Oracle Healthcare | Brand Foundations Questionnaire

Welcome

This questionnaire is the first step in building Oracle Healthcare's brand foundations: your purpose, values, positioning, personality and voice. Everything we create from here, including the website, social presence and client journey, will be built on your answers.

How to complete it

Answer on your own. Each director should complete their own questionnaire without conferring. Where your answers differ, that is valuable. It shows us where the brand needs alignment, and we will work through it together in the workshop.
Be honest, not polished. Write the way you would speak to a trusted colleague. Dot points, rough notes and half-formed thoughts are all welcome.
Skip what you can't answer. If a question doesn't apply or you're unsure, leave it blank or write “not sure”. That tells us something too.
Allow 60 to 90 minutes. You can complete it over a few sittings. Your answers save automatically on this device and browser as you type, so you can close the page and come back to it on the same device to pick up where you left off.
Add examples. Links to brands you admire or materials you dislike all help us understand you faster. Paste them straight into your answers.

Director name * Email Role and area of focus within Oracle

Section 1: Your story and origins

We want to understand why Oracle exists and the moments that shaped it.

1.1In your own words, how did Oracle Healthcare begin? What was happening at the time? 1.2What problem in healthcare did you see that made you want to build Oracle? 1.3Was there a personal experience, patient story or turning point that sparked the idea? 1.4What were you frustrated by in the way preventive health was being delivered elsewhere? 1.5How has Oracle changed since it started? What has stayed exactly the same? 1.6What are you most proud of so far? 1.7What has been harder than you expected? 1.8If a journalist wrote a profile on Oracle, what would you want the headline to be? 1.9What is your personal connection to Oracle? Why does this work matter to you as an individual?

Section 2: Purpose, mission and vision

This is the heart of the brand. Don't worry about perfect wording; we will refine it together.

Purpose (why you exist)

2.1Beyond running health assessments, why does Oracle exist? 2.2If Oracle disappeared tomorrow, what would be lost for your patients and the wider community? 2.3What do you believe about health and longevity that most people, or most clinics, don't?

Mission (what you do every day)

2.4How would you describe what Oracle does in one sentence to someone at a dinner party? 2.5What outcome do you want every patient to walk away with? 2.6What does “prevention” mean to Oracle specifically? Is it early detection, performance, longevity, peace of mind, or something else?

Vision (where you're going)

2.7Picture Oracle in five years. What does it look like, and what is it known for? 2.8What change would you like to see in how Australians, particularly executives, approach their health? 2.9Is there a bigger ambition beyond the clinic, such as new locations, corporate programs, research or a digital offering?

Section 3: Values and culture

Values only matter if they show up in behaviour. Please be specific.

3.1List three to five values you believe Oracle genuinely lives by today. 3.2For each value, give one real example of how it shows up in the way the team works or treats patients. 3.3Is there a value Oracle aspires to but doesn't fully live yet? 3.4What behaviour would never be tolerated at Oracle, even from a high performer? 3.5How would your team describe working at Oracle? How would you like them to describe it? 3.6What decision have you made that cost Oracle money or convenience because it was the right thing to do? 3.7When the three of you disagree on a direction, what principle usually settles it? 3.8Complete this sentence: “At Oracle, we will always…” 3.9Complete this sentence: “At Oracle, we will never…”

Section 4: What Oracle offers

Help us understand your services the way you would explain them to a new patient.

4.1Describe the core Oracle health assessment experience from start to finish. 4.2Walk us through the Basecamp, Kosciuszko and Everest packages. Who is each one for, and what is the real difference in outcome? 4.3Where did the mountain naming come from? What does it mean to you, and do you want to keep and build on it? 4.4Which package do you most want to sell more of, and why? 4.5What is included in an Oracle assessment that patients wouldn't get through their GP or a standard corporate health check? 4.6What happens after the assessment? How do you support patients with their results and next steps? 4.7Are there services you offer that patients don't know about or underuse? 4.8Are there any new services, packages or programs planned in the next 12 to 24 months? 4.9What is the one thing about the Oracle experience you would never compromise on?

Section 5: Who you serve

The clearer the picture of your ideal patient, the sharper the brand.

Individual patients

5.1Describe your ideal patient: age, career stage, lifestyle, family situation and how they spend their week. 5.2What is going on in their life when they decide to book with Oracle? What triggers the decision? 5.3What worries them about their health, even if they wouldn't say it out loud? 5.4What gets in the way of them looking after their health? 5.5What do they value most in a health provider: speed, thoroughness, discretion, expertise, convenience, something else? 5.6How do they feel when they walk in, and how do you want them to feel when they walk out? 5.7Think of a patient who was a perfect fit. What made them ideal? 5.8Who is not a good fit for Oracle, and why?

Corporate buyers

5.9Who makes the decision to buy Oracle assessments for staff? What is their role, and what do they need to justify the spend? 5.10Why do businesses invest in Oracle for their people? What outcome are they buying? 5.11What objections or hesitations do corporate buyers raise?

Finding you

5.12How do most patients and corporate clients find Oracle today? 5.13What do they usually say when asked why they chose you?

Section 6: Market, competitors and positioning

We need to know where Oracle sits and what makes it the obvious choice.

6.1Who do you consider your main competitors? Include other clinics, corporate health providers, GPs and anything else patients compare you to. 6.2What do those competitors do well? 6.3Where do they fall short, and what does Oracle do differently? 6.4If a patient were choosing between Oracle and a competitor, what is the single most important reason they should choose you? 6.5What do you want Oracle to be known for that no one else can claim? 6.6Is Oracle a premium brand? What justifies the price in the patient's mind? 6.7How do you want to be positioned: clinical and authoritative, luxury and concierge, performance-focused, warm and holistic, or something else? 6.8Are there brands outside healthcare whose positioning or experience you admire? Think hotels, airlines, banks, fitness or lifestyle brands. 6.9Are there trends in preventive health or longevity you want Oracle to lead, or deliberately stay away from?

Section 7: Brand personality

Imagine Oracle as a person. These questions help us define its character.

7.1If Oracle were a person walking into a room, who would they be? Describe their age, how they dress, how they speak and how others react to them. 7.2Choose five words that describe Oracle's personality as it is today. 7.3Choose five words that describe the personality you want Oracle to have. 7.4Choose three words you never want associated with Oracle. 7.5If Oracle were a car, a hotel or a watch brand, which would it be and why?

Personality scales

For each pair, choose a score from 1 to 5. A 1 means fully the left word, 5 means fully the right word, and 3 is an even balance. Add a comment if you'd like.

Section 8: Voice and language

Your voice is how Oracle sounds in every email, post, web page and phone call.

8.1When Oracle speaks to patients, should it sound more like a trusted specialist, a high-performance coach, a concierge, or a knowledgeable friend? Explain your choice. 8.2How technical should Oracle's language be? Should we use medical terms and explain them, or keep everything in plain English? 8.3Are there words or phrases the team already uses that capture Oracle well? 8.4Are there words or phrases you dislike or want to avoid? Consider terms like “biohacking”, “anti-ageing”, “wellness”, “check-up” or “longevity”. 8.5How should Oracle refer to the people it serves: patients, clients, members, or something else? 8.6How do you want to talk about difficult topics, such as abnormal results, risk factors or mortality? 8.7Should Oracle use humour? If so, what kind? 8.8Share an example of written communication, from any brand, that you think sounds exactly right. What do you like about it? 8.9Share an example of health marketing that makes you cringe. What is wrong with it? 8.10How would you personally explain the value of an Oracle assessment to a sceptical executive? Please write it the way you would say it.

Section 9: Visual identity and current brand

This tells us what to keep, what to evolve and what to leave behind.

9.1What do you like about Oracle's current logo, colours, website and social media? 9.2What isn't working, or no longer feels like Oracle? 9.3What does the name “Oracle” mean to you? Is there a story behind it, and is it something we should lean into? 9.4Is there anything in the current brand that is sacred and must stay? 9.5How do you want people to feel when they first see Oracle's brand, before they read a single word? 9.6Are there colours, styles or imagery you are drawn to? Are there any you dislike? 9.7What kind of photography feels right: clinical and precise, lifestyle and aspirational, people-focused, architectural, or something else? 9.8How should the clinic space itself reflect the brand? Is the current fit-out aligned with where you want to go? 9.9Please share any brands, websites or images that capture the look and feel you want. Links are perfect (paste one per line, or a shared Google Drive or Dropbox folder).

Section 10: Client experience

The brand is felt at every touchpoint, not just seen.

10.1Describe the ideal patient journey, from first hearing about Oracle to their follow-up months later. 10.2What is the first impression you want a patient to have when they call, email or book online? 10.3Where in the current journey do patients get confused, wait too long or drop off? 10.4What moments in the experience do patients comment on most, positively or negatively? 10.5What small touches make Oracle feel premium? What more could you add? 10.6How do you stay in touch with patients after their assessment? How would you like to? 10.7What would make a patient come back next year, and recommend Oracle to a colleague? 10.8How should the corporate client experience differ from the individual patient experience?

Section 11: Boundaries and compliance

As a regulated health service, Oracle's brand must sit within Ahpra advertising guidelines. These questions help us build a voice that is compelling and compliant from the start.

11.1Are there claims, outcomes or language you have been advised to avoid in the past? 11.2How comfortable are you with the directors and clinicians being the visible face of the brand, on the website and social media? 11.3Are there topics you want Oracle to educate on, and topics you would rather stay out of? 11.4Who internally needs to approve marketing content before it goes live? 11.5Are there any professional bodies, partners or referrers whose expectations we need to keep in mind? 11.6Is there anything about the business that must stay private or confidential in our brand work?

Section 12: Future and success

This helps us measure whether the new brand is doing its job.

12.1What are Oracle's top three business goals for the next 12 months? 12.2What would make this rebrand a success in your eyes? Think about bookings, package mix, corporate contracts, reputation or how you feel about the brand. 12.3What is the biggest risk or concern you have about changing the brand? 12.4What would you like patients and the industry to say about Oracle in three years? 12.5Is there anything you have tried in marketing before that didn't work? Why do you think it fell short? 12.6How much do you want to be personally involved in the brand going forward, such as content, events or media?

Final thoughts

Almost there.

1Is there anything we haven't asked that you think we need to know? 2Is there anything you're hoping your fellow directors will say in their answers? 3In one sentence, what do you want the new Oracle brand to make people feel?

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Welcome

How to complete it

Section 1: Your story and origins

Section 2: Purpose, mission and vision

Purpose (why you exist)

Mission (what you do every day)

Vision (where you're going)

Section 3: Values and culture

Section 4: What Oracle offers

Section 5: Who you serve

Individual patients

Corporate buyers

Finding you

Section 6: Market, competitors and positioning

Section 7: Brand personality

Personality scales

Section 8: Voice and language

Section 9: Visual identity and current brand

Section 10: Client experience

Section 11: Boundaries and compliance

Section 12: Future and success

Final thoughts

Thank you for your time and honesty