Case Study for Agency
03-1033068-226

We have a number of case studies to choose from. We have elected to put
Blue Cross Blue Shield of North Carolina here mainly because we have a
long relationship with them, we have done constantly evolving
insightful good work, and, well, we like them.
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MANAGING BRAND IDENTITY OVER TIME

Background
For years, BlueCross BlueShield of North Carolina (BCBSNC) had dominant
market share. Rapid growth and a windfall of revenue kept them focused
on building sales rather than brand value and loyalty.
Organizationally, BCBSNC is a complex infrastructure with multiple
constituents, each developing messaging to the various target
audiences.

This translates into about twenty day-to-day points of contact
interfacing with the agency. At the time the agency began its
relationship with BCBSNC in 1998, virtually all messages were
product-driven, dealing with complex plan structure. And, initially,
the issue BCBSNC faced was unfavorable ratings going up and favorable
ratings going down along with inefficient and inconsistent messaging.

The agency was challenged to meet the initial challenge/issue and
develop a long-term strategy that could live beyond the initial
challenge.

Insight
Through a series of research studies, we learned BCBSNC was faced with
several issues which would be addressed in a phased plan of action:

• Vivid demonstration of brand value to quickly reestablish
BCBSNC as a “positive” provider of care.
• Once positive attributes were re-established and solidified in
consumers’ minds, messaging no longer had to be as
“catastrophic/vivid,” but rather take on tone of “the everyday member
could see themselves within the brand.”
• Eventually the brand needed to evolve into more of a “trusted
advisor” role in consumers’ minds.
• All activity needed to mesh with Direct Marketing efforts to
ensure brand and transactions goals were met.

The Work: Campaigns
The testimonial campaign was a remarkable solution to distinguish
BCBSNC’s brand personality and position and accommodate the phased
messaging plan of action. Through television, radio, newspaper and
internet, this campaign reinforced the initial “We’re there for you”
tag line/positioning. The campaign began with showing extreme
situations where BCBSNC showed value. The agency recommended phase one
to utilize “catastrophic” real member situation/solution stories to
represent BCBSNC value to the external audience. The long-term strategy
then shifted the communication from catastrophic to everyday real life,
highlighting our support in their health to personal responsibility.
And in the 5th phase of the campaign, we are not evolving into a
“partnership” (i.e., member needs to assume some personal
responsibility to ensure success of program efforts) messaging
strategy.

The Work: Tactics
Included in all campaign phases was a mechanism for members and
prospects to learn more about the highlighted members and send in their
own stories for consideration in the next campaign. Also, internal
posters were developed to highlight employees who had a direct impact
to the happiness of the member. The posters were hung throughout
headquarters and customer service to reinforce the brand message.
Public Relations have played an important role in extending the
advertising messaging into an editorial platform. To date, we have
established a fully integrated campaign for BCBSNC with continuity
across the state.

Results
With the fully integrated campaign, BCBSNC generated significant
results quickly.
• Increased efficiency
o We preplanned marketing messages for multiple years and
pre-bought the media a full year in advance.
o BCBSNC realized lower CPP’s and achieved higher reach and
frequency than years prior.
• Favorability ratings
o Pre-post measurement of North Carolinians’ favorability ratings
towards Blue Cross and Blue Shield of North Carolina changed
dramatically during the first three-months of the campaign. Overall,
“favorable” ratings increased by 18 percent while “unfavorable” ratings
decreased by 27 percent. They are at an all-time high and low for the
brand, respectively today.
• Sales/Transactions
o An increase in sales is a double-edged sword for a non-profit
healthcare company since a lot of sales typically translates into bad
press and increased “dissatisfaction.”
o And, yet, within the phased campaign, significant sales
increases were recorded, claims reduced, internet traffic increased and
all while favorability ratings continued to improve.

The Client/Agency are producing the fifth phase of the campaign with
the objective of continuing to build the positive perceptions of the
brand.