A surgicalist treats urgent needs with an innovative model of hospital surgical care. This groundbreaking model is gaining attention for the results that it produces and the heightened patient care it enables. A Lutz-based practitioner, the owner of Lutz Surgical, approached HCP with the surgicalist concept and aspirations for growing both his practice and his network.
The Surgicalist Group marries local surgicalists with leading-edge hospitals to help the hospitals provide the type of responsive and expert acute surgical care that patients both desire and demand. Surgicalists represent a new means of Emergency Department (ED) surgical staffing. These individuals receive the same training and education as traditional surgeons, but their time is dedicated solely in the ER as opposed to being divided between the hospital and the surgeon’s private practice.
As an initial step, HCP’s research team sourced patient statistics and upon analysis was able to produce a series of advantages of the surgicalist model versus the traditional surgeon model. These advantages included better departmental workflow, better patient care, and a better bottom line for hospitals in response to the growing demands placed on hospital administrators than the traditional model.
With a basis of understanding the results of the model, the team then pursued information on the existing competitors. Through a comprehensive competitor analysis, HCP was able to make recommendations for brand positioning. An analysis of marketing opportunities then helped to pinpoint publications as well as industry events that would offer the client exposure to key hospital administration decision-makers as a means of raising awareness of the model and its benefits.
Brand positioning was a crucial element in the process of going national. Based on the research conducted by HCP, decisions were made on every element from logo design to the brand positioning statement. Given the client’s interest in raising the company’s national profile as well as in bringing in practices to enhance patient coverage, the team developed a parent brand under the name of The Surgicalist Group.
With the brand in place, the team rolled out a 12-month plan for TSG, from advertisements to speaking engagements to attending events. Each expenditure was vetted for the audience involved, presence of competition, and opportunity for engagement with decision-makers.
All stages of research built upon each other sequentially, ultimately allowing for full roll-out on a national stage. The pragmatic approach to brand development, and involvement by the CEO in the plan roll-out, aided The Surgicalist Group in entering the national market with a strategic plan well-situated for success.