A strong brand is established and created, and sustained primarily by customer’s interactions with the provider. A services brand model indicates the dynamics of creating a brand depicting the changes of brand creation. Therefore, from the interrelationships among the presented brands, there are external communications, as well as customer experiences emerge brand awareness and equity (Lin, 2015). Thus, the best example of a healthcare organization that has illustrated a service branding model by demonstrating how an organization has developed extended and protected a powerful branding strategy through a commitment to patient well-being is Mayo Clinic.
Mayo Clinic Brand Equity
Mayo Clinic has established one of the most potent service brands globally. The healthcare facility is among the leading healthcare brands in the United States. Thus, a service brand promises the nature of the future experiences with an organization or an individual provider (Lin, 2015). Besides, there is a relationship between the critical components of a service organization brand. As such, the bold lines indicate the primary and secondary influence.
Moreover, the presented brand is how communication is controlled within the organization and the desired brand image (Lin, 2015). Consequently, advertising, brand name, logo, website, and staff coupled with the design of the organization’s assets and facilities are considered virtual channels, which are necessary to disseminate the message of branding required of an organization. Also, brand presentation directly affects brand awareness, which is customers’ ability to identify and remember the brand. Ultimately, this affects the meaning of the brand.
External Brand Communication
External brand communication is regarded as enterprise-influenced communication about the brand. Besides, publicity through word of mouth communication is a crucial example. The form of communication is used by an organization and can influence both brand awareness and meaning given the independent sources of the information (Lin, 2015). The publicity that is conducted by word of mouth usually has limited impact compared to the controlled communication that reaches a broader audience, designed to strengthen a brand. Certain specific developments about the organization may transform the secondary influence to bold the primary influence. Like other service organizations, Mayo Clinic derives a lot of benefits from word of mouth communication. Many patients have reported positive things about the organization.
The organization traces its roots back to 1863. The best interest of patients is the most crucial aspect that the organization considers to ensure that patients benefit from the advancing of knowledge. As a result, this has become necessary to develop medications as a cooperative science (Coleman, De Chernatony, & Christodoulides, 2015). Mayo brothers believed that the most appropriate way to treat individuals with complex diseases is talent pooling. Also, the organization’s team medicine model is regarded as its competitive advantage since 1900 to date.
Mayo Clinic is considered a collaborative organization, which is mainly concerned with assembling the expertise for patients. Therefore, after providing the necessary care to patients, team members disband and reconfigure, intending to meet patients’ medical needs. Besides, team members work together to help patients (Coleman, De Chernatony, & Christodoulides, 2015). This is the approach used by Mayo Clinic designed to assist customers.
The Mayo system of integrated and multispecialty outpatient and inpatient healthcare does not always operate as intended. Instead, it works most of the time and represents the healthcare organization’s most crucial competitive advantage (Coleman, De Chernatony, & Christodoulides, 2015). Moreover, the clinic has sustained the brother’s core values for practice, which has led to its growth both in scale and complexity.
Preservation of Organizational Culture
Crucial to the organization’s preservation of organizational culture has been characterized by strict reliance on employee compensation. The practice has been essential since it enabled medical staff to put more emphasis on patients. The organization reinforces its core values in a relentless manner (Coleman, De Chernatony, & Christodoulides, 2015). Besides, the company applies behavioral interviewing strategies to recruit team players who will fit in the organizational culture.
The healthcare organization has codified the organizational culture, values, and expectations in the Mayo Clinic Model of Care, which is an important document given to all employees. The model is mainly defined by high-quality, compassionate healthcare delivered to patients through a multispecialty and integrated academic institution (Coleman, De Chernatony, & Christodoulides, 2015). The model’s primary focus is to meet patients’ needs and preferences, which is achieved through embracing patient care and the Mayo environment.
The Mayo document refers to the articulation of the principles that make the organization the Mayo Clinic. Also, patients have recognized the organization’s teamwork approach’s clinical capabilities (Kennedy, 2019). Customers also recognize the organization’s operational efficiencies, which is an important feature associated with overall patient satisfaction. Besides, the organization’s efficiency emerged from its location.
Conclusively, the organization is among the best healthcare facilities that have established a powerful brand. For instance, the Mayo Clinic name was an asset or brand equity that offered leverage in new business operations, categorized as diversification. Therefore, the brand name has shown boldness that has been tempered by careful and effective planning.
Coleman, D. A., De Chernatony, L., & Christodoulides, G. (2015). B2B service brand identity and brand performance. European Journal of Marketing. Web.
Kennedy, D. M. (2019). Managing the Mayo Clinic brand: a case study in staff-developed service performance standards. Journal of Brand Management, 26(5), 538-549.
Lin, Y. H. (2015). Innovative brand experience’s influence on brand equity and brand satisfaction. Journal of Business Research, 68(11), 2254-2259. Web.