Two-Sided Coin

As a first step and after a detailed diagnostic study, we identified the existence of two principal patient markets. One the one hand there are walk-ins—which include “cash patients,” i.e., those that decide personally to go into the lab and pay out-of-pocket, as well as patients doctors have referred. On the other hand there are patients from the governmental or business sectors, such as insurers and hospitals. Our research revealed that neither of these audiences had any kind of connection with the brand. There was neither familiarity nor favorability. Patients came in for reasons of convenient locations or for a specific request but not from any sense of loyalty.

Humanize the journey

Thanks to our “double loop” methodology, we discovered a patient’s experience in a diagnostic laboratory is subject to various vulnerable moments. To mitigate those disquiets, we eliminated the generalized and recurring notion of treating the patient as yet another number. We designed a journey that included companionship and emotions-management; it consisted of putting together welcome protocols, protocols for people to manage their time when waiting, and a number of strategies to mitigate anxiety during the clinical studies process.

New image

We put a twist on the stereotype of the lab as cold or tense. It meant work on an institutional visual system that turned Azteca+Jenner clinics into community centers with an important emphasis on families. Inspired by proven practices from behavioral psychology, we developed a new logo, “Dr. Jenny,” a symbol of companionship for patients during the diagnostic process. She and other Azteca+Jenner characters belong to a linking strategy that humanizes the service and has produced excellent outcomes.