Helping a Healthcare Software Company Reach Larger, Higher-Value Practices

This case study is based on work Shane led in an in-house healthcare SaaS role and is included to demonstrate the marketing strategy and execution experience available through DaleyPWS.

The Challenge

The company provided EHR, billing, scheduling, patient engagement, and practice-management software to physician practices.

It had a broad market presence, but its next growth priority was to win more larger, multi-provider practices.

The problem was that its marketing still treated much of the market similarly. Website messaging focused heavily on software features and specialty-specific capabilities, and the company was not consistently using available practice-size information to distinguish between solo physicians, small practices, and larger medical groups.

Larger practices also evaluated software differently. They had more employees, more stakeholders involved in purchasing decisions, more complicated workflows, and greater concerns about implementation and operational disruption.

Reaching them effectively required more than simply putting the same marketing in front of larger organizations.

Separating Different Types of Buyers

A major part of the work involved putting practice-size segmentation into actual use.

Instead of treating segmentation as simply another field in the CRM, practice size began to influence how prospects were targeted, what messages they received, how they were qualified and followed up with, and how results were measured.

This helped the company distinguish between the needs of an individual physician and those of an organization managing multiple providers, employees, workflows, and sometimes locations.

It also made it possible for marketing and sales to spend more attention on the types of opportunities the company most wanted to pursue.

Changing the Message From Features to Business Problems

The company’s software had a broad set of capabilities, but larger organizations weren’t simply evaluating a list of features.

We shifted more of the messaging toward the operational problems those capabilities could solve.

That meant connecting features to issues such as:

• Reducing repetitive work for clinical and administrative staff
• Improving consistency across providers and workflows
• Reducing avoidable billing and registration problems
• Helping staff manage growing workloads
• Supporting larger and more complicated practices
• Reducing risk when adopting new technology

For example, automatic insurance verification had previously been presented primarily as a software capability. For a larger practice, the stronger story was what it could mean operationally: less manual work for front-desk staff, fewer registration errors, fewer preventable claim issues, and a more consistent process across the organization.

The same approach was used as new AI capabilities were introduced. Rather than promoting AI simply because it was new technology, individual tools were connected to specific problems such as after-hours documentation, incomplete intake information, and staff follow-up work.

Carrying the Strategy Across Marketing and Sales

Changing the message on a website alone would not have been enough.

The larger-practice focus was carried into campaigns, website content, lifecycle marketing, demonstrations, sales materials, objection handling, and follow-up.

Sales conversations increasingly addressed questions that mattered to larger practices, including staffing pressure, workflow reliability, implementation concerns, billing accuracy, and the ability to maintain consistent processes as an organization grew.

Marketing reporting changed as well.

Rather than looking primarily at total lead volume, the company began paying more attention to the types of organizations entering the pipeline and how those prospects progressed.

That provided a better view of whether marketing was attracting the customers the business actually wanted to win.

The Result

The clearest result was a substantial increase in the share of opportunities coming from larger practices.

During the broader segmentation and marketing-lifecycle work, monthly pipeline volume also increased and the proportion of contacts progressing to qualified stages more than doubled.

The changes also gave marketing and sales a more consistent way to talk about the product with larger organizations.

Instead of starting with individual software features, conversations could begin with the business and operational problems those organizations were trying to solve.

The project demonstrated something that applies well beyond healthcare software: identifying a more valuable customer segment only matters if that decision changes the way the business actually markets and sells to those customers.

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