Healthcare Marketing Approaches

As Chief Medical Officer at GE HealthCare, my primary responsibility is to lead the medical function grounding our innovations in clinical evidence, ensuring efficacy, and bringing the voice of the clinician into every strategic decision we make. But there’s another element to this role that’s less visible yet deeply impactful: marketing. While I don’t manage marketing directly, I collaborate with our marketing teams more than one might expect from a physician by training. Why? Because in healthcare, clinical credibility and commercial clarity must go hand in hand. Here are the marketing elements I find most critical: 1. Storytelling with substance Clinicians don’t respond to hype, they respond to evidence. But evidence needs a compelling narrative. I work with marketing to ensure our stories are rooted in data, but framed in a way that communicates real-world value to providers, health systems, and patients alike. 2. Segmentation that reflects reality Understanding our clinical stakeholders - radiologists, cardiologists, oncologists, technologists, hospital executives - is essential. Marketing helps us tailor messaging by audience, while I help ensure those audience profiles reflect real clinical behaviors and challenges. 3. Positioning built on outcomes It’s not enough to say a product is innovative; we must demonstrate how it improves outcomes. The medical team contributes the data, the trials, the insights. Marketing shapes that into positioning that resonates across markets, languages, and care settings. 4. Credibility through collaboration Thought leadership is a shared responsibility. Whether we’re preparing for a major conference or publishing peer-reviewed studies, marketing helps amplify the work of our clinical experts. Together, we balance scientific rigor with accessible communication. 5. Listening as a strategy Much of marketing is about listening to the market. Much of medicine is about listening to the patient. At this intersection, I find some of the most valuable insights. Marketing teams surface unmet needs, competitive dynamics, and shifting expectations. My role is to interpret those through a clinical lens and help turn them into better solutions. In short: I don’t “do” marketing, but I can’t do my job without it. Healthcare is evolving rapidly. The Chief Medical Officer-role must evolve with it bridging clinical insight and market relevance, ensuring that what we build is not only scientifically sound, but also meaningfully communicated to the people who need it most. Would love to hear how others in clinical or marketing roles navigate this balance. #healthcare #radiology #marketing #digitalhealth

Sales folks, take note! Spamming a target company's employees with your services and requests for meetings will result in your company making its way onto a buyer's blocklist. As a buyer in the localization industry, I receive dozens of emails and LinkedIn requests every single day from vendors looking to showcase translation, AI, QA services, and more. It's not humanly possible to give personal replies to every outreach. When vendors can't get through to me, they often reach out to everyone on my team... and sometimes to many others across my company. I'd love for this practice to stop. It wastes valuable company time and makes a vendor appear desperate and non-strategic. Here's what to do instead: 1. Appeal to ego! Invite a target company’s decision-maker to a panel, or start a vlog series and ask buyers to appear and discuss industry topics. It’s also a great opportunity to reposition your company as a thought leader. 2. Offer genuine insight, not just services. Share a case study, white paper, or benchmarking data that’s actually useful to the buyer’s role, and do it without a sales pitch. 3. Build a reputation before you build a pipeline. Comment thoughtfully on posts. Contribute to community conversations. If you consistently show up with value, you’re far more likely to get noticed. 4. Target smarter, not broader. Don’t shotgun your message to an entire company. Learn the org. Understand the buyer’s scope. Then send one well-researched, personalized note that shows you actually did your homework. 5. Focus on mutual value. Can you help solve a known pain point or offer perspective on something changing in the market? Frame your outreach around collaboration, not consumption. 6. Use timing to your advantage. Keep tabs on when companies are hiring for roles associated with your offerings, launching in new markets, or attending conferences. That’s when buyers are more receptive to new solutions. 7. Lead with generosity. Offer a no-strings-attached resource, intro, or suggestion that doesn’t benefit you directly. Reciprocity is a powerful trust builder. And please! Don't ever ever call me on the phone! ;)

Pharmaceutical and medical device companies face unique challenges in connecting with HCPs, patients, and stakeholders. As traditional marketing methods become less effective and privacy concerns grow, first-party data emerges as a game-changer for our industry. First-party data—information collected directly from customers with their consent—is becoming increasingly crucial for success in digital marketing. With the impending phase-out of third-party cookies, leveraging your own data will be more important than ever. But how can pharma and medical device companies harness the full potential of first-party data? A study by Boston Consulting Group (BCG) and Google revealed that while data-driven marketing can double revenue and increase cost savings by 1.6 times, only about 30% of companies are creating a single customer view across channels. Even more striking, just 1-2% are using data to deliver a full cross-channel experience for their customers. To bridge this gap and gain a competitive edge, industry leaders need to focus on three key actions: 1. Develop a Comprehensive Data Strategy - Instead of collecting data indiscriminately. This might involve prioritizing data from healthcare provider interactions, patient support programs, or clinical trial participants. Assess the value of your first-party data rigorously. Calculate associated costs and risks and develop a clear implementation roadmap. This approach not only streamlines your efforts but also helps secure buy-in from executives—crucial for successful implementation. 2. Test, Learn, and Measure - Start with a specific business case for your data. For instance, you might aim to improve adherence to a particular treatment or increase adoption of a new medical device. Define what needs to be personalized to achieve this goal. While one-to-one personalization might seem ideal, it requires significant investment and time. Focus on a narrow use case—perhaps a specific physician specialty or patient segment—and invest only in the data and technology required to test that particular case. 3. Build Robust In-House Tech Capabilities - Traditionally, pharma and medical device companies have heavily relied on agencies for marketing efforts. However, a hybrid approach may be more effective in the age of first-party data. Consider insourcing your technology stack and capabilities related to data analysis and activation. At the same time, leverage agencies for their strategic perspective, creative content, and media buying expertise. Many agencies are evolving to meet these changing needs, offering everything from à la carte services for mature brands to turnkey solutions for those just starting their data journey. By focusing on these three areas, pharmaceutical and medical device companies can unlock the full potential of their first-party data. This not only improves the customer experience, but also boosts business results. #CXStrategy #pharmaceuticals #medicaldevices #DataStrategy

Is the marketing budget still an excuse for the hospitals?? Marketing is an important investment, but it does not need to be unreasonably expensive. Because of advances in generative AI, even small clinics and hospitals can now develop highly engaging, personalised material that competes with larger institutions. These technology enable healthcare providers of all sizes to develop more thoughtful and effective communication strategies. A recent Harvard Business Review article discusses how generative AI might level the playing field for small and medium-sized firms (SMEs) by bridging content, insight, and technological gaps that larger corporations traditionally dominate. This trend extends to the healthcare sector as well. AI solutions, such as Jasper, can assist healthcare practitioners in producing targeted content for social media, blogs, and patient communications in an efficient and cost-effective manner. Consider a small clinic using Jasper to develop consistent, professional marketing materials that appeal to their local community without the need for a full-fledged marketing team. Furthermore, technologies like Canva and Adobe Firefly enable clinics to create visually appealing content, such as instructive infographics or patient testimonials, without relying on costly graphic design resources. These AI-powered technologies enable healthcare professionals to offer a polished, professional image, increasing patient confidence and engagement. Furthermore, AI-generated video material is becoming increasingly popular, with platforms such as Synthesia making it easier than ever to make high-quality videos. Whether it's an explanation film about a new treatment or a patient success story, small healthcare providers may now convey their message in a captivating, visual style previously only available to larger organisations. Healthcare providers may use these AI tools to boost their marketing efforts, improve patient engagement, and, ultimately, provide better care. The future of healthcare marketing is more than just large budgets; it is also about smart, strategic use of technology. #HealthcareMarketing #GenerativeAI #PatientEngagement #DigitalHealth Oguz A. Acar https://lnkd.in/e7YPfaMa

In marketing, emotive storytelling uses human emotions to create stories that captivate audiences. When done well, it may create a lasting impression that improves recall and cultivates brand loyalty. Marketing efforts can use emotive storytelling in the following ways to increase brand recall: 1. Real-life Narratives: By presenting authentic accounts of people who have profited from the brand, you can humanize it and make it more memorable and accessible. 2. Hero's Journey: It is a traditional narrative form in which the protagonist encounters difficulties, overcomes them, and ultimately prevails. Companies might present their goods and services as the "hero" who aids customers in overcoming obstacles. 3. Address Universal Themes: Tap into themes such as love, family, ambition, perseverance, or even fears. They're universally relatable and often evoke strong emotional responses. 4. Evoke Nostalgia: Transport your audience back to a 'simpler time' or specific moments in their past. The emotional connection to those times can be linked to your brand. 5. Dramatic Visuals: Captivating visuals accentuate a compelling story. Use high-quality imagery or videos that align with the narrative’s mood and tone. 6. Authenticity: Ensure that the emotional narratives aren’t forced or fabricated. Authenticity is key; consumers can sense when brands aren't being genuine. 7. Interactive Stories: Engage the audience by making them a part of the story. This could be through interactive videos, polls, or augmented reality experiences. 8. Embrace Vulnerability: Showcasing brand vulnerabilities or failures and how they were overcome can create a transparent relationship with consumers. 9. End with a Positive Note: Even if the story starts with a challenge, ending on a hopeful or positive note can make the narrative more memorable and leave the audience with a good feeling about the brand. 10. Consistency Across Platforms: Ensure the emotive narrative is consistent across all marketing channels for a unified brand image. 11. Empower the Consumer: Position the consumer as the protagonist, and show how the brand plays a pivotal role in their personal story or journey. 12. Engage the Senses: Alongside visuals, use sound, textures, or even scents if applicable, to offer a multi-sensory experience that deepens the emotional connection. By harnessing the power of emotive storytelling, brands can foster deeper connections with their audience, driving higher engagement, loyalty, and, ultimately, brand recall. #marketingcampaigns #LinkedInNewsIndia

Two dentists. Decades of practice. No connection to each other. Yet they told me the exact same thing this week: more and more of their Singaporean patients are going to Johor Bahru for dental work. This felt incredibly familiar. When I was building my agency, 2Stallions, we competed regularly with JB firms that offered the same services for a fraction of our price. We couldn't win on cost, so we stopped trying to. Instead, we won on value. We built our edge on what couldn't be easily replicated: deeper client relationships, smarter long-term strategy, and a higher level of trust. Singaporean dentists are facing the same cross-border challenge today. The price difference is stark: 🦷 Scaling & Polishing: From S$100 in SG vs. RM200 (S$60) in JB 🦷 Teeth Whitening: From S$900 in SG vs. RM1,300 (S$370) in JB 🦷 Root Canals: From S$1,200 in SG vs. From RM600 (S$200) in JB Singaporeans are crossing the Causeway for more affordable treatment. So, how can local clinics compete when they can't match the price? 𝐓𝐡𝐫𝐞𝐞 𝐥𝐨𝐧𝐠-𝐭𝐞𝐫𝐦 𝐩𝐥𝐚𝐲𝐬: • 𝐃𝐞𝐯𝐞𝐥𝐨𝐩 𝐍𝐢𝐜𝐡𝐞 𝐌𝐚𝐬𝐭𝐞𝐫𝐲: Become the undisputed go-to expert for specific, complex needs where trust and skill are paramount. • 𝐅𝐨𝐬𝐭𝐞𝐫 𝐋𝐢𝐟𝐞𝐥𝐨𝐧𝐠 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬: Shift from transactional appointments to proactive, long-term care. Consistent follow-ups and personalized communication build a powerful moat. • 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐎𝐯𝐞𝐫𝐚𝐥𝐥 𝐇𝐞𝐚𝐥𝐭𝐡: Position dentistry as a vital component of a patient's broader wellness and chronic care journey, becoming an irreplaceable health partner. 𝐎𝐧𝐞 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐦𝐨𝐯𝐞 𝐭𝐡𝐚𝐭 𝐦𝐚𝐭𝐭𝐞𝐫𝐬: Tell real patient stories. Stories of trust, follow-up, and peace of mind. These shape perception more than any price tag. What would make you choose a local clinic, even with cheaper options just across the border? #DentalCare #HealthcareMarketing #BusinessStrategy #JohorBahru #CustomerRetention #MedicalMarketing #DentalMarketing

𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗴𝗲𝘁 𝘁𝗶𝗺𝗲 𝘄𝗶𝘁𝗵 𝗱𝗼𝗰𝘁𝗼𝗿𝘀 𝗮𝗻𝗱 𝗼𝘁𝗵𝗲𝗿 𝗛𝗖𝗣𝘀 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝗱𝗼𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂? In my workshops, reps talk about this as if they're feeling the shame of some horribly infectious disease. “I drop-by, I email, I text, I call… and nothing. I’m ghosted." Let’s clear that up—because no, you’re not contagious (at least not in the way you think). But you might be approaching it wrong. Let me start with my cousin Liam. Technically, he’s my second cousin’s kid. When he was six, his mom introduced me and said, “This is your cousin Mace.” Liam looked at me dead serious and said: “𝘐 𝘥𝘰𝘯’𝘵 𝘯𝘦𝘦𝘥 𝘢𝘯𝘺 𝘮𝘰𝘳𝘦 𝘤𝘰𝘶𝘴𝘪𝘯𝘴. 𝘐 𝘩𝘢𝘷𝘦 𝘦𝘯𝘰𝘶𝘨𝘩 𝘤𝘰𝘶𝘴𝘪𝘯𝘴.” That, my friend, is the mindset of the HCPs who are ghosting you. They’re not hurting for more reps. Or more products. They have enough. And just like Liam, they’ve decided they don’t want another one—because it means more work, more change, more meetings, more risk, and possibly violating some internal policy that says, “Thou shalt not adopt new stuff without 12 forms, 3 approvals, and a goat sacrifice.” So if all you’re offering is a new product? 𝘍𝘶𝘨𝘨𝘦𝘥𝘢𝘣𝘰𝘶𝘵𝘪𝘵 ! But here’s the better question: 𝘐𝘧 𝘵𝘩𝘦𝘺 𝘸𝘰𝘯’𝘵 𝘮𝘦𝘦𝘵 𝘸𝘪𝘵𝘩 𝘺𝘰𝘶 𝘵𝘰 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘺𝘰𝘶𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵… 𝘸𝘩𝘢𝘵 𝘸𝘪𝘭𝘭 𝘵𝘩𝘦𝘺 𝘮𝘦𝘦𝘵 𝘸𝘪𝘵𝘩 𝘺𝘰𝘶 𝘵𝘰 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵? Now we’re getting somewhere. HCPs already have products. What they don’t have enough of is time, clarity, and solutions to their own specific challenges. They care about: ✅ Their patients ✅ Their workflow ✅ Their revenue ✅ Their time ✅ Their compliance risk ✅ Their reputation Want face time? Offer insight that helps them protect or improve those things. Don’t show up with a “new cousin.” Show up with something they actually care about. Ask yourself: What problem can I help them solve today? What can I share that makes their life easier, safer, or more efficient? What topic would they cancel lunch to hear about—because it excites them… or scares the crap out of them? That’s how you get the meeting. Because let’s be honest— “I have a new product” won’t get you in the door. But “𝘐 𝘤𝘢𝘯 𝘩𝘦𝘭𝘱 𝘺𝘰𝘶 𝘸𝘪𝘵𝘩 𝘵𝘩𝘢𝘵 𝘢𝘯𝘯𝘰𝘺𝘪𝘯𝘨 𝘵𝘩𝘪𝘯𝘨 𝘵𝘩𝘢𝘵 𝘦𝘹𝘵𝘦𝘯𝘥𝘦𝘥 𝘺𝘰𝘶𝘳 𝘴𝘶𝘳𝘨𝘦𝘳𝘺 𝘣𝘺 𝟦𝟧 𝘮𝘪𝘯𝘶𝘵𝘦𝘴 𝘭𝘢𝘴𝘵 𝘸𝘦𝘦𝘬” just might. And if you're in the habit of stopping by because you were in the area and just wanted to introduce yourself...you might as well tell the receptionist your the doctor's cousin. Let me know how that works for you.

Does Insurance need to stop calling itself “Insurance” to grow in Africa? Yes - in customer facing language and product packaging. No - in legal and #regulatory classification This post is inspired by a discussion on the topic we had yesterday at the AXIAN Digibank & Fintech Annual Forum in Senegal. This is Post 1️⃣ of 2️⃣ The binding constraint in most Sub-Saharan markets is not “lack of risk”, its lack of trust, low comprehension, and high friction at the moment of value (claims). The word “INSURANCE” often encodes - paperwork, exclusions, delayed payouts, and disputes If you want penetration, you sell “protection” embedded into products people already use weekly: payments, savings, credit, merchant tools and not insurance The practical principle that I am proposing is simple: ☑️ Call it “insurance” to the regulator. ☑️ Sell it as “protection” to the customer. ☑️ Design it so the customer exp value without a PhD in policy wordings ⸻ Should #mobilemoney players pursue an #insurtech pillar? Yes - if they treat it as a distribution + claims experience business, not an #underwriting business Mobile money players should not wake up and decide to “become insurers”. They should build a #Protection pillar that does four things: 1️⃣ Bundles simple covers into high-frequency journeys (loan, savings, device, merchant acceptance, remittances) 2️⃣ Collects premiums frictionlessly (wallet auto-debit; pay-as-you-go; tiny ticket sizes) 3️⃣ Wins on claims (fast, predictable, transparent) 4️⃣ Push the innovation in the product structure (think parameteric, embedded, etc) ❌ Avoid: launching a “marketplace” of 12 insurance products. That’s a catalogue, not a penetration strategy ⸻ Where to play and who to target 🎯 Pick markets and segments where “embedded” is structurally advantaged. What does that mean? Prioritise countries/ business lines where you have: ➖ High active #wallet usage, not just registrations ➖ Existing #digitalcredit or savings motion (strongest embed points) ➖ Dense agent/merchant network (cash-in/out + servicing + trust) ➖ Regulatory clarity for #microinsurance distribution ➖ At least one capable insurer/ #reinsurer partner willing to design for digital claims SLAs Segment priority (who to target) Start where pain is frequent and willingness-to-pay is real: ➖ Digital credit users: Embed loan protection / credit life / disability cover as the default “repayment resilience” feature ➖ Mass-market families with volatile income: Embed hospital cover inside “savings goals” or “family wallet plans” ➖ Micro and small merchants (your merchant ecosystem is your moat). Embed business interruption micro-cover, fire/theft micro-cover, liability lite, and device/POS protection ➖ Gig / informal workers: Embed income #protection proxies (hospital cash, accident) tied to regular wallet activity. ➖ Remittance recipients (if you have corridors): Embed funeral/health micro-covers triggered by remittance receipt patterns Part 2 next

Hospitals are getting squeezed on costs and payments at the same time.   Unprecedented financial challenges are affecting how hospitals purchase medical devices, technology, and SaaS.   Here’s a quick look at the state of the state, a prediction for the next 18 months, and three tips to adapt.   𝗣𝗮𝗿𝘁 𝟭: 𝗧𝗵𝗲 𝗦𝘁𝗮𝘁𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗦𝘁𝗮𝘁𝗲: [1] [2]   • Labor is 56% of hospital costs. RN salaries grew 26.6% faster than inflation over four years.    • Hospital expenses rose 5.1% in 2024 vs. 2.9% general inflation.    • Medicare pays only 83 cents per dollar of hospital costs, creating $130 billion in underpayments in 2023.    • Medicare Advantage (MA) patients have longer observation stays (36.9% longer), but plans reimburse only 49% of costs.    • Tariffs are pushing up the cost of imported medical devices, supplies, and drugs.   𝗣𝗮𝗿𝘁 𝟮: 𝗠𝘆 𝗣𝗿𝗲𝗱𝗶𝗰𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗟𝗮𝘁𝗲 𝟮𝟬𝟮𝟱–𝟮𝟬𝟮𝟲 ✔️ Purchasing committees will demand clearer ROI and better payment terms. ✔️ Budgets will tighten. Capital spending may freeze or slow even more. ✔️ Cost-pressured hospitals will push vendors harder for price breaks, value-based models, or shared-risk contracts. ✔️ Vendors who don't adjust will face longer sales cycles, stalled deals, or lost renewals.   𝗣𝗮𝗿𝘁 𝟯: 𝗧𝗵𝗿𝗲𝗲 𝗧𝗶𝗽𝘀 𝗳𝗼𝗿 𝗩𝗲𝗻𝗱𝗼𝗿𝘀 𝗮𝗻𝗱 𝗚𝗧𝗠 𝗧𝗲𝗮𝗺𝘀   1️⃣ Uncover Marketplace Struggles • Talk to real buyers about staffing shortages, reimbursement cuts, and tariff worries.    • Avoid generic pitches. Show you understand their financial pain and priorities.    • Use buyer language in your marketing.  2️⃣ GTM Planning: Align to Cash-Flow Realities • Consider payment flexibility (subscriptions, deferred payments, leasing).    • Build a strong ROI case. How does your solution reduce costs or free up staff time?    • Be ready to help them get budget approval.    • My take: Cash-flow sensitivity will decide who wins and loses in sales cycles.   3️⃣ Customer Retention: Help Them Navigate the Storm • Over-communicate. Make onboarding and support easy.    • Watch for new pain points (supply shortages, tariff changes). Adjust with them.    • Be fair on renewals. Don’t add big price hikes when budgets are flat.    • Happy customers will remember who helped them weather tough times. [1] American Hospital Association. (2025, April). 𝘛𝘩𝘦 𝘤𝘰𝘴𝘵 𝘰𝘧 𝘤𝘢𝘳𝘪𝘯𝘨: 𝘊𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴 𝘧𝘢𝘤𝘪𝘯𝘨 𝘈𝘮𝘦𝘳𝘪𝘤𝘢’𝘴 𝘩𝘰𝘴𝘱𝘪𝘵𝘢𝘭𝘴 𝘪𝘯 2025. American Hospital Association. https://lnkd.in/eHmyRG-a [2]  Financial Times. (n.d.). 𝘐𝘯𝘷𝘦𝘴𝘵𝘰𝘳𝘴 𝘴𝘩𝘳𝘶𝘨 𝘰𝘧𝘧 𝘋𝘰𝘯𝘢𝘭𝘥 𝘛𝘳𝘶𝘮𝘱’𝘴 200% 𝘵𝘢𝘳𝘪𝘧𝘧 𝘵𝘩𝘳𝘦𝘢𝘵 𝘰𝘯 𝘱𝘩𝘢𝘳𝘮𝘢. Financial Times. Retrieved [date you accessed it], from https://lnkd.in/eTG-_iyy #healthcare #GTM #leadership  

Care delivery companies: don’t repeat my mistake! Don’t design for more efficiency when what you need is more humanity. A few months into building Iron Health, we had a problem: patients weren't attending follow-up appointments at the rate we expected. So we did what any rational product team would do - we built solutions. More personalized appointment reminders, SMS instead of email, simpler rescheduling flows. And it only kind of worked. We saw a small bump in appointment attendance, but not enough to move the business. So we went back to the data. We read every word of feedback, tracked every single patient journey, asked every provider what they were seeing. Here's what we learned: the patients who came back weren't the ones who received the most outreach. They were the ones who had a strong relationship with their provider. Not a good experience with the platform, a genuine connection with a person. They showed up for appointments because they didn't want to let someone down. Because they looked forward to time with someone who cared about them. Because that relationship carried weight, emotional and human weight, that no appointment reminder could replicate. So we changed our strategy. We stopped investing primarily in workflow optimization and started investing in relationship acceleration. We designed ways for patients and providers to connect before the first appointment. We created touchpoints between visits that built trust and continuity. We gave providers tools to be more present, more human, more themselves, at scale. Turns out, helping providers scale their humanity is good business strategy. When you do that, adherence goes up, retention improves, patients stay in care longer and show up more consistently. Not because you reduced friction but because you deepened connection. If your patients aren't engaging, take a step back from workflows and examine how your technology supports relationships. As sexy as your platform might be, it’s meaningful connections with providers that keep patients coming back. Design accordingly.