BJM Health B2C to B2B Growth

Brief

BJM Health is a healthcare business that began with a direct-to-consumer model and needed to reach enterprise buyers instead.

upGrowth was brought in to own the shift end to end. That covered the go-to-market model, the demand engine that feeds it, the sales enablement that converts it, and the product and retention work that keeps an enterprise account once it signs.

Identified Challenges:

A B2C business does not become a B2B business by changing the pitch deck. The buyer changes, the sales cycle lengthens from days to months, the decision moves from one person to a committee, and the unit economics invert. Almost nothing built for the consumer motion survives the transition intact.

The specific problem was that BJM Health had no enterprise motion at all. No defined ideal customer profile on the enterprise side, no pipeline, no proof that an enterprise buyer would sign, and no acquisition channel built for a buyer who researches for months before taking a call.

The measure of success was therefore not traffic or leads. It was whether real enterprise contracts closed.

Empathy, Research, Brainstorming & Plan

The work started with the buyer rather than the channel. Who signs, who blocks, what the procurement path looks like, and what evidence an enterprise buyer needs before they will put a healthcare vendor in front of their own users.

That produced a go-to-market model rather than a campaign plan. Positioning for an enterprise audience, the offer structure, the qualification criteria that tell the sales team which conversations are worth their time, and the sequence in which channels get switched on.

Only then did the acquisition layer get built, because a demand engine pointed at the wrong buyer is an expensive way to fill a pipeline with people who will never sign.

Solutions

B2B Go-to-Market and Enterprise Growth

Repositioning from a B2C proposition to a B2B one, including the ideal customer profile and qualification criteria
Go-to-market model designed and then executed, not handed over as a document
Sales enablement working directly with the BJM Health sales team through live enterprise conversations
SEO and Generative Engine Optimisation so the brand is discoverable when an enterprise buyer researches, including inside AI-generated answers
Drip email campaigns built for a long enterprise consideration window rather than a consumer purchase
Product refinement input, with growth loops and retention mechanics designed into the product rather than bolted on afterwards

Approach

Repositioning before demand generation

The order matters. Enterprise demand generated against consumer positioning produces enquiries that die in the first qualification call, and it teaches the sales team to distrust marketing.

Positioning, ideal customer profile and qualification criteria were settled first, so that every enquiry the engine produced could be judged against a written standard rather than a feeling.

Discoverability built for a researching buyer

An enterprise healthcare buyer researches quietly and at length, often without ever filling in a form. SEO and Generative Engine Optimisation were built so that BJM Health is present during that research, including inside AI-generated answers where an increasing share of vendor shortlisting now happens.

Drip email carried the buyer across a consideration window measured in months, which is a different instrument from a consumer nurture sequence and needed to be built as such.

Sales enablement against live deals

The enablement work was not a training deck. It ran alongside real enterprise conversations, which is where the objections, the procurement friction and the internal blockers actually surface.

That is what turned a new motion into the first 5 signed enterprise deals.

Growth loops and retention inside the product

In an enterprise healthcare account, the first contract is the smallest revenue event in the relationship. Renewal and expansion carry the economics.

Product refinement work embedded growth loops and retention mechanics directly, so that the acquisition engine was not quietly refilling a leaking bucket.

What we did

Defined the enterprise ideal customer profile and the qualification criteria the sales team would use to accept or reject a conversation.
Repositioned the proposition from a consumer offer to an enterprise one.
Designed the go-to-market model, then executed it rather than handing it over.
Built SEO and Generative Engine Optimisation so the brand surfaces during quiet enterprise research, including in AI-generated answers.
Built drip email campaigns sized to an enterprise consideration window.
Worked alongside the BJM Health sales team through live enterprise conversations, which produced the first 5 enterprise deals.
Advised on product refinement and embedded growth loops and retention mechanics so signed accounts compound rather than churn.

How we work in this category sits on our healthcare marketing page, and the wider argument runs through our Pain in the Handover writing.