Customer Success in the Healthcare Industry
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By Nick Sorensen, Prosper Healthcare Lending Don Williams, MedeAnalytics Phil Mueller, ClearCare Presented at Pulse Conference 2015.
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Customer Success in the Healthcare Industry
- 1. ©2015 Gainsight. All Rights Reserved. Speaker Panelists: Nick Sorensen, Prosper Healthcare Lending Don Williams, MedeAnalytics Phil Mueller, ClearCare Customer Success in the Healthcare Industry Moderator: Ruben Rabago, Gainsight
- 2. ©2015 Gainsight. All Rights Reserved. Senior Director, Healthcare Operations Nick Sorensen Prosper Healthcare Lending
- 3. ©2015 Gainsight. All Rights Reserved. INTRODUCTION • Subsidiary of Prosper Marketplace Inc. • Make Healthcare Affordable™ • Loan offers at the point of service
- 4. ©2015 Gainsight. All Rights Reserved. CUSTOMER SUCCESS EVOLUTION • Phase I: Anti-Churn Team • Phase II: Provider Support Team • Phase III: Customer Success Team
- 5. ©2015 Gainsight. All Rights Reserved. PHASE I: ANTI-CHURN TEAM • Team Focus: Prevent cancellation • KPI: # of cancellations prevented • Key Learnings: • Billing frequency, terms and contract length • Employee skillset doesn’t transfer • Contract renewal ≠ Success Timeline: 2010 – 2013 Team Size: 1 - 3
- 6. ©2015 Gainsight. All Rights Reserved. PHASE II: PROVIDER SUPPORT TEAM • Team Focus: Renew contracts / respond to issues • KPI: Renewal rate • Key Learnings: • No single point of contact • ROI doesn’t translate • The first 60 days Timeline: 2013 – 2014 Team Size: 3 - 4
- 7. ©2015 Gainsight. All Rights Reserved. PHASE III: CUSTOMER SUCCESS TEAM • Team Focus: Customer usage / proactive intervention • KPI: Loan originations (i.e. usage) • Key Learnings: • Your data must lead to action • CSM realignment is inevitable • Segmenting by healthcare vertical • CSM involved from Day 1 • Deliver value and build relationships Timeline: 2015 Team Size: 5 - 30
- 8. ©2015 Gainsight. All Rights Reserved. THE FUTURE • Proactive vs. reactive • Personal vs. general • Building value vs. checking in • Fewer metrics vs. data overload • NPS vs. gut score
- 9. ©2015 Gainsight. All Rights Reserved. SVP, Operations Don Williams
- 10. ©2015 Gainsight. All Rights Reserved. MedeAnalytics Company Highlights From Healthcare Providers to Payers Instinct to Insight to Execution First big data healthcare solution powered by HP Vertica World's first cloud- based analytics platform 1000+ provider and health plan clients across the US & UK Sole focus on healthcare
- 11. ©2015 Gainsight. All Rights Reserved. At the Center of Payer-Provider Convergence
- 12. ©2015 Gainsight. All Rights Reserved. Our Solutions
- 13. ©2015 Gainsight. All Rights Reserved. Key Initiatives – Sustaining Strength & Growth
- 14. ©2015 Gainsight. All Rights Reserved. General Information • SaaS Solution • Typical Contract: 3 Year ($150k - $6M) • Growing 20% - 30% per year • High Touch Support Model (Revenue Focus) • 84 Client Services Employees • Functions Performed: Renew, Expand, Implement • Roles: Account Executive, Account Manager, Associates • Compensation: • 50% based on Backlog • 25% based on BU Contribution Margin • 25% A/R Aging (> 60 days A/R should be less than 20% of total)
- 15. ©2015 Gainsight. All Rights Reserved. Organization Structure MedeAnalytics Provider Health Plan EPM International Multiple Divisions & GM’s Everyone Handled Retention and Expansion Differently Biggest Challenge
- 16. ©2015 Gainsight. All Rights Reserved. High Touch Model Quarterly Strategic Value Assessments The Strategic Value Assessment (SVA) is used to communicate successes and opportunities related to revenue cycle and other operational challenges, as determined by analyses performed using the MedeAnalytics solution and client data. It allows MedeAnalytics to move toward the role of “trusted advisor” with our clients, increasing our importance and relevance in the organization. Quarterly Client Strategic Objective Meeting Meet with client leadership to understand their upcoming strategic objectives and how we can help them achieve them. Quarterly Mede Roadmap Meeting Meet with client leadership to discuss new upcoming functionality and how it can help solve their challenges. Weekly & Monthly Operational Meetings Meet with client to work through day to day operational
- 17. ©2015 Gainsight. All Rights Reserved. Starting Our Journey - Goals • Implement a proven methodology to renew our accounts across all BU’s • Score renewal probability • Track customer health consistently and systematically (non subjective) • Ensure client touches at the right level at the right time • Reduce the number of systems a rep has to use to understand their client • Look at the client as a whole through their usage data
- 18. ©2015 Gainsight. All Rights Reserved. Health Scores
- 19. ©2015 Gainsight. All Rights Reserved. Usage & Milestones
- 20. ©2015 Gainsight. All Rights Reserved. Renewal Playbook – Roadmap to Success # Task / Milestone Date # Task / Milestone Date 1 Formalized renewal kickoff . Perform Gold Sheet Review. Review opportunities, modules not used, enhancements not installed, relationship maps, unique client issues/considerations, deep dive client review including competition, A/R experience, current contract/amendments for term dates/renewal clauses and prior procurement process. Search for SVA topics . Walk away with specific renewal strategy milestones to be accomplished. 18 mo Or if Sales Opp 10 Check 360 View for current usage, latest NPS score, & SR’s. Research & resolve open concerns identified from 360 View analysis. 9 mo 2 Add additional milestones to renewal playbook. 18 mo 11 Check 360 View for current usage, latest NPS score, & SR’s. Research & resolve open concerns identified from 360 View analysis 6 mo 3 If client isn’t happy set up meetings with Executive Sponsor. 18 mo 12 Check the current revenue numbers with finance to identify any CPI that has been assessed, etc. 6 mo 4 Contact Business Sponsor (coach) to confirm renewal process, decision makers and other initiatives. Discuss any concerns or issues with potential renewal. 17 mo 13 Work with legal to prepare any contract documentation (if necessary- some contracts do not require this action) 6 mo 5 SVA Planning meeting with account team. 14 mo 14 Send renewal paperwork (unless required earlier by contract or strategy) no less than 4 months 4 mo 6 Establish meeting date with client. 13 mo 15 Check 360 View for current usage, latest NPS score, & SR’s. Research & resolve open concerns identified from 360 View analysis 3 mo 7 Prepare initial SVA material. 13 mo 16 Contact Business Sponsor (coach) for status every 2 weeks. 2 weeks 8 Review draft SVA with account team, VP CS. 13 mo 17 Upon signed renewal, close renewal opportunity & update systems 0 9 Perform SVA Client including 3 – 5 year Mede Horizon/Client Roadmap 12 mo
- 21. ©2015 Gainsight. All Rights Reserved. Other Playbooks Change in Annual NPS Days in AR Drop in Usage Increase in DER’s Loss of Executive Sponsor (In Development) New Customer (In Development)
- 22. ©2015 Gainsight. All Rights Reserved. Alignment and Accountability – Performance Mgmt.
- 23. ©2015 Gainsight. All Rights Reserved. Alignment and Accountability – Performance Mgmt.
- 24. ©2015 Gainsight. All Rights Reserved. Next Steps • Increase Internal Adoption (CS Platform) • Better integrate our tools into the AE’s workflow • Implement stronger dashboards and scorecards • Track usage to the product level and even function level
- 25. ©2015 Gainsight. All Rights Reserved. Managing Director Enterprise Accounts Phil Mueller ClearCare
- 26. ©2015 Gainsight. All Rights Reserved. ClearCare • Empower home care agencies to operate as efficiently as possible, grow, and improve healthcare and aging ClearCare Mission
- 27. ©2015 Gainsight. All Rights Reserved. ClearCare • Onboarding • Support • Account Management Customer Success
- 28. ©2015 Gainsight. All Rights Reserved. ClearCare • Enterprise Accounts • Big Customers • The Rest Customer Segmentation
- 29. ©2015 Gainsight. All Rights Reserved. Q&A
- 30. ©2015 Gainsight. All Rights Reserved. THANK YOU
Editor's Notes
- Talk track: Since 1994, Mede’s sole focus has been on helping organizations manage the financial health of their business by helping users gain insight into disparate data sources to help monitor and optimize their use of the existing technology. Our clients consider us not only as an innovator but also a healthcare pioneer and we were one of the first healthcare companies to offer a true PaaS/SaaS solution. Our focus since the beginning was to make the data clear, actionable and collaborative.
- ClearCare is front and back office business automation software for home care agencies. These are companies that provide companion, personal, and specialized care to aging adults so that they can stay in their homes and age in place. Largely private pay, with some Medicaid and VA Our opportunity is to help to transform aging by providing technology to an important and often overlooked industry that is the largest institutional provider of health care to the highest cost patient population Our space got some attention recently when A16z invested in Honor, a direct to consumer marketplace play in the space... the direct to consumer Uber model for home care ClearCare is a 4 years old, series B, vertical SaaS play Mission is very important guidepost; in decision making process we always ask whether we are fulfilling one of these three objectives
- Three pillars of Customer Success Transition to CC, configuration, launch, TRAINING Critical – first experience with the customer Learned that not all customers are equal Tech savvy or not Open to change or not Self service vs high touch; phone and hand holding At the end of the day you have to over invest in this phase Inbound customer support Classic call center in early days Scaled helpdesk with KB, in-app, self service Post-launch business partnership White glove support Business partnership Churn reduction and upsell
- KEY SLIDE B2B for SMB market that is heavily franchised. Not a technically savvy customer base, in many ways has shades of B2C. Our challenge is to help a late adopter vertical to leap frog several generations of technology, a market that doesn’t always know it needs to do this, and sometimes vocally resists. We have roughly 100 employees and 2000 customers, so we have taken a segmented approach to our customer base to make the most of our resources and execute a coherent strategy Enterprise Accounts and Franchisors Old school AM, senior people Relationship building, in-person Strategic, shades of Consulting Special challenge: 3-way relationship with Franchise customers Big customers (80/20 rule) Usually big because of MRR, but could be industry influence White glove service, junior team with tech enabled process in Gainsight Product feedback loop for features, new products Trick is whether their needs apply to most customers or not? The rest Scaled CS One to many Webinars, events Customer marketing Key opportunity and the leading edge of CS in general
- Adoption GA Tell us how well our training is working Support usage Customer KPI’s How health are our customers Are we helping them grow What features matter most NPS Barometer How well we are doing Product Service Determine the pulse of our particular industry Unified view of customer Reps have no time to research, need data at their fingertips to that they can quickly go into interaction with a customer prepared Gainsight solves this problem for us in a big way