1

TEAM 8, E-CONCEPT DEVELOPMENT, SEMESTER 2, PROJECT 1A, GROUP 3SOLUTION STRATEGY DOCUMENT

6TH OF MARCH

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Table Of Contents

1.0 INTRODUCTION............................................5 1.1 Client goal.........................................................5 1.2 Problem Area...................................................5 1.3 Problem Formulation......................................5 1.4 Limitations........................................................5

2.0 METHODOLOGY.....................................5

3.0 ANALYSIS.............................................6 3.1 Competitor analysis - Benchmarking..........6 3.2 Brand Audit......................................................7 3.2.1 Background about the brand.....................7 3.2.2 Background about the industry...............7 3.2.3 Consumer analysis [motivation, trends, needs, perception, behaviour]................................8 3.2.4 Brand inventory............................................8 3.2.5 Brand Archetype...........................................9 3.2.6 Paid, owned, earned media audit.............9 3.2.6.1 Paid Media..................................................9 3.2.6.2 Owened media..........................................9 3.2.6.3 Earned Media...........................................10 3.2.7 Sum up of Brand Audit and recommenda-tions............................................................................10 3.3 Target group....................................................11 3.3.1 Target audience description.....................11

4.0 SOLUTION..........................................11 4.1 Message...........................................................11 4.1.2 Website........................................................11 4.1.3 Blog..............................................................11 4.2 Social media....................................................12 4.2.1 Social Media Activities..............................12 4.2.2 Social Media Advertising..........................12 4.3. Direct Marketing Campaign.......................13 4.3.1 Event Sponsorship.....................................13 4.3.2 Email marketing.........................................13 4.4 Measure Your Heart Rate with an App.....13 4.5 Launch Plan....................................................14

5.0 CONCLUSION.....................................15

6.0 LITERATURE LIST..............................16

6.0 APPENDIX..........................................18

Katrina Aaslaidkatr918d@stud.kea.dk50179723

Sarolta- MáriaAmbrus saro0063@stud.kea.dk+40746034768

Simona­ AlexandraLazeusimo097x@stud.kea.dk91963856

Rihards Savickisriha0088@stud.kea.dk42911095

Dovile Montvydaitedovi0011@stud.kea.dk42414979

Lucia Evelyne Popaluci0311@stud.kea.dk71523717

Joosep­Arrojoos0041@stud.kea.dk50107406

54

Executive­Summary Falck Healthcare is the leading provider in Den-mark for healthcare within prevention, treat-ment and rehabilitation. This document consists of a communication strategy to transfer Falck Healthcare into the digital environment.

Falck Healthcare has around 80 percent of the market in Denmark but their competitors are more agile and innovative thereby being a threat in the future development, that counters the digitalization of healthcare solutions.

The solution is created by keeping in mind Falck Healthcare’s values and their competitive advantage of being the market leaders. The communication strategy embraces the brand website optimization, Social Media implementa-tion, blog, event marketing and google ads.

A very important part of the strategy is to com-municate the brand’s messages consistently throughout all the communication channels. To achieve the consistency we have defined 4 core messages (that are closely related to Falck Healthcare’s values) that has to be present in every platform Falck Healthcare is using.

Digital solutions are not yet rooted in the Danish healthcare market, therefore by being among the first ones to have a fully integrated digital solution would give a competitive advantage.

1.0­Introduction1.1 Client goalFalck Healthcare wants to create a communica-tion strategy to improve relations with current customers and attract new leads by delivering a consistent message throughout the digital platforms. The solution must align with Falck Healthcare’s values.

1.2­Problem­AreaFalck Healthcare is currently Denmark’s largest-provider of health systems within prevention, treatment, and rehabilitation1. The fact that the company does not know how to provide digital healthcare solutions for their customers, poses a problem for the planning of effective commu-nication strategies. Although Falck Healthcare has a national geo-graphic coverage of 80% of the market, other small competitors are getting ahead and are be-ing more agile in developing an online presence. By keeping up with the market tendencies, Falck Healthcare could inform current customers and potential new ones on why they should invest in healthcare systems. Additionally, building a dig-ital solution could improve the communication between the employees and the health industry professionals and generate new leads.

1.3­Problem­FormulationIdentify factors that will lead the group to the digital communication strategy:•Identify the target group (attitude and be-haviour)

•Analyze competitors’ digital solutions and help Falck Healthcare differentiate themselves to gain competitive advantage.

•Evaluate the existing digital solution and sug-gest recommendations

•Identify a clear message to communicate

•Identify relevant communication channels1Client Brief Slides (p. 13)

1.4 LimitationsDuring both research and project the group is not allowed to contact customers, professionals and/or Falck employees regarding the digital communication strategy2.

2.0­MethodologyThe solution is based on competitor analysis, brand audit, digital communication audit and target group observation. To gain insights for the solution part, the following methods and tools were used:

BenchmarkingBenchmarking is the process of comparing one’s business processes and performance metrics to industry bests or best practices from other industries. Dimensions typically measured are quality, time and cost. For this project’s purpose we have chosen to benchmark companies on their communication expertise.

Brand AuditIn order to have a clear understanding of Falck Healthcare’s external communication strategy it is important to conduct a brand audit analy-sis. The audit is based on desk research and on a market report analysis entitled “Healthcare providers in Denmark”3.Along with the Brand Audit the group used Brand Archetypes - a tool that facilitates the as-sociation of human characteristics with a brand. This provides a better visualization of how Falck Healthcare can simply be perceived. Lastly, it is essential for the group to understand and describe the content approach that is to be used for Falck Healthcare’s communication strat-egy. For this, the group used the Paid, Owned, Earned Media analysis.

2Client Brief Slides (p. 5)3Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com

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3.0­Analysis

3.1­Competitor­analysis­-­Benchmarking­

Falck Healthcare is the leading provider of occu-pational healthcare on the Danish market. This is what they are trying to show with their image and communication methods.Therefore Falck Healthcare is being chosen as the main source of comparison.

Falck­Healthcare­“We are always there” Falck Healthcare’s slogan “We are always there”, can also be seen as a strong and precise com-munication message reflecting their dominant position.

Even though their slogan states that “We are always there”, they seem to lack the presence in some fields, such as Danish social media chan-nels. Though Falck as the company itself is pres-ent on Facebook and LinkedIn, the Healthcare department is not. As opposed to their compet-itors, they also seem to lack any kind of a mobile application.

Falck Healthcare follows six core values to com-municate their message to the clients: reliable, accessible, fast, helpful, competent and effi-cient4. Their website seems to follow all of their core values by providing a way to book times online, get information on the site, around the clock hotline number, easy to grasp user experi-ence, and has no cluttered information.

DoctorService­“Treating you right”Their slogan is “Treating you right”, which comes from the fact that they work both with public and private hospitals, this way the clients have a quick access to the right treatment. Their main values are similar to Falck, by also stating that they are fast, helpful and efficient5.

Clients have an access to doctors and nurses 24/7 by phone. One of their main goals is fast treatment, but when looking at their Facebook,

Linkedin and Twitter page there is no activity, they are not focused on online presence at all. This definitely creates some sort of a barrier in the communication.

SOS International “Always on”SOS International, an emergency assistance company, offers services within worldwide medical and travel assistance, healthcare ser-vices and roadside assistance. Their tagline is “Always on”. SOS tries to be very personal and they come across as a company that you can rely on any time. They state that they are responsive, advanced, caring and they take pride in making their customers perform even better6.

Unlike Falck, they have a Facebook page that they use actively, SOS provides their follow-ers facts and relevant information about their company. Their communication is very friendly and compelling. SOS also has a LinkedIn profile, Twitter account and mobile applications. They communicate with their partners and customers through mail, website and portal that is inte-grated into their systems. Personal meetings play a very important part of the communication as well.

Prescriba “We healthcare”Prescriba takes pride in their views of both men-tal and physical health being very important for the well being of an individual. They also em-phasize on their personal approach by keeping a close dialog with each customer.

While they also lack a presence on social media, they do have an online health calculator for their customers, which are there to guide and give action-oriented advice. On their website they are also distributing their digital magazine which includes articles and videos about health and fitness. Prescriba even offers online consulta-tions, which suit their personal approach to the customers.

SummaryAll the companies provide the best care pos-sible for their customers even though they all have different approaches when it comes to communication. Falck already has a very high position on the market and a very professional image7, but they lack communication on Social Media, which makes them seem more private. SOS International however uses social media a lot, they still seem professional, but have a more friendlier vibe. For a more visual understanding, the positioning map can be found in the appendix, page 17.

3.2 Brand Audit3.2.1­Background­about­the­brandFalck Healthcare is known as Denmark’s larg-est provider of healthcare services within the private sector. Since 2005 the company started operating independently of Falck8 . Their entire service consists of physical and psy-chological health, which is unique among their competitors. Their healthcare schemes include prevention, treatment, and rehabilitation9. There are a number of ways in order to have access to Falck Healthcare’s services, such as pri-vate subscriptions, pension companies, job-relat-ed schemes and/or the public sector.Falck Healthcare has a national coverage of more than 2 million Danes yearly through their Employee Assistance Programs (EAP). Their cus-tomers can be treated in more than 120 health clinics across Denmark10. In terms of financial growth, the company has recorded revenues of 1,043 DKKm in the fis-cal year of 2013, an increase compared to 929 DKKm in the preceding fiscal year11.

7Client Brief Slides (p. 9)8Healthcare providers in Denmark market report analysis

conducted by Marketlineinfo.com (p. 21)9 Client Brief Slides (p. 18)10Client Brief Slides (p. 17)11Client Brief Slides (p. 13)

3.2.2­­Background­about­the­industryAll Denmark’s residents who have a civil registry number can benefit from the public healthcare system12. However, when it comes to the private healthcare market it is important to consider the following aspects:First of all, the consumers and the insurers are the ones who contribute financially to the pri-vate hospitals’ funds. If, for example, a private hospital loses an important contract with a health insurer, it can affect its revenues growth. Thus, the buyer power is strengthened by the health care providers who have the influence over the products and the services they want to deliver13.

Second of all, the degree of rivalry between dif-ferent healthcare providers is also increased due to the size and the number of health care play-ers who enter the market14. By providing similar products and services makes it difficult for the healthcare providers to differentiate themselves within the industry.

Thirdly, the supplier power is increased due to the constant need for healthcare providers to have top quality products and equipment. In this way, suppliers have the advantage of raising their prices, knowing that the health care pro-viders are unlikely to reject the products15.

Lastly, the level of possible substitutes which include alternative medicine and therapy is de-creased. This is mostly because the benefits of using these forms of medicine are not scientifi-cally proven16.

12Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)13Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)14Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)15Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)16Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)

4Client Brief Slides (p. 10)5http://doctorservice.dk/erhverv

6 https://www.internationalsos.com/en/mission-and-val-ues.htm

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3.2.3­Consumer­analysis­[motivation,­trends,­needs,­perception,­behaviour]Outpatient and long-term care are the most popular categories in providing healthcare17. The healthcare industry products and services are similar thereby a differentiating factor can be the quality of their services. Due to the fact of low possibility of backward integration among the customers healthcare companies are more likely to control the market18.

FALCK SOS Interna-tional

Doctor­Service Prescriba

POD­[points­of­difference]

Communication Channels

Website, Direct Marketing, Sales force, News-letter (coming soon)

Mail, website and portal that is integrated into their sys-tems, personal meetings are a very important part

Website, phone Website, phone, health calcula-tor

Message We are always there

Always on Treating you right

We healthcare

Values reliable, accessi-ble, fast, help-ful, competent, efficient

responsive, ad-vanced, caring, inside - take pride in making our customers perform even better

care, safe navi-gation, coordi-nator function

emphasis on the personal contact with the customer

Social Media the only one with Youtube

Interaction only with B2C in Facebook and LinkedIn

Inactive Linke-dIn, Facebook and Twitter

Digital Maga-zine

Mobile Appli-cation

In process Rode Kort in DK, 3 interna-tional mobile applications : SOS Assistant, SOS Tracking and SOS Busi-ness Claims

No application No application

POP­[points­of­parity]

Everyone is available 24/7 by phone [Psy-chologist advice for Falck]

Provide similar services

Keeping up with the medical trends

Most of the communication channels are offline

3.2.4­Brand­inventoryPOP’s and POD’s - Their comparison provides a clear insight of Falck’s position within the com-petition differentialities. The criteria choice used for this table includes 5 different param-eters and also similarities. The major contrasts refer to the Social Media mobile applications in which Falck Healthcare has the lowest activity.In terms of rivalry, all the companies are providing similar products thereby, a way to get ahead of everyone is to create a differentiated communi-cation strategy.

17Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 8)18Healthcare providers in Denmark market report analysis conducted by Marketlineinfo.com (p. 12)

3.2.5­Brand­ArchetypeA useful tool to achieve a humanistic tone of voice throughout their communication strategy is by developing a Brand Archetype. This tool compares a brand image with human character-istics and gives life to a brand.The chosen characteristics for Falck Healthcare are “Defender’’, ‘’Servant’’ and ‘’Innocent” that stand for their service of helping other people and by always doing the right thing, creating a simple and pure life19. These qualities fit Falck’s core message “We are always there” and with their values of being fast, accessible, efficient and competent. To ease the task, and keep the tone of voice constant each publication has to be created looking from the perspective of “De-fender”, “Servant” and “Innocent” roles from the brand archetype.

3.2.6­Paid,­owned,­earned­media­audit­4.3.6.1­Paid­MediaSearch­Engine­MarketingDuring the desk research we have searched on Google for different key phrases related with private healthcare in Denmark and no advertise-ment appeared. That is why we have concluded that Falck Healthcare is not present as an adver-tiser on search engines.

Direct­mailAs stated at the client brief Falck plans to start a direct marketing campaign, but no informa-tion about previous efforts or results were mentioned. Direct marketing is a good channel to send communication materials because no previous permission is required20.

Advertising­on­social­media­platforms­In the last few years, social media expanded a lot with more and more professionals spending time online21. Furthermore, social media adver-tising can benefit one’s communication efforts being highly targeted and measurable.

19Defining your company’s archetype report by forty.co20Foundations of Marketing, Direct Marketing section (p. 264 -266)21http://mashable.com/2014/02/13/linkedin-social-me-dia-study/

Regarding Falck Healthcare no advertising was seen during our desk research and the brief does not mention anything about it.

3.2.6.2­Owened­media­Website­and­landing­pagesFalck Healthcare owns a website that serves as an information and a booking platform. The website is clean and aligns with Falck’s branding, but the home page and the category pages are poorly SEO optimised22. In addition, we found out that they use landing pages to promote products and to build trust about their ser-vices23. On this landing page the communication is focused on case studies and rapid reduction of expenses.

One of the landing page includes a calculator (appendix image 2, page 18), which helps com-panies see how much money they can save per year by reducing sick leaves for at least 1% from one employee. As the calculator shows, if the average salary in the company is 30 000 DKK per month (360 000 DKK per year), reducing 1% of sick leave will save company 6 000 DKK per year. For companies with over 150 employees, this number gets really significant leading to mil-lions of Danish krones saved per year. All this is a rapid and direct reduction of expenses for companies24.

Moreover, Falck Healthcare has another on-line presence via Previasundhed website. Previasundhed is a company Falck Healthcare bought and connected to their brand in 201025. By doing this, they have left their online pres-ence on that website unmonitored. The Pre-viasundhed website is in a poor quality (appen-dix image 1, page 18) considering Falck brand recognition and brand identity. This might harm their online presence.

22http://www.falck.dk/healthcare/23 http://www.healthcaredanmark.dk/sundhedsordninger.asp24http://www.healthcaredanmark.dk/sundhedskalkulator.asp25http://www.previasundhed.dk/om-previasundhed/pres-se/alle-nyheder/Falck_kober_previa

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Email­marketing According to the brief, in the next month the company will launch their first email marketing campaign, which is one of their digital marketing tools.26

This campaign will enable Falck Healthcare to engage in one-way communication either with their potential customers who ordered their newsletter or with current customers who would like to be updated with useful infor-mation about their products. In this way Falck Healthcare could communicate about their spe-cial offers, new product announcements or add ons directly.

Social­Media­PagesFor Falck Healthcare social media could be an efficient tool to prove their competence and communicate theirs expertise.

By checking the most popular social media platforms, we discovered a lack of consistency whitin social media. We have identified a Linke-dIn and a Facebook page on Falck’s Healthcare name, but none of them is up to date.

BlogA company blog is an excellent tool to build social presence, prove expertise, generate leads and improve the overall online presence, but Falck Healthcare doesn’t have one.

Print­(brochures)Falck Healthcare uses two different types of brochures to inform people about their services and the company itself. The English version of the brochure has general information abou Falck while the Danish brochure has more info regard-ing the services they provide under the Health-care department. The Danish written brochure is mainly targeted towards the employees of the potential customers to understand better what they can benefit from the Falck Healthcare.

26Client Brief Slides (p. 29)

AppsAs stated in the brief, the company started to build an application that aims to improve the communication between users and profession-als and generate data to measure the efficiency of healthcare services in a company.

PR­(press­releases)The last press release presented on Falck’s Healthcare website is from May 2011. The company had more than 15 press releases within one year - May 2010 to May 2011- but the group does not know for sure if any other com-munication with the press.

3.2.6.3­Earned­MediaSocial­MediaAs Falck’s Healthcare social media presence is very low, the group can say that their social me-dia reach and engagement are close to zero. The company does not take advantage of the earned media either.

Word-of-MouthNo structured word-of-mouth efforts were pre-sented to us.

Press­Presence­Healthcare Denmark was bought by Falck Healthcare on the 20th of May, 2011. Healthcare Denmark has been operating from 2010, and they were “second largest private provider of healthcare solutions27”

By that time, Healthcare Danmark, had clients such as Royal Theatre employees, Nyborg Mu-nicipality, Berlingske, Fredensborg Municipality and IBM among others. This gained them some publicity between 2010 and 2011. In addition, we found some articles in Politiken.dk, which can be found in the appendix,page 19.

3.2.7­Sum­up­of­Brand­Audit­and­recommenda-tions

Conducting a Brand audit and Brand Archetypes is valuable for the external communication im-provement. Firstly it gives a better understand-ing of the market and the Falck Healthcare’s position within it. Secondly, POP & POD matrix reveals the degree and parameters of rivalry. It gives an insight of where and how the current communication strategy differentiate from the competition and which communication channels are primarily used among the rivals.The group recommends Falck Healthcare to use Social Media channels to raise awareness about their products and services and maintain their B2B conversations through direct marketing. The advice is to use LinkedIn as a primary source to raise awareness and promote their services. In this way Falck Healthcare can get ahead their competitors having only one primary social media channel that is the most relevant for the target audience.

Without a more profound analysis of the tar-get audience the group doesn’t not have actual insights [due to the limitations] that prove Social Media is a priority within B2B environment.

3.3­Target­group3.3.1­Target­audience­description­Danish companies with more than 150 employ-ees;The target group is divided into 3 subgroups:- Users: the people who benefit from this ser-vices are the employees- Influencers: people who can impact the deci-sion regarding EAP provider - HR department, CFO- Decision makers: the person or the group of persons in charged to decide the EAP’s provider in company’s name, CEO/ Board of Directors

Personas, which were created to get a better understanding of the target group, can be read in the appendix page 19.

27http://www.healthcaredanmark.dk/nyheder.asp

Table 1 - Social Media Activities

4.2.2­Social­Media­Advertising­Ads are an important part of our communication strategy. The group recommends Falck Health-care to launch ads in two platforms and update them constantly during the 6 months period: Google adwords,LinkedIn

Google adwords:Google adwords platform should be used for basic Falck Healthcare promotion. As website is not optimized for SEO, it results in a part of the market not being aware that Falck has a depart-ment and provides healthcare services.

Falck Healthcare should take advantage of using Google adwords before they finish optimizing their current website. The adwords can be used to promote their landing page, which is target-ing decision makers.

Linkedin advertisement:LinkedIn advertisement would be used to pro-mote their services for companies. As LinkedIn is the main place for B2B communication, this is the effective place to market themselves and market solutions they provide, to be recognized as a professionals in the market.

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Additionally, the group recommends that Falck Healthcare should optimize their website, most of all the home page, so that it can be more detectable within the search engines. On the landing page the customers can find a calculator which can be used to check their financial bene-fits when choosing Falck Healthcare. The landing page should also have a responsive design so it can work on mobile devices to make it easier for decision makers to access this information.

4.1.2 Blog A blog could benefit Falck Healthcare’s commu-nication efforts, as a company blog is a good tool to drive traffic, build trust, prove expertise, improve SEO and generate leads. Throughout content strategy the group aims to educate prospects and current customers about EAP benefits, share case studies, relevant infograph-ics and generate leads through ebooks and whitepapers.

Our advice is to focus on valuable and qualita-tive content, based on interviews and profes-sional knowledge.

4.2­Social­media­With over 1.8 million unique visits, LinkedIn is the biggest professional networking website in Denmark. Therefore it is in the Falck Health-care’s utmost interest to be fully present on LinkedIn to reach new leads and strengthen the existing ones.

Blog posts, job offers and other relevant infor-mation would be shared on the LinkedIn wall. As blog posts are already being created it will take just a bit of extra effort to post them also on the LinkedIn wall and share them in professional groups. To keep the profile active and people in-terested, new content, according to the strategy plan, should be posted around 3 times a week. Content shared and created for LinkedIn would be educational about the EAP (Employee Assis-tance Program) and its benefits for the company and the employee.

28https://www.quantcast.com/linkedincom?country=DK

Examples of LinkedIn groups to be a part of:Healthcare Industry Professionals Group [40 thousand members]http://linkd.in/1q07ZdkManagers of Pharmaceutical and and health-care [60 thousand members]http://linkd.in/1cqukgZ Healthcare executive network [125 thousand members]http://linkd.in/NQiBMP

4.2.1­Social­Media­ActivitiesMedia Objective Message Frequen-

cyDeliv-ered to

Deliv-ered­By

Feedback­Mech-anism

Social Media

Create new leads and strength-en the old ones

More customer oriented message

3 times,MondayWednes-dayFriday

Linke-dIn wall and profes-sional groups

Falck mar-keting depart-ment

“Likes”, view count and clicks on the external links, linkedIn ana-lytics

4.0 SOLUTION

Solution overview

Based on the client brief and our gathered insights, it could be concluded that Falck Health-care is in a need of differentiation and unified digital communication strategy. Insights showed that if Falck Healthcare would not take any actions, there is a rising possibility to loose their market share to their competitors who are ac-tively developing digital solutions to make their services more attractive.

Competitive advantage would be created and their position consolidate by executing digitized solution which should include a unified message used for all communication channels, including a blog, website, social media, event sponsorship, app and a direct marketing plan.

4.1 MessageTheir current messages align with their com-pany’s values, having a very professional tone of voice. Before launching a solution plan Falck Healthcare must modify the core messages that their communication strategy can rely on. The messages should clearly state the benefits of using private healthcare solutions. Therefore the shift should be from a very brand oriented perspective to a more customer oriented one.

•Falck Healthcare is fast, efficient and is avail-able for personal improvements.•Falck Healthcare is helpful and reliable. In other words, people can feel safe while someone trustworthy is on top of the situation. •Falck Healthcare is well-qualified by constant-ly developing their competencies and working with innovative medical equipment. •Falck Healthcare is accessible everywhere (‘’We are always there’’).

These messages must be applied to all the plat-forms that will be used by Falck Healthcare.

4.1.2 Website The new messages have to be implemented on their present website. The banners that they currently display on their front page can be re-placed with the new customer oriented ones.

4.3.­Direct­Marketing­Campaign The direct marketing campaign should be a part of unified communication strategy. This cam-paign would deliver information packages about Falck’s services and as this campaign is a part of an event, packages would contain an invitation to join free massages and other relaxing services (one of the main suggestions for the events would be the DHL stafet). The package will be mailed to potential clients, HR managers and CEOs from companies with over 150 employees, from Copenhagen, Aarhus, Odense and Aalborg.

The Group recommends to run a direct market-ing campaign for two weeks before the event, which aims to inform potential customers about Falcks Healthcare’s presence at the event.

4.3.1­Event­Sponsorship­Supporting a sport event dedicated to compa-nies is a good way to create awareness and ed-ucate corporations about employees assistance program.

The group found out that events like DHL stafet, Post Danmark Rundt and Copenhagen Fondo are open to collaboration and happily accept spon-sorships. In return the sponsor can promote his brand, services and get in touch with potential customers.

Our main recommendation is DHL stafet, an event with over 180 000 participants that takes place every year in August, in Copenhagen, Aar-hus, Odense and Aalborg.

Our proposal is to have two or three tents at the event and offer cool and relaxing services, as massage, short relaxing exercises and tips on how to maximize your efficiency at work while keeping your mind and body happy and healthy. In the same time, another way to stand out is by offering funny prizes, for example the slowest runner and such. Furthermore, the event is a great storytelling source. The group strongly encourages Falck Healthcare to include it on their content strate-gy.

4.3.2­Email­marketingThe newsletter that Falck Healthcare’s plans to launch within a month should be included in the content strategy and used as a tool to promote the blog and educate current and potential cus-tomers about the benefits of EAP. As well, the group suggests to use different newsletters for different target groups.

4.4­Measures­Your­Heart­Rate­with­an­AppFalck wants to be the leading provider of digital healthcare solution in Denmark29. Thereby for a better strategy, to gain competitive advantage, it is important to create an App.There are two main reasons why Falck Healthcare wants to push this App and make their clients use it: first, to gather and digitize data and second, to com-municate Falck Healthcare’s messages.

Besides the communication strategy, extra fea-ture could be added to make the mobile appli-cation more attractive to the user, for example by implementing a heart rate function which is a growing trend in the mobile phone and mobile application market.30 31 32

Heart rate measurement feature in the Falck Healthcare App will monitor and track users’ heart rate constantly, compare and analyze results. This indicator could help to notice and warn users for upcoming diseases and dangers. The App should also contain a feature to read blog posts. In this way all professional knowl-edge and unified message will be connected. In this way we can generate traffic to the blog and to market Falck Healthcare as professionals.Even though these measurements are not med-ically approved, it would still benefit highly to the App users.

29Client Brief, page 4330http://mashable.com/2014/02/25/samsung-gs5-heart-rate/31http://mashable.com/2014/02/25/samsung-gs5-heart-rate/32https://itunes.apple.com/dk/app/id586956623?mt=8&af-fId=1736887

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4.5­Launch­plan

Launch Plan

The group chose to work with a 6 months - time-line and the main activities were divided as it is presented in the image above.First step is to define the core messages and in-clude them on the website. One month has been allocated for this activity. The second step includes building the basis for a successful online presence - content strategy (set up a blog and LinkedIn page) and getting started with online advertising (Adwords and a LinkedIn Ads). Two months were allocated for this phase. After setup, blog posts and newslet-ters should be released constantly, it is recom-mended to do at least once a month.Without a doubt, the communication with the current customers is important. Therefore, we

have devoted month to update the APP with the new features.Furthermore, we dedicated month for imple-menting an event sponsorship campaign, which aims to raise awareness about Falck Healthcare and attract new leads.

6.0­LITERATURE­LIST1.Jobber, David and Fahy, John, 2012, Founda-tions of Marketing, 4th edition, London, Mc-Graw-Hill

2.Rienecker, Lotte and Jørgensen, Stray, Peter, 2013, The Good Paper, A handbook for writing papers in higher education, Denmark, Samfund-slitteratur

3.Healthcare providers in Denmark, market analysis report by MarketLine, a Datamonitor business based in London, UK [webpage] http://web.b.ebscohost.com/ehost/pdfviewer/pd-fviewer?vid=6&sid=a1146780-ca07-4080-bf52-6895bdc470c2%40sessionmgr198&hid=122 [6 March 2014]

4.Defining your company’s archetype report by Forty, a Design and Business Company based in Arizona, USA [webpage] http://forty.co/wp-con-tent/uploads/2014/01/brand-archetypes.pdf [6 March 2014]

5. Social Media for small and medium-sized Busi-ness, an article based on a research conducted by LinkedIn http://mashable.com/2014/02/13/linkedin-social-media-study/ [6 March 2014]

6. http://doctorservice.dk/erhverv [6 March 2014]

7. https://www.internationalsos.com/en/mis-sion-and-values.htm [6 March 2014]

8. http://www.healthcaredanmark.dk/sundhed-sordninger.asp [6 March 2014]

9. http://www.previasundhed.dk/om-pre-viasundhed/presse/alle-nyheder/Falck_kober_previa [6 March 2014]

10. http://www.healthcaredanmark.dk/nyheder.asp [6 March 2014]

11. https://www.quantcast.com/linkedin.com?country=DK [6 March 2014]

12. http://mashable.com/2014/02/25/samsung-gs5-heart-rate/ [6 March 2014]

13. http://www.digifit.com/heartratezones/resting-heart-rate.asp [6 March 2014]

14. https://itunes.apple.com/dk/app/id586956623?mt=8&affId=1736887 [6 March 2014]

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5.0 CONCLUSION

Falck Healthcare, the largest provider of private healthcare solutions in Denmark, approached us with the challenge to create a communication strategy that will boost their online presence, improve communication between employees and the health industry professionals and gen-erate new leads for the sales department. The company has also required a solution aligned with their values and tone of voice.In order to deliver a valuable proposal we have conducted desk research and analysed Falck Healthcare and its competitors’ online presence. Benchmark, brand audit, positioning map and personas were the tools used to gather insights and build the solution.

By analysing their current message we discov-ered the need to shift the communication from a brand oriented perspective to a customer oriented one. Defining the core messages were the first move in building an integrated digital communication strategy.

Based on the insights we decided to focus on digital elements combined with sponsorship and direct marketing. The base of the solution has to be implemented first, by setting up a blog, social media pages, email marketing, Adwords and LinkedIn Ads. Also, we strongly recommend to review the website through a SEO perspective, as the home-page and category pages are poor-ly optimised for search engines.

By building an integrated online presence the company can prove their expertise and gain new market shares. As well, by improving the intend-ed application with a feature of a heart rate measurement tool will help Falck engage with their current users.

For reaching the potential customers, the ones the company does not have permission to com-municate with, the group recommends direct marketing and event sponsorship.

Ultimately, developing a communication

stategy is an on-going process, thereby it has to be planned, measured and adjusted consistent-ly. Our advice is to have at least one person in charge of this, a monthly meeting and a follow up session 6 months after starting to implement the communication strategy.

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7.0­Appendix

Picture 1 - Screenshot of Previasundhed website

Picture 2- Screenshot of health calcula-tor website

Positioning­mapUsing data from the benchmarking we have positioned Falck Healthcare and it’s competitors on the positioning map to get a better overview of their image and online presence. Theoreti-cally a positioning map can have any number of dimensions, but the group decided to keep it simple and use only two: public-private image and online-offline channels. Public image means that the company is very open with their clients, they communicate a lot through online channels. The companies with a private image though are more active on offline channels, they find personal meetings to be the best key for communication or by phone.

Articles­about­Falck:

Politiken.dk, 18 Jan, 2011Article about danish ambitious, hardworking people are being stressed: http://politiken.dk/forbrugogliv/sundhedogmotion/ECE1170676/ambitioner-goer-danskerne-stressede/

Politiken.dk, 25 Aug, 2012 Falck Healthcare specialist interview: http://politiken.dk/indland/ECE1732347/far-kom-til-at-koere-sin-datter-over

Politiken.dk, 25 Aug, 2012 A tragical event when a girl dies - last sentence says that Falck healthcare takes care with the parent in psychiatric matter:http://politiken.dk/indland/ECE1732347/far-kom-til-at-koere-sin-datter-over/

PersonasPersonas are research-based documents that describe the intended users. For this project the team has chosen to use fictive cut-price per-sonas to begin with due to client’s limitations. These personas can be refined through the pro-cess when more detailed data about the actual users are available.

Mikkel is the HR Manager of Xib, a production company, with over 200 employees, based in Denmark.

He is responsible for leading the HR team in the accomplishment and continuous improvement of business metrics and their main focus is on improving employees satisfaction, employees efficiency and reduce the absenteeism at the workplace. As the HR Manager, Mikkel participates in the development of business objectives ensuring that Human Resources issues are addressed. This includes partnering up with senior man-agement (CEO, CFO) to define human resources strategies and plan the investment.The main reason why Xib doesn’t have an EAP is that Mikkel does not have a good understanding of what an EAP is and how this can help his com-pany. In the same time, he finds difficult to pitch this idea to his superiors, because results and short term metrics are difficult to obtain.

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Mikkel is an avid reader of HR portals, magazines and he’s very active on LinkedIn, being always in search of new talent. You can also find him at HR conferences and business events. Because of Mikkel’s occupation he owns a smart-phone in order to keep on eye on important emails and just to be always available. He is very fond of using applications that help make his work and everyday life better. Always enthusias-tic about trying something new. Mikkel uses his laptop at home and in the office. As a HR Man-ager, he learned to use the Web for job-related research.

Martin is the CEO of Xib, a production compa-ny, with over 200 employees, based in Denmark.

His main focus is on developing the company, defining strategies and ensure that the vision is known and understood. He decides strategic di-rections and together with the HR department, builds the organizational culture.Martin plays an important role in building the team, being in charge of recruiting and leading the management team. For the CEO is essential to keep his team happy and satisfied, because this influences the over-all performance of Xib. When discussing about EAP providers, reliability, costs and measurable results are his main concerns. And the decision about EAP provider is taken together with a board of directors.Martin reads business magazines and has a large professional network.