What is Sales and Marketing Strategy of CareMax Company?

Payer co-marketing and co-branded AEP/OEP campaigns with national and regional MA plans generate peak-volume enrollments during AEP and create preferred distribution in targeted zip codes.

Community centers, clinic walk-ins and grassroots outreach provide year-round steady-state growth and support retention through local engagement and walk-up access.

Brokers and agents are incentivized during AEP; historically these channels plus payer marketing have delivered the highest enrollment volumes.

Direct referrals from hospitals, SNFs and specialists funnel clinically appropriate members, boosting conversion and risk-adjusted revenue per member.

Value-based medical home emphasizing integrated primary care, on-site services, care coordination, and social support to reduce hospitalizations and costs.

Same-week appointments, chronic care programs, transportation assistance, bilingual signage, and proactive outreach to keep members healthy at home.

Warm color palette, clear typography, friendly imagery and plain-language tone to build trust with seniors and caregivers.

Focus on outcomes and convenience: fewer hospitalizations, increased preventative visits, coordinated benefits, often at no extra cost to members.

Objective: drive MA enrollments into CareMax centers by highlighting transportation, bilingual teams, and chronic-care programs via bilingual TV/radio, Meta video, CTV in target zips, Spanish radio, Facebook Lead Ads with booking, and broker co-op mailers.

Delivered double-digit lift in qualified appointments vs prior AEP, reduced blended CAC by an estimated 15–20%, and improved show rates through embedded ride scheduling; success driven by plan-directory integration and localized creative.

Objective: close care gaps and boost HEDIS/STAR metrics via mobile screening days with on-site labs and care navigators, promoted through SMS/email, outbound calls, and community partners to attributed members.

Generated material increases in AWVs and A1C testing completion; centers reported meaningful improvements in care-gap closure tied to quality bonus potential—attendance maximized when paired with transportation slots.

Objective: accelerate AEP/OEP throughput and retention using co-branded toolkits, geo-targeted lead sharing, center open houses, field marketing, LinkedIn outreach to broker principals, and printed kits.

Yielded higher conversion from broker-sourced leads and improved 90-day retention due to faster first-visit scheduling; CAC lowered with plan MDF support—alignment of center capacity with broker calendars reduced no-shows.

Objective: build trust and DTC awareness year-round through health fairs offering flu shots, BP checks, and benefits education promoted via local radio, churches, and senior housing.

Produced steady non-AEP lead flow, uplift in word-of-mouth referrals, and improved brand favorability among caregivers; collaboration with MA reps simplified on-site enrollment questions and increased credibility.

Objective: maintain member confidence during industry scrutiny by using transparent messaging on care continuity, FAQs, physician meet-and-greets, town halls, email, and website notices.

Stabilized churn where executed and preserved referral volumes; lesson: proactive communication and visible providers reduce anxiety among senior populations.