Inside Award-Winning Women's Health Campaigns: Strategies That Deliver Results

Hi, everyone. Welcome to today's Strategic Healthcare Marketing Roundtable.

My name is Susan Dubuque, and I'm a contributing editor at Plain-English Healthcare and co chair for the eHealthcare Leadership Awards. And today, I'm really excited to be moderating a wonderful discussion on a topic that's near and dear to me.

And our topic is Inside Award Winning Women's Healthcare campaigns. So we have an amazing panel today, including winners from the best digital marketing campaign category in last year's eHealthcare Leadership Awards.

And we'll be meeting them in just a minute. But first, two quick housekeeping tasks.

First of all, our session today is being recorded.

And in about two business days, you can expect an email with a link to that recording. And of course, our members have twenty fourseven access to all the roundtables, as well as many other webinars, white papers, ebooks, and other exclusive resources. And they are available in the member content library at strategichcmarketing dot com.

Also, we'd love to have you be part of the conversation today. So please feel free to drop your questions at any time in the Q and A tool, and we will be happy to have the panel answer as many questions as time permits.

So without further delay, let's meet our panel, and we'll have them introduce themselves. First of all, Matt.

Hi, everyone. My name is Matt King. I am a solutions consultant at Definitive Healthcare, and happy to be here today.

Thank you, Matt. And Definitive Healthcare is the sponsor, was the sponsor last year for the best digital campaign category. So Matt, we certainly thank you for that.

And Kate?

Hi, I'm Kate Baker, Director of Content Strategy at Inspira Health. Inspira is the South Jersey health system focused on improving the health and well-being of our community.

I'm happy to be here.

Thank you. Kelly?

Yes, hi, I'm Kelly Morrisett. I'm the Director of Consumer Engagement at Ardent Health. Ardent is a health system across six states with thirty different hospitals.

And so I'm happy to join you all today.

Thank you. Glad to have you. And Corey.

Hi, y'all. My name is Cori Ahrens and I'm a VP of Client Experience at Unlock Health. I'm actually here representing one of my clients that's actually in my neighborhood. I am a proud primary care patient of this system, University of Chicago Medicine.

And so I am representing a campaign that we worked on with them.

Thank you. I'm so glad you all could be here.

Well, as always, we're going to start our discussion today with a mini educational program.

So Matt is going to kick us off with his insights from campaign performance to care performance. So Matt, take it away.

Awesome. Great. Thanks, Susan. Before I start, I just want to acknowledge the work we're about to see today. The campaigns on the stage, they really represent excellence in healthcare marketing. Definitive Healthcare is proud to sponsor this award. I'm honored to participate.

So thanks for being here. Thanks for participating in the teams. Thanks for the work that you've done. And what I wanna talk about a little bit is just how we might keep leveling up our value to our communities and within your organizations.

So I'll start with a little bit of a story here. It's December twenty twenty three, Marissa, my wife and I, we got home with our second kid, a pretty rough delivery. She had a C section, a couple of blood transfusions, but we made it home. We had a newborn, we had a toddler, we're taking things hour by hour.

We're kind of on that twenty four hour cycle that happens with newborns. That night, she looked down at her legs, they were still really swollen. She's, Is this normal? Of course, I had no idea, but you know, I started doing the thing that I normally do, reassured.

Yeah, yeah, it's probably fine. Let's just sleep, drink some water, whatever. Know, like I said, is there anything else bothering you? Sometimes that's kind of a cue, you know, she had a headache.

So we remembered we had this blood pressure monitor at home. It was just one of those like Walgreens ones that we had picked up at some point. Took her reading, it was one hundred eighty five over one hundred fifteen. We're like, oh man, okay.

So this piece of crap, let's try it again. Nope, It was like one hundred seventy nine over one hundred sixteen or something the third time, same thing. So we're like, okay, this is probably bad, right? So we've got a four day old now in one room.

We had a two year old down the hall. It's two a. M. We started making emergency calls.

We called her brother, you know, who's close by. We called her parents. We're just trying to coordinate care, figure out, you know, what we can do, who goes where. We remembered that we could call her OB line.

We called the OB line, got in touch with someone. They said, Okay, you need to go to the ER now. So we're like, Okay, sure, we'll make that happen. We made all those calls.

We tried to get people situated. We ended up taking the newborn to the ER with us. Turns out she needed like a twenty four hour magnesium drip. We were there for five more days.

And you know, even since then, we've heard similar stories about, you know, situations that didn't turn out the same way. A new mom who couldn't get to the pharmacy for a week, never got her blood pressure out of stroke range, didn't have the same outcome that we had. You know, and that's kind of the moment, you know, that is this normal moment. Kind of what I wanted to talk about today, you know, things before search, before star ratings, before mobile optimized landing pages, before any of that.

Just the moment when someone's scared, you know, when they're trying to figure out is something wrong, is this normal? Just want to spend a few moments kind of talking about that.

And so, you know, a lot of times we meet people, I think in healthcare marketing, we meet them at the moment they raise their hand. We can turn that signal in to patients really well. It's hard work, but it takes discipline, it takes creativity, it takes investment in understanding how people behave, how to get them from the internet to the doctor's office, you know, really as seamlessly as possible. And it's constantly ongoing, but the environment, it's changing today. It's for healthcare marketers, it changes every single day. I know you all experience and it's changing again. So, I just wanted to talk a little bit about what we might do within the change, that changing environment that we have today.

And specifically, I'm talking about things that I think you probably talk about all the time. I'm at HMPS right now. Sorry for the crappy lighting, any background noise you hear, but you know, I'm in kind of one of these shared offices right now. People are talking about it here, right?

AI generated answers, zero click search, misinformation, channel overload, just attention being fragmented. Ultimately, I think that means is people are just tired, man. Right? Like, even before health stuff arrives, people are just tired of it all.

So when the is this normal moment kind of hits, when we need info, our capacity to reason, to think clearly, it's cooked, as I think the kids say these days. And so I think, you know, we can do something about that.

I've mentioned is this normal moment a couple of times. It's just kind of something that I've been thinking about a lot. So I just wanted to clarify it. I'm pretty sure it's fairly universal, but it's just that moment that you're trying to decide whether you act or you wait.

You know, with me and Marissa, ultimately, we were trying to convince each other to sleep it off, right? Like just drink some water. Thank goodness. She kind of knew her body a little bit better than that, but that's what I mean.

Like, is this normal? What do I do next? And, you know, I think it's an important moment too, because you can build a lot of trust there. It's pivotal moment.

So when a lot of healthcare decisions begin, it also turns out it's where a lot of the outcomes are decided as well when someone knows, is this normal? Should I do something about it? And so in a lot of ways, you know, I guess what I think would be really cool that we should do and we could do is disintermediate the AI generated answers. We're spending a lot of time trying to figure out how to, you know, make ourselves look good within them.

I think there's an opportunity to kind of skip them all together and just, you know, empower patients, empower your communities to be able to make decisions without having, you know, when their ability to reason is cooked. There's this book that I really love. It's called Thinking Fast and Slow. It's by Daniel Kahneman.

He describes two systems in the brain. System two, it's really impressive thinking. It's the one that we all wish we were doing all the time. But system one is the one that we kind of default to first. It's really more like the first generative AI models that existed. They're very fast, but they're pretty dumb.

Under stress, specifically that system one, it takes over. It's what we just like make quick decisions on. It falls back to whatever mental model you may already have. If you don't have a mental model, then your brain, your system one, is just going to like piece things together.

It's going to wait and see, or it's going help you, or it's going to make you make dumb decisions, right? And so I think there's an opportunity really to give system one more answers before the moment arrives, before you have the opportunity to make a bad decision or a partial decision to feed that system. You can build authority. You can build reputation for your brand through things like health literacy so that folks recognize the, is this normal and what to do before they're sent scrambling, before they make the wrong decision.

And especially in women's health, you know, I need to plug my computer in before it dies.

So let me do that while I talk real quick. Sorry, like I said, things are pretty weird around here in terms of getting ready, but you know, in women's health, especially in, that was rude of me to go away, but here I am, especially in marginalized community, there's a really wide gap there and there's really big impacts that happen that I think we can overcome and we can help our communities solve for. And so, I'll show you this. I doubt it's a surprise to anyone here.

Heart disease is the leading cause of death in women. Women under fifty five, they're seven times more likely than men to just be sent home without proper cardiac testing. They're twice as likely to receive an incorrect diagnosis after a heart attack. And then peripartum cardiomyopathy, that's that condition kind of most closely related to what Marissa had.

It's really the number one killer in maternal medicine, or it's very high up there as a killer in maternal medicine, but it is one of the most misdiagnosed as well. It's not just a patient side problem, it really runs through the whole system in women's care.

And so I think you probably all heard some version of this before, like we want our physicians to operate at the top of their license.

I think ultimately, you know, I think that principle, it's really worth extending to marketing as well. You know, even as we're trying to move from a cost center to a revenue driver, even that, you know, that what we're doing there, it still gets baby brother a little bit by relative to like clinical excellence, right? Like they still take the show in the room. So I kind of want to challenge all of us, myself as well, to like, let's level up again.

We can recognize, let's recognize that when marketing is operating with the right intelligence, the right intent, it can be a form of care delivery itself. Obviously not at the same level that they're doing today, but I think, you know, we can do a bit of kind of care delivery.

I think it requires taking two things upstream that we have to build in order to do that. So, the first is like health literacy. So, does this person understand their body well enough to recognize when something's wrong? Execution literacy, do they know about it, who to call, what to say, how navigate the system.

And when both of those things are in place, I think that's when, you know, providers are going to see the next best patient. They're going to be able to operate at the top of their license. Because when you help a woman understand that her symptoms aren't just stress or hormones, that's not really a campaign outcome. That's more of a clinical contribution.

And so, I'll try to hurry up here because I want to make sure we get to the campaigns, but just think about, you know, a prepared patient, the visit is different. The outcome is more likely to be what everyone's hoped for. That patient tells their story, she refers her sister, her colleague, her neighbor, she comes back, that reputation pulls better and more prepared patients in at the top, that flywheel accelerates.

And not just because you're pushing more volume through, but because you're improving the quality of what's entered the system in the first place. And so practically that could be a postpartum content series so that when something feels off at two am, the mental model is already there. You can enrich your existing patient population to identify folks who are disengaging from follow-up care or before something acute happens, or it's marketing and clinical operating from the same definition of demand. And that's really the flywheel. It's about, you know, filling the top of the funnel with better quality patients, creating that flywheel, letting physicians and marketing all operate at the top of their license, and really having better outcomes for your communities and internally within your organization as well.

And so I'll just leave you with this last little bit here and then I'll move on. You know, we got really lucky with everything that we had. I don't think everybody realizes when they get lucky. And that's really what care performance means, that work that happens before the moment of crisis so everyone can be making the best decisions, operating at the top of their license. And that's really what these campaigns that you're about to see look like in practice. And again, appreciate the time. We're proud to sponsor this, and I'll hand it over to the folks, the stars of the show today, so you can hear more about their campaigns.

Thank you so much, Matt. What a story. Oh my gosh. That just gave me a heart palpitation.

It was scary time. It was a wild one. Know, it was I'll just tell you quickly, we had always heard about preeclampsia, and it was supposed to be over when you had the baby, but there's more to it. So thank goodness everything worked out, but it doesn't always. And so I think, you know, we have the ability to continue to change that and impact that.

Yeah, this is very similar to a population health model where you're really empowering people with information, education, to make better health decisions.

Yeah, absolutely. Absolutely. There's lots of reach and scale to do that today, lots of distribution opportunities.

Excellent. Well, thank you for sharing that.

Well, now, let's take a look at three award winning examples of digital campaigns. And we were so lucky that all three of our campaigns are focused on women's health at different points in their journey. So, are going to start off with Kate sharing some information on her OP campaign.

Thanks, Susan, and thanks, Matt.

So today I'm going be talking through our twenty twenty five Maternity Campaign and how we use a community rooted creative strategy paired with a full funnel digital approach to drive measurable growth.

So in Sphere Health, we're a comprehensive health care system serving South Jersey with a strong network of hospitals and outpatient facilities. We provide a wide range of services, including maternity care and are deeply rooted in the community. Accessibility, personalized care, and local connections are core to how patients experience our brand, and that shaped how we approached our campaign.

So our twenty twenty five maternity campaign centered on the concept of Jersey generations. We rooted the strategy in something familiar to our audience, the South Jersey Farmers Market. And if you've ever been to South Jersey, you know we have a lot of farms and we have a we even filmed our spot in one of our local farmers markets. So we really wanted to take our pregnancy tracking and make it feel more personal. We compared babies growth to familiar South Jersey favorites like a Jersey tomato and our Jersey peaches. And it was a fun way to show how Hounspira really connects with the community that we care about.

So over the last decade, birth rates across Southern New Jersey have steadily decreased intensifying competition for maternity patients. In areas where multiple health systems are equally accessible, brand relevance and early engagement became critical factors in driving patient choice.

So with those challenges in mind, we clearly defined what success would look like for the campaign and who we needed to reach in order to achieve it.

Our objectives focused on four areas.

First, we aim to optimize seasonal delivery volume by sustaining a strong brand awareness from March through the peak summer birth season.

Second, we work to position Inspira as preferred OBGYN provider in South Jersey by emphasizing convenience and local presence. Third, we prioritized early engagement around the eight week prenatal appointment to drive faster conversion. So you take that pregnancy test, you say, I'm pregnant. So you call your OBGYN right away. So we wanted to make sure that we had access so we could get those patients in as soon as possible to ease their mind.

Finally, all of our efforts supported the network goal of reaching two thousand nine hundred births in twenty twenty five.

So our audience included women ages eighteen to forty five, and we used a phased geographic targeting across Gloucester, Cumberland, Salem, Atlantic, Haitme and Camden counties. So we included our core geo and then we expanded a little bit just to reach a wider audience.

So our research showed that most regional births occurred between July and October. It's funny, most of the people on our team were bored in August, so we're a key statistic of that.

That more patients are in their 30s seeking flexible maternity options. We also discover that marketing which feels genuine and relatable would achieve higher performance and that people's informational needs shift depending on their stage and pregnancy journey. You first find out you're pregnant, you're Googling everything. Later on in your pregnancy, you're still Googling things, but it's different things.

Are these symptoms normal? Am I going into labor? What does this mean? What does that mean?

So we really wanted to keep in tune with that for our campaign and that all those insights really guided our funnel based messaging strategy.

So our tactics we launched in both English and Spanish and aligned with our Jersey harvest seasons and pregnancy milestone timing. We use paid search P Max Nova display ads and Ogri high impact display to capture demand and expand reach Social media across Meta, TikTok, Snapchat delivered stage specific creative for awareness, consideration and conversion. So those people who are just finding out they're pregnant, they're getting creative that says your baby's the size of a blueberry. Whereas people who are in their later stages of pregnancy were getting ads saying your baby's the size of a watermelon, which is so hard to believe.

Video and audio placements on Spotify, on Hot Radio and Hulu helped extend our reach and frequency using consistent creative elements.

And then the next two slides are just some examples of our creative and then I'm going to wrap up.

So these examples show how the Jersey produce growth concept flexed across platforms while maintaining a cohesive visual and emotional identity. The produce comparisons made the pregnancy milestones feel familiar and approachable while highlighting Aspira's connection to the local community. The creative adapted to each channel's format while maintaining a consistent brand identity.

You don't see it in these creative spots but we also included one of our very own OBGYN as a person shopping in the farmer's market who bumps into one of her patients.

So these are some more examples. Additional placements further reinforced the system across high impact display, social and digital environments.

Even as formats changed, our creative remained recognizable supporting recall and sustained engagement throughout the campaign flight. So we paired deeply local creative idea with early journey engagement and a disciplined full funnel digital strategy by meeting expecting parents earlier, reflecting the community they live in and making the next step clear and accessible. We built relevance and momentum that lasted throughout the campaign.

The campaign reinforced that when maternity marking is genuine, timely, and connected to the local community, performance follows. Thank you for your time.

Thank you. Isn't Jersey the garden state?

We are.

People don't know that.

No, because when you hear Jersey people think North Jersey and South Jersey are completely Yeah, it's beautiful and very rural.

I love that local feel. It's beautiful. Thank you. Thank you so much.

Well, let's continue our women's health journey now.

And Kelly is going to share with us a breast health campaign.

Yeah, thanks, Susan. That campaign was so cute. Oh my gosh, I love that creative. How fun. So super cute.

Well, I'm going talk about a very different part of women's health, less cute, but still very important and a really key message in our markets. I'll be talking about the mammogram campaign we did. And so this is an ongoing campaign. We refresh creative pretty much every year. And so I'll be talking about last year's version and have a little preview of what we've been running recently, too.

Just a little bit real quick about who we are at Ardent Health. I mentioned earlier we are a multistate health system. We're in six states, thirty hospitals.

And I like to show this because I do think it kind of helps explain some of the creative you're going to see. We are a very complex health system. We are not branded Ardent Health in the markets. We have all of our unique market names, which means every single campaign is rebranded eight or nine different times and that you are checking access across eight or nine different Epic systems and making sure that the scheduling is available and the phone numbers are tracked. So it there's a lot of complexity here and it's it makes campaign development very interesting. And I think it explains a little bit of some of our approach as well.

We had a strategic priority at the beginning of the year around mammograms.

As you all know, it's a key driver of breast surgery, general surgery volume, oncology for our markets who have comprehensive cancer centers.

And so it really was a strategic initiative across all of those facilities I've just showed you, which really elevated it in terms of our own priorities as well.

And our default goal is we're always looking to grow encounters by two percent year over year. And we're looking at both new patients, but also our existing patients and making sure that the people who have had some sort of care in the past are coming back to us, that they're keeping up with annual screening guidelines, that they don't just show up in the ER one time and we don't see them again for the next five years, that we're really trying to take care of them as a whole person and think about needs that our own current patients have as well, and not just new consumers.

When we're building out a campaign, we really follow this format across all of them. We're looking at what our goals are for this campaign and making sure it's really tied to the organizational needs and what that downstream looks like as well. We always have to determine which markets are participating and figure out the access points. This by itself can end up being a little bit of an endeavor of figuring out who says they have scheduling availability. But then you go to look and it's actually like two months out and who says this is the phone number, but then you test it and that's not the right phone number.

That piece can take a little while, but that's always a key part. Then for this particular campaign, I think all but one market participates in this. That's when we start looking at our media mix. At Ardent, we have pretty much an all digital strategy. And so that means that that's everything is designed for digital. That's really first and foremost what's at top of our mind and what we're thinking through as we as we work with our partners and unlock actually for channel mix and thinking about what that's going to look like.

We are thinking about different points of the funnel. And so how do you reach women who are actively like, oh, Okay, I need to get this taken care of. Let me search right now. How do you make sure you're set up for that person who's there? And how do you reach the woman who isn't thinking of it? It's not top of mind.

You're sort of giving that nudge. The interesting thing with mammograms is I think most women who are eligible know they know what a mammogram is. They know it's supposed to be something that they take care of, but it's not necessarily the most pressing thing they need to do right now. And that's really where a lot of conversation is happening is trying to nudge women like, yes, this is something you need to get taken care of. Yes, you do need to do this annually. And we're going to try and make that as easy for you as possible to take care of.

And then do like to call out that direct to patient outreach as well. I think, Kate, you've mentioned it earlier, too. This is not just about new patients. This is engaging with our existing patients, too. And so we're not we're layering an email, we're laying in text, we're layering in facility signage, because all of those are part of the decision making journey for both new and existing patients.

And then the last piece is really building out creative. We're looking at multiple creative versions for the most part. We want to make sure that we're doing AB testing, that we're designing for the women who are in our markets and thinking through what they look like and what they care about.

As I mentioned earlier, we do rebrand for every market. And so each each campaign is built once and then it's built seven or eight more times, depending on how how robust it is and the same for all of our creators. And then we know from our research that we really try to deemphasize the cancer connection.

Mammograms are, of course, we're doing it. It's a breast cancer screening, but the research indicates that that's not what women want to think about. They're not thinking about, well, I might have cancer, so I need to get this taken care of. They don't want to think about that. This is this is supposed to feel more like a check the box screening because one of the biggest reasons that women delay is fear of what they will find out. And so we don't want to be emphasizing the cancer part of it. This is more of, hey, just get this checked off, take this off of your list and make sure you're taking care of yourself as part of it.

When we're building out creative, as I said, we do have multiple versions and we try and segment by age too. So this is an example of just social for just one market.

And we're looking at different women who look differently and different ages and segmenting that way so that there's one, an age variation there, but also the constant testing so that you can optimize, you can see what's working, you can see what's resonating with the markets, and then start to serve those pieces more just on their own.

We really focus on this prioritize your health language for this particular campaign and prioritizing yourself. We know that this age range, this forty to sixty five range tends to be very busy. They might have kids, they might be working, they have a lot going on and they might be taking care of elderly parents. And so we're trying to remind women like, hey, in that list of of all the things you have to do, you need to make sure that you're on it.

You have to make sure that you haven't left yourself off of all of your priorities and all of your to do list and that you're taking care of your own health and that you can do that easily, that you can schedule this online, that this doesn't need to be the the complex thing we tend to think of health care because it can be where you're calling for this person and then you're calling the next one and you're making sure you have the insurance approvals like this. This can be a little more straightforward because we know that tends to be a barrier as well.

And then, as I said, we do version it across markets, so that means new logos, new colors, new new everything, really. So while we do keep the same imagery, and these are just examples, Every version does have its own market nuances every time. Many of our health systems are JV arrangements, which means we have their own brand guidelines and their brand standards and reviews that we're working with as well.

And so for this particular campaign, we probably had a couple hundred different assets that we were managing and working with with Unlock and our own creative teams to get out the door and support and bring to market.

And as I said, we're really layering in that patient outreach as well. And so even though a lot of the focus I know tends to be on the on the paid side, that's certainly what providers and others often want to talk about. I do think this is such a critical piece as well.

A lot of healthcare is still happening in the four walls of our clinics or our hospitals. And so including reminders there of, hey, you might be here for a PCP appointment or an urgent care, but don't forget, this is another way you have to take care of yourself. Sending out text messages, sending out emails and including that direct link there so that we want this to be easy. We don't want this to be a complex multi phone call process that that this really is something you can just take care of and get it off of your to do list.

And before I wrap up, I also want to share a little bit of how we've continued evolving.

So this is some of our more recent creative here on the left, additional email touch points revisions there, It really just has continued to emphasize that we know you're busy, that your life is hectic, and this doesn't have to be a hard part of it. That this can be something that you just get taken care of. You check it off of your list, that we will make this easy and comfortable and that you can continue on with your busy life knowing that you've got this taken care of. This one has done really well. We're very excited about it. We've seen really strong performance. I won't give too much of it away yet, but we've we've been really excited about this one and then layering in some other email touch points to of just making sure that we are staying top of mind with our current patients and that we're we're reaching them where they're at.

All right.

I think we can all relate to that. Hectic life, for sure.

Well, thank you, Kelly.

And as we continue our women's health journey, Corey is going to share a campaign from University of Chicago on urogyne health.

Yes, so we're just moving on up the age train. Okay, so and I hope I do my friends that from UChicago well on this presentation, they were unable to attend today, so I'm like their backup dancer. But And this was a fun sort of unique experience in terms of proving ROI because our goal here and our objective was to really grow awareness and preference for their urogynecology and reconstructive pelvic surgery services, but this was a brand new location with brand new physicians. So I knew I was starting at zero and we just had to grow volumes from there.

So that made it a little easier. You don't get to do that very often in your career. So that was pretty exciting. But they had this brand new location.

Those of you that are familiar with the Chicago area, the main university campus is down in the south side of Chicago, and this location is up in the northern suburbs in Northbrook. And so this was a huge change for them to have a presence up there in the northern suburbs but also there was some physicians that we might have wooed away from a competitor that were now at our address as opposed to the competitions.

In terms of how we dug into the strategy for this campaign, we did a lot of interviewing with their new physician team to see you know why women were choosing them at their previous location, the types of pelvic floor disorders that they really wanted to focus on and where they had that expertise. But then lucky for me I have a lot of colleagues including myself that are in this sort of post pregnancy getting old not quite sure what's happening perimenopause the everything that you thought you knew about your body has like totally flipped upside down right and so we had like some mini focus groups internally and then also several of my girlfriends at my at the time I was doing CrossFit and saying things like oh my god when I do those double unders I'm like totally accidentally peeing myself and I remember interviewing this doctor This might be TMI, but those of you that know me know that I'm just an open book.

But I talked to when we were interviewing this doctor, I'm like, well, it all happens to all of us. We just assumed it's normal. And she was like, no, that's not normal. And even a little bit of pee is not acceptable, and we can fix that.

And so that really that mindset and that education because these patients and these consumers you know depending on how difficult your condition is you might be scared to leave home, you might be scared to make plans, and you've kind of just been told forever that it's normal and told to deal with it. You might whisper about it with your girlfriends in the locker room, but you don't really talk about it that much publicly, right? So we really wanted to understand these levers that would legitimize the conversation and reduce the stigma and get women to think about it and be like, oh, maybe I don't actually have to live with that.

So I'm just kind of like recapping what I just said, but our problem in our barrier was that there was consumer confusion about what was normal, a lack of understanding about options that were available, and that it was even treatable, right? The opportunity we really wanted to start and command this pelvic health conversation. And our main message that we ended up landing on with the physicians and the team, and also we did a little bit of testing with experts nearby to help. You don't have to live with the consequences of pelvic floor dysfunction.

So we had a two phase campaign. The first phase was more it was more of your traditional media approach. There was digital, but it was like coming soon, we're here, we were really doing a lot of rapid awareness. And then after the location opened, we moved to a more sustainable approach with a lower budget. And and I have to say we did not run the media for that. Uchicago has another media partner that did all of that. So we were trying to work, in conjunction with the UChicago team to get the, you know, the right tactics and the right strategies and market based on the media plan that somebody else was creating.

And then we had this call to action to schedule an appointment at the new suburban location once it was open.

So I I think that the reason that this campaign won was that we had a very engaged physician audience. One of them actually as an undergrad did not major in biology. She was like a performance arts major and did musicals and stuff. So we were like, oh, we have talent right here. So we worked with the UChicago Medicine internal team, and they filmed all these. Our creative directors were there helping to direct and do all that. But I truly think that we won because of these, this one video I'm going to show you that kind of stops people in their tracks.

If you have to squeeze your knees to sneeze, oh, please.

We can fix that. We perform procedures to correct pelvic floor issues so you can sneeze all you want.

Go Zoontite. Click to find out how.

We ended up having, like, three or four of those videos with each of the doctors, and it was super fun. So I think they're all on the UChicago Medicine YouTube page if you're interested in checking those out. This is some examples of some of the digital creative that we had featuring these physicians because, you know, ladies, the locker room chat, we talk. And so it was like, oh, I see Doctor. Maggie Mueller, who do you see? You know, and I these women have a very strong reputation, especially in the Northbrook area where they used to have their practice with the other locations.

But we tacked it like head on, right? Saying like leaking is common, but it's not normal. You can fix it. And then it's hard to talk about. So really reducing that stigma and saying, there's options for you and learn more and schedule that appointment with us.

One more example of some of the creative that we had in market, and this is where the live again thing. So when you get these conditions treated by doctors who can fix the problem that you have, you're able to live again, right? So you can sneeze again without worry. You can jump around and do your double unders or even jump on the bed with your kids and laugh again without having to worry about any leakage. So we'll I think in the Q and A, we'll talk about some of the results of this that we had moving forward. But that's the campaign that we had.

Thank you. And thank you for sharing.

I mean, you know, I'm an open book, so Women do talk. That's for sure.

Oh, we do.

Well, thank you all. I love these campaigns. They're all tremendous and just thoughtful, creative and spot on. Let's now jump into some questions.

Let's start, Corie, with exactly what you just said. Let's talk about outcomes. How did you each measure the outcomes of your campaigns and what kind of results did you get? Kate, let's talk about your OB campaign.

Yeah. Yeah, so we saw some great results from our campaign.

So in total, we were able to deliver above our organizational goal of five births. So that was a solid win. We also saw a two percent increase in OBGYN encounters compared to the previous year.

Our online booking for OB appointments were up by seventy one percent, so we saw a really big jump there.

Then total leads were also up eighteen percent.

We saw, like, our web pages, we saw some increased traffic there. So and and on top of all that, we drove our cost per click down to an all time low. We trimmed it from sixty one cents to fifty eight cents. It doesn't sound like much, but it was a win in our book.

We measured leads through both calls and Forbes submissions, so we knew people weren't just interested, they were actually taking action. So that's some of the results that we saw from our campaign.

Woo hoo. Good job. Kelly, tell us about Mammos.

Yeah. So we kind of look at two buckets. We look at marketing KPIs and then we look at our business goals, too. And so for the KPIs, we're looking primarily at conversion.

So web and online scheduling and qualified calls. And then we look a lot at cost per acquisition, making sure that we're doing that efficiently and then click through rate for understanding the engagement. We saw really solid results across all of those. But I think the better story is the business goals.

And so we saw online scheduling for mammograms went up more than eighty percent during the course of the campaign.

And total mammogram encounters went up more than seven percent across all of the participating markets. And so we felt like that was really a win because more women were showing up. They were getting their mammogram taken care of. They were coming in. And then they are also much more likely to do so online, which we all know is is usually much easier.

Great, great results. Corey, how about Urogyne?

Yeah. So I do know if I'm talking with the UChicago Medicine team that they too, just like Kelly, they track, like, the media metrics and and the campaign performance metrics. But then I think the most important thing was that the, the campaign drove I'm gonna read it off the screen. I don't say it wrong.

Two thousand two hundred and seventy five appointments over that nine month period. So, again, they went from zero, but then that is great. And I do know anecdotally that my, mother was gonna make an appointment, and there was, a two month wait time now. So the campaign, I don't believe, is running anymore because they, you know, have exceeded the demand, and these women have really, like, built their practice, which is the number one goal.

Are they increasing Number of providers?

Number of You know, I'm not sure about that.

You should ask them. Wow. I think we've moved on to another priority at this point.

Fabulous results for all three campaigns.

How about challenges?

Kelly, oh my gosh, dealing with eight, nine different markets for your campaigns, I believe there were eight for this one. Any other challenges you faced other than like logo craziness?

I think that for us really is always the challenge for every campaign is just the complexity.

Mean, we trying to figure out who who has online scheduling set up and who has the availability. They say they do. I have to think I'm not the only one who's run into this of a provider is like, oh, we absolutely have access. And then you call and test it and like, yeah, three months out.

And so just the testing of that and the mapping that out. And we really try to serve kind of in a consultant role of like, hey, you're telling us that you want to drive more mammogram volume. We're having this problem when we call. We're having issues getting through or having it like, can can we work with you to solve that before we start driving even more volume your way?

So it just a lot of you miss free shop. Yes, exactly. So that's I think for us always the biggest challenge is really thinking through like, how do we do this in a way that does feel authentic? That's hard when you're doing it for so many very different markets.

I mean, I have hospitals in New Jersey and Northern New Jersey near New York, and I have hospitals in Idaho, and they are very different. So thinking through what are the things that do resonate for for pretty much all women, regardless of what you live, where you live, and how do we do things that that feel like they're going to resonate across all of these markets without pulling our hair out, trying to manage quite so many different creatives.

Corey, any challenges you encountered?

Well, it's not like people always want to have their physicians featured and sometimes it works. We were nervous about it because we're like, are they gonna be able to act? And and the the vibe of that video, right, like, you need to be able to deliver a performance. Right?

They embrace it with opening arms. The hardest, hardest thing was getting a day on the calendar that they could all do it. The good thing is that we were able to film before the practice opened. They had a little they were just opening the practice, getting everything ready, blah, blah, blah.

And they were seeing some patients down at the main campus location already. But it was like coordinating that was kind of the biggest nightmare. As I'm sure you guys are all aware with your photoshoots and all that kind of stuff that you have to do internally. But it ended up paying off in dividends.

I don't think it wouldn't have even resonated as much if we had tried to do it with, like, not real doctors. Right?

So They were so cute. I the rest of that video stopped.

Them. Yeah.

They're You know, so it was super cost effective.

Right? They were like, we don't have a lot of money for production, but we're like, this is an idea that you can use that's not gonna cost you anything except for your internal resources.

Yeah. So Love it. Yeah. Well, women, we're talking about marketing to women through digital channels. Are there any you know, because you all do other service lines as well. Are there any specific considerations you give thinking about women as that target audience? Corey, you're nodding.

Yeah. Especially, like, you know, if you're the mom and you're I I think, Kelly said this too. You're juggling. You're you're not necessarily prioritizing your own health. So the videos really served at that, like, stop moment where you would like hopefully pause and gather that attention. So I think we all know that social and those conversations that women have with each other is a critical place to be and so and then meeting women where they're at right so then the team was internally at UChicago was brainstorming ways to get this content out to women, whether it was like direct into their email box or what have you, to really ensure that we were hitting them quickly and in that moment of like, oh, I have time to focus on this as opposed to my kids running around.

Like intrusive. A quick intrusive pop. Yeah. Kate, any thoughts on that?

Yeah. So I think for our campaign, it was interesting as we were gearing up for it because I was pregnant at the time and I was getting ready to deliver. I was actually on maternity leave when our campaign launched. So I was like prime audience for this campaign.

Talk about market testing.

But definitely what Corey said, like women in general, whether you're a mom or not, we are so busy. We are always multitasking. I don't know one person who is only doing one thing at a time. So I think really getting to that mindset of you're busy and then knowing they're busy, so knowing where they're where they're being online is really key to making sure that your ad's gonna be seen. So, like, for our campaign, like, we knew moms were gonna be on social, so that's why we had a heavy presence on Meta, Snapchat, because that's, like, we according to our audience, people are are still on Snapchat. So that's try to hit them where they're at and make sure like your message is being quick and to the point because we know that they are juggling so much. Think that was one of our considerations that we took into factor.

And your mom's moms are on Facebook. Right?

So we are targeting grand moms.

Right, exactly. Matt, any general industry thoughts you have when you are thinking about targeting women?

So you have like Yeah, you know, I think one thing you always have to think about is, and Corey mentioned this earlier, like are you talking to the woman, the mom as a decision maker or are you talking to them as a patient? And I think that's really the most important through line. And you know, we can learn a lot more about these women, about their preferences as well with additional information outside of just the care encounter, outside of campaign response. So, we can understand things like their site of care preference, if they prefer telehealth versus urgent care, if they're going to regular doctor's appointments, sleep quality issues, content groupers when you're thinking about these audiences. So, you know, it's more thinking, if anything. I don't think there's an easy button, but understanding that, you know, there's definitely two different ways, I think, that women definitely consume care either for themselves or as the facilitator for their family.

Right. And that's a big issue. And that leads us into another question.

We always talk about in health care marketing, women really being the CEO of health for the family. Moms dragging the kids, dragging dad, coordinating for mom and dad.

What are considerations? How does that influence your thinking about mom as sort of the global decision maker?

Kelly, any thoughts on that?

I do think there's sometimes opportunities to message systemness there in a way that makes sense for for them. So thinking about like, hey, you can come in for your mammogram, but then it's the same system where you have your ObiGen and your primary care, and it's the same system maybe where your husband's coming in for a cardiology appointment and where you're taking your mom or your parents. And so I think there is a lot of opportunity sometimes to talk about like connectivity and ease across things of like like I have for my family three or four different MyChart accounts, different MyChart platforms for like one for mine, one for the pediatrician. My husband's got a different system. My parents have a different one.

CVS and the pharmacy has their own version and like being able to talk about like, or you can just have one, right? You can just have everybody's and it makes it a lot easier. I do think there's sometimes opportunities to think of of that and how that layers in of, yes, you're coming in for your own care, but this is going to be the same platform and system and familiar providers that you use for the rest of your family.

It goes back to that hectic lifestyle.

What can we do to reduce the crazy that moms are dealing with?

I think it was so interesting that each of your campaigns targeted a different moment in a woman's health journey.

How did those moments shape your thinking about your approach or your messaging?

Corey, what do you think?

Well, something to add on to that last point too is it's also about like the trust, right? So like when I previous to my employment at Unlock, I was a director of marketing at Children's National Health System in Washington DC. And one of the barriers that we always faced was like a big competitor that was a kind of like cat's place, where they birthed like kindergarten class a day. And mom, when she had that great experience and the delivery of her child, they automatically assumed that it was great for everything pediatrics and everything great for mom too and the rest of the family. So they built a lot of like brand trust through that. So I think the other thing we need to think about regardless of the phase of the woman's life, but how do we constantly brand is even more important.

And how do we reinforce trust in an era when trust is really hard to come by. Right? And so what are those moments of trust, whether it's in the tactics that you use or the messaging that you choose to reinforce that, like, no, you can trust us with the care of your family. So I don't know if I really answered that, but that's something that I've been thinking about when we were just having that conversation.

I think that's an important point in anything healthcare related, you know, critical. Kate or Kate, do you have any thoughts on that?

Yes, I mean, those different moments, I mean, specifically for maternity, I mean, almost every day, you're probably going through a different emotion, different feeling, different symptom.

So for our campaign, we really wanted to target. That's why we split it out so specifically between those trimesters. So in those first few weeks, women were looking for a partner, not just a hospital. So our messaging was more intentional, low pressure, focusing on confidence and reassurance. Whereas in the later stages of pregnancy, we're more focused on, here's all the things that our hospitals have to make your delivery more comfortable, as comfortable as it can be.

So we have NICU, we have Oxycodone.

All these other services, right? So we're really like solidifying that partnership. You've already chosen us as your partner. Here's all the additional things that we have to make you put your mind at ease. While you're planning, while you're putting your packing list together of all the things you need to bring to the hospital, we're here, we have you covered. So that's kind of how our campaign was. We really segmented it out based on that mindset of where they are each trimester.

Yeah. Different there's a journey even within that category. Exactly. Yeah. Yep. Nice.

So we're actually building out right now some different journeys for our email automation based on each trimester. That's something we're growing at the program as well.

That's great. Kelly, anything you want to add?

I think it ties in. I mean, we kind of talked about it a little bit, but recognizing where they are, which is that they're busy and that things are hectic and that we're speaking to that moment. And I think it is a reminder. I think we have to think about like with all their juggling at this moment in their life, whether this is their first mammogram they've ever gotten or their tenth thinking about, Okay, you've got a lot happening and how do we make this easy?

How do we remind you gently that, yes, you do need to take care of this, but this isn't going to be a hassle? I think a lot of times we think that health care is going to be because it's a it's a deserved reputation, depending on the service line. But I think it's just letting women know this is something to get done. But it really can be a pretty simple, straightforward process and you get to move on after.

You need an easy button for that, right?

Know, Matt, you talked about moving from campaign performance to care performance.

Where do you think organizations get stuck?

Why is that not happening automatically?

Yeah, you know, I think organizations are definitely trying to do it.

Really, if anything, it's just, you know, thinking about your patient population, your existing patient population, and activating them outside of just care gap closures. Like those are obviously very important, but a lot of times those, I think the people that are, you activate that have care gap closures, they might've just, you know, they're usually kind of on top of it. They have high health interests. They might have just missed something.

Things got busy. But I think there's a world where you can enrich your existing patient population with more information about their health behavior preferences, their channel preferences, the other clinical things that they may be interested in, and activating them to be net new to a service line, right, or to bring in a family member, those sorts of things. And so, I think that's where a lot of folks are leaning in these days, and that's what we're hearing here too at HMPS, like your existing patient population, there's a lot more juice to squeeze, I guess, out of helping them.

Yeah. And better to keep one than have to go through the effort of getting a new one. It's always more efficient.

We're almost out of time. I cannot believe how quickly this hour went. Oh my goodness.

What do you think, Corey, you mentioned you thought one of the reasons the judges zoomed in on your campaign were this amazing talent that you have. What are the things, anything else that you think, why were your campaigns chosen to win? There were a lot of campaigns that were entered in this category.

Yeah, anything else, Corey? I would think too that it there was also like a comedy element to it that you don't see very often in health So I think it was just a unique angle that resonated with the judges. I'm a judge for, the Lamplighter Awards for NESHCO. And I can tell you guys, like, straight up, when I was looking at it, I first looked at the results to see if it actually tied to what they were with the category was.

So I would I would really suggest when you are submitting for this year's awards, you start with those results, and then work backwards from there. Right? And show the the creative and stuff that got you there. Because it might be something that might not be the most beautiful or sexy thing.

But if it worked, that's what we wanna see.

Yes. Yeah. Kelly, why do you think your campaign won?

I would agree with Corey. I really think that at the end of the day, it's about showing those outcomes and not just the marketing metrics, but the real outcomes to patients and to the business. And so I think that was a big part of it is we were able to really show like this is online scheduling, this is patient encounters, this is like the number of appointments that came from ad phone calls. Like we could really tie the whole story together. And then to your point, Curry, then you kind of back in and it's like, Okay, here's what got there. And so we started with, hey, we know this one did really well and we can prove that out and then went and showed showed what the full picture looked like.

Right, not a beauty pageant. Kate, what do you think?

Yeah, like Kelly and Corey said, I think results really speak, especially in healthcare.

I mean, I think it's harder to prove too in health care. When we have the results to back up that our campaign performed, then I think it speaks volumes. It's not like we're trying to sell like a shampoo. Like we're trying to sell like healthcare services. If we can prove that our campaigns made a difference, then I think that's probably the best, the most award you can get, right?

Put those results front and center. Matt, any thoughts you have for folks who are getting ready to enter the awards for this coming year?

I don't know, I think everybody nailed don't think there's any more to say to At the very end, right? Like the results speak for themselves. Yeah.

Yeah, just focus on driving the best outcome, making your communities healthier, and everybody wins.

Wow. I cannot believe we are out of time. This has been so much fun.

You, thank you, all of you. And Corey and Matt, I know you're in the middle of a conference and Matt's in the middle of a closet right now trying to find a little corner that had Wi Fi that was semi quiet, so we really appreciate it. Kelly, Kate, thank you so much.

Corey, I'm so grateful you were able to come speak on behalf of your clients. I hope I made you Chicago proud.

Believe me you did. We really appreciate all of your expertise and the amazing, amazing work that you do.

Reminder to everyone, our session has been recorded and in about two days you'll be receiving a link to that recording.

And you can always go to strategichcmarketing dot com later on and find a link.

And the twenty twenty six eHealthcare Awards opened May one.

So it's time now to look over your last year's work, pick out your best projects, put those entries together, focus on those results.

You can also get involved as a judge, you can be a sponsor, like Matt and Corey's groups, sponsor a category, sponsor a part of the award show. There's so many ways of getting involved. Coming to the award show gives you a chance to see incredible work from all over the country. So, you can get all the information you need about that at ehealthcareawards dot com. So, check that out.

Thank you all again. Thank you to our audience for joining us today, and we will see you all at the next roundtable.