Johnson & Johnson Medical
How do you realign a collection of brands under one powerful group banner?
- Brand Research & Diagnostics
- Brand Architecture Management
- Mergers & Acquisitions (M&A) Strategy & Advice
- Culture Change & Employee Value Proposition (EVP)
Johnson & Johnson Medical (JJM) provides medical products and technology for a range of strong franchise brands such as Cordis, DePuy, Ethicon, and Ethicon Endo-Surgery — all with different customers, heritages, market positions, and competitors. The outcome was clear: we needed to help JJM and their collection of brands realign under one powerful group banner — a banner that clearly positioned them as the leader in their field.
Consolidating ambition and purpose
While the franchises are often the lead customer-facing brands, JJM is the lead brand for payers and providers, current and potential employees, the community, and suppliers.
The marketplace was changing, and it was time for JJM to step forward and be seen as the global leading brand in the medical field. Several key questions needed to be answered: What is the role and complementary stance for JJM and for each of the specialty brands? How do we develop meaning around the philosophy ‘Restoring the joys of life’ inside the organisation? How does this translate to an external value proposition that complements individual brand stances?
Restoring the joys of life
The solution lay in discovering and articulating JJM’s brand architecture model. Together, we developed a ‘Mentor Model’ that allows each brand to exist with separate logo and name, but aligns with the Masterbrand’s purpose, personality, values, and behaviours.
From there, we developed a powerful strategy, employee value proposition (EVP) and customer value proposition (CVP), and followed with the culture change strategy and inculcation plan that was integral in defining JJM’s purpose, helping to re-engage staff and reflect the external stakeholders needs and structure.
The strategic thinking was bought to life through a brand book, driving brand idea and communications material.
The spirit of &
The restructure and realignment of the JJM brands under one Masterbrand structure achieved the desired outcomes, including alignment and renewed focus of both the internal and external audiences.
This, in turn, allowed for realignment of master sales relationships, product development, and negotiations that better match the sector needs.
The aligned internal brand increased employee engagement and innovation across the organisation. The target for increasing local product innovation and service delivery were exceeded.
The aligned external brand increased loyalty and desirability from both customers (medical professionals and the buyers) and their patients.
JJM has continued to go from strength to strength, and the local region has since taken on increased responsibility and achieved their desired growth.
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