Accelerated programs for a slow buying cycle
Using digital intelligence to drive multichannel results. A Fortune 250 consultancy needed qualified leads across Health, Talent, and Wealth, and a way to launch in weeks instead of months.
Three practices. A pipeline nobody was feeding.
The client is a Fortune 250 consultancy. It helps large employers with the health, talent, and wealth needs of their workforces. Those are three different sales conversations, often with the same company.
The attention had gone to the data, the tools, and an asset library of more than 800 pieces. Nobody was using that to feed the pipeline. All three practices needed qualified leads, and the team already had what it needed to get them.
Three lines, one company
Health, Talent, and Wealth each had its own buyers, offers, and proof. A single corporate campaign would not carry all three.
A long sale
Choosing a partner for these programs takes time. Marketing had to give that process something specific to respond to.
The library was not the problem
More than 800 assets. The team was not using them against a live audience or a live offer.
Spend without a pipeline job
Data and digital tools were already in place. None of it was aimed at filling Health, Talent, and Wealth.
Profiles, then the campaigns those profiles could support.
Who actually buys
We built digital profiles for the audiences in each line of business, then wrote positioning and messaging from those profiles. Creative came after. Health, Talent, and Wealth did not share a headline.
What to use, what to retire
We sorted an inventory of more than 800 assets. Some were ready. The rest were marked for a refresh, a rewrite, or retirement. Where the library was thin, we made pieces people would actually finish: infographics, articles, and short video.
Four campaigns, two countries
Messaging, design, and test versions were built in parallel for four campaigns, with U.S. and Canada versions of each. Halfway through, the client rebranded. We carried the new standards through without flattening the audience work already in motion.
One path from ad to lead
Programmatic, search, paid social, and native all pointed at the same pages. From there, retargeting and nurture picked up anyone who was not ready for sales. A form or a download was scored, then routed to Salesforce or back into the email track.
37 landing pages, matched to the visitor.
Demandbase told us the account. Industry, company size, and role decided which page and which offer they saw.
Audience-specific creative
Photography and copy were built for an industry, a title, and a role. We did not resize one ad and hope it traveled.
37 dynamic pages
Each page carried the asset that audience had a reason to open. A retirement offer did not sit on a health page.
Retargeting into nurture
Someone who looked and left came back in a retargeting ad, then in email, still inside the campaign they had already entered.
Scoring before sales
High scores went to Salesforce. Lower scores stayed in nurture until there was a reason to pass them on.
In market in seven weeks. Deals on the board in six months.
All four campaigns were built from scratch and launched within seven weeks. In the first five months they produced more than 500 qualified leads. In the first six months, seven of those opportunities closed, at a 4:1 return on the marketing investment.
After the launch, Red House was asked to run digital media strategy and go-to-market programs for the client.
What held up after launch
They could stand up the next program without starting the process over.
The library is already there. The pipeline is not.
If the tools and the assets are paid for, and Health, Talent, and Wealth still are not getting leads, that is the conversation.
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