What makes us different? We're one and the same.

"Service" providers in hospitals, like radiologists and pathologists, are under unusual pressure in value-based care environments to demonstrate their care contribution. Pathology laboratory directors, for example, are mandated to maintain clinical quality in the face of rising demand, cost containment, and rapidly evolving market conditions.

Our message strategy for the College of American Pathologists centered on reframing their Laboratory Improvement Programs to leverage the collective value behind their offerings.

Unlike competitive organizations, the CAP offerings are based on the collective knowledge of the pathologist's peers, so they can feel more secure about the value they're providing their hospital.

Based on in-depth qualitative interviews conducted with pathologists, we also developed sub-messages that showed how the CAP could bring more simplicity and clarity to their complex world.

Most of all, we showed how the CAP Laboratory Improvement Programs helped pathologists have a greater influence on improving patient care ⎯ clearly their biggest driver of all.

"I was given something more precious than anything else I could have imagined ⎯ the peace of mind in knowing that I am a cancer survivor." David O. Rice, Patient.

It's a new day. You're asking more of your MR staff. Now you can ask more of your MR patient monitoring, too.

Delivering reliable patient monitoring information to clinicians in an environment where magnetic fields are typically 60,000 times the strength of the earth's presents extraordinary challenges.

As the clinical value of MR ⎯ and length of new procedures ⎯ continues to increase, the performance of MR patient monitoring systems is tested even further.    

Our message strategy for the new MR400 monitoring system frames Philips value in terms of current value-based care drivers, like continuity of care across departments, patient and caregiver experiences, and shorter hospital stays.

The umbrella positioning theme of “Ready for what's next” links the value of the new monitor with the ability to remain competitive, even as these new care models continue to evolve. In parallel, it also positions Philips as the market leader.

From the patient out. Not the EMR in.

EMR vendors are extending their reach into certain clinical specialty realms, and higher-level hospital administrators want to believe their stories in the interest of consolidation.

Our message strategy for GE Centricity Perinatal reframes the issue: This isn't about whether a department or enterprise level offering is preferable ⎯ it's about improving an organization's clinical and economic performance by creating the best experiences for mothers, babies, and their caregivers.

The umbrella theme, "Connect with what matters most" conveys the idea that Centricity Perinatal is designed to take work out of a nurse's day, so he/she can spend more time caring for patients rather than for their computer, a key insight uncovered during in-depth interviews with caregivers themselves.

Labor and delivery departments are different than other parts of a hospital, for a host of reasons, including the fact that new mothers are not "patients." This is about relationships.

Consequently, our message strategy also highlights not only what GE provides but how GE provides it. Taken together? Extremely strong meaningful differentiation.

CASES

IT'S HARD TO BEAT ELEGANT SIMPLICITY

Getting it right takes work. But when you have a story that's simple and differentiates you in a meaningful way to your customers, isn't it a great feeling? Here are a few examples.