry stakeholders. Ensuing stories connected the news to larger trends such as moving to value-based care, addressing social determinants of health and fostering collaboration among providers.

THE RESULTS

The client received national media recognition, including substantial coverage from Forbes, Modern Healthcare and POLITICOPro for its work, spurring interest from other providers and potential partners who wanted to join the project.

TACTICS