CREATING A STRONGER TRAJECTORY: INDIAN STREAM HEALTH … · 3 Indian Stream Health Center (ISHC), which became an FQHC in 2006, has been serving one of New England’s most geographically

CREATING A STRONGER TRAJECTORY: INDIAN STREAM HEALTH CENTERRFP Response

October 31, 2016

2www.trajectory4brands.com

CONTENTS

Executive Summary .......................................................................... 3

Overall Engagement Goal ................................................................ 4

Anticipated Outcomes ...................................................................... 5

Trajectory Introduction .................................................................6-8

Engagement Workplan ................................................................9-14

Trajectory Intangibles (The Good Stuff) ......................................... 15

Summary Timeline & Preliminary Pricing Summary ....................... 16

Agreement Terms ........................................................................... 17

Appendix:

Relevant Case Studies ..............................................................18-25

Exemplary Client Testimonials ....................................................... 26

PageSection

http://www.trajectory4brands.com



Indian Stream Health Center (ISHC), which became an FQHC in 2006,

has been serving one of New England’s most geographically isolated and

economically vulnerable populations for over 45 years. It is a “Frontier Site”

for an area of over 850 square miles with a population of approximately

7,775 people.

As a Patient Centered Health Home model, ISHC provides comprehensive

primary care services that emphasize disease prevention and health

promotion, as well as chronic disease management. The practice model

includes integrated behavioral health; oral health; women’s health; pediatrics;

substantial enabling services comprised of care management and outreach

services; a 340B pharmacy program and on-site pharmacy.

In support of its 2016 Strategic Plan objectives, ISHC seeks a branding and

marketing partner to help the organization clearly articulate and promote the

distinct value of ISHC comprehensive model of care, drive patient growth and

energize stakeholders in making ISHC the employer of choice in the region.

There are also a number of internal initiatives and external challenges that

support taking action now to re-launch your brand.

Internally… • expanding and improving your medical, behavioral and pharmacy services

• mastering the “whole body” integrated approach of care

• goal of achieving Employer of Choice recognition to retain and recruit talent

• longer-term opportunity to create an integrated health system that includes

a four-hospital affiliation or merger of the regions’s three FQHC’s, as well

as other specialty and primary care providers in the region

Externally… • challenges brought on by new private practices

• established community mental health center which is rebounding

• being located next door to the community’s only hospital, and the

perception that you’re both the same

• the hospital’s recent affiliation with the three other critical access hospitals

in the region, exacerbating the confusion about ISHC’s brand

EXECUTIVE SUMMARY




OVERALL ENGAGEMENT GOAL

Help ISHC make substantial strides towards becoming a model organization, the best place to work and the best place to receive healthcare. In the process,

becoming the leader in which all other like-organizations model their health centers. Based on 2016 Strategic Plan, top goals towards this end include:

provide quality, efficient, and effective care through further integration of comprehensive and coordinated care services,

further invest in employees and maintain a culture of excellence resulting in becoming the employer of choice,

grow served patient base, and

ensure fiscal sustainability.

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Through Trajectory’s delivery of:

• Sharpened Mission, Vision and Values statements

• Name recommendation/development

• Positioning, tagline, key messaging

• New logo, visual identity

• Brand book and visual identity standards manual

• Print collateral and templates

• Website update

• Social media plan

• Content management plan

• Internal launch and brand training

• External marketing plan and launch creative (tbd)

• Ongoing success measurement recommendations

ANTICIPATED OUTCOMESA stronger brand that eliminates confusion, earns respect and builds loyalty with consumers, employees, and community partners.

Increased market awareness of the Indian Stream Health Center model of care, and its relevance to the community.

Marketing and messaging tools to build, sustain and leverage the FQHC brand in the community and internally to build brand recognition and business.

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At-A-Glance Trajectory is a national brand strategy, design and marketing activation firm working exclusively across the

interconnected industries of healthcare and wellness. It was founded in 1999 by Eric Brody, former EVP and

Management Board member at Interbrand, the world’s leading brand consultancy.

Key Staff

Eric Brody, President. Prior experience: Consulting: EVP/Management Board, Interbrand; President, Sawtooth Branding

Client-Side Brand Management: L’Oreal, Beiersdorf Inc.

Advertising: Benton & Bowles, Marschalk

Randi Brody, Co-President. Prior experience: Advertising/Direct Marketing: EVP Chinnici (bought by Margeotes)

Client-Side: SVP CIT (hired to start retail division), SVP Citibank, HBO Marketing Manager

Tom Teska, Creative Director. Prior experience: Advertising: ACD Source Communications, CD, Triton Advertising, Copywriter, Bozell

Rick Zaniboni, VP Business Development. Prior experience: Consulting: Manager, Medicus Healthcare Solutions

Advertising: Managing Director, P&Simons Healthcare Delivery Practice

Michelle Zarella, Account Supervisor. Works hand-in-hand with Co-President, managing multiple Reading Health marketing initiatives

and campaigns.

TRAJECTORY INTRODUCTIONPrimary Contact: Eric Brody

Title: President

Email: [email protected]

Address: Trajectory, LLC 20 Community Place Suite 100 Morristown, NJ 07960

Phone: 973.292.1400 (x201)




TRAJECTORY INTRODUCTION (CONT.)

Exemplary Clients

Relevant Indian Stream Experience. This provides a sampling of our client experiences

directly related to the needs of Indian Stream.

Health System Rebranding & Launches (Research, Strategy, Design, Internal Launch, External Marketing Launch): • Atlantic Health*

• Lee Health

• Meridian Health*

• NYCH&HC**

• Orlando Health

• Princeton HealthCare System

• Reading Health System

• Reading Health Partners (CIN)

* rebranding and internal launch only

** launch execution handled internally

Recent Wins: Healthcare Network of Southwest Florida, RWJBarnabas Health.

Recent Losses: Aromafloria Aromatherapy

See Appendix for Case Studies and Exemplary Client Testimonials.




Trajectory Approach To Our Work

Overarching strategy. All successful business/marketing solutions start

with accurately defining the problem, defining a clear win and correctly

diagnosing the course of action that needs to be followed.

To this end, we make an effort to consider all of the right variables and ask

all the right questions upfront, prior to jumping into a predetermined course

of action. We will follow this same approach with ISHC. With limited

resources, we want to make sure that we’re doing what is in the best

long-term interest of your organization.

Project approach. Our work is always broken down into a phased basis,

each of which is predicated on a clear understanding of goals, scope and

outcomes along with key decision-maker approvals and agreements coming

out of each phase.

Style and process. We work side-by-side as true business partners with

our clients to accomplish their most important business goals – positioning

and equipping them for lasting success in an increasingly complex

healthcare environment.

TRAJECTORY INTRODUCTION (CONT.)




Goal: Define success, assess internally and externally and report back key findings and recommendations about Indian Stream brand direction.

Steps: A. Indian Stream Leadership Strategy Session: to discuss issues related to your goals, culture and current state, as well as further clarifying the “win” for Indian Stream leaders – internally and externally, locally and regionally. Formal agenda to be distributed in advance of our session.

B. Internal Interviews*: as needed, speak 1-on-1 with Board members and senior administration and medical leaders to understand their individual perspectives, insights and ideas about this initiative (formal interview outline to be provided in advance).

C. External Community Opinion Gathering*: among representative Indian Stream patient populations to understand their hopes, wishes, needs, behaviors as it relates to their healthcare, Indian Stream and competitors.

* Note: to be conducted only if information hasn’t emerged from Leadership Strategy Session or isn’t available through existing planning or research (determined once we’re engaged).

D. Visual Identity & Communications Audit: determine the relevancy of Indian Stream’s core identity (e.g. logo, tagline, typography, color palette, etc.) and internal and external-facing print and digital communications in light of industry and organization direction. Audit might also reveal opportunities to either rationalize or create new forms of communication.

E. Competitor/Role Model Reviews: up to five (tbd, inside and outside Indian Stream service area), focusing on brand story, positioning, branding, key messaging, visual identity, marketing and communications.

F. Report & Presentation: key findings and implications for brand direction.

Preliminary Fee Estimate: $35k (excluding any primary external research)

ENGAGEMENT WORKPLAN

Discovery 2 Months

Discovery

Strategy & Planning

Brand Design MeasurementInternal Launch Roll-Out

External Marketing Launch

Note: Each of the steps in our workplan is presented as a summary outline, to be detailed out once we begin our program Pricing is also preliminary until all tasks have been finalized.




Goal: Develop the strategic foundation to guide all follow-on design,

communications and marketing.

Steps: A. Mission, Vision & Values statements: Work alongside board and senior

leadership to sharpen these statements to provide more inspiration, aspiration

and difference versus other organizations.

B. Brand Platform Document: To serve as a basis for brand decision-

making and actions in light of Indian Stream business strategy, this document

includes Indian Stream brand purpose, positioning, personality, values and

driving idea (tagline).

C. Brand Naming: Recommend whether to keep or evolve corporate brand

name and whether to enhance any service line names, based on Phase One

Discovery findings.

D. Messaging Blueprint: Develop core, supporting and boilerplate

organization-wide messages (as bridge between strategy and creative

execution) to ensure consistency across all channels and audiences.

E. Brand Launch Plan: Develop internal brand launch plan to educate,

engage and mobilize all internal audiences around the new Indian Stream

brand (based on agreed activities and budgets).

Preliminary Fee Estimate: $40k

ENGAGEMENT WORKPLAN

Strategy & Planning

Discovery 2 Months

Strategy & Planning 2 Months

Brand Design MeasurementInternal Launch Roll-Out





Goal: More modern and relevant visual presence across all touchpoints.

Steps: A. New Indian Stream Logo: Creative brief for client approval followed by

logo exploration, presentation to core team, 2-3 rounds of refinements, final

selection of one to take forward based on leadership final approvals.

B. Color Palette: Based on logo, formalize the brand’s primary and

secondary colors, and the combination thereof, to convey the appropriate

mood and tone of the new Indian Stream brand across all visual expressions.

C. Sub-Brand Treatments: To tie all Indian Stream entities and service lines

together visually; based on final Indian Stream logo.

D. Stationery & Signage: New design informed by Indian Stream logo. For

stationery, three different system designs (first demonstrated on letterhead

and business cards) for selection of one to take forward and adapt across

additional applications (e.g. powerpoint). For signage, designs based on

different formats and branding relationships.

E. Social Channels: Based on prior strategy and design work, advise

on content development, channel priorities, frequency of postings, etc.

Note: If desired, we’ll provide a proposal addendum as part of our phase

two marketing program to assist with Indian Stream’s social media efforts.

F. Marketing Collateral: Develop templates for 8-10 key internal and

customer-facing materials (tbd) as a basis for ongoing internal execution

(brochures, annual report, case for support and/or viewbook, etc.).

G. Website: Re-facing of current site to reflect new identity; longer-term –

integrate with Patient Portal, Electronic Health Record and other systems

identified. Proposal can be provided under separate cover for full

website redesign.

Preliminary Fee Estimate: $50k-$60k

ENGAGEMENT WORKPLAN

Brand Design

Discovery 2 Months


Brand Design 2-3 Months

MeasurementInternal Launch Roll-Out





Goal: Ensure all internal audiences are educated about, energized and

mobilized around new Indian Stream brand ideas, and the delivery of

those ideas.

Steps: A. Internal Brand Engagement Tools: To educate and engage internal

audiences around the new rebranding (e.g. combination of print, online,

video, experiential). Specific tools to be determined based on Indian Stream’s

culture, learning and communications practices.

B. Brand Guidelines: To ensure consistent treatment of Indian Stream brand

identity elements (logos, colors, typefaces, formats, signatures, messaging

style, etc.) across all internal and external vehicles. Should also include

Frequently Asked Questions section for easy self-reference.

C. Internal Launch: formal organization-wide launch to educate and engage

all internal audiences (Board of Directors, Leadership, Physicians, Staff,

Volunteers) around new brand promises and execution. Might also include

brand training workshops among different individual teams.

Preliminary Fee Estimate: $30k

ENGAGEMENT WORKPLAN

Internal Launch Roll-Out

Discovery 2 Months




1 Month





Goal: Go-to-market plan to introduce, build awareness among and engage

Indian Stream’s external audiences; along with developing and producing all

executions across (tbd) traditional, digital/web, PR, social, mobile, search and

on the ground events.

Note: per RFP, this is a possible next phase of program, to be determined.

Strategy: Launch plan and program would be designed to engage with each

of Indian Stream’s key audiences. Advantageous to Indian Stream is our keen

understanding of what we know to be true about each of them, e.g.

• Boards (they want to know first…)

• Physicians (they want a voice…)

• Employees (they want to know the “why” behind the “what”…)

• Volunteers (they want to make a difference…)

• Donors (they want to know the clear vision and mission of Indian Stream…)

• Business and Community Leaders (they want to understand the community

benefit of the organization…)

• Elected Officials (they need to be cultivated before you need them…)

• Media (they take their watchdog role seriously…)

• Payers (they are focused on outcomes, cost and quality…)

• Patients (they define their experience based on every touch point…)

• Community (they want to know you’re there when they need you but don’t

think about you when they don’t need you…)

ENGAGEMENT WORKPLAN


Discovery 2 Months




1 Month


TBD




Goal: As feasible, gauge Indian Stream launch success.

We believe in the power of five SMART screens to determine whether we’ve

chosen the right metrics for our clients and their specific situations:

• Simple (data that is fairly straightforward and easy to use)

• Meaningful (directly helps improve brand or organization performance)

• Actionable (can make a business decision as a result of the metric)

• Repeatable (consistent methodology that allows repeatable

apples-to-apples comparison)

• Touchpoint-Oriented (related to specific groups of stakeholders; as

not all brand metrics will apply to all stakeholders)

As is relates to our Indian Stream engagement, we’ll have to

determine together:

• What are the different metrics to consider to monitor our performance

(internally and externally)

• How can we best piggyback on current “baseline” studies

• What do we consider a win – at both brand and business

performance levels

ENGAGEMENT WORKPLAN

Measurement

Discovery 2 Months



Measurement Ongoing

Internal Launch Roll-Out

1 Month


TBD




How we measure success

Specific measurements are based on individual client requirements

and resources. But in general, the results of our efforts are based on a

combination of impact measures (e.g. inquiries, acquisition, retention, volume

increases) and image measures (e.g. awareness, perception, credibility,

engagement), both internal and external.

Delivery process that helps us feel connected to the deliverable

Our work style is highly collaborative and based on forming close

partnerships with our clients. To quote the CMO from Orlando Health: “In my

25 years of healthcare marketing, I’ve never witnessed a better collaboration

of inside and outside resources (Trajectory) to reach our ambitious goals.”

We also treat our client’s businesses with the same level of care (e.g. fiscal

responsibility) as if it were our own.

Executing the project in the timeframe allowed

We have carefully reviewed your brief, and are confident that we can deliver

the scope of services required in your timeline. Given our experience working

on similar initiatives for other healthcare clients, we know what it takes to

shepard an engagement like this through an organization. And we’ll work

closely with your team to get it done.

How we define great advertising

We would reframe this question to what is great communication. And the

answer is that it’s a two-way street. It starts with a “big idea” that is true to a

brand and that resonates with audiences. And it’s brought to life in a way that

gets them to stop and take notice, think and feel and predisposes them to

take action. And it’s effective because it reflects a true understanding of the

people who make up your audience.

Our leadership vision

Ours is simple. And true to our name. To provide the direction and momentum

that allows our clients brands, customers and business to grow stronger.

And to do this by becoming their most valued and trusted external partner.

How we’re embracing the future

Brand-building, more than ever before, now takes place in a world where

everything is converging. Digital into physical. Consumer into producer.

Products and services into experiences. Today, success hinges not on

crafting an image and a message, but on creating integrated and seamless

experiences that enrich people’s lives and inspires them to engage and

contribute to the experience.

How we translate growth goals into specific strategies and produce deliverables to meet those goals By understanding the trajectory of your business, your brand’s story and

actions, your category and your consumers. Not consumers as a target

audience, but as individuals with hopes, wishes and needs. And then creating

seamless experiences that are unique to your brand and impossible to copy.

TRAJECTORY INTANGIBLES (THE GOOD STUFF)




Phase Jan Feb Mar Apr May June Jul Aug Sept

Discovery (2 months)

Strategy & Planning (2 months)

Brand Design (2–3 months)

Internal Launch (1 month)

External Launch (TBD)

Measurement

SUMMARY TIMELINE & PRELIMINARY PRICING

Preliminary Pricing Summary: • Discovery: $35k (excludes cost of any primary external research)

• Strategy & Planning: $40k

• Brand Design: $50-$60k (assumes design only/no copywriting, refacing

of website versus total redesign)

• Internal Launch: $30k

• External Launch: tbd

• Measurement: tbd

Preliminary Total: $155k-$165k

All pricing to be finalized based on agreed list of deliverables.




Timing – Reflects phase timing, including client approvals. If timeframe is

far exceeded (beyond Agency control), Trajectory has the right to revisit

project scope and agency fees. Client agrees to act in good faith to meet

established timeframes.

Fee Payments – Trajectory will invoice our program 25% upon program

initiation, with balance then spread evenly on a monthly basis over the

course of our program.

Out-of-Pocket Expenses – Related to any necessary travel, lodging, color

laser printouts, presentation materials, messengers, shipping, creative

production (e.g. photography, illustration, retouching, etc.) or any other

approved 3rd party vendor services, to be billed as expenses are incurred

on a monthly basis.

Additional Work Requests – Outside the scope of this program will be

reflected in proposal addendums, to be approved by Indian Stream prior

to start of additional work.

Editing of Agreement – This agreement may be changed as long as we both

agree in writing to the changes to be made.

Program Termination – If this program is terminated with minimum of

one-month advance formal written notice, Indian Stream agrees to reimburse

Trajectory for all pro rata fees and expenses incurred up until and through the

time of termination.

Governing Laws – This agreement is made under and governed by the laws

of New Jersey.

AGREEMENT TERMS

AcceptancePlease acknowledge acceptance of this agreement with your signature below. Thank you so much for your business.

Indian Stream Health Center Date

Trajectory Date




Lee Memorial Health System: Rebranding & Launch Marketing

CASE STUDIES

Backstory: Founded 100 years ago, Lee Memorial Health System has grown

to become one of the largest public health systems in the country. But its

relevancy, based on its name and positioning, was at risk.

Situation: Dramatic changes (consumerism, new retail and technology-

based competition, the journey from volume to value, etc.) are sweeping

over the healthcare delivery industry. It’s creating big stakes and a sense of

urgency for traditional providers to evolve their brand meaning and reinvent

their business models.

Our Path: Concurrent with it’s 100 year anniversary, partner with Lee

Memorial Health System on its rebranding to Lee Health; as it transforms its

approach from providing episodic health care to proactively helping people

in Southwest Florida to live healthier lives.

Action: A multi-year internal and external effort involving and targeting

board, physicians, employees, donors, business and local leaders and

the community itself. Deliverables included:

• Internal Senior Leadership Buy-In Sessions

• Research (community survey)

• Strategy development (brand platform, naming, messaging, tagline)

• Design (logo, color palette, stationery, signage, collateral, social channels)

• Internal launch (including brand book, guidelines, brand training)

• External Launch (TV, print, outdoor, digital, social media and business

and community collaboration)

Measuring Success: Community perception and understanding, customer

acquisition (inquiries, utilization, retention), staff and physician engagement

and key influencers support.




Energized.Engaged.

Encouraged.Intrigued.

Empowered.Excited.

Enthused.Involved.

INSPIRED.On October 5th, we’ll all

JOIN IN.

Lee Memorial Health System

Approved__________________________________ Date____________________

JOINEDHEALTH

Neighbors, Colleagues, Family

with the Community.

We all share something important — a totalcommitment to the health and well-being of everyone in the Southwest Florida community. Whatever the need, we partner with you to offer a range of services that extend beyond hospital stays. Our goal is to help you keep your body healthy, your approach positive and your future bright.

LeeHealth.org

CASE STUDIES

Approved__________________________________ Date____________________

Care.Patience.Wellness.Transform.Strength.

Team.Collaboration.

Nurture.

TOTAL HEALTH.On October 5th, it all comes together.

JOIN IN.


We see the future of health care — and it’s brighter, better, healthier. It’s a place we want to go, together, with the entire Southwest Florida community. Our care extends beyond hospitals and state-of-the-art technology and into the community. That’s where our dedicated health care professionals are partnering with businesses, community groups and individuals to encourage everyone to participate more fully in their own health care journey.

LeeHealth.org

Innovators, Collaborators, Motivators

for the Future.

JOINEDHEALTH

Approved__________________________________ Date____________________

Doctors.Nurses.

Employees.Patients.Families.

Neighbors.Businesses.

Communities.

EVERYONE.On October 5th, we’ll all

JOIN IN.


Healthy is a mindset, a point of view — a passionate approach with the concept of wellness at its core. It’s about adopting a healthy lifestyle and taking ownership of your own health care journey. By partnering with other health care providers, businesses, community groups, family and friends, we’re working toward the shared goal of total health and wellness for everyone in the Southwest Florida community.

LeeHealth.org

Preventive, Proactive, Partners

for Total Health and Wellness.

JOINEDHEALTH

(old)

(new)

Pre-Launch Teaser Ads

Launch Print Ads




CASE STUDIES

The transition to our new brand during our 100th anniversary positions us for the future in encouraging and supporting health and wellness to the community we serve. Trajectory’s partnership and collaborative team was essential in this activity.

– Kevin Newingham, Chief Strategy Officer

“ ”

:30 TV Spot




CASE STUDIES

Backstory: Reading Hospital was a 140-year old Pennsylvania-based

organization serving Berks and surrounding counties. Similar to Indian

Stream, it was experiencing a number of internal and external challenges.

Internally, the corporate brand was less than the sum of its parts – naming

that didn’t reflect the breadth and depth of the organization, weak future-

oriented positioning, lack of internal attachment and external perception

that wasn’t a draw for recruiting top physicians and nurses.

Situation: Align the organization’s brand with strategic plan and industry

direction. Critical to success, consider the strong emotional attachment

to the Reading name and its symbols, revealed in both internal and

external research.

Our Path: An evolutionary rebranding from The Reading Hospital to Reading

Health System – unifying all internal team members around the aspirational

brand idea of “Advancing Health. Transforming Lives.”

Action: Working closely with Board, Leadership and Marketing,

our deliverables included:

• Brand strategy (platform, architecture, messaging, tagline)

• Design (modernized logo, stationery and signage, collateral, website

refacing, vehicles, etc.)

• Internal Brand Launch (combination of system-wide and individual facility

events and follow-on brand workshops)

• External Marketing Campaign (TV, print, outdoor, web, social media,

mobile, on-the ground)

Impact: Internally, more unified leadership and staff. Externally, stronger

awareness in secondary service areas, better understanding of organization

vs. facility brands, and increases in inbound key service line inquiries

(through website and call center).

Reading Health System: Rebranding and Launch Marketing




CASE STUDIES

From Board to Medical Staff,

Administration and all of our highly

skilled and compassionate caregivers,

there is a renewed spirit and dedication

at Reading Health System.

– Board Chairman

“

”




CASE STUDIES

Backstory: Reading Health System’s most comprehensive marketing effort

ever was designed to dimension what “value” means in healthcare and to

demonstrate that the organization delivers the “value” that matters most in

making smart choices for one’s total health (care).

Situation: Consumers are now bearing a more significant share of their

healthcare costs. As they become more engaged in managing their

healthcare, seeking value and transparency will likely become a driving force

shaping their perceptions, decision-making, and the long-term relationships

they form with industry providers.

Our Path: Increase awareness among consumers and businesses that

quality/cost and ultimate value does matter and benefits them as healthcare

consumers. Goals were to 1) educate about making today’s healthcare

decisions for providers/services; 2) substantiate what RHS is doing to deliver

higher-quality, lower cost care (value); and 3) motivate people to engage in

their health and consider RHS the smart choice (great value) for care.

Action: We researched and wrote the detailed strategy brief that, given

the importance and scope of this program, first required CEO approval.

Importantly, campaign specifically addressed and substantiated all the

“value” hot buttons of quality, cost, technology, customer experience,

convenience, patient engagement, collaboration, innovation and wellness/

support. It literally provided “101 Reasons” to choose Reading Health System.

Deliverables included:

• Authoring the go-to-market plan

• Developing alternative campaign concept directions (for one to take forward)

• Creating and producing all tactics for multimedia roll-out (TV, radio, print,

outdoor, digital, website, social media, on-the-ground)

• Internal Launch (prior to external roll-out to engage all internal audiences)

Impact: To quote Reading Health System’s CEO…this is an auspicious time

for Reading Health System. We launched one of the most ambitious marketing

campaigns in our history, to emphasize the most important element we bring

our patients – “value.”

Reading Health System: “Volume to Value” Marketing Campaign




CASE STUDIES




On Monday, we launched one of the most ambitious marketing campaigns in our history, to emphasize the most important element we bring our patients - “value.”

Value will be the driving force for both healthcare consumers and for those who provide them healthcare.

This campaign is our way of letting the community know that we take seriously our mandate to deliver high quality, compassionate care that strives continually to go beyond the expectations of our patients.

– Clint Matthews, President and Chief Executive Officer

“““

””

”

CASE STUDIES

:30 TV Spot

Microsite




EXEMPLARY CLIENT TESTIMONIALS“ Thank you for Trajectory’s splendid

work. You have done an outstanding job blending respect for the past with gentle nudging of inherently sensible and winning ideas. Our brand is an emotional lightning rod for a lot of folks, and you navigate it extraordinarily well.”

-Chairman Of The Board

“ In my 25 years of healthcare marketing, I’ve never witnessed a better orchestration of staff and outside resources to reach an organization’s ambitious goals.Trajectory has been an outstanding partner to Orlando Health, and an enormous contributor to our resounding success. Over two years, they’ve worked hand-in-hand with our leaders and teams — on branding and marketing — and never missed a beat.”

– VP, Strategic Communications & Marketing“ We engaged Trajectory for a system-wide rebranding. All along the way, they’ve exhibited great expertise, creativity, passion and dedication. They’ve opened the eyes of leadership, garnered Board support, engaged physicians and our nearly 9000 employees.”

– Chief Administrative Officer

“ The transition to our new brand during our 100th anniversary positions us for the future in encouraging and supporting health and wellness to the community we serve. Trajectory’s partnership and collaborative team was essential in this activity.”

– Chief Strategy Officer

“ Trajectory excels in brand building. From shaping and guiding our brand launch through to our external brand and service line campaigns, they’ve done a great job of clarifying what makes our organization special to our Central NJ communities. And they’ve done this in a way that has brought all of us closer in our mission. They are a very professional, insightful and creative group.”

– CEO



Strategy • Design • Activation

20 Community Place Suite 100

Morristown, NJ 07960

Tel. 973.292.1400

www.trajectory4brands.com


Documents

CREATING A STRONGER TRAJECTORY: INDIAN STREAM HEALTH … · 3 Indian Stream Health Center (ISHC), which became an FQHC in 2006, has been serving one of New England’s most geographically