Cincinnati Children’s Hospital had a goal to reach more patients. To help achieve this, it was crucial that they not only ensure the accuracy and reliability of the data from their website but also that the right type of data was collected – data that could help inform and drive business decisions and prove the value of key marketing initiatives in real time.
While the hospital had an internal team with the skills to both manage their Google Analytics account and create tags in Google Tag Manager, they recognized gaps in their knowledge and understood that their current measurement practices weren’t providing the level of insights needed. The hospital knew having an outside group — particularly one that specializes in custom Google Analytics projects in healthcare — conduct an audit of their tracking setup would make them a much stronger organization that uses their own data to inform business decisions.
That’s why they called us. We were excited to put our deep analytics and tracking expertise to work to help the Cincinnati Children’s Hospital grow.
Before we dug in, we worked closely with the Cincinnati Children’s internal analytics team and key stakeholders on the marketing team to understand their business objectives. This informed the strategic planning phase which allowed our Decision Science team to take a deep dive into the setup of the Google Analytics account and Google Tag Manager implementation to identify any issues.
We then provided recommendations for custom goals and events in Google Analytics that closely aligned with the hospital’s business and marketing campaigns. We also provided guidance on additional customized features in Google Analytics that weren’t effectively utilized, like content groupings and custom dimensions and metrics.
To ensure the hospital was set up for long-term success, we provided the client with a list of recommendations for their Google Tag Manager account that would consolidate their assets and future-proof some tags and triggers, which allowed them to spend more time conducting value-driving analysis. This initiative removed existing technical debt, and ensured that the team did not accidentally create additional debt as they scaled (because the more advanced the tracking gets, the more time companies have to invest in maintaining it).