Vista Community Clinic | Strategic Brand Update & Marketing Strategy for Growth

Vista Community Clinic (VCC) recognized the need for a brand update in order to convey to the community its mission and vision, as well as its high level of quality patient care and commitment to providing complete health-related services to all of its patients. In order to take advantage of the new market opportunity created by the Affordable Care Act, VCC's Board of Directors and Executive team identified the need for a strategic marketing strategy and plan to effectively update their brand to address growing levels of competition.

Solution

As part of the CUSTOMatrix Executive Consulting team, Lynn Fulks served as acting CMO to lead the organization through a strategic brand initiative. She worked closely with C-Suite, supported communications to the board, and managed the leadership team through this mission critical project. As acting CMO, drove and developed strategic and tactical marketing plans to support organizational goals.  Then worked closely with internal managers and staff, training and managing them through the implementation of tactics, to be more effective in their marketing approach, efforts, and results. The CMO developed strategy, plans, and tactics then managed internal and external resources to deliver results. Brand development included expanding an initial research project to include patient, non-patient, and competitive research, and internal stakeholder and provider research. Using the findings and analysis from the research, managed the leadership team through the strategic brand initiative including a naming architecture for VCC clinics; new brand positioning and messaging that more effectively resonated with VCC culture, mission, vision and values; and a new brand rollout implementation including new logo, website, signage, collateral, staff and customer service training and more.

Results

The results were an innovative and impactful new brand for the organization to guide them into the future and support their growth initiatives and relationships with their communities.  As acting CMO guiding the executives, key staff, and the Board of Directors through the brand development process led to the successful development and roll out of the fully developed new brand strategy. The CMO also managed expert resources and worked with internal staff to drive successful campaign deliverables in line with the budget. Enrollment grew by 76.6% for Medi-Cal and 191.2% for Covered California.

_{*excerpted in part from the CUSTOMatrix case study found on their website}