Creating Great Consumer Experiences                           Presented by:                        Nick Kompare        Dir...
2    3 “How To” Take Aways•    Broaden the organization’s focus from product development to     delivering high-value cons...
3       Excellus Health Plan•   A $5 billion nonprofit, mission-driven enterprise that    finances and delivers health car...
4Average Annual Worker Premium Paid by Covered Workers$3,500                                                              ...
5    Healthcare Costs Shifting to Consumers•    Consumer insulated from true cost                                         ...
6    Our Internal Focus•    Excellus BCBS emerged from several separate entities      – Near term focus on merging systems...
7    The Business Problem•   Swimming in the “red ocean”     – Commoditized, price wars•   Historical focus on employer gr...
8           Service Industries Tend to be “Product”-centric                                   Innovation Types            ...
9Project Deliverables  •   Business Need      –   Develop and sustain a long-term competitive advantage      –   Shift to ...
10 Innovating at Key Touch Points – Team Implications• Engage very broad cross-  functional team                          ...
11    Outwardly Focused Front End Process•   Formal discovery phase before ideation and concept development     –   Best p...
12Vocal Insights Approach  ®Voice of the Customer discovery interviews•   Recruit to quota 36 consumers     – Range of lif...
13Hands-On Team Immersion Enables Local Innovation•   Wanted to enable the broadly based cross functional team    and thei...
14   Project Flow              •   Innovare conducted the field work and prepared for team                  immersion by p...
15 Team Immersion Through Images• Images and Image Mapping   – Images are short written statements from the voice of the c...
16Sharing and Mapping Images                 Copyright © 2000-2008, Innovare, Inc. All rights reserved.
17Immersion - From Images to Needs to Insight StoryboardsMaps of the Customer’s World                                     ...
18  Storyboarding – Fun, Creative Task to Reinforce Learning                                                              ...
19“How To” Deliver the Consumer Experience Targets?•   Focus of the Concept Development    –   Define new processes and ne...
20                 Two-Day Concept Development Workshop             s      stepThree    • Divergence                      ...
21  DivergenceBrainstorming using the discovery insights to create beginning ideas                                        ...
Idea           22                                                                                                         ...
23    ArticulationTransform the working concepts into concept descriptions and     synthesized inputs for the strategic re...
24    Path Forward•    Kick off several “Development” efforts      – Flesh out requirements; determine more about “what” t...
25Success Factors•   Team structure     – Involving the broad organization and linkage upward with senior management•   St...
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Innovare's Vocal Insights at Blue Cross Blue Shield

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Creating Great Consumer Experiences in Healthcare

This is a case study on how Blue Cross Blue Shield used Innovare’s Vocal Insights customer needs discovery approach to uncover consumer needs and used those insights to define how to create Great Consumer Experiences in Health Care. The show was co-presented by Nick Kompare, BCBS’s Director of Strategic Marketing and Innovation and Don Ross of Innovare at the PDMA’s 2010 VOC conference

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Innovare's Vocal Insights at Blue Cross Blue Shield

  1. 1. Creating Great Consumer Experiences Presented by: Nick Kompare Director, Strategic Marketing and Innovation Excellus BlueCross BlueShield & Donald Ross, PhD, MBA President Innovare, Inc. Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  2. 2. 2 3 “How To” Take Aways• Broaden the organization’s focus from product development to delivering high-value consumer experiences• Immerse a broad cross-functional team into the voice of the customer without placing too high of a demand on the team’s most limited resource, their time• Focus the organization’s capabilities and creativity towards creating new interactions at all key touch points that differentiate the brand in the marketplace Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  3. 3. 3 Excellus Health Plan• A $5 billion nonprofit, mission-driven enterprise that finances and delivers health care• Based in Rochester, N.Y., doing business throughout the nation• One of upstate New York’s largest employers – 2 million members – 5,000 employees Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  4. 4. 4Average Annual Worker Premium Paid by Covered Workers$3,500 $3,281* $3,354 $2,973*$3,000 $2,713 $2,661* $2,412*$2,500 $2,137*$2,000 $1,787* $1,543 $1,619$1,500$1,000 $694* $721 $558 $610 $627 $466* $508 $318 $334 $355 $500 $0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *Statistically different from the previous year shown (p<.05). Single Coverage Source: Kaiser/HRET Survey of Employer-Sponsored Health Benefits, 1999-2008. Family Coverage Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  5. 5. 5 Healthcare Costs Shifting to Consumers• Consumer insulated from true cost % Consumers Offered High of care Deductible Health Plan• Costs continue to escalate – Rx 39% – Imaging technologies• Major expense for businesses• Shifting costs to consumers 18%• High Deductible = “Consumer Driven”• Result: The reluctantly empowered consumer 2005 2007 Source: 2005, 2007 BCBS Association Consumer Driven Health Plan Survey Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  6. 6. 6 Our Internal Focus• Excellus BCBS emerged from several separate entities – Near term focus on merging systems and processes• Historically have battled the competition with new products – Benefit combination and price point• Consolidated systems will result in efficiency – Competitive point of parity Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  7. 7. 7 The Business Problem• Swimming in the “red ocean” – Commoditized, price wars• Historical focus on employer groups offering (1st stage of sale)• Need to better understand, target the end consumer• Differentiate to become a destination for “Health” throughout each life stage – Provide value when healthy Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  8. 8. 8 Service Industries Tend to be “Product”-centric Innovation Types Value Creation Innovation Efforts Finance Business Model How you make money Networking How you join forces with other companies Process Enabling Process Core Process Product Performance How we design our core offerings Offering Product System Service Channel Delivery Brand How your customers feel when Customer Experience they interact with your companySource: Doblin Inc and its offeringsVHA Health Foundation Low HighStudy 2007 Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  9. 9. 9Project Deliverables • Business Need – Develop and sustain a long-term competitive advantage – Shift to consumerism in health care requires that we understand our customers and what they value • Improve relationships with our customers based on a deeper understanding of needs • Provide additional services to customers based on their needs • Increase customer service and loyalty • Evolve from a transaction processor to a source for health and wellness • Provide a differentiated customer experience • Project Description – Define who our target customers are; define by segment, life stage. – Determine what customers need throughout their lifespan/at each life stage. – Determine potential business models for how needs can be met and services delivered Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  10. 10. 10 Innovating at Key Touch Points – Team Implications• Engage very broad cross- functional team HFL Steering (VP Level) Cenette Burdine (Chair) – Brand Mgt – Touch point owners Nick Kompare – Strategic Marketing and Innovation Lynn Ford-Somma – Market Intelligence Karen Black/Patti Ciciarelli – Customer Service Marty Lustick, MD -- Provider Network Strategy Carrie Frank -- Clinical Performance Support• Do not “tax the taxed” Mike Cardillo – IT/ (Transformation) Chris Bergeman -- Transformation – Can’t significantly burden key subject Jim Spencer – Finance Karen Doyle - Finance matter experts HFL Work Group (Dir Level) Nick Kompare: Co-Chair Lynn Ford-Somma: Co-Chair Pat Culeton – Project Manager Aaron Bertram -- Transformation Nancy Sakran, Wendy Besio – Creative Business Solutions Norm Lindenmuth, MD – Provider Strategy Julie VanRenseallar – Clinical Acct Mgt Will Seabold – Medicare Colleen Schmidt – Safety Net Jeffrey Pankow, Eric Stephens – IT Doug Sanger, Rick Roberts – Finance Jeanne Chirico -- Lifetime Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  11. 11. 11 Outwardly Focused Front End Process• Formal discovery phase before ideation and concept development – Best practice front end increases innovation potential• Chartered sub-groups to create discovery insights in 3 areas – Consumer needs using VOC methodology explored by the Innovare team members – In parallel, Excellus team members explored: • Drivers of the healthcare market • Evolving technology – particularly IT and use of the Internet Informs Ideation & Concept Development Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  12. 12. 12Vocal Insights Approach ®Voice of the Customer discovery interviews• Recruit to quota 36 consumers – Range of life stages, life styles, and health situations• In-depth 1 on 1, immersion interviews (1 to 2 hours) – How they manage their health and wellness, navigate health care, and deal with health plans• Consumer led conversation – pick a topic and let the consumer take us to what they find important – Encouraged story telling, describing events – Probed for contextual details, meaning, feelings and emotions – Listened for what worked, the friction points, their work arounds• Explored their world from their perspective – Discovered their experiences, processes, perceptions, challenges and needs Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  13. 13. 13Hands-On Team Immersion Enables Local Innovation• Wanted to enable the broadly based cross functional team and their organizations to innovate at all touch points with consumers – Without placing too many demands on their time• Structured the project to provide a hands-on Immersion Workshop to transfer the VOC findings to the team • Immersion Workshop created an “almost like being there” experience for the team members – Team interacted with the VOC data in a more meaningful and engaging manner than merely reading a report – Imbedded the customer experience knowledge deep within the team providing the foundation for ideation Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  14. 14. 14 Project Flow • Innovare conducted the field work and prepared for team immersion by processing the interviews into written “Images” • Cross functional team used the “images” to develop a deep understanding of consumer needs and develop consumer experience targetsTwo 2-day full teamworkshops • Cross functional team to create a range of innovations designed to deliver the experience targets at all key touch points Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  15. 15. 15 Team Immersion Through Images• Images and Image Mapping – Images are short written statements from the voice of the customer – A group can review and organize images into a conceptual framework using an Image Mapping process• Image Mapping allows for 3 important team experiences – They share and talk about the consumer images – They internalize the images – They create a shared understanding about what’s going on in the consumer’s life, from the consumer’s perspective ation s inform M y fa th send to er-in-law c om pany it’s to go cuse days of ha his life in d colon cance t x ance g, bu t it . E en I spent the eve a nursing hom r. He sp lth insur g smokin alk abou bout wh nings w e e, and t nt the last ten hea tin yt ka before h The bout quit here the ant to tal ed ith him. h When I at was difficult a w w why is h ied, he was in got ther . tions ing I it… e here? ac e the da org aniza he last th ing to qu They sa hair in the hall y t y people id we d . I aske that’s I ’m t r to chec o d me, k all the n’t have enoug , rooms… h . Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  16. 16. 16Sharing and Mapping Images Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  17. 17. 17Immersion - From Images to Needs to Insight StoryboardsMaps of the Customer’s World “Context” Situation & occasion Engaging Activities… Expressed as the Customer’s Activities should Creating activities is be social .. a challenge… Desired Outcome and A rapid-fire trivia The entire class Experiences game … twisting and Insight Storyboarding Teeth clenched, hands white knuckled, I can hold the bottle in one Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  18. 18. 18 Storyboarding – Fun, Creative Task to Reinforce Learning Insight Storyboard• Storyboards used for: – Articulating the customer need as outcomes – Inputs during informed ideation – Sharing the insights across the Ideation organization Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  19. 19. 19“How To” Deliver the Consumer Experience Targets?• Focus of the Concept Development – Define new processes and new products that deliver the experiences at each touch point Ic pe an o I can trust the health plan rso w to do what is right for me na n a l h nd ea m lth an I can have reliable inf age or healthcare information ma my that I can understand tio n Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  20. 20. 20 Two-Day Concept Development Workshop s stepThree • Divergence Idea Id Id ea ea • Convergence Idea Beginning Concept Idea Id ea Id ea Idea • Articulation Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  21. 21. 21 DivergenceBrainstorming using the discovery insights to create beginning ideas W W ow ms d… Co hat Exp al tea nee ion he • n s ex e on nct fy t id pe rien ati fu atis • G er w rien ce Ide l cross rd to” s e ven al boa n “how • Se ne hic ce Ex Dri to sm ory r s eed eak in eed st ideas o Br lec ate h lif wou curN ai t th a e l s Br an nin g ns qu sta d “w ion • ect gin to e to Sel be rm p ick ge ow • ate wa 10 list and ” co Cre ys wh ns • to at um de sit ers li v ua ? er tio n Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  22. 22. Idea 22 Id Id ea ea Convergence Idea Beginning Idea ConceptTransform beginning ideas into working concepts Id ea Id ea Idea• Step 1 - Itemized Response – Select beginning ideas for energy – Develop an itemized list of what the solution could be • Need it addresses, how you deliver it, the technology, the challenges… – Re-write the idea as a concept statement based on the team dialog• Step 2 - Ways and Means – Select the challenges, and problem solve each issueConvergence defines the concept, increase its feasibility, and lays out the development path Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  23. 23. 23 ArticulationTransform the working concepts into concept descriptions and synthesized inputs for the strategic recommendation• Use concept description templates• Output ~ 12 fully articulated concepts – Covering new processes, services, and products that will deliver the targeted consumer experiences Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  24. 24. 24 Path Forward• Kick off several “Development” efforts – Flesh out requirements; determine more about “what” the concept is and “how” it would work – PHR, Limited benefits products, web enhancements• Build information infrastructure to capture customer information, enable customer intimacy – Realization that current customer information, collection capabilities are inadequate – Documented 200+ requirements for new info systems• Develop strategic framework, criteria – Used as filter for existing project in flight; use to consider future projects – Input into budget process Copyright © 2000-2008, Innovare, Inc. All rights reserved.
  25. 25. 25Success Factors• Team structure – Involving the broad organization and linkage upward with senior management• Strong team leadership – Boundary role to keep stakeholders on board• Efficient learning process – Not too much burden with good content and fun activities• Sharing images and story boards – Engaging the entire organization about customer needs• Open-minded discovery – Truly listening for customer needs• Safe development minded environment – Enabling team creativity and go where they might not have had permission before Copyright © 2000-2008, Innovare, Inc. All rights reserved.

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