Healing. Reimagined.

The “Healing. Reimagined.” campaign focused on Stamford Health’s primary-service-lines advantages and the opening of its new hospital, which was a true differentiator in an affluent market. In the first six months alone, Stamford Hospital had 864 online patient appointments and $2M in patient revenue. The internal launch, which included video and direct mail, was also well received by medical staff, employees and volunteers.

Stamford Health is an independent community health system in Fairfield, Connecticut, which competes with large health systems in New York City and New Haven. To stand out from the crowd, two key components of their strategic plan were to construct a new state-of-the-art hospital and to recruit surgical specialists. In 2016, Stamford Health opened their new hospital and needed a way to differentiate their exceptional clinical services and new facility from the competition. AB&C was tasked with rolling out a new brand six months prior to the grand opening and to effectively promote the hospital’s key points of difference.

Recognizing that Stamford Health was not viewed at the same level as area academic medical centers, AB&C created a campaign that incorporated brand messaging and highlighted key specialty areas in the new hospital. The goal was to position Stamford Hospital as a leading community, teaching hospital that offers advanced clinical services and exceptional patient care, alleviating the need for patients to travel to New York City or New Haven. Our multimedia campaign, which included everything from subway-station takeovers to social media profile picture filters, built upon the two-word tagline “Healing. Reimagined.” and spoke to all the service lines and points of differentiation.

The “Healing. Reimagined.” campaign focused on Stamford Health’s primary-service-lines advantages and the opening of its new hospital, which was a true differentiator in an affluent market. In the first six months alone, Stamford Hospital had 864 online patient appointments and $2M in patient revenue. The internal launch, which included video and direct mail, was also well received by medical staff, employees and volunteers.