Brand Voice Guide

Revised August 2006

Brand Voice GUIDELINES

The Kaiser Permanente Brand Personality ............................. 3

The Kaiser Permanente Brand Voice ........................................ 4

Content and Tone Guidelines ..................................................... 5 Content Guidelines ................................................................... 5 Tone Guidelines .......................................................................10

Audience Guidelines ....................................................................12 Who Are We Talking to? .......................................................12 Consumers (Prospective Members)/Members .............12 Employers/Prospective Employers ...................................15 Brokers/Consultants ...............................................................17 Physicians ...................................................................................18 Employees (Including Nurses and Front-Line Staff) .......................18 Prospective Physicians ...........................................................19 Prospective Employees (Including Nurses and Front-Line Staff) .......................20 Regulators, Health Policy Leaders, and Legislators ......................................................................20 Communities and Community-Based Organizations ........................................................................20

Tips for Compelling and Effective Copy ...............................21

Kaiser Permanente‘s integrated health care delivery system and commitment to preventive care empower our members to maximize their total health—mind, body, and spirit.

This is the Kaiser Permanente brand positioning. Deliver-ing on this positioning depends in no small way upon the voice with which we make the positioning.

Done well, tone of voice allows the brand to convey its values or qualities through the language it uses. A brand like Google is straightforward and a little irreverent (“do no evil“ is often referenced as a favorite mantra of its founders). Virgin Atlantic Airways relies on a cheeky tone, while an investment firm like Merrill Lynch may choose to be more buttoned-down and reassuring in its tone.

When tone of voice is consistent, it allows the consumer another means of recognizing the brand and being reas-sured of expectations.

And in order to be heard, we have to speak with one voice. A voice that members and purchasers can respect and trust. A voice that inspires physicians and employees to new levels of expertise and commitment. A voice that builds personal relationships with the community, with brokers, with all the people and organizations it is impor-tant for us to be partners with. A voice that champions new thinking and innovative health programs focused on keeping people well. That voice is the Kaiser Permanente brand voice.

Contents We Stand for Total Health

2 l WE STAND FOR TOTAL HEALTH

Before we can talk about the Kaiser Permanente brand voice, we should first talk about the Kaiser Permanente brand personality. What’s so important about personality? It sets expectations and holds the image of what a person is like and how he or she acts.

Just like every person, every brand has a personality— a human characterization of the distinguishing emotional and behavioral characteristics of the brand.

What Is the Kaiser Permanente Brand Personality?The Kaiser Permanente brand personality is:

• Friendly • Caring

• Dedicated • Expert health advocate

This personality is the personification of the Kaiser Permanente brand promise, and it reflects the Kaiser Permanente brand values:

• Knowledge • Protection

• Support • Prevention

• Empowerment • Kindness

• Respect • Health

Why Is the Kaiser Permanente Brand Personality Important?First, our brand personality helps us stand out from the crowd. Second, it helps to reinforce the advantages of our products and services over those of our competitors. And last, but not least, our brand personality (and the expression of that personality) plays a critical role in the development of the deep emotional connection with our target audiences that is key to long-term brand loyalty.

How Do We Communicate the Kaiser Permanente Brand Personality?The Kaiser Permanente brand personality can be communicated in many ways—in our personal interactions, in the colors of facilities, in the layout of our Web site, in the language and photographs in our marketing collateral, even in our voice mail messages. How do we consistently communicate the Kaiser Permanente personality in our communications? Through the Kaiser Permanente brand voice.

THE KAISER PERMANENTE BRAND PERSONALITY l 3

The Kaiser Permanente Brand Personality

The Kaiser Permanente brand voice is both the content (what we say) and the tone (how we say it) of our written and verbal communications. Brand voice helps us create a “living, breathing” personification of Kaiser Permanente in the minds of our target audiences—a company they can trust and relate to, one they feel respected by. This helps to differentiate Kaiser Permanente from other health care organizations and creates an emotional bond with consumers that is very hard for any competitor to break.

These guidelines will help you “hear” the Kaiser Permanente brand voice in your head when you write, edit, or speak on behalf of Kaiser Permanente. That voice will guide you in having a conversation with your audience, person to person.

These guidelines will also help ensure that both the tone and content of your communications are appropriate for your audience and consistent with our overall brand strategy.

They will help you consistently convey the Kaiser Permanente personality in all your communications.

Finally, these guidelines will help us speak with one voice—the Kaiser Permanente voice—and help ensure that our messages get heard.

The Kaiser Permanente Brand Voice

4 l THE KAISER PERMANENTE BRAND VOICE

Content: What We Say About Kaiser PermanenteContent is the factual information we communicate about Kaiser Permanente. It’s about features, such as product attributes and services. And it’s about benefits—such as time savings, better health, or peace of mind—that our target audiences enjoy as a result of those features.

Tone: How We Say ItTone is the style or manner of expressing content. It’s the warmth and color you add to your words to give them meaning and convey a mood. And it’s the feeling behind the words. Moving a comma can change the meaning of a sentence. So can changing the tone.

In face-to-face communications, facial expressions and body language tell the person you’re talking to as much as, if not more than, your words do. But in written communications, you don’t have those physical vehicles to communicate additional depth and meaning to your audience. That’s why tone, the right tone, is so important.

Content Guidelines: What to SayEach time we communicate, we have the opportunity to either weaken or reinforce the Kaiser Permanente brand. The following content guidelines will help you ensure that what you say has meaning and relevance to your audience.

Focus on the benefits of each feature

A feature is a characteristic. A benefit is something about a feature that solves a problem or satisfies a physical, emotional, or financial need. Simply put, benefits answer your audience’s most important question: “What’s in it for me?” To identify the benefits that are relevant to a particular audience, you must consider the audience’s viewpoint and mentally put yourself in their shoes.

No matter what you’re communicating—health benefits, services, procedures, or organizational changes—you should always illustrate the functional and emotional benefits that differentiate Kaiser Permanente.

A functional benefit:

• saves time • reduces stress

• eliminates risk to self or assets

An emotional benefit provides:

• security/protection • confidence

• peace of mind • empowerment

Content and Tone Guidelines

CONTENT AND TONE GUIDELINES l 5

The following are examples of functional benefits.

FEATURE FUNCTIONAL BENEFIT

Web site Makes it easier to schedule appointments and refill prescriptions.

Online account services

Saves you time and makes your life easier.

Purchasing power of Kaiser Permanente

Helps to manage rising health care costs.

Extended night and weekend hours

Getting the care you need is easier and more convenient.

The following are examples of emotional benefits.

FEATURE EMOTIONAL BENEFIT

Web site Provides information that will help you live a longer, healthier life.

Health education classes

Information empowers you to take control of your health.

Worldwide emergency coverage

You’re protected in case of an accident or sudden illness.

Extended night and weekend hours

You don’t have to worry about getting the care you need when you need it.

Although you might think that the benefits can be easily inferred by the reader and don’t need to be stated out-right, research shows that neglecting to specifically call out benefits reduces the impact of your communication. The easier you make it for your audience to understand “what’s in it for them,” the more compelling your message will be.

Wrong: Do you know you can refill your prescriptions online?

Right: Do you know that you can save time by refilling your prescriptions online?

Wrong: This reference guide supplements the information you received during your hospital stay.

Right: This instruction booklet will help make it easier for you to adjust to lifestyle changes you may experience as a result of your surgery.

Wrong: A patient’s processing record is “flagged” when our data systems have no record of the patient having a mammography or Pap test in the recommended intervals.

Right: We flag your medical record if you have not received your regularly scheduled mammogram or Pap test. That way, your physician will know to discuss these important tests with you during your next visit and arrange for the screenings that can detect breast or cervical cancer early and significantly increase your chances of surviving.

Wrong: We invite you to try an exciting new service that we’re testing on our Web site, kaiserpermanente.org. We’re testing this service with a group of members who receive care at our Tampa Medical Offices to see if it’s a valuable service.

Right: We’re testing a new service on our Web site, and we’d like you to try it! This new service, “Contact your care team,” can save you time and gives you the option to communicate with your health care team when it is most convenient for you.

Write from your audience’s point of view, not from Kaiser Permanente’s

The fact is, we like to talk about who we are and what we do because we’re proud of it. And there’s nothing wrong with that. Just try to keep in mind that focusing too much on Kaiser Permanente’s point of view changes the tone of your communication, and “chest pounding” will alienate your audience. Look out, not in!

Wrong: Kaiser Permanente began nearly 60 years ago, and today we have more than 8 million members in nine states and the District of Columbia.

Right: Families just like yours have entrusted their health to Kaiser Permanente for nearly 60 years.

Wrong: At Kaiser Permanente, we believe that preventive care is important to your good health. That’s why we offer a wide range of health education classes.

Right: To help you meet your health goals, Kaiser Permanente offers a variety of health promotion tools, from online health encyclopedias to stress reduction classes at your local medical facility.

Wrong: Kaiser Permanente offers you a smart way to receive your lab test results.

Right: It’s easy for you to get your lab test results by phone, any time of day or night.

Wrong: We allow our members to choose their primary care physician.

Right: You can choose your primary care physician.

Don’t make unearned claims

Avoid making claims about Kaiser Permanente, such as “employer of choice” or “an island of stability,” to external audiences that have not already awarded us that status. These are positions that, in the eyes of consumers, have to be earned. And they are awarded by our audi-ences, not self-gifted. Additionally, making these claims, which are right and noble internal aspirations, puts us in the difficult, and unwanted, position of always having to defend them.

6 l CONTENT AND TONE GUIDELINES

It is also not a good idea to say to external audiences that we’re “striving” to be the best of anything, as that very boldly tells the audience that we—by our own admis-sion—are not the best. What does work is to talk about the key features and benefits that our target audiences want, such as flexible work hours for employees or same-day appointments for members, that will earn us the “best” position in their minds.

Communicate consistently

Just as it takes time to get to know a person, it takes time to get to know a brand. And in order for a message to resonate, it requires consistent and repeated exposures. Inconsistent, unfocused messages delivered haphazardly and infrequently make it difficult for our target audiences to get to know Kaiser Permanente and to form a positive opinion of and an emotional bond with our brand. That’s why the communications messages we develop should be:

• aligned with a well-defined brand communications strategy

• consistent in content and tone with other communication efforts in other areas

• communicated consistently through all communication channels

• communicated frequently

Although internally we may feel that a particular message has been overused, that is usually the point when your target audiences are just beginning to hear it.

Be sure it’s credible

You build credibility and trust when what you promise is consistent with what your audience experiences. Con-versely, you lose credibility—and it’s awfully hard to get it back—when you overpromise or mislead. Don’t promote same-day appointments if the average wait is usually a week. Don’t promise choice of personal physician if very few doctors have open panels.

Answer questions directly

None of us have enough hours in the day, so be kind to your audience and get to the point quickly. And don’t tiptoe around the subject, particularly if you’re having a difficult “conversation” or relating less-than-positive news. Above all, be honest.

Wrong: What services do you provide to accommodate members’ cultural and linguistic needs? Kaiser Permanente is committed to meeting the needs of our members and offers a variety of services to assist members with cultural and linguistic needs that relate to their access to convenient, quality health care.

Right: What services do you provide to accommodate members’ cultural and linguistic needs? Kaiser Permanente provides both on-site inter-preters and telephone language interpretation services for our members. To educate our providers, we also have a series of population-specific handbooks that discuss cultural differences in the African-American, Asian, Pacific Islander, Latino, and lesbian, gay, bisexual, and transgender populations.

Check your facts

Do not make claims that cannot be supported by facts. Carefully verify copy for accuracy and obtain back-up materials for claims and statistics.

Wrong: 24-hour emergency care worldwide

Right: Emergency coverage worldwide

Be concise

Don’t make copy more complicated than it needs to be; avoid the urge to overexplain. Communicate just enough to convey the concept and encourage the reader to find out more independently. Choose short, simple words.

Wrong: in advance of, in this day and age, ahead of schedule, at the present time

Right: before, today, early, now



Avoid jargon and acronyms, and define any necessary acronyms

Jargon and acronyms force your reader to stop and figure out what you mean. When communicating to external audiences, use terms that your audience would use, and avoid language that only medical professionals or people inside Kaiser Permanente would understand.

Wrong: Urologists in several medical centers have been tracking nephrectomy survival data for the past five years, and the laparoscopic results are as good as those for open surgery in terms of cancer control and patient survival.

Right: In the last five years, laparoscopic surgery has shown to be just as effective as open surgery in controlling cancer, and just as safe.

Make it interesting

Use your imagination! Avoid clichés and tired expressions in copy and heads.

Wrong: Volunteers needed for pet visitation program

Right: Can your pet provide shaggy therapy?

Wrong: Skin care services available

Right: We’ll help you love the skin you’re in

Write to your audience’s reading level

Writing to the appropriate reading level of your audience helps to ensure that your messages are understood. Aim for an eighth-grade reading level in member and market-ing communications. For health education materials, the reading level should be fifth grade. With other audiences, such as purchasers and physicians, a higher reading level may be appropriate, depending on the content and ob-jective of the communication.

CULTURAL NOTE

Because Chinese and Koreans in the United States have generally higher educational levels (48% and 43%, respectively, of those older than 25 have college degrees or above versus 26% of the general market and 19% of Vietnamese), Chinese and Korean ads are generally written to a slightly higher reading level—ninth-grade level—than to the general market. For Vietnamese, ads are usually written to a seventh-grade level.

The Latino market in the U.S. comprises a wide range of educational levels and backgrounds (immigrant versus U.S. born and educated). Overall, 60% of American Latinos have completed high school (or the equivalent), but only 13% have attended/completed college-level studies. Therefore, target range for health education materials should be fifth grade, as in the general market; for member and marketing materials, the target level should be ninth grade.

Don’t disparage the competition

Never use competitors’ names in a negative way or com-pare Kaiser Permanente to a competitor; instead, keep messages positive and focused on Kaiser Permanente.

Be evocative, but not overly dramatic

Your communications will have more impact if you speak to your audience’s emotions and intellect. But don’t be overly dramatic, and avoid controversial imagery such as “Members suffering from the intense emotional and physi-cal pain of acute illness...” Quotes and/or testimonials can be effective ways to relate or evoke real emotion.

Emphasize where we are going, not where we came from

Although Kaiser Permanente has a long and distinguished history, we want to be perceived as a forward-thinking organization. To accomplish this, communications should focus more on the future than the past.


CULTURAL NOTE

The Latino market is a mix of immigrants with no long-term Kaiser Permanente knowledge/history and people born in the U.S. who are more likely to be familiar with Kaiser Permanente. Communications targeted to Latinos should include some information about Kaiser Permanente’s history as a sign of stability and as a leader in the health care category. Latinos appreciate the stability of corporations and brands.

Keep it intimate

Talking to consumers and members about Kaiser Permanente’s corporate statistics—number of regions, number of physicians and employees, size of member-ship—only reinforces the stereotype of Kaiser Permanente as a big, impersonal business. Instead, focus on the more intimate aspects of members’ relationships with Kaiser Permanente—their personal physicians, local health education classes, neighborhood medical facilities—to convey a more personal, individual connection between members and the organization.

CULTURAL NOTE

While in Asian cultures, size of the organization may help communicate trust and competency, it is important to keep the copywriting content and style consistent with the general market. Moreover, conveying a more personal connection is essential; not only is it Kaiser Permanente’s differentiator, but it also resonates well with Asian consumers.

As with the Asian cultures, Latinos respond strongly to personal contact/connection, and establishing that feeling/relationship with a brand is extremely important.

Use our brand name—Kaiser Permanente

The Kaiser Permanente name is easily recognizable by our members and purchasers, and has a considerable amount of positive brand equity. That’s why you should use our brand name in communications, rather than our more formal, corporate names, such as Kaiser Foundation Health Plan or Kaiser Foundation Hospitals.

Use the corporate names only when required for legal or regulatory reasons. The name “Kaiser Permanente Medical Care Program” should never be used in external communications because it is not a term external audi-ences are familiar with. Don’t use “Kaiser” alone because it may be confused with other organizations, such as the Kaiser Family Foundation or Kaiser Electronics, which have nothing to do with Kaiser Permanente. There are a few exceptions, such as the Kaiser On-the-Job occupational health program.

In addition, do not abbreviate to “KP” in external communications. Abbreviations of organizational names, such as FedEx, must be awarded by external audiences, and generally require the expenditure of considerable sums of money to bring about.

Tone Guidelines: How to Say ItThe following tone guidelines will help ensure that your audience will hear the voice of the Kaiser Permanente personality when they read your communications.

Use the active, not passive, voice

Using the active voice will make your copy easier for your audience to read and understand. Your writing will also automatically be more concise because fewer words are required to express action in active voice.

Wrong: Any needed follow-up care is scheduled prior to the patient’s departure from the hospital.

Right: We’ll schedule your follow-up care before you leave the hospital.

Write in second person

Address your audience directly, using “you” and “your,” to emphasize friendliness and immediacy. Simply by using the second person consistently, you can positively reinforce the relationship between Kaiser Permanente and your audience.

Wrong: Members are encouraged to select a personal care provider.

Right: We encourage you to select a personal physician.

Wrong: Brokers earn this reward when their total sales average 10 members or more per group.

Right: You earn this reward when your total sales average 10 members or more per group.

CULTURAL NOTE

When addressing Latinos in the second person directly, Kaiser Permanente should use the more informal “tu” approach versus the more formal “usted” as a sign of personal relationship/closeness to the brand.

Wrong: Recomendamos que usted seleccione su propio médico de atención primaria.

Right: Recomendamos que selecciones tu propio médico de atención primaria.

Be friendly and conversational

Use a style that is warm and inviting, but not intrusive or overly familiar. As you write, try to imagine speaking the copy out loud; this is a good way to eliminate complicated phrasing, ensure clarity, and make certain that the com-munication sounds like it’s coming from a real person—a friendly, dedicated, caring expert health advocate—not a cold, unfeeling institution.

Wrong: You must be registered to use this service. Please see the enclosed flyer for information.

Right: To take advantage of these great services, just follow the instructions in the enclosed flyer. It’s easy!

Wrong: We received your request to disenroll from Kaiser Permanente, and you will be disenrolled starting May 1, 2004. After May 1, 2004, Kaiser Permanente will not cover any health care you receive.

Right: We received your request to disenroll from Kaiser Permanente, and we’re sorry that you will no longer be part of the Kaiser Permanente family. Because your good health is our concern, we want to be sure that you know about the health care options available to you after May 1, 2004, when your membership with Kaiser Permanente ends.


CULTURAL NOTE

For Asian marketing and communication materials, the tone should be kept similar to that of the general market. And, since Asian cultures are generally more formal, words and phrases should be chosen such that the tone is polite and respectful, in addition to the requirements stated here (e.g., speaking in second person and being active, friendly, and conversational). Specifically, the formal “you” should be used where applicable.

Font and typography should also have a similar look and feel as the general market materials.

EnglishWrong: You must be registered to use this service. Please

see the enclosed flyer for information.

Right: To take advantage of these great services, just fol-low the instructions in the enclosed flyer. It’s easy!

ChineseWrong: [need text]

Right: [need text]

KoreanWrong: [need text]

Right: [need text]

VietnameseWrong: [need text]

Right: [need text]

Don’t use a hard sell

Invite the audience; don’t try to manipulate them or play upon their emotions.

Wrong: Your children could lose their health care unless you call now!

Right: Call today to learn how to continue your child’s quality health care.

Keep your tone consistent

Be consistent. Suddenly changing tone partway through a communication, such as switching from a friendly voice to a businesslike voice, creates confusion and discomfort for your reader.


Who Are We Talking to?In order to communicate effectively, you must know your target audience. Kaiser Permanente’s key target audiences include the following:

• Consumers (prospective members)/members

• Employers/prospective employers

• Brokers/consultants

• Physicians

• Employees (including nurses and front-line staff)

• Prospective physicians

• Prospective employees (including nurses and front-line staff)

• Regulators, health policy leaders, and legislators

• Communities and community-based organizations

Within each of these target audiences are audience segments that can be defined by demographics, such as age, job, gender, income, ethnicity, and geographic location. Audience segments can also be defined by psychographics, such as values, interests, fears, desires, beliefs, and self-image.

Extensive messaging research has been conducted to identify key messages that are both distinctive to Kaiser Permanente and compelling for each of these audiences. In the next section, each audience is described in a brief psychographic sketch and relevant messaging is described. Review the audience information for each of your targets before beginning any communication.

Consumers (Prospective Members)/MembersWe have divided this market into five segments that are distinguished by their attitudes about health and preferences about health care.

Proactive—Are proactive about health. Lead healthy lifestyles, and medical care is a high priority.

Alternative—Skeptics looking for alternatives. Health is a priority to them, but they are skeptical about modern medicine and believe in alternative methods.

Basics—Health care is a low priority. They want basic coverage with a low premium.

Fix Me—Just “fix me.” These people trust modern medi-cine and rely on doctors when they have a health problem.

Choice—These people want wide choice and the ability to keep their current doctors. They are willing to pay for both.

Below, we describe each segment’s attitudes and preferences about health relative to those of the other audience segments.

Proactive segment

PSYCHOGRAPHIC PROFILE

“I live a healthy lifestyle and use medical care to support my efforts to stay healthy. I go to the doctor regularly for routine checkups. I believe a well-run HMO can provide high-quality medical care at a low price.”

• Medical care is a priority.

• Take responsibility for their health.

• Trust and rely on medical doctors, but are skeptical of alternative methods.

• Seek out medical information.

• Get regular checkups.

• In a health plan, look for a well-known organization that provides large, full-service facilities.

DEMOGRAPHIC PROFILE

• More likely to be married.

• Report they’re in excellent health.

• Least likely to rent.

• Offered an HMO through their employer.

Percentage of consumer market that fits into this segment: 17%Percentage of the Kaiser Permanente member population that fits into this segment: 28%

Audience Guidelines

12 l AUDIENCE GUIDELINES

Alternative segment


“I’m skeptical about modern medicine. I expect nontraditional forms of medicine to be a big part of my medical care in the future, and I embrace methods such as chiropractic, acupuncture, and homeopathic remedies.”


• Lead a healthy lifestyle.

• Have spent the least amount of years with their doctors.


• In a health plan, look for low monthly premiums, coverage for alternative medicine, and providers who provide personal attention.

DEMOGRAPHIC PROFILE

• Slightly more likely to be female.

• More likely to rent a home or apartment.

• Likely have only one choice of health plan.

• Somewhat more likely to pay for their own health coverage.


Basics segment


“I just want basic coverage—a health plan with no deductible and a low monthly premium.”

• Medical care is a low priority.

• Utilize health insurance least.

• Don’t worry about their health.

• In a health plan, look for low monthly premiums, low copayments, convenient appointments, and extended hours of operation.

DEMOGRAPHIC PROFILE

• Tend to be younger and male.

• Single.

• Most likely to rent a home or apartment.

• Slightly more likely to work for small companies.


Fix Me segment


“I always rely on my doctor’s advice. It is important to belong to a well-known health plan. I believe modern medicine can fix me when I get sick, so I don’t worry about my health.”

• Are passive about medical care.

• Not likely to report having a healthy lifestyle.

• Trust and rely on doctors.

• Do not actively seek out medical information.

• In a health plan, look for ability to keep their current doctor, unlimited prescription coverage, and a plan that is well-established and has been around a long time.

DEMOGRAPHIC PROFILE

• Less affluent.

• Lower level of education.

Percentage of consumer market that fits into this segment: 13%Percentage of Kaiser Permanente member population that fits into this segment: 18%

AUDIENCE GUIDELINES l 13

Choice segment


“Going to a large medical facility makes me feel like a number. It is important that my doctor knows my family’s history as well as my own. I want choice and to keep my current doctor. I am willing to pay to get these things!”


• Utilize health insurance the most.

• Have spent the most years with current doctor.


• In a health plan, look for the ability to keep current doctor, choice of many high-quality PCPs and specialists, and teaching/research hospitals. Less favorable to HMOs; more likely to choose a PPO.

DEMOGRAPHIC PROFILE

• Tend to be female.

• Well educated.

• Relatively affluent.

• Work for large employers.

• Have choice of multiple health plans.

Percentage of consumer market that fits into this segment: 30%Percentage of Kaiser Permanente member population that fits into this segment: 12%


PROACTIVE ALTERNATIVE BASICS FIX ME CHOICE

Would choose basic coverage Low – High – Low

Will pay for choice and quality Somewhat low – Somewhat low – Very high

Want to keep current doctor – – Low – Very high

Attitude about HMOs High – – High Very low

Trust and rely on doctors – Low – High –

Believe in modern medicine – Low – High –

Alternative medicine Low Very high – – –

Healthy lifestyle High High – Low –

Medical care is a high priority High – Low – –

Worry about health – – Somewhat low – –

Seek medical information High High Low Low High

Touch – – Low – High

Segment Attitude VariationThe following chart compares each segment’s health attitudes and health care preferences. The blank boxes represent no variation from the sample mean. This demonstrates how the segments differ from each other on some very important measures.

Our TargetsBased on fit with the offerings of Kaiser Permanente, we focus marketing efforts on the Proactive, Alternative, and Basic segments. The Proactive and Alternative segments together are referred to as Health Seekers. They make up 38 percent of the consumer market, and both fit nicely with our total health brand positioning, which focuses on prevention and integrated care. The Basic segment (also referred to as Cost Driven) makes up 19 percent of the consumer market. This segment fits nicely with our emphasis on affordability and high value.

We do not focus our marketing efforts on the Fix Me or Choice segments because they are a poor fit for our offerings. The Fix Me segment’s attitude toward health and their general apathy toward supporting their own health is counter to the philosophy of empowerment that the foundation of our brand positioning. They also have the highest utilization rates and therefore are not a good insurance risk. The Choice segment wants a wider choice of doctors and hospitals than they can get with Kaiser Permanente.

Messaging for these audiences

Based on attitudes and motivations, the following messages are appropriate for the consumer and member audience. “Total Health,” “Personalized Care,” and “Convenience” have the most potential to commu-nicate a resonant, relevant, and believable position for Kaiser Permanente. “Community Involvement/We Care” demonstrates potential for more narrowly defined tactical communications with these audiences.

Total Health—“Health today is not only about fixing people when they are sick, but also about proactively keeping them healthy. We are committed to our members’ total well-being—mind and body—because we understand that being healthy is not just about living, but living well.”

Personalized Care—“We bring together all of the things you need to get the personalized care you deserve—com-passionate, caring people backed by medical excellence, advanced technology, and leading-edge research.”

Convenience—“Most of our services—including medical offices, laboratories, and pharmacies—are located under one roof. This allows our members to easily get the care they need when they need it, and allows our medical professionals to rapidly share information to help our patients.”

Community Involvement/We Care—“We work in our communities and around the world, giving our time, resources, and expertise to make this a better, healthier place to live.”

Employers/Prospective EmployersOur research on the employer/prospective employer segment focused on the decision maker or decision influencer. This could be the owner of a small business, a human resources manager in a mid-size company, or the CFO of a large corporation. Because their roles vary widely, these audience segments also vary.

It is also important to note that these segments apply to their attitudes toward purchasing health care for their employees. Each of these individuals also fits into a consumer segment, which can have some influence over his or her beliefs and motivations.

We have divided the prospective employers market into five segments that are distinguished by their attitudes about health and preferences about health care.

People People—Value appreciation, solving people’s problems, minimizing disruptions.

Managed Care Loyalists—Managed care with a focus on preventive care, administrative ease.

Future Thinkers—Appreciate dialogue, new ideas, innovative data-based approaches to solving problems

Dollar Drivers—Want low cost and a lot of bang for their buck.

Dollar Drivers High Maintenance—Want the lowest price and a plan that is responsive to their needs (a subset of Dollar Drivers).


People People segment

PRIMARY DECISION-MAKING FACTORS

• Want choice from a broad network.

• Reputation with employees is important.

• Want a flexible plan.

• Want it to be easy to administer.

• See health care as an attraction and a retention tool.

• Not very willing to switch carriers.

SEGMENT PROFILE

• Mid-to-large employers (75 to 125 employees); also includes some larger employers.

• Average Kaiser Permanente share

Managed Care Loyalists segment


• Want a strong managed care network, enabling a lower price.

• Existing relationship with plan and plan satisfaction.

• Value preventive care.

SEGMENT PROFILE

• Mix of small and some larger employers—higher average employer size.

• High Kaiser Permanente share.

Future Thinkers segment


• Want an innovative plan.

• Want a flexible plan.

• Desire best-in-class plan offerings.

SEGMENT PROFILE

• Larger employers, including many tech companies.

• Average Kaiser Permanente share.

Dollar Drivers segment


• Want the lowest price.

• Basic administration.

• Willing to take risk for a low premium.

SEGMENT PROFILE

• Smaller; mean number of employees = 52.

• More likely blue-collar than white-collar.

Dollar Drivers segment–High Maintenance subset


• Want the lowest price plus.

• Network.

• Desire a flexible plan design.

SEGMENT PROFILE

• Small employers.

• Low Kaiser Permanente share.


As with the consumer audience, “Total Health,” “Personalized Care,” and “Convenience” are compelling to the employer/prospective employer audience and differentiate Kaiser Permanente. In addition, the message of “Value” is very important to this audience.





Value—“With us, your investment in your health gives you excellent medical care—and more; you get a wealth of benefits that make your life easier, give you peace of mind, and help you live a longer, healthier life.”

Brokers/ConsultantsAlthough brokers and consultants see themselves as very different from each other, they can be segmented into similar groups. It is important, however, to target com-munications to these two audiences individually whenever possible, because they do not identify with each other. One main difference lies in their compensation. Brokers receive commissions from the insurer based on a sale; consultants receive a fee regardless of the carrier chosen. Also, brokers tend to serve small and mid-to-large employers; consultants work with very large employers and they advise on all employee benefits, not just health care.

We have divided this market into five segments that are distinguished by their attitudes about health and prefer-ences about health care.

Go Getters—Most interested in commission, but products and relationships are also important.

Keep Clients Happy—Value partnership and a smooth relationship between the carrier and client. Not interested in new clients.

Future Shapers—Looking to shape the future of health care.

Followers—Follow the industry.

Followers Plus—Follow the rest of the industry, but products are also important (a subset of Followers).

Go Getters segment


• Primarily interested in compensation.

• Also demanding in other areas:

• – Must have a good quality rep.

• – Interested in new products.

SEGMENT PROFILE

• High number of single agents, but relatively high income (40% > $1 million).

• Average number of Kaiser Permanente covered lives = 720.

Keep Clients Happy segment


• Relationship management is crucial.

• Not overly interested in new clients or commission.

• Data are important.

SEGMENT PROFILE

• Largest agencies (54% > $1 million).

• The most Kaiser Permanente covered lives (average = 2,210).

• Few single agents.

Future Shapers segment


• Leaders in the industry.

• Interested in data and new products.

• Not overly interested in commission, but very interested in new clients.

SEGMENT PROFILE

• Largest agencies (51% > $1 million).

• Large number of Kaiser Permanente covered lives (average = 1,127).

• Few single agents.


Followers segment


• Generally follow the industry.

• Show a moderate level of interest in the quality of their rep, but no interest in new products.

SEGMENT PROFILE

• Smallest agencies (25% > $1 million).

• High number of single agents (42%).

• Small amount of Kaiser Permanente members.

Followers Plus subset of Followers segment


• Generally follow the industry.

• Show a moderate level of interest in new products.

SEGMENT PROFILE

• Smallest agencies (35% > $1 million).

• High number of single agents (44%).

• Average amount of Kaiser Permanente covered lives.


The following messages could be used for tactical targeted communications with the Brokers/Consultants audience.

Total Health—“Health today is not only about fixing peo-ple when they are sick, but also about proactively keeping them healthy. We are committed to our members’ total well-being—mind and body—because we understand that being healthy is not just about living, but living well.”



Value—“With us, your investment in your health gives you excellent medical care—and more; you get a wealth of benefits that make your life easier, give you peace of mind, and help you live a longer, healthier life.”

PhysiciansAs part of Kaiser Permanente, the Permanente Medical Groups employ physicians of all specialties, at all levels— in all Kaiser Permanente regions. These work environments can be hospital-based or non-hospital based, depending upon the region. However, in a hospital-based region, it is possible for a physician to work in one environment or the other and perhaps both. Kaiser Permanente physicians work in an environment where they are able to find the support and stability of a large organization that believes in treating the member proactively; and because of Kaiser Permanente’s unique nature of being both provider and insurer, physicians are able to focus on practicing medicine. They do not have the concerns typically associated with private practice, e.g., financial stability or overwhelming insurance paperwork. Kaiser Permanente physicians enjoy working with some of the highest-caliber colleagues anywhere, most being board certified in their specialties. They are supported by and collaborate with a large network of physicians nationally, and will have access to what will undoubtedly become the nation’s largest and most sophisticated electronic medical record. The majority of Kaiser Permanente physicians have regular working hours and receive excellent compensation and benefits packages, similar to those in academia and private practice.

Employees (Including Nurses and Front-Line Staff)General: Because of the size and scope of the organiza-tion, Kaiser Permanente employs all conceivable types of positions in a wide variety of locations. These range from clinical to non-clinical positions that can be based in either a hospital- or non-hospital-based region and/or working for or based in our Program Offices in Oakland, California. Additionally, there are some positions that are national in scope in terms of the business or service provided, but the position itself sits within a specific region.


Key motivators/core beliefs: Despite the innumerable differences in age, tenure, experience, education, geog-raphy, and hundreds of other variables, we find that there exist surprisingly deep similarities among core beliefs, motivations, and aspirations when it comes to the people of Kaiser Permanente. Regardless of position or location, there are certain ties that bind us—mainly, our values. We are an organization dedicated to health advocacy and driven by many of the same needs (outside of the fairly generic pay and benefits):

• A sense of personal mission—“I am contributing to a bigger ideal.”

• A sense of achievement—“My job has an impact.”

• A sense of belonging—“My work provides teamwork, family, and camaraderie, with a high caliber of colleagues.”

• A sense of stability—“My job provides a sense of security, well-being, balance, and growth.”

• A sense of fair compensation—“My job provides me with pay and benefits that give me a sense of self-worth and competitiveness.”

These key motivators translate into a deeper, strong connec-tion and set of values in our working lives that prove to be the “inspirational reality of working at Kaiser Permanente.”

• My personal best—focuses on doing well (“allows me to maximize my personal potential every day”).

• My personal touch—focuses on doing good (“allows me to feel that my calling to care is being answered”).

• My personal life—focuses on one’s ability to “be me” and provides a sense of work-life balance (“allows me to feel healthy, balanced, and unstressed”).

Thriving together: It’s not one, but the importance of all three of these values in our working lives—as well as how the organization supports these. In sum, when the values are shared, the organization prospers and our employees thrive.

Messages

The following messages could be used for tactical targeted communications with all internal audiences.


Community Involvement/We Care—“We work in our com-munities and around the world, giving our time, resources and expertise to make this a better, healthier place to live.”

Advanced Technology/Kaiser Permanente HealthCon-nectTM—“Our members are looking for personalized, compassionate, high-quality care from their doctors. We’re meeting these fundamental needs in a new way. By using the next generation in computer-assisted care tools, our members’ most up-to-date records are at your fingertips 24 hours a day. This gives our doctors and nurses the most accurate information to help our members wherever they are, and whenever they need our care.”

Physician Autonomy—“Physicians are supported in doing what they do best: practice the art and science of medicine. That’s why our members get what they need: trusted physicians who are free to focus on providing personalized care that is based on knowledge and understanding.”

Prospective PhysiciansKaiser Permanente seeks physicians of all specialties and levels to work within the Permanente Medical Groups across all Kaiser Permanente regions (from the recently trained to those currently working in private practice).*

Challenges: Generally, this audience is predisposed to want to work in private practice and/or avoid working in a large organization or health care system (viewed as large, bureaucratic, systematic, slow, and full of red tape). Sometimes they have little to no awareness of Kaiser Permanente, because we do not operate in all states.

The opportunity: As the nation’s health advocacy leader, Kaiser Permanente believes in treating the whole patient, proactively. And, because we are both provider and insurer, our physicians are focused on patient care, not the overwhelming paperwork and financial concerns typically associated with private practice.


At Kaiser Permanente, they are provided with resources they need to practice medicine and welcomed into one of the strongest national networks of physicians anywhere; they have the support of thousands of colleagues and of Kaiser Permanente HealthConnectTM, which will be the nation’s largest medical electronic health record. Kaiser Permanente physicians choose from a variety of locations and practice settings, as well as a variety of communities in which to work, live, and enjoy the lifestyle they are seeking.

* At the end of 2005, recruiting practices showed that approximately 60 percent of those hired were residents; 40 percent came from private practice.

Prospective Employees (Including Nurses and Front-Line Staff)General: Kaiser Permanente, an organization over 140,000 strong, has the need to hire across geographies and disciplines on an ongoing basis. These positions are both clinical and non-clinical, and can be based in a hospital- or non-hospital-based region. They can also be national in scope and function.

When messaging to the target audience, beyond the needs of the specific position, it is important to consider attracting those individuals that align most deeply with our organization, our brand, and our values—our personal beliefs and sense of shared purpose. (See information in “Employees” section.) We are an organization focused on health advocacy and we seek to hire those who can best align with that mission.

This audience seeks:

• A sense of personal mission.

• A sense of achievement.

• A sense of belonging.

• A sense of stability.

• A sense of fair compensation.

In sum, when these values are shared, the organization prospers and employees thrive.

Thriving together: This alignment allows us to create a good fit for our organization. When there is this type of alignment, we promote a shift in the way that employees understand their employment experience, from:

• Being employees to being partners.

• Having a job to choosing a vocation.

• Individual efforts to individual accomplishments.

• Personal beliefs to shared purpose.

• Working to flourishing.

Regulators, Health Policy Leaders, and LegislatorsMessage

The following message could be used for tactical targeted communications with regulators, health policy leaders, and legislators.

Nonprofit—“As a nonprofit health plan, we are driven by a commitment to the highest principles of medical practice, and health maintenance and improvement, not financial return to public stockholders.”

Communities and Community-Based OrganizationsMessages

The following messages could be used for tactical targeted communications with communities and community-based organizations.

Nonprofit —“As a nonprofit health plan, we are driven by a commitment to the highest principles of medical practice, and health maintenance and improvement, not financial return to public stockholders.”

Community Involvement/We Care—“We work in our communities and around the world, giving our time, resources and expertise to make this a better, healthier place to live.”


How to make it sing

The following guidelines will help you make your communications easier and more enjoyable to read, and make it more compelling.

Communicate the most important points in the headlines and subheads

Well-written headlines and subheads that focus on important features and benefits make it easy for your target audience to quickly grasp what you’re trying to communicate.

Connect headlines and subheads logically to the copy that follows

Copy should expand upon the premises you’ve set up in heads and subheads and provide additional information that is meaningful to the reader.

Use graphic treatments to break up large blocks of copy and help arrange content

Large blocks of copy are easier to read and understand when broken up by subheads, bullet points, sidebars, columns, and other graphic treatments. Graphic treat-ments also make copy more interesting to the reader’s eye and provide multiple “points of entry” on the page.

Advance smoothly from one paragraph to another

Transitions from paragraph to paragraph should be smooth and logical so that your reader doesn’t have to stop and figure out what the connection is between one thought and another.

Vary sentence lengths to give animation and rhythm to the copy

Propel your sentences with energetic verbs. Use sentences of varying lengths—including extremely short sentences—to animate the rhythm of the copy and make it more plea-surable to read. It is even OK to occasionally use sentence fragments in marketing copy and ads.

Complement your copy with a well-designed layout

For readability, graphic design is just as important as well-written copy. Writers, editors, and graphic designers should work together to ensure a strong connection between verbal and visual messages. Refer to the Kaiser Permanente Graphic Standards at http://brand-identity.kp.org for brand design guidelines.

Tips for Compelling and Effective Copy

TIPS FOR COMPELLING AND EFFECTIVE COPY l 21

Marketing

Brand Voice Guide