St.LukesHealth had some really great stories, ideas and new products to share with their customers, but were missing a cohesive blueprint plan to action those ideas. They lacked the ‘when and the how’. Like banks, health insurers have pretty much everyone as a customer. In St.LukesHealth’s case, they had great educational content as well as product initiatives and service innovations tailored to specific customer segments. But those customer segments were wildly different – not only in age, but also interests, healthcare needs, location and the way they consumed content.
Firstly, we needed to understand the business, and what made the business such a unique and much-loved Tassie brand. That meant spending time on the ground with the St.LukesHealth team to really understand what were the biggest challenges ahead for the various stakeholders including IT, Business Development, Customer Service, Marketing and the leadership team. This helped to ensure that that there was goal alignment within individual business units and support from everyone in the company, rather than solely seeing things from the worldview of the marketing department. If a strategy is going to work, an organisation needs to be ‘all in’ – and that starts with everyone being consulted from the get-go.
Our solution was to create a strategy that started with the business objectives and worked backwards from there – how could we help St.LukesHealth achieve those objectives through content? We also understood that the successful adoption of the strategy had a much better chance of success if we outlined a series of achievable (realistic) milestones on the path to successful implementation and beyond. And those milestones needed to be measurable as a barometer of success during and post implementation of the strategy.
We delivered a strategy inclusive of a number of key recommendations, factoring in St.LukesHealth current digital assets like the website, and how best to use new innovative digital assets being developed to engage and educate their customers. It was a comprehensive project that left no stone unturned, but delivered a plan where everyone in the business could see how they could contribute to the Big Picture – both now and the future.