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Industries / Healthcare
Healthcare marketing
Healthcare growth moves at the speed of trust.
Red House B2B Marketing is a B2B healthcare marketing agency that has spent 25+ years reaching providers, payers, and medical device and pharmaceutical & life sciences decision-makers. We help Healthcare organizations turn complex value into clear market advantage—and guide diverse buying committees from first signal to confident decision.
Healthcare coverage
Where we go deep
Expertise with real clinical and market specificity.
25+ years reaching providers, payers, medical device and pharmaceutical & life sciences decision-makers.
Markets and buyers
Diagnostics & Laboratory Services
Healthcare Distribution & Supply Chain
Healthcare IT & Digital Health
Health Plans & Payers
Home-Based Care
Hospitals & Health Systems
Medical Devices & Equipment
Pharmaceuticals & Life Sciences
Physician Groups & Practice Management
Value-Based Care
Clinical and service line expertise
Specific experience across the care models, specialties and technologies that shape Healthcare decisions.
Digital Health
- Telemedicine
- Remote Patient Monitoring
- Digital Therapeutics
- Patient Engagement Platforms
- AI-Driven Clinical Decision Support
- Hospital at Home
- Virtual Nursing
- Clinical Trial Recruitment
Value-Based Care & Population Health
- Care Coordination
- Chronic Condition Management
- Risk Stratification
- Health Equity & SDOH
- Population Health Analytics
- Medicare Advantage & ACO Programs
- Bundled Payments
Diagnostics & Imaging
- Laboratory Medicine
- Molecular Imaging
- Pathology
- Advanced Radiology
Provider, payer and device segments
This isn’t surface-level targeting. It’s fluency in how each audience evaluates and adopts solutions.
Hospitals & Physicians
- How health system decisions are influenced across clinical, financial, and executive stakeholders
- What earns attention (and what gets ignored) by physicians
- The complexity of value analysis committees, procurement, and adoption pathways
- How messaging must shift across the buying journey — from awareness to validation to action
Payers & Plans
- How decisions are shaped across clinical, actuarial, operational, and executive stakeholders
- Why economic value carries as much weight as clinical outcomes
- The realities of value-based care, risk models, and cost containment
- How payer, provider, and employer interests increasingly overlap
- What it takes to move from consideration to contracting
Medical Devices
- The balance between surgeon preference and system-level standardization
- The growing role of procurement and value analysis committees
- How clinical efficacy, ease of use, and economic value intersect
- The realities of contracting, trials, and product adoption
- What it takes to move from evaluation to utilization
Pharma & Life Sciences
- The role of evidence, outcomes data and peer proof in adoption decisions
- How launches are sequenced across clinical, access and channel audiences
- The realities of long, committee-driven evaluations and formulary pathways
- What it takes to keep messaging consistent across medical, commercial and field teams
“You can't personalize under HIPAA.” We do it every day.
One Healthcare demand engine.
Find the position only you can own.
Market research, audience strategy, positioning, portfolio architecture, go-to-market planning and market access and stakeholder engagement strategy.
Make complex value easier to choose.
Campaigns, content, digital experiences, media and account-based programs built for real buying groups — including service line–aligned campaigns (cardiology, oncology, orthopedics) and physician engagement and influence strategies.
Turn market signals into the next move.
Measurement, optimization, audience insight and a learning rhythm that compounds over time.
Healthcare signals
What we're tracking now.
November 2026 edition
A concise, human-reviewed monthly read on the structural shifts changing how Healthcare markets move.
The friction is verification: 38% cannot independently verify vendor-reported outcomes, and poor member engagement is a leading reason to switch.
For sellers, a dashboard is no longer proof. Marketing and sales need auditable outcomes, defined on the full eligible population, and an engagement story buyers can reconcile against their own claims data.
For digital health sellers, the marketing asset that matters most this cycle is verifiability. Publish how outcomes are defined — measured on the full eligible population, not the engaged minority — and how a buyer can reconcile your numbers against their own claims data before signing. Treat engagement as part of the product story, with the activation plan and the member-marketing support named in the proposal, because weak engagement is now a stated reason buyers switch. Sales teams should bring the measurement plan into the first serious conversation, not the contracting phase. In a market where fees are at risk, proof design is positioning.
Six were megamergers in the first half — more than in all of 2025 — and two-thirds of Q2 deals involved independent systems seeking a partner from strength, pursuing complementary capabilities ahead of reimbursement pressure.
Scale alone is no longer the pitch. For healthcare sellers, account intelligence decays fast: decision centers, priorities and vendor rosters reset in a deal. Re-map target accounts early, and sell the capability gap the partnership was created to fill.
The implication is that account plans now expire faster than the planning cycle. Re-map target accounts on a deal announcement, not an annual refresh: new owners mean new priorities, new vendor rosters and a new decision center within months. Build campaigns around the capability gap the transaction was created to fill — the service line, market or technology the combined system still lacks — because that is where budget and urgency concentrate after a deal closes. ABM lists, contact data and persona assumptions built before the deal should be treated as drafts, and your first outreach after a close should speak to the new strategy, not the old org chart.
Buyers are standardizing purchasing processes across sites, not just vendors and SKUs, and testing AI only in low-risk uses like inventory.
Device and supply sellers should lead with total cost, standardization and continuity — not unit-price discounts.
Sellers should reposition around the buyer’s actual scorecard: total cost across the contract, continuity of supply and the ability to standardize across sites. That means proof assets procurement can carry into a value-analysis committee — reliability track record, disruption response, inventory visibility — rather than a discount schedule. Marketing aimed only at the clinical user misses where decisions are consolidating: system-level supply chain leaders standardizing process, not just product. If your story cannot answer how you reduce rogue spend and variation across facilities, a cheaper competitor with a standardization story will beat a better product with a price story.
Work that moved the number.
Two migrated engagements from the Red House case library — the client, the work and the outcome, as each case was reported.
Creating a Gold Standard Content Marketing Program
A global diagnostic device and service provider whose employer solutions span wellness, condition management and case management. They needed best practices for content marketing and demand generation — and, lacking experience in both, needed benchmarks to guide future lead forecasting.
Outcome
Hundreds of marketing qualified leads, exceeding original estimates by more than 150 leads. Metrics included a 17% email open rate, 11% click-through rate, and 38% landing page conversion. The program was voted “Content Marketing Gold Winner” by the 2015 AVA Digital Awards.
Fill the Pipe in 90 Days — Telehealth Launch
A provider of healthcare solutions to health systems and group practices — telehealth, medical imaging and information management, health information exchange and mobile health. With a recent telehealth launch, they needed awareness, qualified leads and a pipeline to meet short-term sales goals.
Outcome
Of 1,100 hospitals in focus: a 3.7% response rate representing 45 hospitals. On the success of the telehealth launch, similar launches began for medical imaging, information management and health information exchange.
Q&A
Questions, answered.
It markets to the organizations and decision-makers inside healthcare — hospitals and health systems, payers, physician groups, and the companies that sell to them — rather than to patients. The work is brand and messaging, demand generation, account-based marketing and content built for long, committee-driven buying decisions.
Consumer healthcare marketing speaks to patients choosing care. B2B healthcare marketing speaks to executives, clinicians and operators choosing vendors, technology and partners — decisions made by committees, over months, under regulatory scrutiny. The messages, channels and proof points are entirely different.
Diagnostics and laboratory services, healthcare distribution and supply chain, healthcare IT and digital health, health plans and payers, home-based care, hospitals and health systems, medical devices and equipment, pharmaceuticals and life sciences, physician groups and practice management, and value-based care.
Healthcare buying is regulated, technical and relationship-driven, and generalist messaging misses how decisions actually get made. Red House has spent 25+ years reaching providers, payers, and medical device and pharmaceutical & life sciences decision-makers, and that depth shapes the positioning and demand programs it builds.