Hospital branding in Italy: A pilot study based on the case method

Abstract

The article investigates if, and in affirmative case how, Italian hospitals are managing corporate brand communication. Thanks to results of qualitative research, this article offers insights on Italian hospital branding. The pilot study based in the case method is to be considered a starting point for wider investigations on this topic, and it is useful for managers and practitioners who want to understand the role of corporate brand in hospital communication management and to connect health care professionals with the audience in a meaningful way in those countries in which the health care system is a mix of both public and private institutions.

La promoción de la marca hospitalaria a través de la comunicación interpersonal que mantiene el profesional de la salud en las redes sociales

“…La implementación de iniciativas de comunicación interpersonal, interna y externa tiene como objetivo principal promover la imagen de marca del hospital entre sus distintos stakeholders (Medina, 2011). La marca corporativa representa distintas cualidades tangibles e intangibles que aportan a la organización un valor añadido, el cual influye positivamente en la imagen que los stakeholders tienen sobre la organización (Esposito, 2017). En el caso de un hospital, la marca no hace referencia únicamente al nombre de la organización, sino también a todas las experiencias vividas por el paciente cuando acude al hospital, así como al cumplimiento -o no-de las expectativas que este tenía sobre la promesa corporativa de la organización (Wang et al, 2011).…”

Online reputation management by cancer hospitals: A systematic literature review in the USA and Spain

“…Hospital branding constitutes a strategic communication initiative because it allows organizations to become credible companies and improve their internal functioning (González-Pacanowski; Medina-Aguerrebere; Medina, 2020). The following five realities justify this statement: (1) promoting a brand influences the emotional link established between patients and health professionals, as well as their communication relationships (Kemp;Jillapalli;Becerra, 2014); (2) thanks to branding campaigns, hospitals can integrate human values into their business logic and change the organization as well as its main medical services (Kotsenas et al, 2018); (3) branding campaigns are directly related to health education, which reinforces the credibility of hospitals as a source of medical information (Kotsenas et al, 2018); (4) thanks to branding, patients are more willing to share their opinions, and therefore hospitals can improve the quality of their healthcare service (Wu, 2011); finally, (5) branding initiatives activate a positive "word-of-mouth" effect, which helps hospitals to recruit new patients, employees, and investors (Esposito, 2017).…”

Stakeholders’ participation in hospitals’ branding initiatives on social media: a proposal model for building collective brands

“…Hospitals interact with many external stakeholders as for instance media companies, public authorities, clients and suppliers (Mira, Lorenzo, & Navarro, 2014). For this reason, they need to implement a professional approach when managing these stakeholders, which involves creating a corporate communication department, recruiting experts in branding and communication, and implementing an annual communication plan (Esposito, 2017). Hospitals constantly analyse all stakeholders' attitudes and behaviours and identify new opportunities for establishing a corporate dialogue with them (Moser & Greeman, 2014).…”

“…Hospital's brand is an intangible asset which helps all corporate communication initiatives be coherent in order to efficiently influence stakeholders' perceptions (Medina Aguerrebere, 2015). According to Esposito (2017), brands disseminate tangible and intangible elements leeting the organization to create an added value appreciated by their stakeholders. Hospital's brand refers to names and logos, but also all patients' experiences and expectations about medical services, employes' attitudes, internal functioning, etc.…”

“…Building a reputed, credible and innovative brand constitutes a priority for the Corporate Communication Director, but also for all the hospital's stakeholders, who should actively engage with this collective process (Zerfass & Viertmann, 2017). Hospital's employees must lead a branding revolution allowing the company to improve its reputation and credibility and reinforce its strategic postioning in the market (Esposito, 2017). Building a brand in a collective way constitutes a 132 // Medina Aguerrebere, González Pacanowski, & Medina challenge, but also a strategic opportunity to adapt the company to all stakeholders' perceptions, and improve their engagement with the company's global goals (Owusu, Osei, & Abban, 2014).…”