Several brands inside one organization,
all talking to the same people.
TeamHealth had grown by acquisition, and each brand inside it had learned to speak for itself. The audiences did not divide the same way the brands did — clinicians and facilities were hearing several different companies.
The situation,as it arrived.
Two acquisitions had brought their own language with them. A clinician evaluating TeamHealth could meet three descriptions of the same organization depending on which brand's channel they found first, and none of them contradicted the others so much as failed to add up.
For a recruitment-driven business that is a direct cost. A physician deciding where to work is comparing employers, and an employer that reads as three companies reads as none of them clearly.
Four moves,in the order they happened.
One message architecture across the portfolio
A single hierarchy the brands sit inside, so the organization says one thing at the top and the specifics stay where they belong further down.
Unify the acquisitions into it
Two acquired brands brought under the architecture rather than left to run their own vocabularies, which is the point at which a portfolio starts behaving like one company.
Run it as a campaign program
Content and campaigns produced against the architecture across the portfolio, including clinician features and hospital profiles built from real interviews rather than stock messaging.
Then distribution
The program pushed across social and digital channels where clinicians actually look, and measured on engagement and applications rather than on impressions.
Everything thatleft the building.
- Unified message architecture
- Two acquisitions brought under one brand
- Campaign program across the portfolio
- Clinician and facility content
- Social and digital distribution
“Pyxl is a knowledgeable and results driven digital partner. Their work has produced physician leads and continued engagement on social.”
More like this one.One a month.
Written out of engagements rather than off a content calendar, by whichever principal ran the work. No sequence afterwards.
Your situation is not this one.Tell us what it is.
A senior strategist reads it and replies within one business day, with a straight answer about whether we are the right people.