Under 10% to 67% of the buyer universe

Awareness with a number attached

Most awareness campaigns are judged on impressions, which is to say, on nothing. This one was judged on a harder question: of the companies that could actually buy, how many now know the firm?

The moves

The universe, defined before the first campaign ran. Buyer personas and audience segments built around decision-makers in biotech, pharma and medtech, then split into sub-personas with campaigns of their own. Success was defined up front as the share of qualifying buyer companies reached, and every report answered that question first.

LinkedIn for the people, Google for the intent. LinkedIn Ads carried the reach, targeted against named companies and the titles inside them, which is the only place that audience can be addressed by who people actually are. Google Ads ran alongside it to cover the searches that were already happening.

Their own thinking, put to work. The firm had years of case studies and articles that had only ever been published on its own site. That material was repurposed for paid distribution, held to the firm's tone and positioning, so the campaigns read in its own voice.

Reporting their analysts would accept. Reach, engagement and cost against the penetration target in one framework, on dashboards reviewed weekly, with targeting, bids and creative formats adjusted against what each week showed.

What it produced

Relevant reach inside the decision-maker persona grew 421% over the six months. Penetration of the qualifying buyer-company universe went from under 10% to 67%, more than two-thirds of the addressable market, with click-through and interaction rates above category benchmarks throughout. The sales team went into meetings with warm recall to work from, and leadership could see week to week what the spend was buying. The project was delivered and completed as scoped.

We measured brand awareness as the percentage of named buyer companies reached. Impressions never came up.