• The true payvider advantage isn’t integration. It’s consumer confidence.

• Payviders can increase confidence with one promise and one accountability system between their insurance and care-delivery businesses.

• Payviders who focus just as much on the human, emotional side of healthcare as the clinical side will win out.

Payviders, as Zachary Goldberg and David Nash explained, are “uniquely situated to reestablish the patient as the central focus of the healthcare system.” Vertical integration, interoperable data, accessibility, and scale will put consumers and their health outcomes first.

But the real payvider opportunity isn’t only structural change—it’s also human change. Inspiring consumer trust and confidence may prove to be more challenging than coordinating electronic medical records or streamlining workflows. Here’s why.

Seniors don’t see integration or interoperability—they see their experiences

A recent report shows that 82% of adults aged 65 or older feel the healthcare system isn’t prepared for the changing needs of the aging population. Most find the healthcare system difficult and stressful to navigate. In short, they are deeply dissatisfied.

According to PwC, the top consumer pain point in healthcare is fragmentation. Creating a unified, secure digital ecosystem is now table stakes for payviders. But it’s not enough just to connect dots behind the scenes.

Payviders need to also connect dots where it matters most—with seniors. The most important connections are face to face and on the phone, but it’s critical to keep the relationship going in their mailbox, email, text messages, and social feeds. Showing up consistently with human messaging can earn consumer confidence.

Every interaction a senior has with a payvider—choosing a plan, visiting the doctor, receiving treatments, submitting claims, letters, phone calls, social posts—has the potential to erode or reinforce that confidence.

Bottom line: If seniors don’t feel treated as individuals with their personal health and lifestyle goals central to their care, they won’t be satisfied with their coverage or care. They’ve got to see before they’ll believe.

The payvider/consumer marketing disconnect is real

Too often, payviders fall back on insider speak when marketing themselves. They talk about seamless integration, value-based care, trusted in-network providers, or personalized outreach. Here’s the trouble with this kind of marketing:

• Seamless integration: while this sounds positive, it’s abstract. Seniors want to see tangible proof of care coordination in action.

• Value-based care: Consumers don’t like the term because they associate it with cheapness and low quality. They prefer terms like quality-focused care or patient-first care.

• Trusted in-network providers: Trust in insurers has reached a breaking point with allegations of fraud and abuse on the rise. In this climate, consumers are more likely to trust friends and family and review sites for provider recommendations.

• Personalized outreach: Again, this sounds good, but personalization from a payvider point of view may not be what seniors truly want. Too often, personalization is tied to plan type and benefit reminders on the insurer side and vaccine or wellness reminders on the provider side.
  
  While all of this is helpful, it may not be the most valuable to someone whose goal is to lift their grandchild and swing them around. To that person, guidance on balance, strength, and stamina—functional health rather than clinical health—is true personalization.

These phrases help explain the model and how it works, but what do they do to mitigate consumer mistrust and overcome doubt? Payviders need a new messaging framework that helps seniors feel confident. It should explain how the payvider:

• Makes consumers feel protected rather than processed.

• Creates continuity before, during, and after care.

• Holds itself and its different divisions accountable.

• Sends a cohesive, easy-to-understand message.

How payviders can increase senior confidence

Start with one—one promise and one accountability system

A payvider’s one promise needs to explain how a payer/provider partnership benefits seniors. Answer why they should care about a unified healthcare experience. Show them how they’ll be taken care of and put first, how their health and quality of life can improve, and how they’ll be a partner rather than a passive patient in their health. Create a single narrative between their coverage and their care.

The traditional fee-for-service model pits payers and providers against each other in a negotiation on price and quality. That bargaining isn’t necessary for payviders, but it raises the stakes for accountability.

Seniors want lower costs and healthcare that’s easy to navigate. Payviders must show how they’re doing both by streamlining the prior authorizations and claims processes, increasing coordination and access, and improving seniors’ health. Rather than being accountable to each other as payer and provider, payviders must be accountable to consumers. To do that, they need to have visible, consistent alignment between coverage and care over the long term.

Design a system around trust and belief

Payviders can’t promise simplicity while their service experience delivers friction. Marketing alone can’t bridge the gap between what senior consumers expect and what healthcare delivers. Since COVID, trust in the healthcare system has been strained while consumer expectations have risen.

While advances in technology and pharmaceuticals will radically change the future of healthcare, one thing will always remain central—compassionate care. Too often the industry focuses too much on health and not enough on care despite the fact that health is deeply emotional. Designing the system around coordinated storytelling and messaging that advocates for consumers will be what sets apart average payviders from extraordinary ones, the ones who earn and retain seniors’ trust and belief.

Clearly, we have a lot of thoughts about senior care. Big ones. See what else is bouncing around in our heads.

The post The Real Payvider Advantage Isn’t Integration or Data—It’s Confidence appeared first on Heinrich Marketing.

• To improve margins, carriers need to educate, engage, and empower Episodically Engaged members who overindex for emergency care use.

• Carriers need to take a three-pronged approach by empowering agents, collaborating with providers, and enhancing their member outreach.

• Heinrich has the strategic and executional experience to help in one, two, or all three areas.

As Medicare carriers shift from membership growth to margin discipline, care utilization rates and costs continue to rise. In 2023 (the most recent data available), 110 contracts (17%) operated at a loss while 211 contracts (33%) operated on razor-thin margins per Medicare Market Insights. Carriers continue to shepherd beneficiaries into Special Needs Plans to minimize risk. But that’s not enough.

Too many high-cost members in general market plans don’t engage in preventive, coordinated care. It’s not just an issue of access leading to avoidable, reactive care—it’s also a lack of consumer confidence. These members don’t have the right guidance to navigate an overwhelming system. They don’t have the advocates they need.

Carriers have the power to create positive change by joining forces with agents and providers. When the healthcare system—carriers, agents, and providers— comes together to deliver a coordinated experience, consumers have the support system they need to improve their health outcomes and quality of life. That has the potential to lower costs and improve population health at scale.

The Medicare carrier hand-off problem

The past two Annual Election Periods (AEPs) have seen major disruption as carriers expand and contract their footprints from one year to the next. It’s been hard on beneficiaries and agents alike.

The carriers who “won” AEP 2025 by membership numbers pulled back in 2026 to improve margins and shed unprofitable markets (i.e., high-cost beneficiaries). The ones who “lost” 2025 expanded aggressively in 2026 likely picking up the higher utilizing, more reactive members other carriers let go.

Basically, carriers pass this set of beneficiaries between them from year to year. I have no doubt this trend will continue if carriers don’t address the root cause of the issue.

Deft Research calls them the “Episodically Engaged”

Deft Research is known for illuminating Medicare Advantage data. Their latest segmentation study breaks the Medicare population into six segments.

The ones Deft calls the Episodically Engaged tend to manage five conditions, on average. They are less likely to get annual wellness visits, have yearly physicals, or see their primary care provider (PCP) regularly. That means they use more emergency care, leading to higher costs, more in-patient admissions, and more surgeries. This is why this segment erodes margins and why so many carriers let them go.

Episodically Engaged beneficiaries also switch plans at higher rates than average (36% compared to 29%). Some of this is forced due to plan exits or benefit degradations, but some of it is likely due to a lack of member communication, support, and engagement.

What Episodically Engaged members need from their carriers

Episodically Engaged members likely feel overwhelmed by the healthcare system and making changes to their lifestyles. They may not know what to do or even where to start. They may see healthcare as reactive, using it mostly for acute needs rather than prevention.

That’s why carriers need to make accessing preventive care a top priority for this segment. Above all else, it’s got to be easy for the Episodically Engaged. Here’s how to do it.

Empower brokers to consult with confidence 

The trend of the role of an agent/broker moving away from pure selling to trusted health resource has accelerated. Carriers like Humana have long encouraged agents to focus on improving the member experience with concierge-level service. SCAN Health took it a step further, creating a formal Brokers as Health Navigators program.

Carriers can streamline the agent learning curve and speed up their effectiveness by giving agents the right tools and materials. Here are some examples:

• Give them scripts to help beneficiaries find a primary care provider (PCP) and schedule their first appointment.

• Make onboarding simple and turnkey with a self-serve portal checklist that explains:

• How to know what’s covered by their plan and what benefits they have.

• How to find in-network care to lower costs.

• How to comparison shop for covered prescriptions at in-network pharmacies.

• When to use telehealth, home-based care, or urgent care instead of going to the emergency room.

• Send every member a magnet with their agent of record’s contact information and a reminder to call them first for any Medicare plan needs.

Exceptional agent education and sales enablement is one of Heinrich’s core competencies. We take an agent-centric approach to lead carriers in solving their toughest problems—like tackling high costs and utilization rates with a key member segment.

Collaborate with PCPs to drive care consistency  

Alert PCPs to pay special attention to patients who overuse emergency care in lieu of primary care. Encourage them to explain why prevention matters to these patients.

You can join forces by co-marketing annual wellness visits, screenings, and vaccinations. Encourage PCPs to send these beneficiaries personalized schedules and reminders. See how a co-marketing plan comes to life here.

A simple yet effective tactic could be sending a co-branded exam prep postcard at the first of the year. It can have quick tips on gathering the beneficiary’s medical history, medications, and any health concerns. Add a QR code to make booking the appointment quick and easy.

Rethink your member messaging to boost confidence

As more member communication moves to email and social, carriers need to keep other channels like SMS and direct mail top of mind to increase member confidence. Here’s why.

According to Pew Research, 95% of Americans aged 65 or older have a cell phone and 78% have a smartphone. Carriers can use SMS to encourage member plan and PCP engagement for member portal activation and annual wellness visits. Simple prompts like “tap to call your doctor’s office,” “reply 1 to schedule your check-up,” or “tap to call us for help” make immediate action a no-brainer.

Direct mail can be a useful tool to get members to take essential actions like confirming their PCP and scheduling appointments, especially with QR codes or smart-assistant instructions like, “Siri, call Dr. Regina Brown in Denver to schedule my annual wellness exam.”

This kind of outreach proves to members that you have their best interest at heart and that you’re there for them. This increases their confidence in you, which then increases their confidence in the system at large.

Heinrich can help you improve your margins by engaging your membership

The future of Medicare Advantage isn’t margins over membership—it’s margins plus member engagement. Heinrich can help you enhance your member engagement strategy from one, two, or three angles: agents, providers, and/or member communications. Send me an email to schedule a complimentary 30-minute consultation today.

The post Drive Medicare Carrier Margins by Delivering Confidence and Care Consistency   appeared first on Heinrich Marketing.

• Senior care spends too must time on product and functional-benefits messaging and not enough time on emotional and core-value messaging.
• Payers and providers must show up for consumers in a more human way that proves their advocacy and earns back trust.
• Trust in healthcare is on the brink, which is why it needs to be a key performance indicator moving forward.

How long have I seen senior care strive to be centered on consumers? Years? Decades? The truth is that, too often, consumers don’t see or trust this aim. Marketing can take part of the blame. I’ll explain why shortly.

After years of working in senior care, I’ve discovered that the way out is through messaging that speaks for seniors, not just to them. Why? Because seniors don’t want just to be considered—they want to be reassured, cared for, and advocated for. The brands that prove they can be there for seniors and that they can be trusted are the ones that will win in a system increasingly defined by complexity and skepticism.

Why current senior-care marketing fails the trust test

I’ve seen too many senior-care companies get stuck on the bottom rungs of the benefits ladder on product features and functional benefits. The ubiquitous $0 premium or copay ads come to mind. Yes, no-cost premiums and copays make accessing coverage and care affordable, but they don’t do anything to inspire a real emotional connection or foster a consumer’s deepest values.

The Centers for Medicare & Medicaid Services have rightfully added more marketing compliance guardrails to protect Medicare beneficiaries from bad actors and deceptive promises. I’ve seen too many legal and compliance teams play it too safe with intentionally neutral and informational messaging. Facts and figures get prime billing and disclaimers run amok. As a result, marketing feels distant, disconnected, and impersonal.

But consumers aren’t just looking for information. They also need reassurance.

In senior care, the stakes are high, but the humanity is low

Healthcare decisions can be high stakes and emotionally loaded. I hear seniors ask these kinds of questions all the time: Should I make the tradeoff to pay more out of pocket each month or gamble on the $0 premium and try to stay healthy all year? Should I take a chance on this new care team who is promising a lot? Should I have this risky surgery?

Too often, senior-care marketing doesn’t reckon with seniors’ feelings of overwhelm, confusion, frustration, and fear. Instead, it responds with more information—more plan options, more benefit descriptions (and disclaimers), more service-explainer videos, more emails and letters.

People aren’t wired for that. They’re wired for connection. In our work, seniors have told us this repeatedly. They don’t talk about features or benefits, but they do talk about being treated with dignity and respect. As one Medicare beneficiary put it about his plan and provider, “They treat me like a human being. They tell it to me just like it is. I’m 75 years old and never had that before.” 

We’ve learned that seniors want:

• To feel like they’re making the right choice.
• Their plan and providers stop showing up in legal and compliance mode and start showing up in compassionate human mode.
• Their carrier and providers show up with authenticity and empathy.
• To hear things like, “If I were in your shoes, here’s what I’d do” or “Here’s how I’m going to help you.”
• To know that senior-care organizations have their backs and can be trusted.

Here are a few very basic ways senior-care companies can show up in a more human way:

• “We understand what you’re up against.”
• “We’ll help you navigate this.”
• “You’re not on your own.”

The path to earning seniors’ trust is long, and marketing is just the first step. It can be reinforced or lost with every interaction. That’s why being a senior advocate can’t only be a marketing shift—it also needs to be an organizational shift.

Why consumer trust needs to be a KPI

In business, what matters gets measured. Trust needs to be a key metric for your marketing campaigns and your organization as a whole. It’s arguably one of the biggest challenges the healthcare industry faces, especially for insurers.

According to Forrester’s, only 25% of noncustomers and 54% of customers describe health carriers as trustworthy. Low-trust customers who can switch plans are 10 times more likely to do so than high-trust customers. Health insurers deliver the weakest total experience of all industries Forrester tracks.

High-trust consumers report greater ease and effectiveness and a higher incidence of positive emotions. Between ease, effectiveness, and emotion, emotion is the most important one. Yet most healthcare leaders are focused on improving digital experiences.

Better digital experiences can only move the needle so much. What will truly make a difference is acting as a dedicated partner in seniors’ health by first listening to and then advocating for them.

SCAN Health disrupted the 2026 Annual Election Period by naming consumers’ frustrations. That’s a great start, but it doesn’t take the advocacy leap. Imagine seeing a senior marketing campaign concepted around “we listened, and here’s what we’re changing” or “here’s how we’re solving these problems.” That type of campaign doesn’t just earn attention—it earns trust. Trust drives confidence, growth, and loyalty.

Like what you read? We’ve got more here.

The post Why Senior-care Marketing Needs to Shift Toward Advocacy to Drive Trust appeared first on Heinrich Marketing.

The need

Selling is like being a master juggler. Salespeople, in this case Medicare agents, must keep many balls in the air simultaneously—different carriers and product types, compliance, leads, sales, and retention with a high level of coordination, speed, and complexity. Carriers must do the same to educate agents on compliance guidelines, products, benefits, member programs, and best practices.

With all these pressures, carriers and agents sometimes react rather than respond strategically. That’s why we developed flagship content for every selling season anchored on essential, timely priorities for agents and Humana alike.

What we did

We used the agent journey to inform our content strategy. At the beginning of the year, we focus on onboarding and retention. Then we begin with Dual Special Needs Plans (D-SNPs) and move into lead generation during the summer when agents ramp up grassroots events and lead efforts. During the biggest selling season, we set up agents for success with the most important plan updates and selling frameworks adjusted for the evolving market each year.

The Results

Our real-world, deep-dive content gave agents incredible value with the know-how and step-by-step guidance they needed to earn more leads, close more sales, and retain more members smarter, more compliantly, and faster.

Every 1% increase in content engagement leads to approximately 1,000 new Humana applications. We estimate four flagship content pieces drove 86,000 applications from 2021–2024.

Thanks to our content, Humana is now seen as a best-in-class carrier for agent education and training. We don’t just educate and engage agents; we foster trust between them and Humana, which drives agent affinity, advocacy, and preference.

4.5x

sales lift for field agents who engage with 3+ content assets

86%

average increase in agent engagement from 2021–2024

The post Humana: B2B Sales Engagement and Enablement Content appeared first on Heinrich Marketing.

The need

To us, branding buildings is far more than just a name and a logo—it’s creating a meaningful place where people can’t wait to live. That’s why Trammel Crow Company, a developer Heinrich has worked with in the past, came to us to help brand their exciting, new, 252-unit multi-family development in the heart of Olde Town Arvada. Upon starting this project, Trammell Crow knew that because Olde Town Arvada is the key location for the city, they needed to have a strong, relevant brand that tapped into the history and success of this area. They also knew that Heinrich would dig in and discover exactly what would draw their audience to their doors.

What we did

Choosing where you live is a deeply personal decision—and our job is to help make that decision just a little easier. Not just by providing the facts but sharing the emotional essence of a place and the community it creates. To start, Heinrich developed a brand strategy complete with audience personas, a brand promise, pillars, and overarching purpose that would resonate with future tenants. We believe using research, competitive analysis, and strategic insights to develop the brand strategy first, ultimately creates a stronger foundation for the rest of our brand to be built upon. And build, we did.

After confirming our strategy that this development is all about connection, optimism, and enjoying the best of both city and suburban life, the Heinrich team did extensive research around Arvada and Olde Town specifically to find a name that spoke to the rich past of this charming historic city. And we found that by learning about Dr. Richard Russell, Arvada’s premier doctor and first official mayor, who tirelessly pushed to get this townsite incorporated.

Our name, The Russell, pays tribute to his fierce devotion to Arvada coming into its own and Dr. Russell’s diligent work to get the town officially acknowledged. Armed with a solid brand strategy and a name rooted in Arvada’s history, Heinrich created a classic, yet contemporary, verbal and visual identity that beautifully communicated both the rich history of Olde Town Arvada’s past with the exciting energy of its certain future.

The Results

The best thing about working on a placemaking project like The Russell is knowing we’ve helped people find their perfect home in their ideal area. One that is a catalyst for the life they’re searching for and helps them create community in the building and outside their doors.

The Russell did just that. Because living at The Russell is about so much more than just enjoying four walls and roof—it’s about a lifestyle that pulls at your emotions and rewards your sense of self—and we’re proud to say we infused this sentiment into all our creative work for the brand.

The post The Russell: Commercial Real Estate Branding appeared first on Heinrich Marketing.

• Coverage and care are inherently connected for senior consumers, but too often, they feel caught between the two.
• Compliant senior-care co-marketing can boost consumer confidence and build increased trust.
• Co-marketing aligns carrier and provider messaging with actions that put seniors first and makes that a coordinated team effort.

Senior-care marketing, like healthcare itself, is fragmented. The problem is that while consumers remain deeply dissatisfied with healthcare fragmentation, their experiences are unified. Seniors are the main character in their healthcare journey, while carriers and providers are the supporting cast.

For consumers, coverage and care go hand in hand. In their minds, buying a health plan is about buying a network, not just benefits and premiums.

When things go well, everyone reaps the rewards of a happy, satisfied senior. When things go poorly, seniors might penalize carriers and providers for each other’s mistakes. Here’s how it plays out.

• They had a bad senior primary care experience, which is the insurance company’s fault because it’s their network, and the carrier decided to let in a lower-quality provider.
• Their claim is denied, and the provider also gets blamed because they ordered the procedure that wasn’t covered at an out-of-network facility.

As healthcare insurers and providers increasingly take opposing sides, pointing fingers over rising costs, pharmacy benefit managers, fraud, and privatization, seniors get the short end of the stick.

Co-marketing, when senior-care carriers and providers compliantly market together, can help. Here’s how.

Senior-care co-marketing multiplies consumer confidence

As I’ve said before, it’s not enough to provide coverage and care—senior care needs to give consumers confidence. Co-marketing sends a unified message from two trusted entities. Rather than experiencing different marketing touchpoints with unrelated messages, seniors experience cohesion, which boosts their confidence in their coverage and care.

They know they won’t be used as the rope in a game of tug of war. Instead, they’ll have confidence knowing their plan and provider can not only work together but, more important, put their needs first.

Senior-care co-marketing reduces the burden of building consumer trust

Consumer mistrust in the healthcare system remains deep-seated. That mountain is too high for any one organization to climb alone. Co-marketing gives senior-care payers and providers lighter loads. They not only have their internal teams to lean on, but they also have external partners.

When insurers and providers work together, they can better solve a patient’s needs by doing what each does best. Co-marketing helps explain that story and why it matters to consumer health and well-being. And that enhances trust in healthcare, which remains in short supply.

Senior-care co-marketing aligns messages and actions

Co-marketing isn’t a cure-all for healthcare’s challenges. But what it can do is get more carriers and providers talking and working toward the same goals by using the same messages and abiding by the same principles. That encourages more meaningful alignment between their actions where fragmentation previously existed.

While messaging can attract new members and patients, actions retain them. Seniors look for patterns, not promises. The smaller the gap between the words and actions between the insurer and provider in a co-marketing campaign, the more a senior consumer will trust them.

Think of co-marketing as one layer of your infrastructure. It’s just one part of the bigger system, but it’s an important one that can attract new members and patients while increasing the loyalty and satisfaction of existing ones.

Co-marketing creates a flywheel effect that gathers more speed with every turn. It’s a no-brainer and your ultimate growth engine. What are you waiting for?

Your leader in senior-care co-marketing

We’ve executed senior-care co-marketing campaigns across the nation to drive patient-panel and member growth. Learn how we converted over 4,800 patients during one Annual Election Period for a top Medicare carrier and an alliance of local and regional providers.

The post Why Co-Marketing is a Senior-care Growth Engine appeared first on Heinrich Marketing.

• How do you choose your goals?
• Which channels should you use?
• How much should you spend?
• How do we demonstrate ROI to leadership?

That’s why Heinrich created an eBook with the answers you need to drive patient-panel growth and revenue in an increasingly complex environment with tight budgets.

Unlock it here

The post The Ultimate Introduction to Marketing for Senior-focused Primary Care Providers appeared first on Heinrich Marketing.

The need

If you’ve ever been to downtown Tempe, Arizona, you know it has a lot going on—and it’s still growing. For example, the new 355-acre innovation corridor known as Novus Place is slated to add 275,000 square feet of retail and 4,100 residences, including two 300+ unit apartment complexes by our partners at Transwestern. As their first complex reached completion, Transwestern decided they wanted the second to be different. To stand out and fully reflect the benefits and atmosphere of Novus Place. Enter Heinrich. With a past Transwestern property, The Riv, already on our branding roster, we were thrilled by the opportunity to work with them a second time to create a brand that would give this unique Tempe complex an equally unique (and memorable) brand, not just another name on the side of a building.  

What we did

One of our specialties at Heinrich is developing a brand from the ground up, before the building’s broken ground—brands rooted in insight, relevance, and a deep understanding of place. To accomplish this for Transwestern’s newest project, we started with an eight-hour, on-the-ground immersion in Tempe, where we uncovered what makes the city and its audience unique. Then, back in Denver, we used those learnings to craft a strategy centered on creating a sense of comfort and belonging. Developed a name that subtly asked audiences to pay attention, while being both meaningful and memorable. And of course, created a full verbal and visual identity, brand guidelines, collateral, and a website, all of which brought its personality to life. The result: Mira—a brand that feels as natural to Tempe as the sun, while offering its audience a calm, welcoming desert haven all their own.  

The Results

We always say that the best validation for a job well done is repeat business. With Mira as our second collaboration with Transwestern, this is no exception. 

We also always say that we don’t care about awards. But winning a Fifty award for our work on Mira was also a nice surprise.  

WHY THE CLIENT SMILED

Mira was our second project with Heinrich, and we were once again thrilled with how the strategy, name, and brand identity came together perfectly. We can’t wait for the next project.”

Development and Marketing Associate, Transwestern

The post Mira: Commercial Real Estate Branding  appeared first on Heinrich Marketing.

The need

Step inside the Mile High Flea Market, and you’ll feel the buzz. It’s a legend, a business, and a party all at once. This open-air market has been a place for Denver to buy and sell anything under the sun for over 40 years. Got fresh produce, tools, live music, great food or a six-inch dancing wombatroid to sell? This is the place. A few years ago, Heinrich surpassed all expectations to dramatically increase buyers, repeat buyers, and sellers through video and digital marketing excellence, and a few years later, the Flea came back to us for more. Heinrich presented three concepts expecting them to choose just one, but the Mile High Flea Market loved our ideas so much that they found the money and gave us the green light to produce two. 

What we did

The campaign delivered two video concepts, with the first being “The Song of the Sale” where we revisited one of the Flea’s old radio songs, re-invented it, and re-recorded it. Because what better way to get people excited about the Flea than to serenade them? We had a band play the song live on the main stage and encouraged the audience to sing along to show that the flea is more than a place to buy and sell, it’s a community gathering you don’t want to miss. And the second concept shared this sentiment, we called it “Colorado’s Largest Garage Sale.” After interviewing real people having a garage sale, we gave them a free spot at the Flea to try out the fun while filming everything to capture all the excitement. With both concepts for this campaign, we reminded audiences that the Mile High Flea Market is for all, and, even better, everyone can have a good time, whether you’re buying, selling, or just singing along while eating a turkey leg. 

The Results

The Mile High Flea Market continues to do well and is a staple for the Denver community. In years past, the Flea was struggling to maintain customers and find new ones.

But our video campaigns over the past few years, combined with digital marketing efforts, have kept the Flea strong and continuing to jump to new heights.  

The post Mile High Flea Market appeared first on Heinrich Marketing.

• Dental insurers and providers can embrace technology to shift towards innovation.
• Direct marketing to both consumers and to brokers can elevate dental care from a nice to have to a need to have. 
• New plan design and benefits demand new communications approaches.

When you think about innovation, chances are you think about A.I. or Silicon Valley not the dentist’s office. Yet innovation is just as much about re-seeing the old as it is the new. And dentistry is rife for disruption.

Encourage innovation and technology adoption

Dental insurers can encourage providers to be more innovative as a whole. To start, insurers could cover teledentistry services and encourage providers to adopt these services if they haven’t already. Dental providers and payers can’t afford to ignore this healthcare trend that will likely expand into new specialities.

This can also give providers an opportuntity to rethink their service delivery methods. Robots could provide routine cleanings. Smart toothbrushes could provide 3-D scans. Insurers could shift away from a typical fee-for-service model to one that rewards innovation, much like medical insurance has done with value-based care.

Advocate for marketing

Dental insurers remain at the center of three key stakeholders: providers, brokers and members. As such, they have an incredible opportunity to not only leverage marketing but make it work for everyone. Insurers can be strategic with their marketing budgets with an eye on conversions, sales and returns in addition to long-term sustainability.

Insurers could heavily promote innovations like teledentistry to brokers and members through an integrated marketing campaign of email, paid media and direct mail. Such a campaign could promote the ease and convenience of teledentistry while raising awareness of it.

Additionally, insurers could be encouraging good oral health habits through newsletters and social media. Insurers can encourage those with dental emergencies to seek dental providers rather than treatment in emergency rooms or urgent care, which may be more costly, through a friendly text message or push notification.

Brokers need help communicating the value of plans and oral health with easy-to-use materials created for a digital world. Insurers can help brokers understand and overcome consumer objections and barriers with conversation guides and sales materials created for a digital-first world.

Oral health can become synonymous with whole-person health. Consumers need to see dental health—and by extension dental insurance—as an essential not a luxury, especially during periods of perceived or actual economic uncertainty.

Communicating plan innovation

According to Deloitte, “In the future of health, health insurance companies likely will not exist as they do now.” Wellness organizations focused on social services, care coordination and smart device distribution and education will take the place of insurers. Visionary insurers understand the need to not just react to market changes but also anticipate them through innovative plan offerings and benefits.

Additionally, they understand the importance of communicating these innovations to brokers, members and prospects to maximize usage and adoption.

• If an insurer provides free dental coverage to children, for example, they could develop an integrated campaign targeting young families. 
• They could provide a free smart toothbrush to those over 65, who may struggle more with proper dental care due to medication side effects or mobility issues, with every plan. They could marry paid digital media with a content plan aimed at lead generation. 

Whatever the innovation, communicating its benefits remain paramount.

Ready to see our work in action? Check out our Smile Stronger B2B sales enablement campaign.

The post How To Champion Dental Innovation appeared first on Heinrich Marketing.