John Isitt, Resonant Media Changing the game: positioning your charity to succeed in the new health service market conference www.charitycomms.org.uk/events

1. Marketing to the NHS
Masterclass
28 November 2012
John Isitt, director
Alison Philips, new business lead

2. The next 45 minutes
1. Introductions and why you are here today
2. About us - a brief take on the problem
3. Four points - Three key questions
4. The role of the marketing communications function
5. Discussion (throughout)

3. Introduction and
Why you are here

4. About us
We are a specialist marketing and communications consultancy working in the health
sector. We put creativity, consumer insight and value for money at the heart of all our
work, to inspire people and deliver real change for our clients
Measuring
Achieving value for value for
money through a money with a
Using our marketing forensic focus on
expertise to deliver focus on
quality of delivery outcomes
value for money in:
•Consumer and market •Objective
•Behaviour change insight evaluation
•Information and •Business to business
publications •Quality
marketing (patient/user
•Marketing and branding •Integrated marketing - experience)
digital and offline and cost
benefit

5. Process supporting creativity and outcomes

6. The problem...
Marketing should Not here
start here
Problem Scoping Development Delivery Outcome
Customer insight
Co-production

7. Marketing as part of the NHS challenge
Cost area Behaviour change
Unnecessary/inefficient use of existing Education, information to enable citizens/patients/
services service users to make better decisions
Enabling organisations to / patients / service users to
Developing new services and business
take more responsibility over how they use, interact
models and different ways of doing things
and get involved with services
Empowering citizens / patients / service users to take
Preventing service demand in the first place -
control of their own lives and promote self-
Upstream prevention and early intervention
management

8. Four points
1. Musical chairs
2. New organisations
3. Money
4. Different sectors, different strokes

9. Three key questions
1. What are your objectives?
2. Who are you trying to reach?
3. Why should they care/what’s in it for them?

10. Musical chairs

11. Musical chairs
• Relationships may not be enough - note of organisational structure, role and
function
• No room for pet projects - will your business case survive HR changes?

12. New organisations; new priorities

13. New organisations; new priorities
• Eating the elephant - the NHS is not monolithic
• Not just ‘public sector’ - what other organisations are carrying the NHS brand?
• Which ‘partners’ are you willing to work with? Who would be your ‘Accountable
Lead Provider’?
• You know why they should care, but do they? What does the ‘Mandate’
prioritise?

14. Money

15. Money
• ‘Nicholson challenge’ - leading to New ways of doing things (Integrated care)
• Be realistic - the financial squeeze will go on long after 2015
• Productisation
• Entrepreneurialism
• Evidence base

16. Different sectors, different strokes

17. Different sectors, different strokes
• Is there a language barrier?
• Innovation and disruption
• Patient experience

18. Your comms and marketing function
• Is there a clear flow from your business/commissioning/partnership teams to your
comms/marketing team?
• Do you see marketing as a senior leadership and management function? In
which case is there always a marketing perspective round the table right at the
start of strategy development?
• Do you have the right resource, skills and experience mix?

19. Final thoughts
Don’t overlook your inherent strengths that the NHS is looking to borrow
• Patient voice
• Local understanding
• Emotional resonance
• Agility
• Bravery, innovation and disruption

20. Thank you
John Isitt (john@resonantmedia.co.uk)
Alison Philips (alison@resonantmedia.co.uk)
020 7498 8055
www.resonantmedia.co.uk