Raquel Baldelomar Talks One-On-One With Boutique Hotelier Ori Kafri For Luxury Travel Magazine

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Recently, Raquel Baldelomar spoke with Ori Kafri, owner of the luxurious, boutique Italian hotel chain J.K. Place to learn more about his philosophy and what sets J.K. Place apart from other luxury hotels in the world today. The three J.K. Place hotels are located in Florence, Rome and Capri and are famous for their unparalleled focus on guest experience. In this Q&A, Ori Kafri shares his thoughts about his brand, the hotel industry, and his future plans.

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Quaintise’s focus on collaboration featured in Entreprenuer

IMG_2436Santa Monica, CA – April 15, 2016 – Quaintise’s core philosophy to build a unified team that is focused on the client is featured in the Entrepreneur article “In Real Estate, It’s ‘Location, Location, Location.’ In Business, It Should Be ‘Collaborate, Collaborate, Collaborate.'” The article highlights the partnership between Raquel Baldelomar, founder and managing director, and Matthew Dinnerman, partner and director of strategy. It also shares three lessons that business leaders can take away from Quaintise’s business strategy.

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5 Key Elements That Should Be In Every Healthcare M&A Communication Strategy

5 Key Elements That Should Be In Every Healthcare M&A Communication Strategy

The healthcare industry has been a hotbed of merger-and-acquisition (M&A) transactions in recent years from hospitals and physician groups to health plans and technology companies. Since the New Year, there have been roughly 20 new healthcare-related M&A announced, including:

  • Regional Care Hospital Partners’ and Tennessee-based Capella Healthcare’s plan to merge and form a $1.7 billion system that will be rebranded as RCCH Health Partners.
  • Gilbert Hospital and Florence Hospital at Anthem, in Arizona, announced their plan to merge and form a new entity called New Vision Health.
  • Philadelphia-based Jefferson Health announced plans to merge with Kennedy Health, which will add three New Jersey hospitals to the system, and acquire Pennsylvania-based Aria Health.
  • On the pharmaceutical side, Ireland-based Shire and Illinois-based Baxalta announced plans to join forces and merge in a deal estimated to be worth approximately $32 billion.
  • Navigant Consulting acquired McKinnis Consulting Services, which offers revenue cycle services, for $52 million.

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Building A Strong Brand Means Embedding It Into Every Part Of Your Business

Building A Strong Brand Means Embedding It Into Every Part Of Your Business

A company’s brand is the foundation of its entire marketing strategy. It’s not simply the organization’s name, color scheme and logo design. The brand should be embedded into every facet of your organization and connect back to the mission statement. Think of some of the most notable brands worldwide. Nike’s mission statement is “to bring inspiration and innovation to every athlete in the world.” The company’s view is that if you have a body then you are an athlete. This core philosophy is supported by Nike’s famous “Just Do It” tagline, which is still relevant and inspirational more than 25 years after its debut. Its brand doesn’t just target elite athletes. It targets everyone whether you are running your fifth marathon or just hit the walking trail for the first time. The company supports its brand by offering innovative products that meet every consumer’s needs. For example, the Nike+ app allows people to track their activities (including GPS maps of runs), set personal goals and receive training tips. Continue reading

Are You At Risk Of Job Burnout?

Are You At Risk Of Job Burnout?

It is possible to build a successful and fulfilling career while maintaining a healthy and rewarding life outside of work—even when you are working 50 hours per week or more. Here are three tips to avoid job burnout and achieve better work-life balance.

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Top Three Mistakes New Employees Make

Top Three Mistakes New Employees Make

The first few weeks at a new job are critical because this is when you start setting work habits that will follow you throughout your career. It’s important to make sure those habits are healthy and sustainable. Here are three of the biggest mistakes that new employees can make.

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Building a Data-Centric Healthcare Marketing Team: Part Two—Tracking Key Performance Indicators

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After you have the right mix of tools in place, the next step to building a data-centric marketing team is deciding what key performance indicators (KPI) to track. KPIs can help marketers manage programs and campaigns and report back to c-suite executives whether or not the programs are effective. KPIs should not be viewed as simple management metrics; they need to be connected to the healthcare organization’s strategic plan and long-term goals. A good rule of thumb to follow when developing KPIs is to ask these five questions:

  1. Is it measurable? Marketers should use both quantitative and qualitative metrics.
  2. Does it track progress towards organizational goals? A KPI should provide operational, tactical, and strategic dashboards, so it can provide insights for front-line employees all the way to the c-suite.
  3. Is it actionable? The KPI should provide answers not more questions. It needs to be simple enough that marketers can understand how to use the KPI to make adjustments and effectively manage the program.
  4. Does it track key components of the program’s success? It is crucial that the KPIs highlight the marketing campaign’s success. This not only helps staff get onboard and excited about the program, but also makes meetings with the CEO and CFO go much more smoothly.
  5. Can you evaluate performance over a period of time? It is important to generate reports in a timely manner so that marketers can make quick adjustments to the program—whether that is weekly, semi-weekly, monthly, etc. will depend on what is being tracked. It is also important to track the program’s performance over a long period of time to truly understand the program’s effectiveness.

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