NUVISTA HEALTHCARE

NU VISTA

Post-acute rehabilitation, cardiac care, assisted living, memory care, independent living and comprehensive home care.

INDUSTRIES

INDUSTRY LANDSCAPE:

With today’s changing healthcare delivery models, innovation and disruption are essential for sustainability. Objective, connected care without fragments and silos that provides effective and efficient care through coordination and accountability.

IDENTIFYING INDUSTRY OPPORTUNITY

Path physiology, treatments, and medical nutrition
Therapy standards of practice
Physician adoption of EHR
Improve the GAP by implementing technology in to the environment of care
Improving the patient experience
Strengthening the relationship between provider, patients and families
Identify and remove barriers to health literacy
Transitional patient care
Connected care among care providers

We identified and brought dimension to the target markets by developing a platform that combines insights into consumer segments, industry shifts and their point of integration with care providers. Developing industry models, we pioneered new, innovative and interactive approaches to translate new concepts. We implemented simplified consumer empowering methodologies that engaged providers across an entire episode of care.

ACO Accountability Model

Care Episode Risk Shift Model

Transitional Model

Unified Care Cutlture Model

Fragment Model

Coordinated Episode of Care Model

CHALLENGES:

INDUSTRY MARKETING CHALLENGES

Never seen before concepts
Transitioning a standardized perception
Targets being skeptical towards technology
Healthcare reform having everyone confused and disengaged
Bridging technologies between providers
Appropriately articulating a complex vision and getting the buy-in from investors and stakeholders
Creating a brand that moves away from all stereotypes
Changing the poor perception of post-acute care and assisted living industry

BRAND MARKETING CHALLENGES

Creating and marketing a brand based on never seen before concepts in an industry with many negative stereotypes
Changing brand perceptions that entirely move away from traditional healthcare delivery, while at the same time maintaining consumer confidence, buy-in and trust
One of the main focuses was the incorporation of a technology platform that coordinates and interconnects everything digitally. Though that is the ideal of the care delivery shift and greatly improves care outcomes, it was a challenge since the target demographic is more comfortable with traditional means of care
Articulating to and enabling investors, employees, stakeholders, partners and the consumer to understand the concept and importance of the new care delivery model
Designing visual business models that connect care in direct relation to payers & payees, while building confidence in the new concept
Creating a brand that will articulate the concept and how it is different from traditional care delivery
Market a patient experience, that has never been seen before

COMSUMER MARKETING CHALLENGES

Patients did not know what to expect and had no comparison
Patients were confused about transitional care concepts
Patients were not proactive and confident in preconceived care delivery
Caregivers and family members felt helpless understanding care paths
Patient engagement and education was low

Nu Vista Final proof

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STRATEGY AND IMPLEMENTATION

Patient empowerment
Patient education
Simplified pathways for patient navigation
Connected care between providers
Strategic partners for market disruption

This product is the best and most advanced in the industry. By marketing to the correct segments, empowering the consumer to demand better and by educating on standards of care delivery, we gained market share being the only provider to meet these demands. Once the brand had been established, proven patient outcomes spoke for themselves. We found creative and interactive ways to convey results to decision makers including patients, caregivers and care providers.

Engaging patients & caregivers:

• Shaped consumer perception through industry education and brand awareness efforts, allowing patients to understand a new standard of care.

• Gave presentations at residential communities, to further consumer education and providing residents with the opportunity to experience a snapshot of the brand and interact with representatives developing trust and a better understanding of the brand, culture and experience.

• Created an innovative brand that is a recognized industry “game-changer”, reflecting this message within marketing efforts and environment of care elements.

• Successfully implemented an employee culture that reflects the brand promise, also empowering staff as front-line sales leaders.

Engaging industry partners and stakeholders:

• Attracted investors through effective articulation of industry models showing uniquely positioned opportunities.

• Effectively created co-branded efforts with industry partners that included writing industry analysis reports and white papers.

• Effectively articulated, pioneering care delivery models and integrated technology to consumer.

• Retained and marketed increased efficiency and patient outcomes, bringing value to partners through connected care delivery models.

• Developed stakeholder relationships enabling the evolution of new products and concepts for care delivery.

MESSAGE, inspired living. Getting healthy in the most effective and efficient way.

CORE POINTS OF FOCUS TO BASE THE BRAND AROUND

Care providers and caregivers:

Patient centered care
Transparent & interconnected care delivery
Best patient outcomes with decreased length of stay
Continued care models to ensure long-term results
Patient engagement
Patient experience
Care team culture
Coordinated relationships for complete care delivery

Environment of Care:

Advancing the environment of care
Systems integration brings operational efficiency
Converged systems that enhance care delivery
Care coordination through technology
Embracing technology to create an advanced, fully integrated post-acute care system
Empowering the organization through the consistent use of a “Balanced Scorecard” (Best Practice & Outcome Metrics reporting system) that integrates a unique strategic approach and performance management system
Embracing “Culture Change” throughout the organization to enhance the quality of life and outcomes for our patients, staff, and families
Leveraging the use of “Technology” to create competitive advantages through improved efficiencies, accuracy and satisfaction for patients and providers.