Service Line Marketing: Connecting Strategy to Growth
Service line marketing helps BME balance two important responsibilities: protecting and strengthening the overall Acenda brand, while responding to the very different needs of individual programs.
The Challenge
With more than 100 programs and service lines, Acenda's marketing needs aren't one size fits all. Different services have different audiences, referral sources, competitive environments, capacity needs and growth opportunities.
BME recognized that broad organizational marketing alone couldn't address those differences. Programs needed a more focused approach that connected marketing strategy directly to operational priorities and the realities of each service line.
The challenge was building a model that could support individual service lines while maintaining one consistent Acenda brand.
The Strategy:
BME built a service line marketing approach around a simple starting point: what does this service need to accomplish and how can marketing help?
Rather than starting with tactics, BME works with program and operational leaders to understand the service itself, including its goals, audiences, referral patterns, capacity, competitive environment and barriers to growth.
From there, BME develops a targeted strategy around the needs of that specific service, while keeping it connected to the larger Acenda brand.
To make that partnership real, BME has a marketer working exclusively with clinical teams on service line needs. Having a single, dedicated point of contact allows clinical leaders to build an ongoing relationship with someone who understands their programs, rather than starting from scratch with each new request.
The Approach
Service line marketing can include:
Working directly with program and operational leadership to identify priorities and growth opportunities
Understanding referral sources and the audiences most likely to influence utilization
Identifying barriers that may prevent people from finding, understanding or accessing services
Evaluating existing marketing, digital content and referral materials
Developing targeted messaging for specific audiences
Strengthening relationships and communications with referral partners
Improving service line web content and search visibility
Developing campaigns based on specific program needs
Creating collateral, digital resources and other tools to support referral and outreach efforts
Using available data to evaluate performance and adjust strategy
From Marketing Requests to Marketing Partnership
A key part of this model has been changing the relationship between BME and service line leadership.
Instead of marketing starting with a request for a flyer, an advertisement, a social post or some other tactic, conversations now start with the underlying need.
Is the service looking to increase referrals? Reach a particular population? Fill available capacity? Enter a new market? Improve awareness among providers? Make the service easier to find online?
That shift lets BME recommend the right strategy, rather than simply execute a requested tactic.
The Results
The service line model has given BME and operational leadership a more focused way to connect marketing activity with program priorities and growth opportunities.
EISS Google Ads
Achieved
31.4% CTR
(Industry Avg. 3.27%)
Online
Appointments
Increased
238%
Service-line
Traffic Increased
384%
Expanded Paid Media Strategy: The service line model enabled BME to move beyond broad organizational advertising and launch program-specific campaigns based on individual service needs, audiences, geography, and growth priorities.
Maternal Health
Campaigns Reached
over 22,000 people
Increased
CWC Program
Page Views by
190%
Increased
CCBHC Program
Page Views by
201%
More intentional referral-partner outreach: BME developed targeted outreach strategies for healthcare providers, DCP&P teams, schools, community organizations and other referral sources, supported by new referral materials, program-specific communications and relationship-building efforts.
A Service-Line Example: EISS
Service Line: Integrated Health - EISS Mental Health Urgent Care
Program Need:
EISS needed to increase awareness and utilization of its mental health urgent care services in Gloucester and Cape May counties while making it easier for individuals experiencing an immediate mental health need to find and access care.
BME Strategy:
BME developed a targeted, multi-channel marketing plan to strengthen EISS visibility across Gloucester and Cape May counties. The strategy included billboard campaigns in both counties, updated outreach materials, dedicated Google Ads, digital targeting and an optimized web experience to reach both individuals seeking care and community referral partners.
What We Did:
Launched and optimized dedicated Google Search campaigns, coordinated billboard placements in Gloucester and Cape May counties, refreshed EISS outreach collateral, supported targeted geofencing efforts and maintained a dedicated landing page with a direct online appointment pathway. BME also conducted outreach to healthcare and community referral partners and monitored performance through service-line KPI reporting.
Results:
EISS Search advertising achieved a 31.4% CTR at its peak, demonstrating strong engagement from individuals actively searching for mental health support. Following improvements to the landing page and appointment pathway, the rate of visitors clicking through to schedule care increased from 0.09% to 4.79%.
Most significantly, online EISS appointments increased from just 7 in all of 2025 to 110 appointments booked so far in 2026—a 1,471% increase. This growth provides a strong indicator that increased visibility and a clearer digital pathway are helping more individuals take the next step toward accessing urgent mental health care.
What We Learned:
EISS demonstrated the value of combining high-visibility awareness tactics with targeted digital marketing and a clear pathway to care. The campaign reinforced the importance of measuring beyond impressions and website traffic to understand whether marketing efforts are ultimately helping individuals take meaningful steps toward accessing services.
Why It Matters
Service line marketing helps BME balance two important responsibilities: protecting and strengthening the overall Acenda brand, while responding to the very different needs of individual programs.
It also reflects a larger shift in BME's role. Marketing isn't simply a promotional function brought in after decisions are made. It's a strategic partner in understanding audiences, strengthening referral pathways, improving access and supporting sustainable growth.