To start the segmentation process, providers can group their existing information into meaningful categories. Next, layer on more sophisticated data and analytics to refine customer profiles. Then consider developing a listening platform that continually collects insight and sentiment from your website, call centers, staff, online reviews and social platforms. This information tells you why people choose your services and why they don’t. Collectively, these insights can help guide investments and decision-making.
As an example, investing in a “digital front door” can create a differentiated consumer experience. It also provides a clear and lasting competitive advantage. Digital enablement has not historically been an area where health organizations excel. But whoever owns the digital front door can guide the consumer throughout each health event and across their health journey.
A digital front door could include consumer portals, online scheduling tools, prior authorization, upfront cost estimation and remote monitoring tools. It could aid compliance with CMS regulations, reduce cost, and offer consumers the ease and convenience they desire.
These new digital offerings can meaningfully enhance customer interactions. But they are not a “silver bullet” by themselves. They need to be supported by systems and infrastructure so that they work seamlessly with other, non-digital channels to provide a simple, coordinated care experience.
Consumers want us to meet them on their own terms. They want to be engaged as individuals with unique needs and preferences — in terms of how they access, interact with and pay for their health care. Providers and health plans can work together to build a targeted and meaningful consumer experience that ensures greater loyalty and better health. By strengthening their data, aligning their goals and focusing their investments, they can maintain relevance and create new opportunities for transformation and growth.