1.
IU HEALTH:
LIVING OUR PROMISE
Proprietary and confidential.Do not distribute.
Prepared for National Healthcare Marketing Strategies Summit

2.
The Challenge

3.
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The Challenge
2
Following a long series of mergers and acquisitions, Clarian Health had a vision to become the most
comprehensive and preferred health care provider in the state of Indiana and the most highly-respected
and sought out source for medical expertise on a regional and national level.
The scale of the system was big, to say the least:
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143,219 patient admissions
105,929 surgeries
2,244,320 outpatient visits
4,745,000 calls
6,821,732 website visits
30,000 team members

4.
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Branding and Naming aHospital System
3
Prophet worked extensively with the marketing and executive leadership teams to develop and
implement a new, system-wide brand and customer experience strategy to help achieve this vision.
Leveraging extensive qualitative and quantitative research across different stakeholders as the
foundation, Prophet developed a comprehensive brand strategy for the health system that involved:
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A new positioning which highlighted the breadth and depth of the entire system1
Changing the name from Clarian to Indiana University Health2
Developing a compelling and consistently deliverable patient experience across the system3
Developing the key elements that would bring the new brand to life and deliver the desired
patient experience
4

5.
The Problem –
Lack of Brand Clarity and the
Current Patient Experience

6.
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FEAR
LOSS OF CONTROL
OBJECTIFICATION
CONFUSION
Patients consistently speak to four emotions they experience throughout the
healthcare journey
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ASSURANCE
EMPOWERMENT
EMPATHY
ADVOCACY
EMOTIONS NEEDS

7.
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These emotions give rise to a series of higher-order needs that must be
addressed
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FEAR
• Based on results and implications,
• High level of anxiety related to the
unknown
• Often due to tendency to jump to worst
case scenario
• Can be scary to put one‟s trust in care
team
LOSS OF CONTROL
• Discussed in terms of both the situation
and their bodies
- Loss of privacy and control over
health
- Limited choice or involvement in
treatment decisions
• Feeling completely dependent on the
treatment team is difficult
“What ifthey can’tdiagnose my problem
and then fix me? What if something goes
wrong?”
“You have to give up your control and
that‟s difficult, because I hate being
dependent on another person.”
OBJECTIFICATION
• Interactions with staff or the process of
treatment can cause patients to feel like
objects
• Feel that physicians see them as a „case‟
or as their illness
• Staff focusing on charts instead of talking
directly to the patient can prompt this
feeling
CONFUSION
• Patients‟ world as they know it is changing
– they are going from a healthy person to a
sick person
• Patients and caregivers explain that they
didn‟t always know what was going on
• There is often also an oversaturation of
information
“I don‟t want to be treated like I’m a Ford
going into the mechanic for a tune-up.
I‟m not a car that they just have to „fix‟.”
“I was completely lost in the conversation
– they never asked if I understood what
they were talking about.”

8.
Proprietary and confidential. Do not distribute. 7
These emotions give rise to a series of higher-order needs that must be
addressed
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ASSURANCE
• Patients know they don‟t have the
expertise
or knowledge
• Therefore, they look to physicians and
staff for assurance that they are receiving
the best care
• Trust and confidence are critical elements
EMPOWERMENT
• Looking to be involved in the process and
to be empowered even in small ways
• The need for being involved in treatment is
particularly evident when talking to
caregivers
- Often very knowledgeable about the
patient‟s situation and want that to
be acknowledged
“What ifthey can’tdiagnose my problem
and then fix me? What if something goes
wrong?”
“You have to give up your control and
that‟s difficult, because I hate being
dependent on another person.”
EMPATHY
• Empathy allows patient and family to know:
• They are genuinely cared for and they are
a a priority
• They are receiving the best possible care
• Can be demonstrated in both physical and
verbal form
• Currently, most felt from nurses and
extended care team
ADVOCACY
• Condition or medication means patients
are often not able to advocate for
themselves
• Burden is currently felt by caregiver
• They feel need to advocate because no
one else fills this role
“I don‟t want to be treated like I’m a Ford
going into the mechanic for a tune-up.
I‟m not a car that they just have to „fix‟.”
“I was completely lost in the conversation
– they never asked if I understood what
they were talking about.”

9.
The IU Health Promise

10.
“ Our promise to patients and their families
is assurance that they are making the
right choice when choice matters most.”

11.
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Meaning of Assurance
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PATIENTS
• The patient can trust the physician and care team
• Have confidence in the decision they made and the care
they are receiving
REFERRING PHYSICIANS
• Accessto the best specialists no matter what the issue
• The patient is going to be treated by another physician in the
same way they would treat them
• Support and validation in their diagnosis or treatment concerns

12.
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Standards of Assurance
QUALITY
We uphold the highest
standards of quality
care and service.
ENVIRONMENT
We maintain a
welcoming
environment.
11
COMMUNICATION
We communicate
clearly and with
compassion.
ACCESSIBILITY
We make it easy and
convenient for our
customers to obtain
our services.
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Defining assurance was critical to success. Often organizations speak with such lofty words, they are
apt to be misinterpreted or misunderstood. Here, we took the step of defining our new vocabulary so
that each term was understandable and actionable

13.
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How to Make Assurance Actionable
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Smile and make eye contact.1
Use AIDET consistently.
AIDET= Acknowledge the patient, Introduce yourself, tell the Duration of what you‟re doing,
Explain what you‟re doing, Thank them
2
Anticipate needs and welcome questions.3
Reduce hassles.4
Keep it clean and clutter-free.5
Strive to make it right, right away.6

14.
Training and Education -
Building the IU Health Culture

15.
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Building the IU Health Culture
14
IU Health needed to break through the clutter of
mantras and messages to focus on assurance
and related standards across key “touchpoints”:
• Recruitment
• New hire orientation
• Post orientation
• IU Health-wide customer service training
• Internal communications/marketing campaign
• Contribution management
• Reward &recognition
They measure progress, in part, through an
internal Brand Equity Audit that ensured
employees were understanding and living the
brand.
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16.
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Insider Insights
15
• In putting into place and building the culture
that IU Health wanted, IU Health understood
that the employees were key – not only in
being able to engage with the brand to
deliver it, but also to experience it for
themselves.
• To reinforce the importance of the role
employees had in the organization, not only
were patients polled on IU‟s ability to deliver
on the brand promise, but so were
employees whose family members went to
the hospital.
• This became “Insider Insights”, which
answered the question: “Given what you
know about what patients are SUPPOSED
to experience in our system, how did you or
your loved one actually experience it?”
• Not only does this emphasize the value of
employee feedback, it serves as a tool to
reinforce behaviors/standards
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17.
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IU Health Essentials
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18.
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Brand Strength Training
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ReorientIU Health Team Members
• Reinforce essential IU Health behaviors and
beliefs
– Standards of Assurance
– Assurance in Action
• Reinforce evidence-based-practices and
“must-haves” in the context of our promise
• Energize team members around our collective
responsibility
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19.
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Creating an IU Health Look
18
The unique IU Dress & Decorum Committee was
established to propose system policies.
• Ron Stiver, SVP for Engagement & Public
Affairs says, “If you are boarding a plane and
catch a glimpse of the pilot and see that he is
unshaven, poorly, dressed and slouching,
wouldn‟t you question his ability to fly the
plain? In healthcare, we do the same thing.
Enforcing uniforms added professionalism to
how we were being perceived.”
This was one of the toughest initiatives to
implement, but now – it‟s a moment of pride.
Team members with patient-facing roles wear
uniforms standardized to their relationship to the
patient.
Personal appearance policies are reviewed and
updated.
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20.
Bringing the Brand to Life

21.
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Bringing the Brand to Life
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Not only did employees receive training, but we also revisited the patient experience to identify areas
where IU Health can deliver impact and provide a more consistent brand experience that reinforces
“assurance.”
As the system embarks on a new brand launch under a unified name – Indiana University Health – and continues on its Leading to
Preeminence journey, efforts are underway to create an enhanced customer experience for patients, families, caregivers, and referring
physicians. These strategies are all intertwined and integral to providing our customers with the best possible care.
The Customer Experience Team has proposed enhancements that focus on bringing to life key elements of the brand character
and supporting messages, especially focusing on the brand promise of “assurance”. Throughout the enhancements you will see
the following elements of assurance demonstrated:
A New Brand. A New Customer Experience.
Empowerment
of patients and
their families
Better information
sharing
Emphasis on
the skills of our
clinical teams
A tone of
assurance in
written and verbal
communications
A more human
and approachable
look and feel

22.
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Printed Materials
21
Streamlining key materials into a
consistent, cohesive kit:
• Welcome Mailer
• Admissions Packet
• My IU Health Journal
• Guest Guidebook
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23.
Conclusion

24.
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PROBLEM
Differentiating a healthcare system in a competitive environment with increasing consumer
expectations
INSIGHT
Indiana University is the largest employer in the state. Most people that go to med school in Indiana,
stay and practice in Indiana. Linking the system more explicitly to the University created a competitive
advantage and conveyed better care to patients as well as giving them an “academic medical center”
association
IDEAS IN ACTION
Based on the new brand strategy Clarian was renamed to IU Health. The name change was supported
with an enhanced patient experience across the system
In Conclusion:
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25.
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Interested in learning more? Please contact:
Michael PetromilliAchimWirtz
Senior Partner Partner
(312) 878-4927+41 44 218 7819
mpetromilli@prophet.comawirtz@prophet.com
Jeff Gourdji Paul Schrimpf
Associate PartnerAssociate Partner
(312) 878-4929(312) 878-4931
jgourdji@prophet.compschrimpf@prophet.com
www.prophet.com/healthcare