Intro
Part of the IHH Healthcare series · one client, three lenses
You're reading the Performance Marketing lens — one engagement told several ways, readable in any order: Overview, Performance Creative, and Data & Analytics.
IHH Healthcare runs a group of premium Malaysian hospital brands — Gleneagles, Pantai, and Prince Court — each targeting Indonesian patients seeking specialist care abroad. This page is the Performance Marketing lens: the media architecture and the audience model that decide who sees which hospital, and when.
The creative that carried those audiences lives inPerformance Creative; the measurement that reads the whole engine — from impression to qualified lead — lives inData & Analytics. This lens is about structure and targeting: the map underneath the media.
Why one campaign couldn't serve many hospitals.
Each hospital in the group has a distinct positioning, a distinct catchment, and a distinct ideal patient. Gleneagles, Pantai, and Prince Court are not interchangeable — they draw from different Indonesian cities, sell different specialisms, and speak to different people.
A single Indonesia-wide blast can't respect any of that. It either duplicates spend — three hospitals bidding against each other for the same person — or it wastes it, showing a patient a hospital they'd never realistically travel to. The fix wasn't a better blanket campaign. It was to stop running one.
The media moves.
Three audiences, three intents.
Results — the media engine.
Everything relative — from launch to optimised, over the period. The ramp took weekly volume from roughly 195 to well past 1,100 leads a week: about a five-fold lift, on spend that didn't move proportionally.
Honest read: purchasing power correlated with genuine treatment intent — the higher-income streams didn't just have money, they had the intent to travel and act. Where you spend matters as much as how much.
The rest of the IHH Healthcare engagement.
IHH Healthcare’s engagement focused on improving how patient demand was captured, qualified, and converted across its digital funnel. Beyond lead automation, the work connected creative, media, and data systems to reduce response delays, improve lead quality, and lower acquisition costs.
1. Performance Creative — developed clearer, service-led messaging that helped patients quickly understand the relevant treatment, hospital offering, and next step. Creative variations were structured around patient intent, key concerns, and conversion-focused calls to action.
2. Performance Marketing — restructured campaign targeting and lead capture to reduce funnel leakage before the hospital team could follow up. Every won lead was fed back into the advertising system as an exclusion, helping minimise wasted spend and contributing to a 70% reduction in CPL.
3. Data & Analytics — connected lead outcomes with campaign data to track performance beyond form submissions. Reporting focused on lead quality, conversion status, service demand, and acquisition efficiency, giving the team a clearer view of which campaigns were generating meaningful patient enquiries.
One blanket campaign, rebuilt into a hospital-by-city engine — and cost per lead cut 70% .
Three hospitals, mapped to the cities that actually produce their patients; three intent streams that carry demand from awareness to a real conversation; and an exclusion engine that keeps spend on people you haven't won yet. The creative that filled it and the measurement that reads it live in the other two lenses.
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