Summary
This case study describes how Bupa, a private health insurer, communicated a new unified Bupa proposition to Australians, created from the merger of its three separate brands. At the start of 2011, Bupa did not exist in Australia as a consumer-facing brand, despite its group of three companies accounting for 28% of the market. The campaign needed to prompt awareness among existing members while also growing the base. By positioning the brand as a "Health Partner" that would work with people to be healthier, Bupa offered the audience a chance to "Find a healthier you" through three stages: establishing credentials, discussing the transition and introducing the brand promise. As a result, awareness of Bupa and its connection to the legacy brands grew, as did consideration and actual new members.

Summary
Delta Dental of Missouri, a US dental insurance provider, used a research project to develop its future ad campaigns following the passing of the Affordable Care Act, which disrupted many industry practices. The project found that the company's existing ads were performing strongly, but that concept of "care" was particularly relevant to the target audience; this led to the development of an ad campaign using care as a key driver. The ads also reinforced the message that good oral health was strongly linked to overall good health. In terms of media, free giveaways of branded toothbrushes proved particularly effective, while activity was backed with TV, direct mail and social media elements. Among the standout results of the campaign was a 109% year-on-year increase in individual enrolment.

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This brief article from the Advertising Research Foundation summarises research on how patients experience a disease or condition from their first awareness of symptoms through all stages until finally culminating in a cure, remission or death. Understanding this will allow brands to be able to provide supportive, educational materials at key decision-making stages, and be more effective at every stage of the pharmaceutical marketing strategy. Ways to map the Patient Journey are offered, with the importance of taking a customer-centric, rather than product-centric, approach being emphasised.

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Cancer patients at Toronto, Canada's Hospital for Sick Children are required to record their experiences with pain in a "pain diary" - findings from which are then used to improve future treatments. This campaign was for Pain Squad, an app-based evolution from the old paper diaries. Patients were given an iPhone loaded with the Pain Squad app. To improve compliance, the app was structured like a mission, offering those who filled their diary in on consecutive days with digital rewards such as videos starring the casts of Canada’s top police dramas, Flashpoint and Rookie Blue. The results averaged over 91% compliance, well above the target of 80%.

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This report from the ANA's Annual Conference discusses how Johnson & Johnson (J&J), the pharma, healthcare and personal hygiene company, is using its YouTube channel for video content that makes "instructive not disruptive" consumer connections. A number of examples are cited, including a five-minute mini-documentary on an HIV sufferer, J&J's Campaign for Nursing's Future and Bloodlines, its initiative which supports blood banks around the world. Despite its focus on new channels, the company still uses TV commercials, which it wants "to sizzle well" by integrating with digital platforms and generating earned media. Examples discussed include an ad for K-Y Intense targeting lesbian couples and a partnership with Disney's TV characters, The Muppets, to introduce its Band-Aid sticking plasters to a new generation.

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Danish consumers were targeted by this campaign for the Synoptik Online Eye Test, a website-based service that offers users an indication of whether they need to have their eyes tested or not. The campaign was launched via Facebook ads, as the issue of eye testing has high personal relevance. The online eye test has had more than 140,000 visits since launch; 85,000 have completed the entire eye test, which takes six minutes. Two in three visitors came via earned media - ie, links from friends - rather than via a paid-for ad.

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Colorectal cancer (CRC) is the most common cancer in Singapore, affecting one in 20 men and one in 30 women. Despite this, few people have any knowledge of it. The Health Promotion Board adopted a gentle, light-hearted touch to make the case for screening among older Singaporeans, with two short films on Facebook and YouTube, and TV ads supported by press and radio. The campaign successfully raised the level of awareness, created strong message retention of the signs and symptoms of CRC and, most importantly, encouraged significantly more people to go for regular CRC screening.

Summary
At the start of 2011, private health insurer Bupa did not exist in Australia as a consumer facing retail brand, despite its group of three companies accounting for 28% of the market. Bupa decided to merge its three brands into one and launch under a single Bupa proposition. The campaign needed to prompt awareness among existing members while also growing the base. By positioning the brand as a "Health Partner" that would work with people to be healthier, Bupa offered the audience a chance to "Find a healthier you" through three stages: establishing credentials, discussing the transition and introducing the brand promise. As a result, awareness of Bupa and its connection to the legacy brands grew, as did consideration and actual new members.

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Detailing cases from case studies from Medco Health Services (USA), Muang Thai (Thailand), Evercare (USA) and HealthPartners (USA), this Recommended Cases document summarises the best Warc case studies on gaining customers in the health service providers category.

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Paul Matsen is chief marketing and communications officer at the American medical centre, Cleveland Clinic. In this article he discusses how best to measure the effectiveness of marketing programs. Matsen suggests that it's important not to let the lack of a "perfect" metric deter the CMO from pursuing new directions or innovations and Cleveland Clinic's philosophy has been to use a broad range of marketing measures, and to examine them longitudinally. The key with social media is to consistently track programs, experiment with and add new measures as they become available, and transparently share them with the leadership team.