A CLEAR COURSE: ENHANCING THE MEMBER EXPERIENCE

Vicki Whichard Assistant Vice President, Customer Experience

My Opportunity/Challenge
How to transform a Corporate culture?
Turning the Titanic without a motor How do I get everyone on board from the Captain to the oarsman?

Business Transformation
PRESENT
Transactional Line of Business Silo Processes and Systems Customer Satisfaction
Focus

FUTURE
Health Partner Leverage Best Practices Voice of the Customer Customer Engagement

What is Customer Experience?

A customer experience is not just about a rational experience (e.g. how quickly a phone is answered, what hours youre open, delivery time scales, etc.). More than 50 percent of a customer experience is subconscious, or how a customer feels. A customer experience is not just about the what, but also about the how. A customer experience is about how a customer consciously and subconsciously sees his or her experience.

What do Your Customers Think of YOU?

Our Approach
Top down support Dedicated department serves as catalysts and change agents Developed guiding principles Set goals Involve as many employees as possible Continuous improvement Listen to customer feedback

Our Guiding Principles

Treat all constituents as customers of BlueCross instead of line of business customers. View all business processes, products and services from an outside looking in perspective. Where possible, customer interactions should have metrics and feedback loops to capture performance, expectations and opportunities for improvement. Use the Voice of the Customer to guide our business decisions, not our perceptions of what the customer values or wants.
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Goals
SIMPLIFY, SIMPLIFY, SIMPLIFY Includes an in-depth review of our current operations to understand the members wants and needs from their perspective Not just be about changing processes and technology Needs to engage all employees to build awareness and drive change Requires clear and consistent communication
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Member Experience Roadmap

Transactional

Transformation

Partner in Health and Wellness

High-Level Roadmap
Define and Communicate Opportunity
Define vision and mission Select core team and champion Define and communicate scope Develop communication plan Define infrastructure to support initiative

Conduct Voice of Customer Research

Collect qualitative and quantitative data Analyze segmentation and personas Document customer irritants and delighters Perform Environmental Scans Create knowledge repository

Assess Current State

Complete touch point mapping Interview member facing staff Analyze BEM and other internal data Conduct usability studies Document known issues Leverage organizational knowledge

Define Strategic Changes

Define channel strategies Outline cultural changes Outline organizational changes Determine training changes Define metrics to monitor member engagement

Implement Strategy
Simplify language Implement continuous feedback loop Align employee incentives to support member first mindset Define ownership, funding and governance of changes Introduce new value statement because it matters how you are treated

4th Qtr 2011

Begins 1st Qtr 2012

Begins 2nd Qtr 2012

Begins 3rd Qtr 2012

Begins 4th Qtr 2012