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Positioning · Healthcare

Using Data to Inform Planning

A provider of clinical documentation solutions — CDI, diagnostic imaging, speech recognition, medical transcription and coding — serving more than 500,000 clinicians. Preparing to shift from a product-positioned company to a solutions-and-services orientation, they needed to understand awareness and perception of the company as a healthcare IT supplier, and of their leading healthcare brands.

Positioning Healthcare Research Data Strategy Digital Dashboards
Positioning · Healthcare
The story

One narrative from constraint to consequence.

The client

A provider of clinical documentation solutions — CDI, diagnostic imaging, speech recognition, medical transcription and coding — serving more than 500,000 clinicians. Preparing to shift from a product-positioned company to a solutions-and-services orientation, they needed to understand awareness and perception of the company as a healthcare IT supplier, and of their leading healthcare brands.

The challenge

A repositioning in the works with no clear read on how the market actually saw them — corporate brand versus sub-brands.

What Red House did

The survey audience spanned leadership across financial, IT, clinical and radiology departments within health systems, IDNs, regional hospitals, clinics and physician practices. We combined email surveys with follow-up phone interviews to validate responses across a balanced mix of audiences and facilities. Then we built a brand awareness dashboard showing the client's aided and unaided results against industry leaders in EHR, clinical and financial solutions — plus company and solution attributes and healthcare-specific areas like EHR documentation, clinical documentation, CMI, transcription and speech recognition.

The outcome

100+ surveys became a brand dashboard and a brand reconciliation roadmap. From 100+ completed surveys: the client was relatively unknown as a high-level healthcare IT player but was building a corporate-level reputation; trusted at corporate and solution levels, with sub-brands as the strongest attribute. That insight drove recommendations for reconciling multiple brands — each option with benefits, risks and sales/marketing/operations impact — plus competitive opportunities to leverage for market share growth.

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