The Problem
Following the acquisition of two B2B SaaS organizations focused on patient risk adjustment and value-based care by a private equity firm, leadership needed to make critical decisions about their go-forward brand strategy.
However, they lacked objective data on how well these brands were known among their target audiences and what associations they carried. The firm needed hard data to guide their strategic choices and determine whether to retain, consolidate, or reposition the acquired brands.
The Approach
We developed and fielded a survey-based project to establish baseline brand metrics and inform brand strategy:
– Recruited senior-level decision-makers across two unique audiences: healthcare insurers / managed care payers and healthcare system administrators.
– Measured unaided and aided brand awareness for core and competitor brands, and also capture metrics on brand sentiment and name change attitudes.
– Probed on organizational challenges and desired traits in risk and quality solutions, providing strategic context for brand positioning decisions.
The Results
Brand Awareness Benchmarks
Established clear awareness benchmarks across all competitive brands, revealing that high awareness didn’t correlate with high favorability—indicating customers prioritize performance over name recognition when evaluating risk and quality solutions.
Brand Name Change Opportunities
Demonstrated strong receptiveness to brand name evolution among aware audiences, creating a low-risk opportunity to consolidate under a unified brand identity.
Messaging Framework Development
Identified key organizational challenges and high-value solution attributes by audience, enabling the marketing team to build a data-driven brand strategy and messaging framework tailored to each segment.
Did You Know...
When running brand awareness studies, timing matters. You’ll want to consider seasonality, advertising drops, and other key moments throughout the year to effectively measure how these unique time periods impact changes in awareness.
