Brigham Health and Merge
Where There’s A Will
For Brigham Health, the problem wasn’t just that Boston has many competing hospitals. It was that patient expectations had hit at an all-time high in 2018.
It knew it was time to establish a marketing ecosystem for various corporate, service line and network lines of business. That included a unified creative platform and the ability to drive leads. It had to build overall awareness and reputation of the hospital and its satellite locations. And, of course, it had to contribute to growth in patient volume.
Initial research involved a close analysis of appointment and discharge data by county to better inform areas for investment. It drew on internal sub-specialty condition data to allocate marketing spending. And it looked closely at competitors, using tools from Nielsen, Facebook and MRI.
That yielded a distinct patient audience of women, 25 to 54, a group it nicknamed the Tenacious Health Seeker. These women are dedicated to health and wellness and want to be listened to and understood. And despite moments of true vulnerability, they yearn to participate as part of the care team.
And it also meshed with Brigham’s clinical ethos: to relentlessly pursue the best possible health, treating people with respect and humanity.
The creative execution includes key Brigham Health brand attributes, highlighting clinical innovation and expertise. The effort also added sophisticated new dashboards and used machine learning to optimize appointments.