After two New Jersey health systems, Meridian Health and Hackensack University Health Network, merged in 2016 to form a new, 16-hospital network, Hackensack Meridian Health, the marketing work had just begun. Rather than rebranding during the merger, the system leaders, including James Blazar, executive vice president and chief strategy officer, decided to wait until after the merger was complete. This would ensure that they were addressing the post-merger landscape needs and perceptions and allow time to engage staff and community stakeholders throughout the process.
A merger of disparate equals
The new organization's marketing team faced some unique challenges, including different marketing strengths from each team, different cultures and the need to create a new brand image that would resonate with stakeholders who were familiar with and often loyal to the existing organizations. Because it was a merger between equals, rather than an acquisition of one organization by a larger and financially stronger one, the new brand had to draw from both networks' strengths and existing perceptions. Before the merger, Hackensack University Health Network focused its marketing efforts on its flagship academic medical center and primarily outsourced. Meridian Health, on the other hand, had a large internal marketing team that focused on promoting access. Creating a new, shared culture that would enhance the brand couldn't be done overnight.
To understand what local consumers wanted and what approaches would most appeal, Hackensack Meridian Health commissioned a study of the competitive landscape that included extensive surveys of local consumers.
The new themes
The approach that resonated most with consumers was presenting a "well-orchestrated" system that was "life years ahead" of others providers. The messaging promoted five key themes, emphasizing that the new system:
- Commits itself to continuous improvement.
- Treats complex conditions.
- Conducts research and seeks medical breakthroughs.
- Integrates care across its vast network of 16 hospitals.
- Harnesses advanced technology throughout the enterprise.
In keeping with the "well-orchestrated" theme, the new branding featured a logo that looks like a bird's-eye view of an orchestra pit and a launch event for network leaders at the New Jersey Performing Arts Center. Externally, the marketing department promoted the new brand offline at local sports venues and through billboards and conducted online advertising via Pandora and key social media. The branding played well with the public, giving Hackensack Meridian the strongest measurable brand recognition and loyalty in the local marketplace.
It also performed well with staff. In a survey, about 86 percent of team members said that they felt a stronger connection to the new organization's mission, vision and values. Blazar credits part of this rapid and strong acceptance to the decision to wait to rebrand. Staff were excited about the merger and attuned to the changes, especially because they had been able to help shape the new brand.
For more information, read the complete Spectrum article.
This blog post draws from interviews with:
James Blazar
Executive Vice President and Chief Strategy Officer
Hackensack Meridian Health
Edison, New Jersey
Patti Winegar
Managing Partner
SPM Marketing & Communications
Chicago, Illinois