The U.S. House of Representatives’ passage of President Barack Obama’s healthcare reform legislation has been called a success by Democratic supporters and a parliamentary sham by Republicans.

As an advertising executive, I call it a failure.

It’s not that I dislike or support reform. It’s just that as the Chief Marketing Officer behind this historic measure, President Obama did a lousy job branding his product and selling it to his customers (the American people).

He packaged it poorly, delivered a confusing message, and failed to research or even know his target audience and competitors. And then – facing defeat early on – he gutted his original package (revealing a costly appearance of weakness in his product packaging) and came back with something certain to please just enough House members to get it passed. Barely.

In essence, the CMO over-promised and under-delivered. Do that in corporate America or at any successful marketing firm and you’ll be summarily pink-slipped with ample cause.

Instead of demanding last summer that Congress have a bill ready for signing on his desk by the Labor Day, President Obama should have done what any CMO would have done: Researched his market, crafted a well-reasoned marketing plan, and executed that plan with flexible precision.

First, he should have convened close advisors, across-the-aisle rivals and neutral industry consultants to define “the problem” and seek input on what’s important – and passable. This form of “market research” would have helped him grasp what he’s facing – including such hot topic issues like previsions related to coverage of illegal immigrants or abortion procedures. His supporters spent weeks fending off news stories on those two topics alone.

If he doesn’t like the opposition’s take, he could continue – with the argument “at least I tried” in his back pocket.

Next, he should have created a memorable name for the initiative and crafted a message about what reform would accomplish in short, comprehensible language. No PowerPoints or lengthy essays. Just three or five bullets (in Beltway parlance, they’re called Talking Points): Provide health insurance to the 32 million who currently aren’t covered, lower overall costs, close coverage loopholes – including pre-existing conditions, fight the budget deficit, whatever.

As for the name, think “Just Say No” or “Read My Lips.” The first catch-line drove President Ronald Reagan’s anti-drug message (actually, the line was delivered by First Lady, Nancy Reagan – but the concept was created by me and a team of MBA students at the University of South Florida), and the second led to George H.W. Bush’s election on an anti-tax message (never mind that new taxes soon followed).

Then, stick to the message. The points could be delivered with emotional rhetoric. But at least they’d be clear. At one critical point, the catch phrase from the opposition almost sunk CMO Obama ship in five words: “Pulling the plug on grandma.”

Talk about succinct, emotional messaging.

With those points in hand, he should have launched a marketing blitz to take it to his consumers. And when Sarah Palin spoke of the threats to Grandma, the Marketing Department should have aggressively countered those statements.

This stuff happens every day in the marketplace. One company comes out with a product, and rivals react – either with counter claims or compelling messaging. Of course, it doesn’t help that his “competitors” in the marketplace wield great power and influence with the people and the media. But then again, Best Buy, Kroger or Macy’s could say the same thing about Wal-Mart.

Sure, we’ll have “comprehensive” healthcare reform. But along the way, Chief Marketing Officer Obama also showed us why Pennsylvania Avenue should take a page from Madison Avenue.