An operator of minimally-invasive medical centers wanted to expand into a new therapy area. The new therapy was procedurally similar to the existing offering, though was judged to be incompatible with the existing brand concept.
Strategy sessions and focused ideation were used to develop brand concepts, across positioning, portfolio, and naming options.
The concepts were iterated internally and with patients and physicians to inform the recommended new brand concept and name, including supporting rationale.
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