Generating $24 million in ARR opportunity through integrated demand generation for Amwell.
Amwell is a leading digital care platform, helping health systems and health plans connect in-person, virtual and automated care through one flexible, unified platform.
But Amwell operates in a complex enterprise market. Buying cycles are long, buying committees are extensive and only a small proportion of potential customers are actively searching for a solution at any one time.
Cremarc’s role was to create an integrated demand generation programme that could capture the 5% of buyers already in market while creating demand and building preference across the 95% who were not.
From launch, the programme generated $24 million in annual recurring revenue opportunity.
The problem with focusing only on buyers in market
Most conventional lead generation programmes concentrate on people demonstrating immediate intent.
These buyers are easier to identify. They search for solutions, visit product pages, download bottom-of-funnel content and request conversations with sales.
They are also the buyers every competitor can see.
For Amwell, relying on the 5% already in market would mean entering buying journeys late, competing for the same visible demand and allowing short-term lead targets to dictate the wider marketing strategy.
The larger opportunity existed across the 95% of potential buyers who were not actively purchasing.
These organisations were not irrelevant. Many were experiencing the pressures Amwell could solve: fragmented care delivery, disconnected technologies, capacity challenges and growing expectations around digital access. They simply had not reached the point of formally evaluating solutions.
The strategy therefore needed to perform two jobs simultaneously:
- Capture existing demand from buyers actively exploring digital care solutions
- Create future demand by building awareness, understanding and preference across priority accounts
This was not a choice between lead generation and ABM. Both were required, working as one integrated programme.
One strategy for demand creation and demand capture
Lead generation and ABM are often planned as separate activities.
Lead generation is tasked with producing immediate responses, while ABM targets a list of strategic accounts with longer-term brand activity. Different teams, campaigns and reporting models can leave the two disconnected.
We designed Amwell’s programme around one integrated commercial objective.
Demand generation captured active buyers and converted immediate interest into identifiable opportunities. ABM ensured Amwell was reaching the organisations that mattered before those organisations entered a formal buying process.
Lead-generation activity revealed the topics, propositions and challenges producing immediate response. ABM extended those messages into priority organisations and across wider buying committees. Account engagement then helped identify where future demand was beginning to emerge.
Building mental availability across the 95%
The majority of Amwell’s potential buyers were not ready to speak to sales. That did not mean marketing should wait for them to enter the market.
Enterprise decisions are shaped long before a procurement process begins. Stakeholders encounter new ideas, recognise operational problems, discuss internal priorities and gradually develop a view of the organisations capable of helping them.
The ABM programme was designed to influence those early stages.
We used targeted activity to make Amwell consistently visible within priority organisations, connecting its proposition to the challenges facing health systems and health plans.
The objective was to build the familiarity, understanding and confidence that would influence a future decision, rather than force an immediate conversion.
Content and campaign activity helped target audiences explore issues including:
- Connecting fragmented digital care experiences
- Expanding access without placing further pressure on clinical capacity
- Integrating virtual and in-person care
- Improving patient, member and clinician experiences
- Delivering digital transformation across complex healthcare systems
- Creating more efficient and scalable models of care
This allowed Amwell to create demand around the problems its platform addressed, rather than waiting for buyers to search for a predefined solution.
When those organisations eventually moved into market, Amwell was already familiar, relevant and associated with the outcomes they wanted to achieve.
Capturing the 5% without becoming dependent on it
While ABM built future demand, the lead-generation programme captured buyers with immediate needs.
This required clear propositions, high-intent content and conversion journeys that enabled active buyers to move quickly from research into meaningful engagement.
The programme connected relevant campaign messages with content and destinations designed around the buyer’s stage of readiness. Buyers exploring a challenge could access evidence and insight. Those evaluating possible approaches could understand Amwell’s platform and capabilities. Buyers with an active requirement had a clear route into a commercial conversation.
Lead generation produced immediate commercial opportunities. ABM expanded the future market by creating awareness and preference among the accounts that were not yet ready to convert.
Together, they created a healthier balance between short-term performance and long-term growth.
Creative connected the complete journey
An integrated media plan still requires an idea capable of holding it together.
Healthcare decision-makers are surrounded by familiar messages about transformation, innovation, integration and improved outcomes. Without distinctive creative, even accurately targeted campaigns can disappear into the category.
Creative became the connection between demand creation and demand capture.
We translated Amwell’s complex platform proposition into clear, audience-relevant campaign stories. These stories needed to earn attention from buyers who were not actively searching while giving in-market buyers enough substance to take the next step.
The creative system was designed to:
- Make complex digital care challenges immediately understandable
- Connect Amwell’s technology to meaningful healthcare outcomes
- Address different stakeholders without fragmenting the campaign
- Remain consistent across awareness, consideration and conversion activity
- Give Amwell a recognisable presence within priority accounts
The message changed according to the audience and stage of the journey, but the central Amwell story remained coherent.
This meant early ABM activity and later lead-generation activity did not feel like separate campaigns. Buyers encountered a connected narrative that became more detailed and commercially focused as their interest developed.
Reaching the complete buying committee
Amwell’s platform could not be evaluated through one organisational perspective.
Senior executives needed to understand the strategic and financial case. Clinical leaders focused on care quality, access and patient outcomes. Operational stakeholders considered capacity and delivery. Technology teams needed confidence in integration, security and existing infrastructure.
The programme therefore created routes into the Amwell proposition for different buying-committee members. Each audience could engage through the challenge most relevant to them while remaining connected to the same overall platform story.
Engagement from one stakeholder created an entry point. Activity across multiple roles demonstrated wider organisational interest and provided a stronger foundation for commercial progression.
It also gave individual stakeholders the evidence and language required to build internal support. In enterprise healthcare, marketing must not only persuade the person consuming the content. It must help that person explain the case to the rest of the organisation.
Measuring the complete demand programme
An integrated programme cannot be measured through lead volume alone.
Lead generation naturally creates more visible, immediate responses. ABM influences accounts over longer periods, often before an individual is willing to identify themselves.
Judging both against the same short-term conversion metric would undervalue the work creating future demand.
We measured performance across the complete journey:
- Reach and engagement within priority accounts
- Engagement across buying-committee roles
- Content consumption and increasing account activity
- High-intent actions from active buyers
- Progression from awareness into consideration
- Marketing-created and marketing-influenced opportunities
- Annual recurring revenue opportunity generated
The commercial outcome remained the ultimate measure, but the programme could also identify the account behaviours contributing to that outcome.
$24 million in ARR opportunity from launch
From the launch of the integrated programme, Amwell generated $24 million in annual recurring revenue opportunity.
That result was not created by lead generation or ABM operating independently. It came from recognising that sustainable enterprise growth requires both demand creation and demand capture.
The programme gave Amwell a connected model for:
- Capturing buyers with an active requirement
- Building future demand across priority accounts
- Creating familiarity before formal buying journeys began
- Engaging the wider buying committee
- Connecting creative across the complete journey
- Balancing immediate lead generation with long-term account development
- Measuring marketing through commercial opportunity
The $24 million in ARR opportunity demonstrated the commercial value of joining these elements together.
The 5% of buyers already in market produced immediate opportunity. The 95% outside the market represented future growth. The strength of the programme came from addressing both through one strategy, one creative system and one integrated journey.
This was not ABM sitting alongside lead generation. It was a complete demand generation programme built to convert today’s buyers while creating tomorrow’s market.