Nuffield Health is the largest healthcare charity in the UK, with a range of award winning hospitals, fitness/wellbeing clubs and healthcare clinics.
Its aim is to make the nation fitter, healthier, happier and stronger — all for the public benefit.
The Challenge
Nuffield Health had undergone a brand overhaul but raising awareness remained a key challenge, both in terms of being top of mind and understanding what is unique about its offering.
Well known for its heritage in hospitals, consumers are less familiar with the brand’s gyms and physios, and it’s therefore less considered for these services versus competitors. Research was needed to measure and track KPIs for overall brand, gyms, hospitals and physios, along with bench-marking against key competitors.
Our approach
The core programme delivered a monthly online Brand Tracking programme (spread evenly across the weeks) to measure the impact of any marketing campaigns.
However, we have gone some way beyond this. In addition to monthly and quarterly KPI reports, our data science team periodically explore emerging trends and hypotheses in the data. Our analysis shows the key messages that need to be conveyed through the advertising to increase consideration of the brand.
The outcome
As a result of our research, the advertising creatives were refined to better convey the key messaging required. We then saw an improvement in brand metrics, including an increase in consideration of 2% points, which is strongly correlated with sales.
Nuffield Health use our research to inform brand and advertising strategy, with results quoted at board level to measure the on-going performance of Nuffield Health. Our work was recognised when we were awarded best tracking project at Mediatel’s Media Research Awards 2019.
As a not for profit organisation, it’s absolutely vital we get the most out of our ads to maximise their impact, with the media budget available. We already had a strong ad, but what I found really useful about the approach was knowing which elements were working harder for us and why, and which parts less so – all of which helped inform what changes were required to really cut-through.
Head Of Brand & Planning, Nuffield Health