Part 2 of 2
by Chris Johnson – Senior Director

In part two of his interview with Applied Pathways COO Mark Rangell, Chris Johnson inquires about the future of the healthcare industry.
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Part 1 of 2
by Chris Johnson – Senior Director

In part one of his interview with Applied Pathways COO Mark Rangell, Senior Director at the Delve Group Chris Johnson explores how the company’s strategic branding initiative has impacted the business.
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Part 3 of 5
by Brenna Garratt – CEO

As promised in my last article, the third part of my series on the importance of brands in mergers and acquisitions will focus on what we call brand architecture, or in other words, the relationship the brands will have with each other moving forward from the M&A activity. Creating a brand architecture that aligns with the strategic vision of the combined organization is crucial to setting up the business for long-term success because it will become the framework for how people think of the company both internally and externally. There are two primary models for brand architecture: a Branded House which structures all parts of the organization under one unified brand (e.g. GE is the parent brand of GE Capital, GE Healthcare, GE Transportation etc.) and a House of Brands which more loosely connects the different parts of the organization, allowing more independence for sub-entities to maintain brands that are unique from the parent (e.g. P&G is the parent brand of Gillette, Old Spice, Dolce&Gabbana etc.). In the context of M&A deals, I will discuss one formation for a House of Brands and three variations of a Branded House.
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By Nicholas Alexander – Senior Associate

As members of a complicated ecosystem, many players in the healthcare industry have a responsibility to optimize operations and grow revenues in the midst of an uncertain future. Last July we explored how health insurers can contribute to a smarter healthcare industry. Today, we will look at healthcare technology and service provider – specifically, how hospital revenue cycle management (RCM) companies contribute to industry improvement while blurring the lines between technology and consulting.

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by Stephen Strigle – Intern

Strategic positioning is the key to sales. It acknowledges the needs of your target audience, proposes a solution for that need, and clearly shows the value of your company’s solution over alternatives. Think of positioning like a step pyramid: there are multiple levels and each one builds off the levels beneath it. With that image in mind, many B2B service and technology providers stumble either at the beginning or at the end of the process, unable to establish a firm foundation for their pyramid or unable to place the top layer that will make their pyramid stand above the rest.

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Part 2 of 5
by Brenna Garratt – CEO

As I mentioned in my last post, most mergers and acquisitions fail: between 70-90% according to the Harvard Business Review. But why do they fail? What are the issues that lead to failure in M&A?
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by Nick Alexander – Senior Associate

Image courtesy of glassdoor.com

There is no doubt that CEOs, CFOs, CIOs, COOs… CXOs are some of the busiest people on the planet. Furthermore, recent global office and mobility trends allow them to be some of the most elusive people on the planet. With the confluence of these two forces, B2B service providers face a serious challenge: How do you sell to the c-suite executive who has neither time nor a fixed location?

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By Stephen Strigle – Intern

Image courtesy of businessinsider.com

Timing is everything when it comes to branding. Look at the latest NFL team rebranding for example. The Jacksonville Jaguars revealed their new logo to the public this week just days after the Super Bowl, but most importantly, this change coincides with other major changes in the organization.

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The first in a series of Delve Blog Posts
by Brenna Garratt – CEO

As mergers and acquisitions continue to affect businesses and change industries, the statistics for successful M&A transactions are extremely low. A recent Harvard Business Review article states “companies spend more than $2 trillion on acquisitions every year. Yet study after study puts the failure rate of mergers and acquisitions somewhere between 70% and 90%.”
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