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.

Summary
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%.

Summary
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.

Summary
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.

Summary
Lloydspharmacy, the UK chain of pharmacies, wanted to dominate the market for online treatment of 'men’s problems' (such as impotence and baldness), knowing that men are naturally reluctant to seek help in these areas. National press ads, incorporating a strong and humorous image, were used to show that these problems were normal and acceptable. They also drove traffic to Online Doctor, a website offering expert advice and remedies which could be bought quickly and discreetly. Year-on-year, within 3 months of launch, a 36% uplift in transactions and 44% uplift in revenue was achieved.

Summary
Medco Health Services wanted to take advantage of major changes in health care in the USA to gain new customers. It launched a campaign aimed at benefit managers, directors, and CFOs at large firms. A direct mail package and email focused on highly personalized communications to emphasize the company's commitment to customer relationships and directed recipients to a microsite. All online actions were captured and used to shape future communications. Data was also passed on to help sales representatives open more relevant dialogues with prospects. 5.5% of the personalized URLs were activated and return visit accounted for 55% of site traffic. But most important, Medco gained an $18-million account.

Summary
"It never rains but it pours". This was the concept that Muang Thai, one of Thailand's major insurance companies, recognised and led it to launch its Multiple Critical Illness Insurance. Those with health insurance worried that while the first thing diagnosed was covered by their health insurance, subsequent problems weren't. The campaign literally "laughed in the face of disaster". Something true to Muang Thai's brand character and the Thai way of life. Some 17,126 new Multiple Critical Illness policies were sold, exceeding the target by 71%. Sales increased by 700% in 2010 (compared with 2009, when the policy was not advertised). Around 90% of Muang Thai's overall critical illness growth came from this new policy type and the company overall grew a healthy 38%.

Summary
Saffola, the oil brand owned by Marico, the leading Indian consumer goods group, had established itself as an oil with expertise in heart care. However, it was entering newer categories and formats and needed to retain and strengthen its core equity of 'heart-care'. Rather than being seen as a therapeutic brand that individuals with heart conditions had to accept, Saffola needed to increase its relevance and expertise. It developed a new, holistic and intuitive tool, 'Heart's Age', to assess heart health, and as part of the World Heart Day campaign, the brand wanted to break the news to Indian consumers that hearts have ages too and these could be different from a person's real age. The challenge was to demonstrate this in a way that was impactful, engaging and touching. A multi-media campaign was developed through co-creation and consumer-generated content which enabled the brand to reach out and engage with more number of individuals with limited resources. As evidence of the success of its approach, this case study cites results including improvements in brand tracking scores for relevance and expertise, and high user participation rates.

Summary
In March 2009, the only two specialist health insurers in India accounted for 7.4% of the health insurance category. The rest belonged to government and general insurers. Apollo DKV was the 13th entrant into this crowded category, and before the start of this campaign, which ran from January to June 2010, had a market share of 0.64%. It was a category aching for intervention: people didn't understand why health insurance didn't work like other insurance; they didn't think they needed it; and the few who felt they needed it, didn't trust health insurers and the hospitals that partnered them. If Apollo was going to be successful, it couldn't just talk in the same way that other companies had. In fact, it couldn't go about its business in the way in which other insurance companies had.