How We Help Healthcare Brands Grow

We aren't just marketers. We're a growth team.

What's the difference between Marketing and GROWTH Marketing? Growth marketing is a creative system driven by data that allows companies to scale through creativity, testing, and proven processes.

As a growth strategy team, we look outside of the normal "marketing box." The best way to explain this is to compare the following formulas for marketers vs growth marketers: 

Think about it. You can create advertisements that bring in leads all day long but if there is a break in the customer journey at the first touchpoint of customer service (or at any point in the customer journey) then your level of success in converting those leads is going to be negatively affected. 

One of Our Recent Healthcare Growth Studies

We met with an owner of an IV hydration facility who reached out to us on LinkedIn. He had previously contracted a marketing agency that did not fully understand the healthcare space nor the functions of services that their facility offered, so they did not produce positive results. As a result, he was looking to contract another marketing agency and one that had a good understanding of the healthcare space.

We quickly identified their concerns, visited the facility, and closed the deal. Within three weeks we launched the campaign. To start, we launched Facebook and Instagram ads, as well as organic creative on LinkedIn.

Within the first two weeks of launching the campaign, the facility was receiving 300% more calls a week. However, we noticed that the appointment scheduling rate was not increasing at the same rate. Naturally, we took a step back, there was obviously an issue at the activation level, which is the customer's first experience with the service or product. 

Figuring out the "Activation" issue: 

We called several colleagues and asked them (while on three-way) to call the facility. After a few calls, we understood why the people who were seeing the ads and were calling the facility, were not converting into booked appointments and paying customers. The customer's first experience on the phone was very rushed and dry. Customers were being told to "go to the website" instead of being booked on the phone and educated on the benefits of IV hydration. We contacted management and spoke with the team at the facility. We gathered them and told them our sole mission was to work together and to grow the company. Our success was their success and vice versa. We were not there to point fingers. This is an important step in the process because sometimes in-house staff may fear they will lose their jobs if certain mistakes they are making are uncovered.

We asked the in-house staff a series of questions, one of them being, "Why are appointments not being taken on the phone?" 

They were open and they gave us amazing feedback, from which we discovered: 

1. None of the in-house team had received training on providing first customer experience upon hire. 
2. The appointments software was very difficult for them to understand, which is why they avoided taking appointments over the phone. 
3. The entire customer service team were clinical professionals with zero previous experience in customer service. 

Additionally, from meeting and having an open conversation with the in-house staff, we found out that customers that the customers who were making appointments kept asking these two questions:

• Do you guys have memberships?
• Do you have a referral program?

They had neither, so we got to work and went to the strategy board. 

Strategizing Solutions for the "Activation" Issue: 

Our team got together and tackled each of these issues individually.

1. Customer Service Training: We prepared an entire customer service training packet, from phone scripts to workflow to activity sheets. Further, we provided several sessions of live video and one in-person training session.
2. Software Switch: After researching the software they were using, it was clear that it was not the right fit for their business model. The software was outdated and made for experienced medical billers, not front-desk receptionists. Our team began to research what software would be a great fit. We decided on a software that was easy for their in-house team to use but also had appointment booking integrations with Facebook, Instagram, and Google business. What this now meant was that people seeing the ads could not only call but not they could book from the comfort of scrolling their social media platforms.
3. Staffing: Additionally, we met with the entrepreneur owners and explained that it wasn't the most efficient system to have clinical professionals at the front desk. We helped recruit them a bilingual receptionist. 

We also designed solutions to a) retain customers and b) give them an incentive to refer their friends. Ironically, the first marketing company that the company had hired, said that the "market research" showed that they should not have a membership model. We went beyond market research to the actual customer experience. If 9/10 customers are asking if you have a membership, then there's a need for it. 

To help retain customers, we helped this facility launch three monthly memberships, which we made sure to integrate into the new software. And to give customers an incentive to refer, we also designed and launched a creative referral program.

Results from Resolving the "Activation" Issue: 

Within the first month after implementing our solutions, the facility was looking like a completely different place and all of the following increased by more than 300%:

1. Online appointment bookings (booking was now convenient)
2. Phone appointment bookings (the scheduling software was easy for the in-house staff to navigate and they received proper training)
3. Retention (the membership programs were appealing to the customers)
4. Referrals (the customers wanted the incentives provided by the referral program)
5. Reviews (the scheduling software had automated texting surveys to ask for reviews)

Yes, we could've taken our "marketing" spend and driven it entirely to paid ads and creative management. It would've resulted in some level of short-term growth and we could've told the owner that it was the fault of his in-house staff that the people interested in the services were not converting into paying customers. But we care about the long-term sustainable growth of our clients because we want long-term relationships with them!

Driving Sustainable Growth for Healthcare Brands

With our growth process and niche understanding of the healthcare space, we look at growth from the big picture perspective. We do this by approaching growth marketing with a system rooted in creativity and driven by numbers: 

1. We take the time to understand your long-term goals 
2. We audit current gaps in your customer journey
3. We design a custom strategy to drive growth
4. We implement and drive the strategy
5. We measure progress with data

At MedSnake Media, we believe in what our clients do and take ownership of the growth process, as well as try to implement a culture where they realize that everyone within their organization is responsible for growth.

Because at the end of the day, the more healthcare brands that are able to drive sustainable growth, the more providers and patients are positively impacted!

And that's why we do what we do.