19% INCREASE IN SURGERIES
out-of-the box, three-tiered, geo-targeted digital that works
Faith-based Baylor Scott & White Health (BSWH) has an over 100-year heritage of caring for Dallas and surrounding cities through its 13 area hospitals and numerous specialty facilities. With the largest market share and share of voice in DFW, BSWH is the prominent name in healthcare, but faced a challenge to maintain its dominance when one of the main competitors rebranded its hospital system and invested three times Baylor’s budget over a one year time period in the same local market.
After reviewing the most recent VMS report on competitive spend, we saw that the competition was spending most of its budget on traditional media but very little emphasis toward the digital platform. Knowing that 80% of women, the family health care decision maker, search online first for a physician or research medical conditions, and with proven results that the cost per patient acquisition was much less than traditional channels, we set a robust digital strategy in place. Search engine marketing, social media advertising, digital advertising on a mix of sites where our target was known to spend time: health care, apparel, home interior, entertainment and food sites became part of surrounding our target with meaningful messages online.
Our media plan used an out-of-the-box, three-tiered, geo-targeted approach that cast a wide, but dedicated net featuring zip code-centric media for each individual hospital, metroplex-wide media for the hospital system and regional media for health care service lines that we identified as desirable for “medical tourism.” We also invested time and effort into search engine optimization to assure that we were pointing our target audience to the most meaningful website content on service pages focused on conditions.
Within each page, the audience could easily click to find the right BSWH physician and call for an appointment. The most relevant pages of the 4,500-page website were optimized for improved ranking so whether our target audience was clicking on a digital ad or scrolling to find BSWH through unpaid search, we were prominently displayed. Baylor’s goal was to not lose market share during the competitor’s rebranding.
With a fraction of the competitor’s budget TPG was able to increase web traffic by 22%, increase attendance at treatment option seminars by 19%, increase surgeries by 12% and, when the NCR report came out at the end of the year, BSWH was 11% ahead of its largest competitor in market share.