Healthcare marketers have their work cut out for them in 2021 with the many changes brought about by the COVID-19 pandemic. With healthcare top-of-mind, both locally and nationally, healthcare marketers continue to walk a path fraught with tremendous uncertainty, economic instability and patient anxiety.
Thread Marketing Group's dedication, creativity, and exceptional ability to make a difference through our work has been recognized and awarded on three occasions since the start of the coronavirus pandemic. We take pride in receiving outstanding awards, especially during such challenging times.
It is important to have a developed plan in place before a crisis appears. When in the middle of a crisis event it is easy to be overwhelmed with stress, which may cause tunnel-vision for some and emotional, not strategic thinking. Having a plan in place in advance will allow your team to focus on strategy and rapid execution of crisis management procedures.
These 10 principles will remain consistent through any crisis and will act as your road map as you handle the situation:
We know that many of our clients and friends are dealing with or anticipating potential crises. We've also developed a Thread Marketing Group Orange Paper on the ABC's of Crisis Communications with additional information for handling a crisis. This helpful document is available for download via the link below.
As I have watched this crisis unfold, I have been keeping a keen eye on the messaging that has been being pushed out though ads, social posts, and marketing emails (occupational hazard). Watching to see what brands have been quick to respond and which have not.
It is an understatement to say that these are highly unusual and trying times. Everyone is holding their collective breath to see what happens next. We are also consuming content at an incredible pace. We want to know how to protect ourselves, what we can and can’t do as part of growing quarantines, what the economy is going to do, and what stores have restocked their shelves with toilet paper.
How complacency and a “Maintenance Managed” mentality brought down an industry leader.
The media today is filled with sobering news of the demise or slow deaths of once iconic brand leaders. With names like Blockbuster Video, Borders, Toys R Us, Sears, Kmart, Pier One and even Neiman-Marcus exiting the retail landscape, it illustrates how the way we now buy products has changed the retail sector. The technology market as well, has not gone unaffected. Names like MSN Messenger, Kodak, Polaroid, My Space, Compaq Computer and yes Gateway Computers (who could forget that great packaging) haven fallen to changing buying environments or newer, more innovative answers to customer needs/demands.
As the mother of a 15-year-old boy, I've heard "OK Boomer!" way more times than probably necessary. I have to admit, the first time I heard it, I reacted negatively and loudly announced "I'm not a Boomer!" (I'm close. But technically, no, I'm not a boomer.) This reaction of course delighted my son and now it is his mantra every time he talks about something I don't understand or every time I talk about something he doesn't understand.
Building marketing success with what you’ve learned
Most established organizations recognize the importance of marketing and the effect it has on sales, customer growth and retention, brand awareness, legitimacy ... the list goes on and on. The problem is that effective marketing is not something that is "one and done." It takes time. Time for research, planning, strategy, execution, follow up and time to start all over again in today's ever-changing business environment.
A rebrand can be a powerful force for change. The decision to do so is never taken lightly. In fact jumping into a rebrand prematurely can result in a significant waste of time, money and energy. All of which are often scarce resources in a nonprofit environment.