We all have a hypochondriac inside Campaign

Vivaz

AFTER ALL, DON’T WE ALL HAVE
A HYPOCHONDRIAC INSIDE US?

Sioux meet Cyranos

Spot “Pregnant”

  • TV

Vivaz, the healthcare branch of Grupo Línea Directa Aseguradora, positions itself through its new campaign as the health insurance that provides direct access to the best specialists, diagnostic tests, hospitals, and an advanced telepharmacy service at the best price. Under the creative concept that “We all have a hypochondriac inside us,” the brand presents itself through the new campaign’s spots, referring to the inner hypochondriac we all have as a communicative vehicle to bring Vivaz’s private health insurance closer to all users, with a clear humorous tone. The new campaign has been directed by the director and screenwriter Daniel Sánchez Arévalo and produced by La Joya. “After all, don’t we all have a hypochondriac inside us?”

  • STRATEGY

In recent years, nothing has been as relevant and pressing as health and the exposure of the human being not only to their vulnerable condition due to being finite and mortal but also an added threat to that vulnerability with the experience that infectious diseases through unforeseen and distant viruses not only belong to ancient times and Hollywood films but are just around the corner. It’s no longer enough to protect oneself from familiar and predictable things; one must also be open to the unknown and unforeseeable. The Covid moment not only showed us what was said but also in a country with good and free healthcare like ours, everything wobbled. It couldn’t cope; the pandemic was too much, not just for the world but especially for one of the major pillars of society, public healthcare. Furthermore, in terms of the private healthcare industry, this was already well-established with “native” health insurance companies. Generally, the market is characterized by being difficult to access and already having a multitude of similar offerings.

  • We compete with well-established and native health brands.
  • At a competitive price but without significant differences from the competition.
  • Being Vivaz a brand with low levels of notoriety.

It wasn’t easy to define an objective given so many variables. The challenge was complex, and the direction had to be finely tuned. That’s why the fundamental communication objective was to find a different place to communicate in order to access attention, notoriety, and consideration that wasn’t easily attainable.

The brand targeted the 23% of customers who have private insurance; the opportunity was small. Competing with such well-established brands seemed impossible. But what if we tried to find a place of attention among those potential customers who had never considered having private insurance since public healthcare was universal? However, during the pandemic, they had seen that easy accessibility jeopardized due to the inability to attend to so many people at once. Waiting lists were enormous; for instance, in the second half of 2021, the surgical waiting list in Spain reached 700,000 people according to the National Health System. That’s when the great discovery was made: 77% of Spaniards do not have private health insurance and had never considered it. It was time to reach out to them, to make them listen and try to create a need for our services. Working on the complementarity between that free coverage by right and private coverage to feel more protected and covered was the most disruptive way to approach the strategy. However, the great disruption came from the need to work a message from complementarity, strategically finding a niche in PREVENTION.

Vivaz is insurance for what’s truly important and also for what might seem important, even if it turns out not to be. It was at that moment when a universal truth related to health, rooted in human nature, was discovered: essentially, when it comes to health, each person decides what’s important. Concern is one thing, and diagnosis is another. That’s why emergency waiting rooms are so full. Covering prevention has been a highly differentiated and potentially powerful strategic move. Moving away from the predictable codes of medicine helps catch the recipient’s attention and, consequently, boosts notoriety.

The great creative discovery stemmed from prevention being a strategic space where we could play with a certain complicity and humor, as it doesn’t directly address the illness. This allowed us to outperform the competition. The extreme end of prevention could be HYPOCHONDRIA. Identifying key moments that a hypochondriac person faces in their daily life, as well as speaking from respect and empathy, was the foundation from which the idea should start. Talking about hypochondria was an insight in itself, but all the situations created from this idea added new insights that fueled the much-needed humor in this campaign. Three memorable and specific stories were created based on real experiences of hypochondriac people: the nerves before a medical consultation, searching on Google and finding worrying results, or experiencing a psychological pregnancy in your marriage. We wanted to experience firsthand what it feels like, so we could effectively convey that humor while always maintaining respect.

Vivaz achieved its goal of creating a need for health insurance among people who had not previously considered it, as evidenced by the fact that over 70% of its sales were from customers accessing health insurance for the first time. Vivaz succeeded in establishing its own communication code that had been almost non-existent until then. It was able to develop a close tone and distinguish itself from other insurers by filling a niche that no one had occupied before.

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