Unrelenting Alchemists

01

OUR STORY

A BRAND IS METHODICAL MADNESS. A tale told all at once, in a thousand places to a million people. Each of whom responds in a different way. Rational chaos. Creative science. Call it what you will. But when it’s done right, it can change the world. Which is how we do it and why we do it, respectively. From a distinctly tilted point of view.

02

SERVICES

Brand Strategy

  • Creative Strategy
  • Positioning
  • Content Strategy
  • Messaging Frameworks
  • Communication Strategy & Support
  • Brand Workshops
  • Visioning Workshops
  • Employer Brand Strategy

Brand Identity

  • Identity Strategy
  • Logo
  • Naming
  • Design
  • Brand Guidelines

Brand Activation

  • Advertising
  • Content
  • Broadcast
  • Digital

03

Agency

office1
office3
office2

04

Leadership

Shanky Das

Co-Founder / Chief Creative Officer

Shanky’s journey has taken him across continents, industries, disciplines, and agencies. A co-founder of TILT, he mines the otherwise evasive little things that become disruptive big ideas.

Lawrence James

Co-Founder / Chief Executive Officer

Lawrence has been a serial entrepreneur catapulting brands forward since 1991. An engineer by education, and a co-founder of TILT, he’s focused on re-engineering industries to propel brands forward.

Mike Rickel

Chief Operating Officer

Megan Kapalla

Director of Brand Strategy

Dennis Mccullough

Director of Production, Film/Broadcast

K’kio Hardin

Director of Production, 
Print/Digital

Amy Fichter

Creative Services Director

Todd Gilleland

Creative Director

Alan Majewski

Creative Director

Jeff Warner

Creative Director

Christina Kerr

Finance Manager

Molly Vos

Senior Account Director

Travis Smith

Senior Account Director

Scott Brakora

Account Director

05

Client Partners

It takes an adventurous spirit and certain amount of bravery to work with us. That’s because we challenge our clients to push boundaries, open new doors and step into uncharted territory. But don’t let that intimidate you. We’re actually a pretty nice bunch.

06

Insights

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Six Emerging Dynamics Of The Healthcare Brand

Six Emerging Dynamics Of The Healthcare Brand

PUBLISHED: July, 2024

The Emerging Challenge

Differentiating healthcare has never been easy. But today’s hospital systems face more competitors, more comparison shopping and more media clutter than ever. Even long-established brands struggle to break through. 

One school of thought says not to bother. Beds are full and appointments are hard to get anyway, so why build a differentiated brand?

Why Build a Differentiated Brand

Looming competition

Hospitals face mounting pressure from well-funded national players with strong brands and loyal customers. Amazon, Walgreens and CVS all offer clinical services, and Walmart Health plans to more than double its locations by the end of 2024.1 Indeed, the five fastest-growing healthcare industries all compete directly with hospitals.2 These competitive threats argue forcefully for a long-term brand strategy.

Consumer preference

As consumers become more involved in choosing their care, they’re actually changing the selection criteria. Objective measures like morbidity and mortality still matter. But subjective perceptions and emotional connections have become much more important. As one recent study put it,  “…[healthcare brand equity] reflects perceived value as seen through the eyes of the patient, so hospitals need to establish a platform for consumer/patient relationships.”3 A strong brand platform provides exactly that.

Recruiting and retention
Study after study confirms the HR benefits of a strong brand, especially in a tight labor market.4 The best people want to work with the best programs, and a strong brand projects strength across the board.

Pricing leverage
Insurers want strong brands in their networks because consumers know and prefer them. To the extent that a brand raises the perceived value of the health plan, that brand accrues leverage for better terms and reimbursements.

Growth and expansion

The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand. The more highly esteemed among peers and consumers, the more value it brings to potential partners. 

The real question is not whether to brand, but how. The answers lie in six emerging forces in the healthcare sector.

“The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand.”

Six Emerging Forces in the Healthcare Sector

ins-icon6

DYNAMIC 1: BRAND AGGREGATION

Hospitals used to rely on geography and incumbency to define their brands. Today, amid mounting competitive pressures, they no longer enjoy that luxury. An historic shift in the healthcare market has left legacy hospital brands adrift, with the vestiges of a bygone era still evident in their taglines:

The care you need. The compassion you deserve. Advanced Medicine. Personal Care. Healing Hands. Caring Hearts. Passion for Excellence. Compassion for People.

They all sound the same. They promise the same thing. They all fail to differentiate because they were conceived in a world without competition.

That was then. Today, healthcare systems still struggle to define a consumer value proposition, for the simple reason that the consumer value resides not in the overall system but in the service lines where the care is administered. We can compare cancer centers to cancer centers, cardiac centers to cardiac centers. But it’s a mistake to think in the same empirical terms for the overall brand, which is best understood as an aggregation of sub-brands (service lines) whose essence is not a static value proposition but a dynamic conversation with consumers.

ins-icon8

DYNAMIC 2: CONSUMER CENTRISM

Better information and more options have made consumers, not physicians, the final arbiters of choice. One key implication: selection criteria have expanded to include emotional as well as empirical metrics.5 These emotional metrics extend beyond the efficacy of doctors and therapies to include consumer perceptions of quality, empathy, and satisfaction.

Just as patient centrism puts the needs of the patient first, consumer centrism responds to competitive pressures by prioritizing the consumer experience of the brand, with the objective of generating and nurturing relationships. 

To achieve this end reliably, health systems need to understand their consumers at a granular level.

“Better information and more options have made consumers, not physicians, the final arbiters of choice.”

ins-icon9

DYNAMIC 3: GRANULARITY

Internet usage, cell phones, internet of things (IoT), and other connected devices now produce exponentially more consumer data than we’ve ever seen, in exponentially greater detail. On top of that, HIPAA requirements have forced the health industry to improve the quality of their data, compelling them to build out their data infrastructure to the point where most now have excellent data (anonymized) about past patients.

For health systems, this means the ability to target campaigns with extraordinary precision. We can now distinguish between people who respond to emails versus social media. We can identify the top four reasons for broken bones in a region and target everyone involved in those activities. We can spot the top health issues discussed on Facebook, and monitor the network for new ones.

We can, in short, target every significant demographic in a market with content that consumers actually want and value.

This, then, is the core value equation behind the aggregated health system brand.

ins-icon10

DYNAMIC 4: PERSONALIZED CONTENT

Traditional media still play a big role in the healthcare mix. TV in particular confers status and authority. It inspires confidence and keeps the brand top of mind. In fact, when health systems combine broadcast and digital, the results can be spectacular.6

More and more, though, we see Tier 2 and Tier 3 campaigns give way to inbound strategies, most notably personalized content. Given the rising quantity and quality of healthcare data, health marketers can now create streams of content around the specific likes and needs of the consumer.

six-ins-table
ins-icon11

DYNAMIC 5: THE RISE OF THE NATIONAL BRAND

The COVID-19 pandemic sparked a rush to build virtual infrastructure that has permanently changed the way healthcare is delivered. The subsequent threats and opportunities have only raised the importance of a national (i.e., online) brand.

Local, regional and national competition

Urgent care clinics, outpatient facilities, imaging centers and even nationally-known health systems all compete with local systems for market share. A strong national brand can help fend off incursions.

Remote partnerships

Small and rural hospitals can now partner with larger institutions to offer leading-edge protocols like genomic and precision therapies.

The growing infrastructure for online conferencing makes it easier to collaborate with distant academic and research centers. Innovation can survive and thrive almost anywhere.

Staffing

Most hospitals need access to a national labor pool just to meet their regular staffing needs. A strong national brand gives them leverage.

Patient travelers

Better access to information lets consumers match distant providers to their own needs and preferences.
Telehealth follow-up and monitoring reduce the number of trips to the main campus, so patients can seek care within a much wider radius.

Healthcare tourism presents a growing swath of opportunities, with patients from other countries seeking high-quality care in the United States.

ins-icon7

DYNAMIC 6: ARTIFICIAL INTELLIGENCE

Health systems are already using machine learning to collect and process market data. Analytic engines can scrape data from the web, apply algorithms, identify patterns, generate reports on the fly, deliver content automatically in response to market changes, test the performance of different executions and increase the rotation of the most successful.

Analytic engines put the power of granular data and streaming content within reach of the smallest health system. They are still the exception, but they will soon be pervasive. (And AI will not displace your data analysts. It will strengthen them.)

Takeaways

01

National, well-funded competitors are expanding rapidly into most American markets. Health systems need strong brand strategies to deal with that inevitability, with an emphasis on digital (i.e., national) branding.

02

Health system brands embody a fundamentally different value proposition than do their service lines. The latter promise value through medical care, the former through health information. 

03

The role of the aggregated health system brand is not to generate appointments, but to generate conversations and relationships.

04

Consumer choice has changed the criteria for selecting healthcare, adding emotional metrics to the standard empirical measures.

05

Granular data and personalized content make it possible to create content streams tailored to the interests of individual consumers. These personalized content streams can raise efficiency and engagement dramatically.

06

AI-driven analytic engines can automate the collection and analysis of consumer data, providing real-time data streams that track changes in health system markets. Most health systems don’t use these yet, but most will. Early adopters will gain market share. 

07

With the arrival of national competitors comes the corollary opportunity to compete nationally. The four requisites: a strong brand, thought leadership, telehealth infrastructure and digital reach. 

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/2023/03/02/walmart-health-nearly-doubles-in-size-with-launch-into-two-new-states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9331757/pdf/ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/content/doi/10.1108/EJMBE-12-2018-0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/content-marketing/how-empathetic-content-took-cleveland-clinic-from-zero-to-60-million-sessions-in-6-years/

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/
2023/03/02/walmart-health-nearly-
doubles-in-size-with-launch-into-two-new-
states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/
articles/PMC9331757/pdf/
ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/
content/doi/10.1108/EJMBE-12-2018-
0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/
content-marketing/how-empathetic-
content-took-cleveland-clinic-from-zero-
to-60-million-sessions-in-6-years/

Six Emerging Dynamics Of The Healthcare Brand

PUBLISHED: July, 2024

The Emerging Challenge

Differentiating healthcare has never been easy. But today’s hospital systems face more competitors, more comparison shopping and more media clutter than ever. Even long-established brands struggle to break through. 

One school of thought says not to bother. Beds are full and appointments are hard to get anyway, so why build a differentiated brand?

Why Build a Differentiated Brand

Looming competition

Hospitals face mounting pressure from well-funded national players with strong brands and loyal customers. Amazon, Walgreens and CVS all offer clinical services, and Walmart Health plans to more than double its locations by the end of 2024.1 Indeed, the five fastest-growing healthcare industries all compete directly with hospitals.2 These competitive threats argue forcefully for a long-term brand strategy.

Consumer preference

As consumers become more involved in choosing their care, they’re actually changing the selection criteria. Objective measures like morbidity and mortality still matter. But subjective perceptions and emotional connections have become much more important. As one recent study put it,  “…[healthcare brand equity] reflects perceived value as seen through the eyes of the patient, so hospitals need to establish a platform for consumer/patient relationships.”3 A strong brand platform provides exactly that.

Recruiting and retention
Study after study confirms the HR benefits of a strong brand, especially in a tight labor market.4 The best people want to work with the best programs, and a strong brand projects strength across the board.

Pricing leverage
Insurers want strong brands in their networks because consumers know and prefer them. To the extent that a brand raises the perceived value of the health plan, that brand accrues leverage for better terms and reimbursements.

Growth and expansion

The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand. The more highly esteemed among peers and consumers, the more value it brings to potential partners. 

The real question is not whether to brand, but how. The answers lie in six emerging forces in the healthcare sector.

“The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand.”

Six Emerging Forces in the Healthcare Sector

ins-icon6

DYNAMIC 1: BRAND AGGREGATION

Hospitals used to rely on geography and incumbency to define their brands. Today, amid mounting competitive pressures, they no longer enjoy that luxury. An historic shift in the healthcare market has left legacy hospital brands adrift, with the vestiges of a bygone era still evident in their taglines:

The care you need. The compassion you deserve. Advanced Medicine. Personal Care. Healing Hands. Caring Hearts. Passion for Excellence. Compassion for People.

They all sound the same. They promise the same thing. They all fail to differentiate because they were conceived in a world without competition.

That was then. Today, healthcare systems still struggle to define a consumer value proposition, for the simple reason that the consumer value resides not in the overall system but in the service lines where the care is administered. We can compare cancer centers to cancer centers, cardiac centers to cardiac centers. But it’s a mistake to think in the same empirical terms for the overall brand, which is best understood as an aggregation of sub-brands (service lines) whose essence is not a static value proposition but a dynamic conversation with consumers.

ins-icon8

DYNAMIC 2: CONSUMER CENTRISM

Better information and more options have made consumers, not physicians, the final arbiters of choice. One key implication: selection criteria have expanded to include emotional as well as empirical metrics.5 These emotional metrics extend beyond the efficacy of doctors and therapies to include consumer perceptions of quality, empathy, and satisfaction.

Just as patient centrism puts the needs of the patient first, consumer centrism responds to competitive pressures by prioritizing the consumer experience of the brand, with the objective of generating and nurturing relationships. 

To achieve this end reliably, health systems need to understand their consumers at a granular level.

“Better information and more options have made consumers, not physicians, the final arbiters of choice.”

ins-icon9

DYNAMIC 3: GRANULARITY

Internet usage, cell phones, internet of things (IoT), and other connected devices now produce exponentially more consumer data than we’ve ever seen, in exponentially greater detail. On top of that, HIPAA requirements have forced the health industry to improve the quality of their data, compelling them to build out their data infrastructure to the point where most now have excellent data (anonymized) about past patients.

For health systems, this means the ability to target campaigns with extraordinary precision. We can now distinguish between people who respond to emails versus social media. We can identify the top four reasons for broken bones in a region and target everyone involved in those activities. We can spot the top health issues discussed on Facebook, and monitor the network for new ones.

We can, in short, target every significant demographic in a market with content that consumers actually want and value.

This, then, is the core value equation behind the aggregated health system brand.

ins-icon10

DYNAMIC 4: PERSONALIZED CONTENT

Traditional media still play a big role in the healthcare mix. TV in particular confers status and authority. It inspires confidence and keeps the brand top of mind. In fact, when health systems combine broadcast and digital, the results can be spectacular.6

More and more, though, we see Tier 2 and Tier 3 campaigns give way to inbound strategies, most notably personalized content. Given the rising quantity and quality of healthcare data, health marketers can now create streams of content around the specific likes and needs of the consumer.

six-ins-table
ins-icon11

DYNAMIC 5: THE RISE OF THE NATIONAL BRAND

The COVID-19 pandemic sparked a rush to build virtual infrastructure that has permanently changed the way healthcare is delivered. The subsequent threats and opportunities have only raised the importance of a national (i.e., online) brand.

Local, regional and national competition

Urgent care clinics, outpatient facilities, imaging centers and even nationally-known health systems all compete with local systems for market share. A strong national brand can help fend off incursions.

Remote partnerships

Small and rural hospitals can now partner with larger institutions to offer leading-edge protocols like genomic and precision therapies.

The growing infrastructure for online conferencing makes it easier to collaborate with distant academic and research centers. Innovation can survive and thrive almost anywhere.

Staffing

Most hospitals need access to a national labor pool just to meet their regular staffing needs. A strong national brand gives them leverage.

Patient travelers

Better access to information lets consumers match distant providers to their own needs and preferences.
Telehealth follow-up and monitoring reduce the number of trips to the main campus, so patients can seek care within a much wider radius.

Healthcare tourism presents a growing swath of opportunities, with patients from other countries seeking high-quality care in the United States.

ins-icon7

DYNAMIC 6: ARTIFICIAL INTELLIGENCE

Health systems are already using machine learning to collect and process market data. Analytic engines can scrape data from the web, apply algorithms, identify patterns, generate reports on the fly, deliver content automatically in response to market changes, test the performance of different executions and increase the rotation of the most successful.

Analytic engines put the power of granular data and streaming content within reach of the smallest health system. They are still the exception, but they will soon be pervasive. (And AI will not displace your data analysts. It will strengthen them.)

Takeaways

01

National, well-funded competitors are expanding rapidly into most American markets. Health systems need strong brand strategies to deal with that inevitability, with an emphasis on digital (i.e., national) branding.

02

Health system brands embody a fundamentally different value proposition than do their service lines. The latter promise value through medical care, the former through health information. 

03

The role of the aggregated health system brand is not to generate appointments, but to generate conversations and relationships.

04

Consumer choice has changed the criteria for selecting healthcare, adding emotional metrics to the standard empirical measures.

05

Granular data and personalized content make it possible to create content streams tailored to the interests of individual consumers. These personalized content streams can raise efficiency and engagement dramatically.

06

AI-driven analytic engines can automate the collection and analysis of consumer data, providing real-time data streams that track changes in health system markets. Most health systems don’t use these yet, but most will. Early adopters will gain market share. 

07

With the arrival of national competitors comes the corollary opportunity to compete nationally. The four requisites: a strong brand, thought leadership, telehealth infrastructure and digital reach. 

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/2023/03/02/walmart-health-nearly-doubles-in-size-with-launch-into-two-new-states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9331757/pdf/ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/content/doi/10.1108/EJMBE-12-2018-0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/content-marketing/how-empathetic-content-took-cleveland-clinic-from-zero-to-60-million-sessions-in-6-years/

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/
2023/03/02/walmart-health-nearly-
doubles-in-size-with-launch-into-two-new-
states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/
articles/PMC9331757/pdf/
ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/
content/doi/10.1108/EJMBE-12-2018-
0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/
content-marketing/how-empathetic-
content-took-cleveland-clinic-from-zero-
to-60-million-sessions-in-6-years/

A Tilted View on Employer Brand

A Tilted View on Employer Brand

PUBLISHED: February, 2024

DEFINING EMPLOYER BRAND

To achieve a meaningful brand, it must be built on the foundation of both sound brand strategy and cohesive branding, such that the story can be owned by all of the stakeholders of an organization – internally and externally. Where brand strategy is defining what you want to be known for, how you stand out from competitors and why you are relevant in audiences’ lives, the act of bringing the brand strategy to life consistently through all aspects of the business and across all brand expressions is branding.

Employer branding is simply a manifestation of the overall brand to a specific audience – current and potential employees.
An authentic employer brand strategy that aligns with your external brand sets your organization apart, enabling you to attract more and better-fitting candidates for the organization, compete in the market with factors other than compensation alone, set employee expectations, and improve retention.

“Brands are built from within, they have very little to do with promises made through advertising. They’re all about promises met by employees.”

IAN P BUCKINGHAM
LEADERSHIP COACH & AUTHOR OF BRAND CHAMPIONS

THE ANATOMY OF EMPLOYER BRAND

Our workforce is aging, and with that comes a generational shift in values and work preferences. Over 50% of our workforce consists of millennials and Gen Z. Gone are the days of employers setting the terms of employment. In a world where employees expect their demands to be taken more seriously than ever, Gartner says that the five fundamental elements that make up an Employee Value Proposition (EVP) are compensation, work-life balance, stability, location and respect. However, all of these components together tell a story that can be summarized by an EVP. The EVP serves as a contract between the employer and employee, showcasing what the organization offers and what it expects in return. A strong EVP will help your organization stand out from competitors and become an employer of choice.

Trader Joe’s is one of our favorite examples of an EVP brought to life, and is widely recognized as one of the best retail employers thanks to the numerous benefits offered to crew members.

They’re very transparent about each benefit they offer. For example, their careers page outlines in detail their commitment to providing competitive pay, retirement and health plans, paid time off and job growth, among many other high-value benefits atypical of most grocery stores.

But they’re also very clear about what they expect out of their employees in return. “At Trader Joe’s, values aren’t just great deals on great products. They’re also the values we live by, every day, in every neighborhood store.” Building an inclusive culture where every employee can perform to their full potential is in the center of Trader Joe’s employee value proposition.

There’s a growing diversification in the market with the rise of telehealth platforms, urgent care centers and specialized clinics. This leads to a competitive landscape where healthcare organizations are not just vying against each other, but also against tech firms entering the healthtech domain. And as demand for healthcare professionals intensifies, there’s an evident mismatch between the open roles and the available qualified personnel.

This imbalance is only exacerbated by high burnout rates inherent to the sector as healthcare professionals are striving for more work-life balance, while undergoing continuous training due to medical and technological advancements, and navigating system stressors from global events, such as the COVID-19 pandemic.

Of course, there’s no quick fix for these challenges. However, investing in creating and consistently activating an authentic employer brand will result in a positive image of your organization as an exceptional healthcare employer, and will enable you to attract and retain exceptional physicians and nurses for your organization.

HOW TILT CAN HELP

We know there are question marks around our current economy, that many organizations are slowing or freezing hiring entirely and that budgets are getting tighter. During these downturns, you might have a hard time justifying investing in your employer branding strategy. But we know that those who are going to come out on top in the end are those that play the long game. Organizations that double down now will be in a much better position to compete in the talent market when the tides inevitably turn. Here’s how we can help.

01

GAIN AN UNDERSTANDING OF EMPLOYEE NEEDS,
wants and desires through industry desk research, employee communications audit, employee interviews, and/or surveys, etc.

02

GET ALL STAKEHOLDERS,
C-suite executives, administrators, clinical leaders, human resources and marketing – on the same page to make employer branding work. Conduct an employer brand workshop to clarify the desired position of the organization with targeted talent groups.

03

CRAFT MESSAGING GUIDELINES
to connect brand meaning to talent benefits and needs.

04

DEVELOP AN EXTERNAL RECRUITMENT CAMPAIGN
to meet hiring goals and/or an internal campaign to build ownership, pride and loyalty.

Once the employer brand is activated, we can measure success through meaningful Key Performance Indicators (KPIs) such as employee turnover rate, applicant volume, time to fill positions, cost per hire, employee engagement scores, as well as through qualitative employee feedback and testimonials.

For more on how we can help tilt your employer brand in your favor, email us.

A Tilted View on Employer Brand

PUBLISHED: February, 2024

DEFINING EMPLOYER BRAND

To achieve a meaningful brand, it must be built on the foundation of both sound brand strategy and cohesive branding, such that the story can be owned by all of the stakeholders of an organization – internally and externally. Where brand strategy is defining what you want to be known for, how you stand out from competitors and why you are relevant in audiences’ lives, the act of bringing the brand strategy to life consistently through all aspects of the business and across all brand expressions is branding.

Employer branding is simply a manifestation of the overall brand to a specific audience – current and potential employees.
An authentic employer brand strategy that aligns with your external brand sets your organization apart, enabling you to attract more and better-fitting candidates for the organization, compete in the market with factors other than compensation alone, set employee expectations, and improve retention.

“Brands are built from within, they have very little to do with promises made through advertising. They’re all about promises met by employees.”

IAN P BUCKINGHAM
LEADERSHIP COACH & AUTHOR OF BRAND CHAMPIONS

THE ANATOMY OF EMPLOYER BRAND

Our workforce is aging, and with that comes a generational shift in values and work preferences. Over 50% of our workforce consists of millennials and Gen Z. Gone are the days of employers setting the terms of employment. In a world where employees expect their demands to be taken more seriously than ever, Gartner says that the five fundamental elements that make up an Employee Value Proposition (EVP) are compensation, work-life balance, stability, location and respect. However, all of these components together tell a story that can be summarized by an EVP. The EVP serves as a contract between the employer and employee, showcasing what the organization offers and what it expects in return. A strong EVP will help your organization stand out from competitors and become an employer of choice.

Trader Joe’s is one of our favorite examples of an EVP brought to life, and is widely recognized as one of the best retail employers thanks to the numerous benefits offered to crew members.

They’re very transparent about each benefit they offer. For example, their careers page outlines in detail their commitment to providing competitive pay, retirement and health plans, paid time off and job growth, among many other high-value benefits atypical of most grocery stores.

But they’re also very clear about what they expect out of their employees in return. “At Trader Joe’s, values aren’t just great deals on great products. They’re also the values we live by, every day, in every neighborhood store.” Building an inclusive culture where every employee can perform to their full potential is in the center of Trader Joe’s employee value proposition.

There’s a growing diversification in the market with the rise of telehealth platforms, urgent care centers and specialized clinics. This leads to a competitive landscape where healthcare organizations are not just vying against each other, but also against tech firms entering the healthtech domain. And as demand for healthcare professionals intensifies, there’s an evident mismatch between the open roles and the available qualified personnel.

This imbalance is only exacerbated by high burnout rates inherent to the sector as healthcare professionals are striving for more work-life balance, while undergoing continuous training due to medical and technological advancements, and navigating system stressors from global events, such as the COVID-19 pandemic.

Of course, there’s no quick fix for these challenges. However, investing in creating and consistently activating an authentic employer brand will result in a positive image of your organization as an exceptional healthcare employer, and will enable you to attract and retain exceptional physicians and nurses for your organization.

HOW TILT CAN HELP

We know there are question marks around our current economy, that many organizations are slowing or freezing hiring entirely and that budgets are getting tighter. During these downturns, you might have a hard time justifying investing in your employer branding strategy. But we know that those who are going to come out on top in the end are those that play the long game. Organizations that double down now will be in a much better position to compete in the talent market when the tides inevitably turn. Here’s how we can help.

01

GAIN AN UNDERSTANDING OF EMPLOYEE NEEDS,
wants and desires through industry desk research, employee communications audit, employee interviews, and/or surveys, etc.

02

GET ALL STAKEHOLDERS,
C-suite executives, administrators, clinical leaders, human resources and marketing – on the same page to make employer branding work. Conduct an employer brand workshop to clarify the desired position of the organization with targeted talent groups.

03

CRAFT MESSAGING GUIDELINES
to connect brand meaning to talent benefits and needs.

04

DEVELOP AN EXTERNAL RECRUITMENT CAMPAIGN
to meet hiring goals and/or an internal campaign to build ownership, pride and loyalty.

Once the employer brand is activated, we can measure success through meaningful Key Performance Indicators (KPIs) such as employee turnover rate, applicant volume, time to fill positions, cost per hire, employee engagement scores, as well as through qualitative employee feedback and testimonials.

For more on how we can help tilt your employer brand in your favor, email us.

Six Emerging Dynamics Of The Healthcare Brand

Six Emerging Dynamics Of The Healthcare Brand

PUBLISHED: July, 2024

The Emerging Challenge

Differentiating healthcare has never been easy. But today’s hospital systems face more competitors, more comparison shopping and more media clutter than ever. Even long-established brands struggle to break through. 

One school of thought says not to bother. Beds are full and appointments are hard to get anyway, so why build a differentiated brand?

Why Build a Differentiated Brand

Looming competition

Hospitals face mounting pressure from well-funded national players with strong brands and loyal customers. Amazon, Walgreens and CVS all offer clinical services, and Walmart Health plans to more than double its locations by the end of 2024.1 Indeed, the five fastest-growing healthcare industries all compete directly with hospitals.2 These competitive threats argue forcefully for a long-term brand strategy.

Consumer preference

As consumers become more involved in choosing their care, they’re actually changing the selection criteria. Objective measures like morbidity and mortality still matter. But subjective perceptions and emotional connections have become much more important. As one recent study put it,  “…[healthcare brand equity] reflects perceived value as seen through the eyes of the patient, so hospitals need to establish a platform for consumer/patient relationships.”3 A strong brand platform provides exactly that.

Recruiting and retention
Study after study confirms the HR benefits of a strong brand, especially in a tight labor market.4 The best people want to work with the best programs, and a strong brand projects strength across the board.

Pricing leverage
Insurers want strong brands in their networks because consumers know and prefer them. To the extent that a brand raises the perceived value of the health plan, that brand accrues leverage for better terms and reimbursements.

Growth and expansion

The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand. The more highly esteemed among peers and consumers, the more value it brings to potential partners. 

The real question is not whether to brand, but how. The answers lie in six emerging forces in the healthcare sector.

“The most consequential opportunities for any healthcare system will arise ultimately from the strength of its brand.”

Six Emerging Forces in the Healthcare Sector

ins-icon6

DYNAMIC 1: BRAND AGGREGATION

Hospitals used to rely on geography and incumbency to define their brands. Today, amid mounting competitive pressures, they no longer enjoy that luxury. An historic shift in the healthcare market has left legacy hospital brands adrift, with the vestiges of a bygone era still evident in their taglines:

The care you need. The compassion you deserve. Advanced Medicine. Personal Care. Healing Hands. Caring Hearts. Passion for Excellence. Compassion for People.

They all sound the same. They promise the same thing. They all fail to differentiate because they were conceived in a world without competition.

That was then. Today, healthcare systems still struggle to define a consumer value proposition, for the simple reason that the consumer value resides not in the overall system but in the service lines where the care is administered. We can compare cancer centers to cancer centers, cardiac centers to cardiac centers. But it’s a mistake to think in the same empirical terms for the overall brand, which is best understood as an aggregation of sub-brands (service lines) whose essence is not a static value proposition but a dynamic conversation with consumers.

ins-icon8

DYNAMIC 2: CONSUMER CENTRISM

Better information and more options have made consumers, not physicians, the final arbiters of choice. One key implication: selection criteria have expanded to include emotional as well as empirical metrics.5 These emotional metrics extend beyond the efficacy of doctors and therapies to include consumer perceptions of quality, empathy, and satisfaction.

Just as patient centrism puts the needs of the patient first, consumer centrism responds to competitive pressures by prioritizing the consumer experience of the brand, with the objective of generating and nurturing relationships. 

To achieve this end reliably, health systems need to understand their consumers at a granular level.

“Better information and more options have made consumers, not physicians, the final arbiters of choice.”

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DYNAMIC 3: GRANULARITY

Internet usage, cell phones, internet of things (IoT), and other connected devices now produce exponentially more consumer data than we’ve ever seen, in exponentially greater detail. On top of that, HIPAA requirements have forced the health industry to improve the quality of their data, compelling them to build out their data infrastructure to the point where most now have excellent data (anonymized) about past patients.

For health systems, this means the ability to target campaigns with extraordinary precision. We can now distinguish between people who respond to emails versus social media. We can identify the top four reasons for broken bones in a region and target everyone involved in those activities. We can spot the top health issues discussed on Facebook, and monitor the network for new ones.

We can, in short, target every significant demographic in a market with content that consumers actually want and value.

This, then, is the core value equation behind the aggregated health system brand.

ins-icon10

DYNAMIC 4: PERSONALIZED CONTENT

Traditional media still play a big role in the healthcare mix. TV in particular confers status and authority. It inspires confidence and keeps the brand top of mind. In fact, when health systems combine broadcast and digital, the results can be spectacular.6

More and more, though, we see Tier 2 and Tier 3 campaigns give way to inbound strategies, most notably personalized content. Given the rising quantity and quality of healthcare data, health marketers can now create streams of content around the specific likes and needs of the consumer.

six-ins-table
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DYNAMIC 5: THE RISE OF THE NATIONAL BRAND

The COVID-19 pandemic sparked a rush to build virtual infrastructure that has permanently changed the way healthcare is delivered. The subsequent threats and opportunities have only raised the importance of a national (i.e., online) brand.

Local, regional and national competition

Urgent care clinics, outpatient facilities, imaging centers and even nationally-known health systems all compete with local systems for market share. A strong national brand can help fend off incursions.

Remote partnerships

Small and rural hospitals can now partner with larger institutions to offer leading-edge protocols like genomic and precision therapies.

The growing infrastructure for online conferencing makes it easier to collaborate with distant academic and research centers. Innovation can survive and thrive almost anywhere.

Staffing

Most hospitals need access to a national labor pool just to meet their regular staffing needs. A strong national brand gives them leverage.

Patient travelers

Better access to information lets consumers match distant providers to their own needs and preferences.
Telehealth follow-up and monitoring reduce the number of trips to the main campus, so patients can seek care within a much wider radius.

Healthcare tourism presents a growing swath of opportunities, with patients from other countries seeking high-quality care in the United States.

ins-icon7

DYNAMIC 6: ARTIFICIAL INTELLIGENCE

Health systems are already using machine learning to collect and process market data. Analytic engines can scrape data from the web, apply algorithms, identify patterns, generate reports on the fly, deliver content automatically in response to market changes, test the performance of different executions and increase the rotation of the most successful.

Analytic engines put the power of granular data and streaming content within reach of the smallest health system. They are still the exception, but they will soon be pervasive. (And AI will not displace your data analysts. It will strengthen them.)

Takeaways

01

National, well-funded competitors are expanding rapidly into most American markets. Health systems need strong brand strategies to deal with that inevitability, with an emphasis on digital (i.e., national) branding.

02

Health system brands embody a fundamentally different value proposition than do their service lines. The latter promise value through medical care, the former through health information. 

03

The role of the aggregated health system brand is not to generate appointments, but to generate conversations and relationships.

04

Consumer choice has changed the criteria for selecting healthcare, adding emotional metrics to the standard empirical measures.

05

Granular data and personalized content make it possible to create content streams tailored to the interests of individual consumers. These personalized content streams can raise efficiency and engagement dramatically.

06

AI-driven analytic engines can automate the collection and analysis of consumer data, providing real-time data streams that track changes in health system markets. Most health systems don’t use these yet, but most will. Early adopters will gain market share. 

07

With the arrival of national competitors comes the corollary opportunity to compete nationally. The four requisites: a strong brand, thought leadership, telehealth infrastructure and digital reach. 

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/2023/03/02/walmart-health-nearly-doubles-in-size-with-launch-into-two-new-states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9331757/pdf/ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/content/doi/10.1108/EJMBE-12-2018-0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/content-marketing/how-empathetic-content-took-cleveland-clinic-from-zero-to-60-million-sessions-in-6-years/

1 Carmouche, D. D. (2023, March 2). Walmart Health Nearly Doubles in Size With Launch Into Two New States in 2024. Walmart Corporate. Retrieved November 10, 2023, from https://corporate.walmart.com/news/
2023/03/02/walmart-health-nearly-
doubles-in-size-with-launch-into-two-new-
states-in-2024

2 Boskamp, E. (2021, March 8). The 5 Fastest Growing Healthcare Industries. Zippia. Retrieved November 10, 2023, from https://www.zippia.com/advice/fastest-growing-healthcare-industries/

3 & 5 Górska-Warsewicz, H. (2022). Consumer or Patient Determinants of Hospital Brand Equity—A Systematic Literature Review. International Journal of Environmental Research and Public Health, 1-36. https://www.ncbi.nlm.nih.gov/pmc/
articles/PMC9331757/pdf/
ijerph-19-09026.pdf

4 Santiago, J. (2019). The relationship between brand attractiveness and the intent to apply for a job: A millennials’ perspective. European Journal of Management and Business Economics, 1-16. https://www.emerald.com/insight/
content/doi/10.1108/EJMBE-12-2018-
0136/full/pdf?title=the-relationship-between-brand-attractiveness-and-the-intent-to-apply-for-a-job-a-millennials-perspective

6 Brenner, M. (2022, June 1). How Empathetic Content Took Cleveland Clinic from Zero to 60 Million Sessions in 6 Years. Marketing Insider Group. Retrieved November 10, 2023, from https://marketinginsidergroup.com/
content-marketing/how-empathetic-
content-took-cleveland-clinic-from-zero-
to-60-million-sessions-in-6-years/

A Tilted View on Employer Brand

A Tilted View on Employer Brand

PUBLISHED: February, 2024

DEFINING EMPLOYER BRAND

To achieve a meaningful brand, it must be built on the foundation of both sound brand strategy and cohesive branding, such that the story can be owned by all of the stakeholders of an organization – internally and externally. Where brand strategy is defining what you want to be known for, how you stand out from competitors and why you are relevant in audiences’ lives, the act of bringing the brand strategy to life consistently through all aspects of the business and across all brand expressions is branding.

Employer branding is simply a manifestation of the overall brand to a specific audience – current and potential employees.
An authentic employer brand strategy that aligns with your external brand sets your organization apart, enabling you to attract more and better-fitting candidates for the organization, compete in the market with factors other than compensation alone, set employee expectations, and improve retention.

“Brands are built from within, they have very little to do with promises made through advertising. They’re all about promises met by employees.”

IAN P BUCKINGHAM
LEADERSHIP COACH & AUTHOR OF BRAND CHAMPIONS

THE ANATOMY OF EMPLOYER BRAND

Our workforce is aging, and with that comes a generational shift in values and work preferences. Over 50% of our workforce consists of millennials and Gen Z. Gone are the days of employers setting the terms of employment. In a world where employees expect their demands to be taken more seriously than ever, Gartner says that the five fundamental elements that make up an Employee Value Proposition (EVP) are compensation, work-life balance, stability, location and respect. However, all of these components together tell a story that can be summarized by an EVP. The EVP serves as a contract between the employer and employee, showcasing what the organization offers and what it expects in return. A strong EVP will help your organization stand out from competitors and become an employer of choice.

Trader Joe’s is one of our favorite examples of an EVP brought to life, and is widely recognized as one of the best retail employers thanks to the numerous benefits offered to crew members.

They’re very transparent about each benefit they offer. For example, their careers page outlines in detail their commitment to providing competitive pay, retirement and health plans, paid time off and job growth, among many other high-value benefits atypical of most grocery stores.

But they’re also very clear about what they expect out of their employees in return. “At Trader Joe’s, values aren’t just great deals on great products. They’re also the values we live by, every day, in every neighborhood store.” Building an inclusive culture where every employee can perform to their full potential is in the center of Trader Joe’s employee value proposition.

There’s a growing diversification in the market with the rise of telehealth platforms, urgent care centers and specialized clinics. This leads to a competitive landscape where healthcare organizations are not just vying against each other, but also against tech firms entering the healthtech domain. And as demand for healthcare professionals intensifies, there’s an evident mismatch between the open roles and the available qualified personnel.

This imbalance is only exacerbated by high burnout rates inherent to the sector as healthcare professionals are striving for more work-life balance, while undergoing continuous training due to medical and technological advancements, and navigating system stressors from global events, such as the COVID-19 pandemic.

Of course, there’s no quick fix for these challenges. However, investing in creating and consistently activating an authentic employer brand will result in a positive image of your organization as an exceptional healthcare employer, and will enable you to attract and retain exceptional physicians and nurses for your organization.

HOW TILT CAN HELP

We know there are question marks around our current economy, that many organizations are slowing or freezing hiring entirely and that budgets are getting tighter. During these downturns, you might have a hard time justifying investing in your employer branding strategy. But we know that those who are going to come out on top in the end are those that play the long game. Organizations that double down now will be in a much better position to compete in the talent market when the tides inevitably turn. Here’s how we can help.

01

GAIN AN UNDERSTANDING OF EMPLOYEE NEEDS,
wants and desires through industry desk research, employee communications audit, employee interviews, and/or surveys, etc.

02

GET ALL STAKEHOLDERS,
C-suite executives, administrators, clinical leaders, human resources and marketing – on the same page to make employer branding work. Conduct an employer brand workshop to clarify the desired position of the organization with targeted talent groups.

03

CRAFT MESSAGING GUIDELINES
to connect brand meaning to talent benefits and needs.

04

DEVELOP AN EXTERNAL RECRUITMENT CAMPAIGN
to meet hiring goals and/or an internal campaign to build ownership, pride and loyalty.

Once the employer brand is activated, we can measure success through meaningful Key Performance Indicators (KPIs) such as employee turnover rate, applicant volume, time to fill positions, cost per hire, employee engagement scores, as well as through qualitative employee feedback and testimonials.

For more on how we can help tilt your employer brand in your favor, email us.

TAKE THE LEAP [email protected]

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