14 Aug Akron Childrens HospitalAbstractNortheastern Ohio is a highly competitive health

Akron Childrens HospitalAbstractNortheastern Ohio is a highly competitive healthcare market, especially for the care of seriously ill children. With powerhouse health care institutions like the Cleveland Clinic venturing into the childrens care segment, Akron Childrens needed a way to differentiate itself. The research profiled in this case helped develop the positioning of Akron Childrens hospital and its promotional approach that resulted in an increase in its bedoccupancy rate, a key metric in the health care industry.The scenarioThe Midwestern hospital market is fiercely competitive, especially in Northeast Ohio. Akron Childrens Hospital, which competes in this environment, was established in 1890 and today is the regions largest pediatric care provider with 253 beds. It offers 30 practice areas of medicine and surgery, specialized for children. Akron Childrens operates, however, in the shadow of two nationally recognized hospitals in nearby Cleveland: Rainbow Babies & Childrens Hospital and the Cleveland Clinic. Rainbow, with 244 beds, has been ranked among the top five childrens hospitals nationwide by both U.S. News and World Report and Child magazine (which rates neonatal care at Rainbow second in the nation). The Cleveland Clinic, with 47 child beds, is not ranked for pediatric excellence but has earned a reputation as one of the top three hospitals in the country. Even in such company, Akron Childrens has also distinguished itself for medical excellence. It was the first to grow human skin for treatment of burns and the first to offer intraoperative MRI for removal of brain tumors. It cares for the largest Hemophilia B population in the world, is one of only two U.S. hospitals with a pediatric palliative care program (which eases pain for terminally ill patients), and is the only hospital among its competitors to offer cancer support programs for teens. Although innovative, larger, and well regarded, Akron Childrens was being overshadowed by competitors in its core markets. It needed a communications strategy to distinguish itself and to convey its commitment to children and to the highestquality and most medically advanced care.Akron Childrens turned to longtime research and communication partner, Marcus Thomas LLC, for insights and recommendations. As the firms vice president and director of research, Jennifer HirtMarchand, explained, Akron Childrens had limited understanding of how parents arrive at the difficult decision of where to take their children when acute care [requiring more than three days of hospitalization] is necessary. Akron Childrens wanted to overcome this challenge, and, since it faced a difficult market in Cuyahoga County where its competitors were based, it also needed to devise a strategy to expand beyond its Summit County home into Portage, Mahoning, and Medina counties. Marcus Thomas was asked to identify consumers hospitalchoice decision process and to index perceptions associated with hospitals in the market. Initial research revealed that although consumers gave high survey ratings to medical capabilities and care they perceived as highquality, their decisions in selecting hospitals were often driven more by emotion. To peel down to the emotional core driving these decisions, Marcus Thomas conducted an observation study in the first phase of research. It negotiated permission to shadow physicians, parents, and child patients as they worked through testing, diagnosis, and treatment. Marcus Thomas researchers were flies on the wall while kids attended checkups, were admitted to the ER, were undergoing surgery, prepping for surgery, and more, according to HirtMarchand. We spent days in the hospital watching the interactions of patients with physicians, nurses and other staff members. Researchers listened to, watched, and recorded firsthand physical and emotional reactions and heartwrenching conversations. Marcus Thomas partner and creative director Joanne Kim shared, We watched how the doctors talked to the children about their health problems, in kids terms, rather than talking just to the parents. We observed how parents were encouraged to stay with their children at thehospital 24/7 and how this philosophy helps children with the healing process. We saw how the staff, facility, foodeverything about Akron Childrenstruly focused on kids being kids. Their analysis resulted in what Marcus Thomas believed could be a compelling brand promise, one that could be owned exclusively by Akron Childrens.Hospital: Akron Childrens Hospital focuses ALL of the hospitals resources (energy, creativity, stateoftheart technology, compassion, technical skill, competence, etc.) toward the simple goal of helpingevery child reach his or her full potential. If a parent believed the brand promise, then they would trustAkron Childrens.What ethical issues would surface in hospital studies in general and this study in particular?Akron Childrens HospitalAbstractNortheastern Ohio is a highly competitive healthcare market, especially for the care of seriously ill children. With powerhouse health care institutions like the Cleveland Clinic venturing into the childrens care segment, Akron Childrens needed a way to differentiate itself. The research profiled in this case helped develop the positioning of Akron Childrens hospital and its promotional approach that resulted in an increase in its bedoccupancy rate, a key metric in the health care industry.The scenarioThe Midwestern hospital market is fiercely competitive, especially in Northeast Ohio. Akron Childrens Hospital, which competes in this environment, was established in 1890 and today is the regions largest pediatric care provider with 253 beds. It offers 30 practice areas of medicine and surgery, specialized for children. Akron Childrens operates, however, in the shadow of two nationally recognized hospitals in nearby Cleveland: Rainbow Babies & Childrens Hospital and the Cleveland Clinic. Rainbow, with 244 beds, has been ranked among the top five childrens hospitals nationwide by both U.S. News and World Report and Child magazine (which rates neonatal care at Rainbow second in the nation). The Cleveland Clinic, with 47 child beds, is not ranked for pediatric excellence but has earned a reputation as one of the top three hospitals in the country. Even in such company, Akron Childrens has also distinguished itself for medical excellence. It was the first to grow human skin for treatment of burns and the first to offer intraoperative MRI for removal of brain tumors. It cares for the largest Hemophilia B population in the world, is one of only two U.S. hospitals with a pediatric palliative care program (which eases pain for terminally ill patients), and is the only hospital among its competitors to offer cancer support programs for teens. Although innovative, larger, and well regarded, Akron Childrens was being overshadowed by competitors in its core markets. It needed a communications strategy to distinguish itself and to convey its commitment to children and to the highestquality and most medically advanced care.Akron Childrens turned to longtime research and communication partner, Marcus Thomas LLC, for insights and recommendations. As the firms vice president and director of research, Jennifer HirtMarchand, explained, Akron Childrens had limited understanding of how parents arrive at the difficult decision of where to take their children when acute care [requiring more than three days of hospitalization] is necessary. Akron Childrens wanted to overcome this challenge, and, since it faced a difficult market in Cuyahoga County where its competitors were based, it also needed to devise a strategy to expand beyond its Summit County home into Portage, Mahoning, and Medina counties. Marcus Thomas was asked to identify consumers hospitalchoice decision process and to index perceptions associated with hospitals in the market. Initial research revealed that although consumers gave high survey ratings to medical capabilities and care they perceived as highquality, their decisions in selecting hospitals were often driven more by emotion. To peel down to the emotional core driving these decisions, Marcus Thomas conducted an observation study in the first phase of research. It negotiated permission to shadow physicians, parents, and child patients as they worked through testing, diagnosis, and treatment. Marcus Thomas researchers were flies on the wall while kids attended checkups, were admitted to the ER, were undergoing surgery, prepping for surgery, and more, according to HirtMarchand. We spent days in the hospital watching the interactions of patients with physicians, nurses and other staff members. Researchers listened to, watched, and recorded firsthand physical and emotional reactions and heartwrenching conversations. Marcus Thomas partner and creative director Joanne Kim shared, We watched how the doctors talked to the children about their health problems, in kids terms, rather than talking just to the parents. We observed how parents were encouraged to stay with their children at thehospital 24/7 and how this philosophy helps children with the healing process. We saw how the staff, facility, foodeverything about Akron Childrenstruly focused on kids being kids. Their analysis resulted in what Marcus Thomas believed could be a compelling brand promise, one that could be owned exclusively by Akron Childrens.Hospital: Akron Childrens Hospital focuses ALL of the hospitals resources (energy, creativity, stateoftheart technology, compassion, technical skill, competence, etc.) toward the simple goal of helpingevery child reach his or her full potential. If a parent believed the brand promise, then they would trustAkron Childrens.What ethical issues would surface in hospital studies in general and this study in particular?

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