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The customer relationship programme designed to give GHI a healthy competitive advantage

Business Issue:

Growing competition in an extremely dynamic market had led to the need to rapidly introduce a customer focus to the marketing strategy, at a time when resources were limited and plans were underway to rapidly expand the business into new clinics and medical laboratories across the GCC.

Their ultimate goal was to own the healthcare wellbeing space and become the first port of call for all healthcare concerns, through the simple and appropriate education of its patients and the general public, making it the trusted and respected brand in healthcare.

GHI were facing a number of challenges:

  • At the time they consisted of individual and independent businesses that hadn’t as yet gelled into a single brand community
  • The aggressive pricing strategy in the labs, as a result of ever increasing competition, created a commodity feel to the product rather than an essential personal service provided by a company with healthcare authority to be trusted
  • Only limited customer data was captured and storage was at site with no centralisation


The Insight House was commissioned by GHI to investigate, develop and oversee the implementation of the CRM strategy, with the objective to drive repeat business across the group.

In order to do so we had to design and build a data strategy to centralise the management of customer information and use it intelligently to further enhance CRM.

Our thinking:

The core elements of the customer relationship programme will be focused around:

  • Developing customer contact around each episode – creating a more positive experience
  • Generating frequent touches through customer conversations
  • Designing propositions which are customer led
  • Creating content to educate and demonstrate wellbeing and trust
  • Capturing customer data at every touch point
  • Building customer profiles through data analysis and market research

Our approach:

Develop a series of carefully controlled foundation projects and pilots to highlight the benefits we believe can be achieved based on our review to-date.

The Insight House has identified 8 preliminary steps:

  • 5 key foundation projects
    • Marketing data repository
    • Customer research
    • Volume of postal addresses and DPA investigation
    • Proposition composition
    • Literature suite
  • 3 pilots to prove ROI
    • Episode communication plan
    • Customer registration in lab and clinic
    • Quarterly communication to database

To augment the data profiling and investigate the level of satisfaction and engagement that the current base has with GHI, we undertook a piece of market research with our end users at each of the clinics in Dubai and Kuwait. The research was undertaken with patients (B2C) in order to obtain and analyse their feedback to identify actionable insight that could be used to continually refine and improve the customer experience, products and services and their associated delivery in order to drive retention, create competitive advantage and drive positive personal recommendation.

Our output:

  • A comprehensive data audit was undertaken to identify and document system and processes related to the transactional customer data sets, across UAE and Kuwait.
  • A series of statistical models to determine high net worth patients using RFV (recency, frequency and value) to highlight opportunities at an individual laboratory level. This can be interpreted in two ways; firstly who to target and secondly how to apportion targeting between laboratories.
  • Segmented the market by patient motivation – a specific disease concern or diagnosis and lifestyle-related illness or condition.
  • Created 4 customer propositions and associated communication plans:
    • Medsol Little Monsters
    • 40-somethings
    • New Year’s MOT
    • Well at work
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