“We knew that undertaking a rebrand within such a tight timeframe was going to be a challenge, and partnering with Brandigo for this project was the right move. They understand the health care space and brand strategy, and have helped us create something that, internally and externally, people are getting behind.”

KRISTEN SAPONARO
Chief Marketing Officer at nThrive

How we helped:

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    Corporate Vision Development and Workshop
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    Establishment of Brand Name and Naming Conventions
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    Brand Analysis and Research
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    Brand Differentiation
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    Brand Architecture Alignment
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    Strategy-Organization Alignment (what we call “Strategy FluencyTM”)
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    Visual Identity and Brand Experience Design


 Awards


HEALTHCARE IT MARKETING and PR CONFERENCE AWARDS

Best Creative

TRANSFORM AWARDS

Best Corporate Rebrand Following a MergerBest Creative Strategy

ATLANTA MARKETER OF THE YEAR AWARDS

Best Visual Branding

Overview:
Complex Billing Leads to Comprehensive Solutions

As health care billing processes are becoming increasingly complex, many providers are opting to outsource portions of their payment processes (referred to as the health care revenue cycle) in order to optimize workflows and take proactive measures to speed up the reimbursement processes, ensure appropriate collections, avoid audits, and maintain a steady cash flow. More often, hospital executives are selecting end-to-end firms with capabilities that integrate the entire patient process.

Situation:
Multiple Brands and Multiple Cultures

  • In 2015, a private equity firm had previously acquired two companies, MedAssets and Precyse.
  • MedAssets was split into two and one half was divested.
  • The remaining half was merged with Precyse, creating a new company based  in Alpharetta, GA with offices in nine cities and over 4,000 employees.
  • An interim brand named called “MedAssets+Precyse” was created as the company’s new strategy, positioning and brand were under development.
  • A third company, Equation Health, was acquired to fill a gap in the offering  and strengthen the company’s analytics capabilities.

Challenge:
Coming Together and Standing Apart

Faced with a tight four-month deadline in order to capitalize on market opportunities and satisfy client demands, the objective was to quickly and seamlessly bring the three distinct organizations together. Creating a different kind of health care company that offers the broadest array of services, from patient access to appropriate realized revenue, the new entity needed to clearly stand apart from the many revenue cycle management firms in the marketplace. And, while doing so, bring internal teams from each company into alignment, creating a singular new brand, vision and purpose that energizes individuals from each of the three cultures and makes them excited to be a part of this company that aimed to transform health care.

Strategy:
Brandigo Brings Brand Clarity Through an Inspired Vision

Brandigo believes that all brand strategy must first stem from a clear, inspiring vision of the of the organization. Driven by the brand purpose, Brandigo led the development of the Vision and Mission, using personal stories to help get to the core of why the team leaders had chosen to guide this new entity and what drives them.

VISION

We empower health care for every one in every community.

MISSION

We transform financial and operational performance, enabling health care organizations to thrive.

Positioning:
Defining a “Sweet Spot” for the Brand to Own

Insight from extensive research, including both qualitative and quantitative internal and external research and competitive brand audits, were used to build the basis for the brand strategy, including three main components:

  • Market perception and needs
  • Competitive positioning
  • Internal capabilities

Many competitors in the health care marketplace created significant positioning overlap. The Brandigo team knew, that to stand out, identifying a “differentiated sweet spot,” a unique place that only the company can own, would be a priority. In the case of this new entity, the space in which they operate is known as the “end-to-end” revenue cycle. Several competitors have staked claims within this space, so this new company would create its own niche and create a new market terminology that only they could use. “Patient-to-Payment” was born. Now the company has a new space “to own” with its unique set of services and technology to build upon, perfectly aligning with the new company’s vision.

Brand Naming and Identity:
Taking Inspiration from NYC

Inspiration for the name/brand came from Times Square in New York City. In the late 70s, Times Square had lost its dazzle and was worn, dull and in sore need of an infusion of life and health. Through investment, vision, and defined purpose for that real estate, the stretch of midtown Manhattan was transformed into one of the most renowned intersections in the world. This mirrored the vision and mission of this new organization’s vision, mission and purpose breathing life and vitality into the national health care system, and exponentially raising its financial and operational performance of health care providers to make them “thrive.” The mathematical term of “to the nTh degree,” was used to convey the level in which the new organization was transforming health care. And “n” referred to Colleagues, Community and Clients, helping each to thrive in their own right.

The logo would require a color palette that represents its action, energy and movement, while the brand icon pays tribute to the nth degree symbol, building a full story. Next, the brand architecture was defined, using a swimlane process to represent the organization’s five different divisions within the nThrive master brand. Each of the organization’s swim lane sub-brands, or divisions, would portray their contribution to the whole organization in a unified effort devoid of silos.

The name of this visionary organization would reflect its mission

Combining all the elements, a new brand portfolio narrative is now constructed, conveying clearly and simply the organization’s value proposition:

We unify clinical and financial objectives, advise and drive performance with leading practices and analysis, and ensure sustainable change.

Strategy-Organization Alignment:
Getting the Team Onboard

Brandigo has lead multiple workshops across the entire nThrive organization and their various locations in online events. Mergers can be tough on employees — it’s crucial that they be proud of the company’s new direction and understand their role in the brand process.

Results:
A Unified Team and a Remarkable Brand

The nThrive brand has an energy to it that just can’t be matched in our industry and truly embodies where we see nThrive heading in the future. I foresee a long relationship with Brandigo for upcoming projects as nThrive continues to transform health care.

KRISTEN SAPONARO
Chief Marketing Officer at nThrive

Three companies, each with their own separate cultures and values, have been brought together to create a new organizational structure that is simplified and scalable for future growth. Internally, the brand mission and values evoke an emotional response used to create a memorable internal and external cultural platform. The new brand identity, representative of a company driven by its vision and mission to transform lives of people in every community, has created a new excitement in the health care arena, capturing the attention of colleagues, clients and the health care public.

An internal survey of 601 nThrive colleagues has revealed that more than 90% reacted positively to the new brand and the branding process.