Marketing to Doctors, Part 2: Messaging & Segmentation
Originally published January 2020. Updated February 2026 with the latest statistics.
For others in the series, click here.
When marketing to doctors, I see too many brands stumble over themselves with mediocre or mixed-up messaging. This is downright wasteful. As I explored in Part 1 of this series, it’s extremely hard/expensive to get a doctor’s attention.
Marketing to doctors is expensive. Once you DO have their attention, don’t blow it.
Make the most of your opportunity by quickly delivering a brief, truthful, and relevant message to physicians about your product or service. This seems straightforward, and it is, but it’s amazing how many companies screw this part up while spending millions on wasted distribution and media buys.
To develop the most impactful messaging, you need to do a deep dive into both exactly who your audience is and what is important to them. From there, you can start to cherry-pick which of your potential brand messages will resonate with a given audience.
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1. Tightly define your audience.
At glassCanopy, we often say we “market to doctors,” but the reality is that “doctors” is a much too broad category. “Doctors” is not a one-size-fits-all target audience.
There are just over 1.1 million active physicians in the United States. Chances are, some of those physicians are better targets for your brand than others.
Specialty
Specialty should be one of the core pillars of your audience definition. It’s one of the primary ways in which physicians self-identify.
Almost all clinical (and most back-office) brands need to take specialty into account. Figure out which specialties your message is most relevant to and tailor your message to those specialties. If at all possible, don’t waste money and credibility by showing your message to irrelevant specialists.
Think specialty isn’t important to your marketing efforts because you’re targeting all doctors? Think again. Specialty has all kinds of implications for your target audience.
Even if all specialists are equally appealing to your brand (which is doubtful), the way that you might best appeal to them is likely to vary dramatically by specialty groups.
For instance, specialties correlate to:
Market Size. How many specialists are there in the US? There are approximately 545,000 active primary care physicians in the US, compared with 7,300 geriatric specialists. Need to know how many specialists there are in any given specialty? Check out this great resource from the American Association of Medical Colleges.
Decision Process. Do your specialists tend to work in independent practice, or are they employees? According to the AMA, ownership has declined significantly over the last few years. In 2012, 61.4% of doctors worked in small private practices with less than 10 doctors, and by 2024, that figure had fallen to 47.4%. That said, there is also variation among specialties, with ophthalmology and orthopedic surgery maintaining a majority in private practice.
Gender. Is there a strong gender bias in this specialty? While the 2021-2022 year was the first in which women became the majority of medical school graduates, only 37% of active doctors were women that year. Now in 2026, women remain the majority of medical student enrollees for the seventh consecutive year at 55%, but only 38% of active doctors identify as women. Some specialties are much more skewed: nearly 88.6% of active OB/GYNs are women, but only 12.9% of orthopedic sports medicine doctors are female.
Income. Do your targeted specialists earn more or less than the average physician? According to the 2025 Doximity compensation report, surgical and procedural specialties earned the most—neurosurgeons averaged $749K—while the lowest-earning specialties skewed toward pediatrics and primary care, with pediatric endocrinology at $230K.
Job Satisfaction. There are huge gaps between specialties. Dermatologists have the highest job satisfaction, while anesthesiologists have the lowest (as measured by intent to leave or quit).
Don’t hesitate to rewrite your pitch entirely to address different specialties—even if your product isn’t clinical in nature.
Setting
A pediatrician at a large urban hospital and a pediatrician at a small rural practice may both be treating kids every day. Still, virtually every other aspect of their professional lives is different. (Think about working at McCann Worldgroup versus a cozy boutique agency like glassCanopy.)
Hospital-based doctors may be actual employees of the hospital or contractors, but either way, they have much less control over the day-to-day of their work lives than physicians who own their own practices.
Similarly, large-group and hospital-based physicians have much more resources at their disposal and spend less time thinking about the detailed financial aspects of their practice, whereas many solo GPs know their finances so well they could tell you how much they pay for a ream of paper.
Important settings to consider include:
- Government employees
- University or large-scale health organizations
- Hospitals/clinic-based practices
- Large groups (49+)
- Medium groups (10-49)
- Small groups (less than 10) and solo practices
In general, the smaller the organization, the more likely that physicians will find themselves taking on all kinds of non-medical-related jobs or decisions—from acting as informal IT support for staff to being effective heads of HR. On top of that, medical practices are consolidating: only 47.4% of physicians still work in small practices of 10 or fewer, while 77.6% are employed by a hospital or corporate entity.
The larger the organization, the more likely physicians are to receive traditional defined benefits, such as paid time off, subsidized health insurance, dental plans, and life and disability insurance, as well as paid benefits, such as professional liability insurance or funds for continuing education.
Geography
Geography may or may not be critical to your message, depending on your product/service.
Some instances where geography often is critical are:
- Conditions being treated that primarily occur in specific areas
- Any product/service that is regulated at the state (or county) level
- Any product/service for which the price or competition varies dramatically at the state or local level
Payment Model
It probably won’t surprise you that physicians behave differently when they’re paid differently. Traditional fee-for-service, accountable care, concierge service, HMOs, cash-only vs. private insurance-only vs. Medicaid/Medicare—all produce different incentives and behaviors.
Think about how the various permutations of compensation will make physicians likely to view your product or service. At the end of the day, the doctor’s compensation model impacts how your product/service gets paid for… and by whom.
When considering the impact of payment models, think about which models are most attractive to your brand, and also take into account other factors, such as specialty or geography, that might correlate with those models.
2. Clarify what physician role(s) you’re appealing to.
Okay, so you’ve thought about which doctors you want to communicate with. Like everyone, doctors wear multiple hats, so let’s talk about in which role(s) you want to engage them.
There are three primary roles that marketers might want to appeal to:
A) The doctor-as-physician
Clinical marketing… aka marketing to a doctor in their role as a physician.
The primary goal here is not to “sell” the physician but to introduce your product and its potential benefits to the physician so that they can evaluate the benefits to their patients on their own. Allow doctors to validate claims for themselves by giving them access to the supporting data and studies, clinical experts with whom they can ask questions, and forums for discussion with colleagues.
All marketing should build trust. When marketing to doctors, trust is especially important.
It’s also worth noting that clinical marketing is a minefield of rules and regulations, so be careful with both your platforms and your claims.
I’ll talk about the ethics and regulations of marketing to doctors in a future post, but in the meantime, please be sure that you stick to the golden rules:
- Keep patient safety and benefit at the top of your priority list. Yes, we live in a capitalist-based economy, but most people got into healthcare to help people. Don’t be the greedy asshole in the room.
- Don’t try to mislead the physician or make claims that you can’t clinically back up.
- Don’t try to bribe anyone.
- ALWAYS send EVERYTHING by legal to review
B) The doctor-as-business-person
In this era of ACA and consolidation, one fact often gets overlooked: As of 2025, only 35.4% of physicians had an ownership stake in their practice, down an additional 10% since 2020.
Even today… many doctors are also business owners.
What’s more, physicians typically effectively control most medical practices, even if they have hired business people to run the day-to-day.
And, even if doctors don’t directly own or control their practice, most physicians generally wield considerable influence in major business decisions.
When speaking to the physician-as-business-person, don’t make the mistake of thinking that this is ever the only hat that doctors wear. They’re still doctors, so economic arguments can’t ever be at the cost of patient well-being. (You still don’t want to be the greedy asshole in the room.)
Beyond a patient-well-being-comes-first attitude, prestige, pride, freedom, and all the other non-economic reasons people start businesses also apply to doctors. So go ahead and make your economic argument (you’ve got one, right?) to the doctor-as-business-person. But don’t make it the sole focus of your pitch.
C) The doctor-as-a-human
Studies show that 99.99% of doctors are actually human (margin of error is +/- .01%). They have lives outside medicine with husbands, wives, children, grandchildren, houses, mortgages, and/or maybe a flashy car or two.
Like everyone, doctors wish they had more time.
Many (but not all) have considerable disposable income. Remember that there is a wide variance between physician income by specialty and geographic region. For instance, according to Indeed, physicians in Iowa were the top earners nationwide, averaging $318,598, while Utah-based doctors squeaked by on just $137,745.
What’s the point here? Yes, being a doctor is a vocation and a central, self-defining aspect for most doctors, but doctors are also mothers, fathers, runners, glassblowing enthusiasts, and stamp collectors. If you’re selling to doctors-as-people, keep that in mind.
That’s a lot of variables.
I know, right?
You need to think through all these variables and then figure out how and when to group them to create a manageable number of segments.
Keep in mind that the expense involved in physician marketing means that it’s often worth developing creative and campaigns for smaller target segments that would be worthwhile in less competitive markets.
Hopefully, this will provide some food for thought the next time you sit down to think about your messaging and segmentation. In next week’s post, we’ll discuss some of the ways to target specific sub-segments of physicians.
This is the second of a multi-part series on marketing to doctors.
Why marketing to doctors is so hard.
Content marketing and development
Measuring and optimizing results
Or, download the entire Marketing to Doctors eBook
Marketing to Doctors, Part 2 FAQs
Why is segmentation so important when marketing to doctors?
You’re competing for attention in a market where pharma and other healthcare advertisers spend heavily to reach physicians. The healthcare industry is enormous (estimated at $1.42 trillion), and direct-to-physician marketing spend is around $30B per year. That volume of spend raises the bar for relevance, specificity, and creative quality. Not to mention, doctors are extremely busy with many, many people vying for their attention both at and outside of work. With so much purchasing influence and spending power, organizations are ready to spend big bucks for a piece of that pie.
What are the most useful ways to define and target physician audiences?
Yes, when marketing to doctors, the core B2B playbook still applies, but it needs to be adjusted with more technical content and highly layered targeting. You’ll be competing for clinician attention against Big Pharma, who has huge budgets, but with the right combination of tactics (such as digital-first ABM), you can succeed.
How does practice setting affect buying decisions and messaging?
It means minimizing wasted impressions by being precise about who sees your message. That includes filtering out people who aren’t MDs/DOs, avoiding the wrong specialties, and excluding physicians without decision-making authority. In doctor marketing, tight targeting is often the fastest path to efficiency.
What physician “role” should your marketing speak to—clinician, business owner, or person?
It depends on what you’re selling and why it matters to them. Choose whichever closely matches your value prop (you can also create campaigns to target each of these roles):
- Doctor-as-physician with clinical marketing that includes patient benefits and credible data
- Doctor-as-businessperson with tools that will help them run their business better or more efficiently, while still considering patient care
- Doctor-as-human with how your solution can impact them both in and outside the office, with considerations of clinical vs personal time, lifestyle, and other priorities.
Rich founded glassCanopy in 2001.
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