Fizzle to Dazzle
Repositioning the company to directly align with nurse-owners’ overriding concern for patient care generated a remarkable and an almost immediate reversal of fortune. The actual service and pricing remained completely unchanged.
The entire HealthCareFirst organization stopped thinking about nurses, and began thinking like nurses. Operating efficiencies and improved billing became the means to fund the care patients deserved rather than a threat to that care. The scorned mobile application was suddenly welcomed; with less travel time between patients, nurses would have more time to spend with patients who needed extra care. Once they started using the application, nurses were willing to see reduced paperwork as another gain for patient care.
Suddenly, HealthCareFirst was wearing a white hat. Nurse-owners embraced an offering that allowed them to provide improved care to patients within the confines of complex Medicare reimbursement policies.
Making the effort to understand the real motivations of their clients changed everything without changing that much. With new positioning, the exact same product with the same economics went from strikeout to homerun. The entire company benefited from the resulting market success and felt energized by the knowledge they were supporting the dedicated work of the home health agencies. The marketing strategy was the catalyst for becoming a true partner of home health agencies and supported a series of acquisitions that turned HealthCareFirst into a market leader in a highly fragmented industry.