Diagnosing Brand Performance

How we helped a healthcare company align brand perception with commercial performance

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Challenge

Lack of Visibility

A global diagnostic imaging company had just completed a major rebrand and product launch. With six regional markets, four business units, and over $12M invested in creative and rollout, the stakes were high. The company sells high-consideration medical equipment to hospital radiology, procurement, and C-suite buyers—where perception directly influences specification and win rates.

After launching the new brand identity, leadership had no data to gauge how the market was responding. Internally, the rebrand was viewed as modern and differentiated. Externally, awareness levels, favorability, and clarity were unmeasured. Across six global regions and four business units, teams operated without a shared understanding of how the brand was perceived by buyers.

Brand ≠ Behavior

While awareness reports existed in pockets, they weren’t tied to behavioral data—such as quote activity, funnel velocity, or win rates. In some markets, awareness exceeded 70% with no commercial lift. In others, low visibility brands were outperforming. The company couldn’t distinguish between familiarity and real buying interest, which meant budgets, campaigns, and enablement materials were being deployed without targeting precision.

We Needed Evidence

Brand leaders were under pressure to prove that identity work and messaging changes were translating into market traction. With over $12M invested in creative, digital, and global rollout efforts, the team needed a repeatable framework to measure success—not once a year, but quarter by quarter, region by region, segment by segment.

Approach

So We Built the Link

We partnered with the client to design a global brand performance system—structured to capture perception and map it to real outcomes. The goal wasn’t just to track reputation, but to show how it impacted decision-making, funnel conversion, and revenue growth.

Solution

We Built a Tracker

We surveyed 624 hospital decision-makers across six priority markets—covering radiology, procurement, and executive roles. Each respondent was scored across five dimensions: awareness, clarity, differentiation, favorability, and purchase intent. Data was segmented by country, customer type, and stage in the buying process. Benchmarks were established for five key competitors to contextualize results.

Methodology

We followed a four-phase approach: (1) define brand KPIs and align with commercial metrics; (2) design and field the tracker with representative sampling by region and role; (3) integrate survey outputs with CRM and quote data using account-level matching; (4) build and validate correlation models linking perception shifts to funnel and revenue outcomes. Fieldwork ran quarterly so trends could be tracked over time.

Data sources

Primary survey data (624 decision-makers; five dimensions; six countries; three buyer roles). Internal CRM data: quote generation, win/loss, deal velocity, and account metadata. Competitor benchmarks from the same survey for five key players. All linked at account or segment level to protect anonymity while enabling behavior analysis.

We Mapped to Behavior

Survey results were integrated with internal CRM data—including quote generation, win rates, and average deal velocity. In markets where favorability increased by 10 points or more, quote activity rose by 12.4% on average. In regions where aided awareness exceeded 70%, win rates were nearly double. Critically, intent—not awareness—emerged as the most reliable leading indicator of downstream performance.

“We finally had the truth—not just what people thought about us, but what it meant for revenue.”

— VP, Brand Strategy

We Delivered a Dashboard

Each region received a quarterly brand dashboard showing trends in perception, funnel behavior, and market share. Visuals included trend charts for awareness, favorability, and intent by segment; scatter views of perception vs. commercial performance; and competitor comparison tables. Marketing used the dashboards to refine messaging by segment. Sales used them to prioritize engagement. Executives used them to direct investments. The brand finally had operational relevance—and influence.

Implementation timeline

Weeks 1–4: KPI definition, survey design, and CRM integration plan. Weeks 5–10: Fieldwork wave 1 (624 completes), data cleaning, and first linkage to CRM. Weeks 11–14: Model build, validation, and dashboard design. Week 15 onward: Quarterly tracker runs, dashboard refreshes, and leadership reviews. Full operational cadence was in place within four months of kickoff.

Take the next step

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Outcome

The brand team moved from perception to performance—and gained credibility at the leadership table:

Metrics / Results

12.4% average increase in quote volume in high-favorability markets

2x win rate in markets with aided awareness >70%

624 decision-makers tracked across 6 countries and 3 roles

5 competitors benchmarked in every market for context

Fin.

A brand isn't what you say. It's what the market sees—and what it does next. Now they had the proof.