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7/30/2019 WP Kony HealthPlans Engagement
1/18
Mobile technology enhances health plan member engagement
7/30/2019 WP Kony HealthPlans Engagement
2/18
About the authors
Aaron Kaufman | General Manager of Healthcare and Life Sciences | Kony Solutions, Inc.
Aaron brings more than 17 years o diversied inormation technology expertise across several verticals. Prior
to joining Kony, Aaron served as the chie technology ocer or Cardinal Health, where he ocused on patient,provider, supplier and payer based initiatives, especially mHealth. Previously, he held senior executive roles at
numerous organizations, including US Oncology, Global Health Grid, Patrick Soon-Shiong Foundation, Abraxis
Bioscience, Cognizant and Inosys.
Mohan Balachandran | Vice President o Strategic Services | Kony Solutions, Inc.Mohan Balachandran is the vice president o strategic services at Kony Solutions, Inc. Mohan has an extensive
and varied background in healthcare, retail, consumer packaged goods, supply chain management, mobility
and data management. He has worked and consulted with several Fortune 100 companies in all the industries
described above. He is now ocused on healthcare, specically on the impact and utilization o social, mobileand local actors to provide improved patient care, chronic disease management and disease prevention eorts.
Michael Plumb | Director o Strategic Services | Kony Solutions, Inc.Michael Plumb joined Konys Healthcare and Lie Sciences team in July 2011 as Director o Strategic Services.
In this role, Michael works with health plans, hospital systems, and pharma companies to build strategies thatleverage mobile to help achieve business objectives. Prior to joining the Kony team, Michael worked or ten
years at Blue Cross and Blue Shield o Florida. While there, Michael held various positions, including roles in
IT, business development, and innovation. While working in BCBSFs Diversied Business Unit, Michael helpedlaunch GuideWell, a consumer health solution company, and served as Product and Strategy Lead.
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2 |
Mobile technology enhances health plan member engagement
The U.S. health insurance industry has had its share o challenges in recent years with annual cost increases, a
depressed economy, and high unemployment. While all health plans have been impacted by these challenges,new opportunities exist or health plans to use consumer engagement to position themselves or success in a
healthcare industry under reorm.
Historically, most health plan engagement eorts have ocused on areas o cost. Members with highest medical
bills and with the greatest potential or incurring expenses have been the main targets or involvement eorts
via disease and care management programs. They typically receive more EOBs and are more likely to speak
to customer service representatives. Ironically, this approach to outreach oers little to health plans best
customersthe estimated 60 percent o members with little or no claims experience. While all health plans
have been impacted, new opportunities exist or them to adopt consumer engagement to position themselves
or success in a healthcare industry under reorm.
Now, plans are considering new approaches to consumer engagement as elements o health reorm are
implemented. Depending on the payers strategy, these types o initiatives may be ocused on driving sales,
reducing administrative expense, optimizing medical expense, and even managing complex, potentially
costly cases.
As the consumer channel o choice, mobile devices will be a critical element o a health plans outreach eorts.
The mobile channel is optimal or engaging, inorming and infuencing members or potential members on their
own terms and at their convenience. Additionally, since a mobile device is almost always within arms reach, it
oers a chance to communicate with the consumer proximate to a health decision.
Embracing the mobile channel can be complicated. Health insurers must answer dicult questions when
planning, implementing and supporting mobile capabilities:
Shouldcapabilitiesbedevelopedasnativeapps,mobileweb,orhybrid?
Howmanydevicesandmobileoperatingsystemsmustbesupportedtoensuresucientreach?
Howcanthecomplexityofmultiplecodebasesforthevariousdevice/OScombinationsbemanaged?
Whichdevicecapabilities(camera,GPS,etc.)oerthegreatestpotentialtoaddvalueto
customerengagement?
Whichfeaturescanpayersoertoensuremarketparity,achievedierentiation,ordeliveraddedvalue
toendusers?
Howcanallthesefactorsbecoordinatedintoanintegrated,long-termapproach?
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From Yesterday to Today: Change is Constant
Consumers have had increasing numbers o options in communication channels over recent decades.
In the 1970s and 80s, companies could be condent that, i they used both the U.S. post oce and
telecom inrastructure, they could reach nearly all o their customers. The complexity o these channels
was low because interaction with any mailbox or telephone was a standardized, streamlined and oten
outsourced process.
Moving into the 1990s, company websites became another channel or user engagement. The complexity
increased slightly, but with more than 90 percent o the market on IBM-compatible PCs running a Windows
operating system, companies were able to concentrate their website investments on that which was the de
acto standard at that time.
Now, U.S. consumers have come to expect that they be able to communicate and interact with the
companies that serve them not only through stationary computers, but on personal, mobile devices. While
this shit is understood by most companies, the complexity in acilitating this communication has increased
exponentially, not only due to the sheer variance in devices, operating systems, and supported eatures, but
also due to the rapid rate o change among them.
Figure A illustrates the evolving landscape o mobile operating systems. Theoretically, i a health plan
launched a mobile application on a single platorm in the rst quarter o 2009, it could reach more than 60
percent o the market. Just one year later, however, that app could reach less than hal o the market. By the
end o 2010, the app would reach barely a third o the intended market.
Top Mobile Operating SystemsPercent Share of U.S. Market
70
60
50
40
30
20
10
0
Q408 Q109 Q209 Q309 Q409 Q110 Q210 Q310 Q410 Q111 Q211 Q311 Q411*
IOS Android BlackBerry OS unknown SymbianOS
Samsung Playstation webOS Other
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To reach 90 percent o the mobile market today, an application would have to run on at least three dierent
operatingsystems(iOS,BlackBerry,andAndroid.)Itwouldalsoneedtobeoptimizedforthefullarrayofmobile
and tablet devices supported by each o these three operating systems. These include:
iOS
o 5devices(iPhone3GS,4,4S,iPodtouch,iPad2)
BlackBerry
o 13devices(BlackBerryBold,BlackBerryCurve3G,BlackBerryCurve8300,BlackBerryCurve8500,
BlackBerry Curve 8900, BlackBerry Pearl 3G, BlackBerry Pearl 8100, BlackBerry Pearl Flip, BlackBerry
Storm,BlackBerryStyle9670,BlackBerryTorch9800,BlackBerryTour9630,BlackBerry8800Series)
Android
o 172 unique devices
Forhealthinsurers,theideaofdevelopingasingleapplicationacrossadizzyingnumberofOS/device
congurations is likely a daunting task. Added to the complexity is the reality that the market is not static. Shits
o signicant magnitude can occur almost overnight. Consider, or example, the data in Figure B. According
to an October 2011 comScore MobiLens report, two o the three leading smartphone platorms experiencedmarket share swings o ve percent or more rom the previous quarter.
With such a dynamic market or mobile devices, consumer-oriented payers must accept the act that the
devices, operating systems, and eatures in the hands o their customers are constantly changing, and
signicant changes can happen quickly.
For some health plans, this propensity or change represents a risk: i applications are not developed properly,todays capabilities could become throwaway code as members and potential members embrace the newest
mobile oerings o tomorrow. With an average mobile initiative taking our months to complete, its air to
assume that by the time a plan is ready to launch a mobile capability, a good portion o the market will have
a version o an OS release that didnt exist when the project started. Additionally, an increasing number o
consumers are using mobile as their primary point o connectivity.
4|
Top Smartphone Platorms
3 Month Avg. Ending Aug. 2011 vs. 3 Month Avg. Ending May 2011
Total U.S. Smartphone Subscribers Ages 13+
Source: comScore MobiLens
Share (%) o Smartphone Subcribers
May 11 Aug 11 Point Change
Total Smartphone Subscribers 100.0% 100.0% N/A
Google 38.1% 43.7% 5.6
Apple 26.6% 27.3% 0.7
RIM 24.7% 19.7% -5.0
Microsoft 5.8% 5.7% -0.1
Symbian 2.1% 1.8% -0.3
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Although a cost-oriented approach oers a clear chance to improve outcomes and protability, ocusing solely
on high-risk members neglects opportunities or meaningul interaction with healthy memberssomething
plans can ill aord to do in light o the changes within the industry. For example, with the coming health
insurance exchanges, a larger number o people will be selecting their own coverage rather than just enrolling
in whichever options their employer made available in the past. To position or growth in the new market, they
must enable common capabilities and select meaningul value-added capabilities that strengthen their brand
with their best customers.
So how do health plans develop capabilities that:
supportcompanyobjectives;
oermeaningfulopportunitiesforengagement;
meetthecustomersintheirchannelofchoice;
engage,inform,andinuenceattherighttime(proximatetoahealthdecision);
ensurescalabilityasdevicesophisticationcontinuestoevolve;and
enablesucientreachacrosstheever-growingarrayofmobiledevice/OScombinations?
Much like when planning or travel, payers need to know where they are today, where they want to go, how
long it will take to get there, and which decisions need to be made along the way. They must also understand
where they cannot go. I its a short trip, a minimum amount o planning will do, but or most plans, a more
comprehensive mobile strategy is warranted.
Building incremental value via key eature sets
The opportunity or the health insurers to deliver increased value to members requires more than simply
optimizing existing websites or mobile devices. Approaching the matter in this way may result in a cumbersome
user experience with the potential or a avorite eature being buried several clicks inside the mobile app.
To deliver the greatest value, health plans should prioritize their mobile-specic application eatures according to:
Mobility.Howlikelyisitthattheusersneedwillarisewhennotinfrontofahomeorworkcomputer?
Immediacy. What is the marginal value o responding to the users need immediately, versus the delay associated
withotherchannels?
Relevance.Istheopportunitytoengagetheusermorerelevantinthemobilesetting?
Payers in todays market are developing their mobile strategy roadmaps with an eye on eatures that achieve and
maintain market parity, gain limited advantage through dierentiation, and oer opportunities or a sustained,
competitive advantage as they evolve over the long term.
6 |
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Examples o the variation across the dierent approaches to key eatures include:
The chart above demonstrates just a ew o the many areas health insurers are evaluating as they develop
the strategic roadmap or their mobile oerings. By embracing a common platorm or device-independent
development, health plans can create rich eatures that deliver incredible value without worrying that a shit in
the mobile market will require an additional investment.
Find a physician View claims View ormulary Care
coordination,
wellness
Parity enable membersand consumers to
browse the plans
provider directory
enable membersto view
claim history
enable membersto search and view
ormulary, retail
price and member
responsibility
provide a list orecommended
care sorted by age
and gender
Diferentiation quickly return a
list o providers
the member has
seen based on
claims history
enable members
to contact
customer service
and orward
the context o a
viewed claim
provide
inormation on
alternatives;
suggest questions
to ask a clinician
to help evaluate
the potential or
cost savings
customization
based on
compliance with
recommendations
(self-reportedor
derived rom
claimsdata)
Sustained
Advantage
sort/lter
results based on
criteria such as:
other patients
ratings and reviews
or the health plans
knowledge o the
members market
segment
or condition
enable viewing
o claims in
the context o
recommended
care across health
and ancillary
products
while identiying
gaps in care
recommended
or the specic
individual(basedonavailable
claimdata)
anticipate an
encounter
and message
the member
to prompt the
discussion
delivertips(a
pre-lunchtime
reminder to watch
cholesterol),
recommendations
(cholesterol
comparisons
ofsoup/salad
vs.hamburger),
and/orpartner-
sponsored oers
(trythegrilledchicken salad at
Vendor X and
receive$2o!)
NOTE: * Each o the above eatures and the various approaches are examples only, and i chosen by a
health plan or implementation may include dierent unctionality or shit across parity, dierentiation,
andadvantagebasedonthehealthplanscurrentcapabilities,targetsegmentsandgoals/objectives.
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Where to start...
Successul plans will begin with corporate objectives and visioning. This oundation rames the context o
their mobile strategy and planning, and becomes the starting point or a strategic roadmap. Based on the
corporate objectives and existing capabilities, plans can begin to lay out the inventory o what they will
consider or investment.
The capabilities that appear on a health insurers roadmap will vary based on their objectives, but several will
be common across plans. Some solution providers have anticipated the need or these common capabilities,
and include them in their oerings. This enables plans to enjoy speed to market with an initial slate o mobile
oerings, and to ocus their limited investment dollars on dierentiating, value-added capabilities that
directly support their corporate objectives.
Sample objectives and candidate mobile eorts to support them include:
Administrative cost savings
As the consumer channel o choice, mobile enables plans to reach more o their customers than their
member portals do. As such, mobile represents an attractive channel to expand the reach o administrative
cost savings initiatives. For example, some health plans have achieved positive ROI rom simply adding
mobile as a channel or existing capabilities. Mobile users will access customer sel-service unctionality
and even preer them or simple things, provided the mobile oering is quick(fasterthancallingacustomer
servicerepresentative)andsimple to use. Potential options supporting this type o administrative cost
savings include:
Virtual Member ID card replacement
A misplaced member identication card can trigger an inbound customer service call, generation o a
replacement card, and ulllment processing. Depending on the payers cost actors, this could end up
adding between $6 and $10 o administrative expense, and it doesnt ully satisy members, as they now have
to wait or their replacement card to arrive. Some plans enable members to print a temporary replacement
online, but that doesnt help the member who realized the card was missing when they were already at the
point o care.
By leveraging mobile as a customer sel service channel, the plan can enable display o the member card on
a mobile device, on-demand. Additionally, the plan may enable transmission o the image to the members
desired recipient via email, ax, or other channel, like a health transaction clearinghouse. Finally, the plan
may include the option to request a replacement card, but i the mobile capability is delivered in a manner
that is ast and simple, the member may adopt this method as the norm, positioning the health plan or rich
engagement opportunities with this member in the uture. By delivering this simple capability via mobile, the
plan can both avoid unnecessary expenses and deliver immediate satisaction to the member.
Network provider lookup (location-based, history-based, preerence-based)
Healthplansonlineproviderdirectories(OPD)arefrequentlythemostvisitedpagesontheirwebsitesan
indicator o consumers willingness to search or this inormationso plans have made this valued capability
portable, but have generally done so through a suboptimal approach that merely mobilizes existing use
cases. By doing this, payers have ailed to take advantage o the capabilities available through mobile. A great
opportunity exists to enhance the current capability or the mobile user. Plans that choose to mobilize OPD
will leverage their current database and augment it with inormation available through the mobile app.
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This will enable engaged consumers to not only search the OPD, but to improve their search eature by
ltering based on:
claimshistory(ndadoctorIveseenbefore,orndadoctorthatprovidesapreventiveserviceI
need,buthaventhadyetthisyear);
proximitytocurrentlocation;
proximitytootherpointsofinterest(ndadoctornearmyhome,work,orchildsschoolbasedon
mobilecontactlist);and
segmentationdata(ndadoctorthatspeaksmylanguage,orthatservespeoplelikeme).
Claim inormation / paperless EOBs
Payers also spend money to deliver explanations o benets through the mail and make the same inormation
available online. Recently, the approach o delivering EOBs in a monthly statement has enabled health
insurers to present a more retail ace to consumers. Enabling this capability through mobile, again through
mobilization rather than mere miniaturization, will enable addition o valued eatures such as:
clicktocallhealthplancustomerserviceregardingthisclaim,passingrelevantinformationtothe
customer service representative and streamlining the resulting call;
clicktocalltheattendingclinician;and/or
clicktosettlethememberresponsibility.
Change o member inormation
Becausemanyconsumershavetheirpertinentinformationstoredontheirmobiledevices(home/work/
mailingaddresses,telephonenumbers,andemailaddresses),itcanbefareasierforthemtoupdatechanges
through their mobile devices data capabilities rather than via phone call or desktop web. The option to
access a health plans mobile web app, select Update Prole, and then use the mobile devices eatures to
point to and update the inormation can be aster and less prone to keystroke errors. It also presents the
ability to completely avoid a call to the service center, thus increasing customer satisaction and reducing
administrative expenses.
Medical expense savings
The web contains a wealth o health inormation, but nding the right inormation, quickly, when its
needed, can be challenging at times. With a mobile strategy, plans have an opportunity to deliver the right
inormation, to the right member, at the right time.
For example, many payers make it possible or members to check prices or prescription drugs. Plans with
deeper capabilities can even take a somewhat proactive approachbased on prescription claim history,
they can message members to let them know that a generic orm is available at a lower cost than the brand
name drug they are currently taking. This demonstrates added value because the inormation delivered is
personally targeted at the specic member receiving it. Prescription claims data can also be used to help plan
members know when using mail order pharmacies saves money over brick-and-mortar pharmacies.
Unortunately, with current processes, members dont oten get this inormation until its too late. Mobile can
change this. Once the aorementioned capabilities are established and adopted, they orm another point o
engagement with the member at the optimal time or infuenceproximate to a health decision.
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In the virtual ID card replacement scenario above, a member used mobile to access and share member ID
inormation. Aterward, the member decided it was so simple that it became the preerred method o giving
health coverage inormation to the clinician. Now, every time that member walks into the provider oce, they
use the health plans mobile app. This can trigger delivery o a timely, targeted message.
Ater checking in, and while waiting to see the clinician, the member is in the right place and rame o mind to be
engagedwithrelevantinformationhecanbeinformed,forexample,thathis$130/monthprescriptionmight
beabletobereplacedwithanequivalentgenericat$22/month.Themembercanthenbepromptedtotalkwith
the provider about a switch to the generic medication.
This is just one example, but there are many. Based on a plans medical cost savings goals, it should have capabilities
that identiy the top two to three things it would like to remind members to talk to their clinicians about, and use
mobile as the brand in the hand to deliver the right message to the right member at the right time.
Additional medical expense savings opportunities include:
Medication plan compliance
Analertcanbesentataspecictimeofday(noon,forexample)remindingaplanmembertotakehisorher
medications. Extending this concept, another alert could be sent at 1 p.m., oering the patient various options
torespond(forexample,press1toconrmthatthemedicationwastaken,clicksnoozetoberemindedtotake
itlater,clickignoretoskipthisdose.).
Wellness/preventive care guidance and reminders
Members older than 50 could be sent a message such as, Hi, Michael. According to the American Medical
Association, men over the age o 50 should have X procedure every year. This would be ol lowed by a list o
tests, a link to nd a qualied provider, ability to schedule an appointment, etc.
Hospital discharge instructions
Members could be provided with discharge instructions via mobile with subsequent alerts reminding them
tofollowspecicinstructions(forexample,Callyourdoctorimmediatelyifyouseethefollowingsymptom,
Scheduleyourfollow-upappointment,etc.).Planscanusethesecapabilitiestomore
eectively track discharge care compliance and to share this inormation with the clinician in advance
o a ollow-up appointment.
Member growth
As healthcare reorm continues to move orward, health insurers will have an opportunity to compete via
orthcoming exchanges or what is expected to be a growing individual market. When determining how to
compete in online health insurance exchanges, plans should consider these actors:
Regardlessofthefactthatretail(ordirectsales)isnotthepredominantmodelformostlargehealth
insurers, it is a model with which their prospects and customers are intimately amiliar. For this reason,
payers need top-notch online and retail capabilities in order to compete successully.
Thetraditionalwebmaybetodayspredominantformofretailonlinecommerce.Forthcominghealth
insurance exchanges, however, will likely have an interesting aspect to them. Some o the segments that
will be prime candidates or direct purchase o individual or amily coverage through these exchanges
may rely on mobile as the primary or sole form of connectivity.
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Online retail capabilities supporting the opportunity presented by reorms health insurance exchange have
the potential or additional revenue through cross-selling and up-selling. This will be important to many plans
thathavediversiedoeringsincludingancillaryproducts(dental,vision,disability,etc.),limitedbenetplans,
supplemental plans, discount cards, etc.
Consumer health solutions
Plentyofappsarenowinexistencetotrackasingleaspectofhealth(calories,exercise,orbloodpressure),but none seem to oer a total health solution. A user may track calories with one app and nutrition with
another,butthetwoappsdontshareinformation.So,iftheusermodieshisorheractivitylevel(skippinga
workoutorworkingoutforanextra20minutes),theappswillnotbeinsync.Thenutritionapp,forexample,
may not know about the skipped or extra workout and may erroneously provide inormation or make a
recommendation based upon missing inormation.
Todays health plans have the opportunity to oer solutions that shit the ocus o health rom a handul o
clinicalencountersperyeartothethousandsofhealthdecisionsindividualsmakeannually(whattoeat,how
activetobe,howmuchtodrinkorsmoke,etc.).Byprovidinganintegratedviewoftheperson(e.g.,exercise
level,calorieintake,weight,BMI,BP,andhowtheseimpacteachother)planscantrulypartnerwiththeir
customers or better health. Through this type o interaction, the plan can secure a wealth o inormation that
will not only help them be more eective with individual members, but also spot patterns that help them be
more eective with populations o members in the uture.
Revenue Growth
One opportunity that is heavily leveraged across other industries remains largely untapped by payers
mobile advertising. Done on its own, it oers little additional value, but with the right mix o immersive
outreach, mobile advertising enables targeted, personalized oers that produce a higher conversion rate
than traditional advertising.
For example, imagine members who are requent users o the nutrition tools. Through their use o the app,
the plan knows who the users are, when they use the app, what they like to eat, where they are, and their
nutritional goals. It positions the plan perectly to give the consumers inormation on where they might havetheirnextmealandhowittsintotheirnutritionplan.(Lookingforalow-cholesterollunch?RestaurantA
isoering$2otheirlowcholesterollunchmenufrom12-2p.m.today).Theplancontractswiththe
restaurant to pay or impressions, clicks, or conversions, and the restaurant can choose the conditions under
whichtheoerisdisplayed(tofemales,18-49,activelyusingtheplansapptolowercholesterol,andwithin5
milesoflocationX).
In addition to the restaurant example, this model can be used with grocery stores, exercise chains, sellers o
athletic equipment, health equipment and accessories, etc. In act, it can be used to promote trusted advice
whentheconsumerneedsitmost.Forexample,Havingtroublemeetingyournutritionalgoals?Talktoa
registereddietician(rstconsultfree).Clickhere.
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12 | 1
Stronger provider relationships
While plans have signicant potential to engage members via mobile, without the provider networks, a health plans
value to its members would be diminished. As a result, plans continually look or ways to add value or both members
and network providers.
Plans with successul consumer engagement eorts can leverage their mobile initiatives or added benet at bothends o the patient > plan > provider value chain. For example, many providers acknowledge that one o their
biggest administrative headaches is accounts receivable. Settlement capabilities that contribute to a stronger value
chain include:
Drivingfasterpaymentbyenablingproviderstooeranincentivetothepatientinexchangefortimely
payment.Someprovidersmayoerdiscounts(e.g.,XXpercentoforpayingwithinYYdays).Othersmayoer
preerred treatment, allowing a patient to be seen immediately rather than waiting a week or an appointment
slot or reserving the best time slots or these patients.
Developingfacilitatingcapabilitiesforproviders.Forexample,oeranonlinepaymentcapability.Makeit
easy to nd, easy to use, and integrate it with the existing adjudication and EOB processes. Link to it rom
theproviderwebsite(ifany),fromtheplansonlineproviderdirectory,fromthememberportal,andfrom
electronic and paper EOBs.
Adoptingaretailmodelfromanotherindustry:
Cellphonemodel(pre-iPhone)cellphonecompaniesoeredretailsalesofringtonesandgames
by allowing the customer to download content, then be given a consolidated bill on the regular
billing cycle. Health insurers could adopt this model, presenting a clear bill that separates insurance
rom services, preserves their perceived revenue concentration with providers, and eases the
providers reconciliation burden.
Appstoremodelanotherretailmodelisthatusedbyvariousmobileappstores.Whenshopping,a
consumer can select a payment method, which is automatically triggered when an item is purchased.
This represents an opportunity or plans to use their successul consumer involvement eorts or the betterment othe system. Not all providers may be prepared to participate, but some will, and i done correctly, the capabilities will be
fexible enough to add value and gain provider adoption over the long run.
Each o the above models can be powerul i implemented correctly. Each also can be disastrous i not
carefullythoughtthrough(e.g.,Howwilldisputesbehandled?).Consideryourplansstrategy,selecta
supporting approach, and think through the what-is so that they can be handled in a manner consistent
with the stated objectives.
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The Kony Solution
When considering its options, a plan can easily be overwhelmed:
Whatoutreachoptionsmakesenseforthisplan?
Whatcorporateobjectiveswilltheselectedoptionssupport?
Howwillthecontributionbemeasured? Whichdevicesshouldbesupportedtoenableoptimalreach?
Howwillplanspreparefornewdevicesenteringthemarket?
Howwillplansadjustwhentheconsumermarketshiftstodevicespreviouslyunsupported?
Ofnative,hybrid,andmobileweb,whichistherightone?
Shouldpayersestablishacenterofexcellenceformobilecapabilities?
There is no single answer that works or all health plans, but at Kony, we have a recommended approach.
Planning
First things frst:
Start with the objectives o the plan as a whole. This will help lter large lists o proposed ideas into manageable
subsets that have clear connections to corporate objectives and strategy.
Identiy dependencies:
Prioritizing rom a candidate set o proposed mobile capabilities cannot be done in a vacuum. Determine any
dependencies that impact the potential value o new oerings, and develop a timeline accordingly. A health
plans slated mobile oerings may require new human resources or skill sets, may depend on completion o othe
capabilities currently planned or in progress, and may be impacted by actors in the external environment such as
pending legislation or shiting aspects o the market.
Lay out options and constraints:
Clearly identiy options and constraintsplaces where your organization has choices, places where there are
none, and triggers that expand or reduce the number o remaining choices and constraints as the plan proceeds
down the roadmap.
Formalize a strategic roadmap or mobile:
The inormation rom the steps above helps drat multiple views o a strategic roadmap that can be used to
communicate to leadership at a high level, align eorts at a program level, and illustrate relevance and alignment
with strategy at a project level. The roadmap can also be used to maintain awareness o current and pending
resource and unding needs across all levels o the organization.
Determine the degree o ocus:
Based on the understanding o its current state, long-term vision, and timing o needs, an organization may
choose a relevant degree o ocus. Some may have less complex needs and choose to outsource initiatives as
they proceed. Others may realize the opportunity to establish a mobile center o excellence, or CoE. Even this
decisionhasnuances,astherearevariousformsofCoEs.IsaknowledgebasesucientfortheplansCoEneeds?
ShouldtheCoEparticipateinreviews,prioritization,funding,andgovernance?ShouldtheCoEbeashared
servicesfocusedfactory,responsibleforperformingthework,aswell?
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14|1
Partnering
Strategic services
Konys strategic services group has decades o experience in the health industry, and works with clients to help
develop strategic roadmaps, determine the health plans needs based on the roadmap, and, i necessary, build
and implement a plan to help establish a mobile center o excellence or your organization. These deliverables
help stakeholders communicate needs and status to leadership, justiy investment, and prioritize initiatives
within the context o corporate objectives, competitive pressures, and environmental situations.
Implementing
Accelerators
Once a strategic roadmap is in place, the Kony solution enables payers to benet rom Konys expertise by
oering an array o eatures, already developed and ready to be connected with existing services. These eatures
are those commonly valued by health insurers and their members today.
These accelerators oer speed to market or common eatures such as claims management, personal health
records, medication management, etc. Rather than starting rom scratch, plans can benet rom proven
solutions in the market today, reeing the plan to ocus on dierentiating capabilities that position them or
market leadership.
Proessional services
In addition to a catalog o accelerators that enable speed to market, Kony oers proessional services, to
help discover, dene, design, and implement custom eatures that set your plan apart rom the competition.These services can be provided directly rom Konys stable o experienced resources, through a Kony solution
integrator, or with a partner o the payers choosing.
Alternativesolutions
Change Once, Change Everywhere
Effort
Time
Add Languages
Custom App + Mobile Web
40% 70% TCO Savings
New Functionality
Add Security
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Kony Platorm
The Kony Platorm itsel strengthens the health plans solution in several ways:
Truecross-platformsupporttheKonyPlatformsupportsallformsofmobiledevelopment,including
native apps on all mobile devices, mobile web, hybrid, and desktop web. Furthermore, it ully supports
the myriad o devices, rather than a least common denominator approach that simply supports the
minimum number o capabilities common across devices. This means that members will have access
to all the eatures available on their devices, ensuring the greatest opportunity or deep consumer
engagement through a rich mobile user experience.
CompletecodegenerationtheKonyplatformenablesahealthplanmobileteamtodevelopits
solution and generate native, hybrid, and mobile web applications that are 100 percent ready or
deployment. Competing solutions generate at best 80 percent o the code necessary to deploy, leaving
hours o work to be done to customize and test or each intended device.
Singlecodebaseanadditionalbenetofcompletecodegenerationisthatapplicationmaintenance
and support is simplied via the single code base. This eliminates the risk that separate code bases
targeting dierent devices become out o sync over time as modications, updates, and enhancements
are made.
Future-proongthepoweroftheKonyplatformisbackedupbyasolidservicelevelagreement,
guaranteeing that your mobile investment is protected against uture device OS update releases, newdevice releases, and shits in market tastes and preerences over time. The Kony platorm is continually
enhanced to ensure unctionality o your mobile capabilities within 30 days o a new OS release and
within 90 days o a new device release. In addition, whether its a new OS release, new device, or simply
an organizational decision to shit the list o supported devices to move with the market and ensure
appropriate coverage, new executable mobile apps can be generated rom the existing code base in just
a couple o clicks.
Provensolutioninadditiontohealthcare,theKonysolutionisinplacewithglobalbrandsintheretail,
travel, nancial services, and media industries.
Run Everywhere Any DeviceEvery user
NATIVE SUPPORT FOR 7 OSs
SMS / MMS SERVICES
Write OnceA single code base
TABLET
MOBILE WEB HTML5
LEGACY
ADVANCED
MEDIUM
BASIC
SPA
Server-based
Hybrid
Wrapper
MOBILE
KIOSK & DESKTOP
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EnhancedsecurityKonyiswell-versedintheparamountimportanceofsecuritywhenitcomestomobile
apps. With decades o experience producing apps or other security-conscious industries such as banking and
retail, Kony will provide you with an app or platorm that more than adheres to all HIPAA regulations.
Next steps:
Regardless o where your organization is in using mobile to engage with consumers, Kony would like to support
your eorts. Let our strategic services group meet with you to discuss development o a strategic roadmap or mobile.
Let us help drat and implement a plan to establish a mobile center o excellence, at the appropriate level, to execute
your strategy. Partnering with Kony can help make the business case or a mobile investment, build support rom
stakeholders across your organization, and ensure you get the right resources, at the right time, to drive business results.
Factors or health plans to consider when developing enterprise mobile capabilities or consumer engagement include:
1. No Silver Bullet. There are several ways to interact with mobile consumersvoice, SMS, mobile web, native apps,
hybrid apps, HTML5, etc. Each can be appropriate in dierent scenarios, but none should be considered a silver bullet
to be used regardless o the situation. For some eatures, mobile web makes sense; or others, native is best. And
whats right today may not be right tomorrow.
2. Market Dynamics. The mobile market is dynamic. Make sure that the capabilities you develop are aligned with a long-
term strategy that ensures the ability to reach the devices in your customers hands today andtomorrow.
3. Brand Implications. Perhaps the most important thing to remember is that mobile consumer engagement eorts
are your brand in the hand, and you have a great opportunity to infuence what your health plan represents to
consumers through the mobile user experience.
Likewise, make sure the interests o both your companys business and technology stakeholders are well-aligned.
For technology leaders
When collaborating with your business partners to select a solution, ensure you preserve the fexibility to use the right tool or
the job. Probe or potential uture requirements, as well as the current ones. Do not restrict your business team by choosing
to develop all mobile development as HTML5 web apps. While fexible, the specication is still a working drat and, although
while some aspects are stable, a nal specication is not yet available and will not be or the oreseeable uture. An HTML5-only
approach also means that some device unctionality available to native apps wont be accessible by your HTML5 apps. Even
when they are, the experience wont be as seamless as your users are accustomed to with native apps. Use HTML5 when it
makes sense, but dont orce your business to sacrice user experience and perormance just because the toolbox is lighter.
For business leaders
Make sure your technology teams know how important user experience is to your brand. Benchmark the perormance and
user experience o mobile web, HTML5, and native apps both within and outside the industry. Also, make sure that you clearly
communicate your understanding o your target market, what devices they have, and how much o the market you want
to be able to reach. Anything more than 90 percent is a good target or consumer markets. Primary market research or a
regional health insurer in the Northeast ound that only one-third o its customer base has a smartphone. I that organization
developed engagement capabilities as native apps on all smartphones, it still would have missed engaging nearly two out
ofeverythreemembers.Forconsumersolderthan50,itwouldhavemissedthreeoutofeveryfour,andforretirees(65+),it
wouldhavemissednineoutofevery10.AwebsitethatworkedonlyonHPcomputers(29percentofshareinthethirdquarter
of2011)wouldntbeconsideredasuccessfulattemptatconsumerengagement.
Share your interests, principles and concerns across your business and technology departments, then collaborate to build
innovative, engaging mobile capabilities that strengthen and preserve your brand and drive business results.
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2012 Kony Solutions, Inc. All rights reserved. Apple and iPhone are trademarks of Apple, Inc., registered in the U.S. and other countries.
Other product names mentioned are the property of their respective holder.
KONY SOLUTIONS, INC.
7380 West Sand Lake Rd., #390
Orlando, FL 32819
Contact Kony: 1-888-323-9630
www.kony.com EMPOWERING EVERYWHERE