Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information Strategy Rikki Samuels, Sr. Manager,

Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information Strategy Rikki Samuels, Sr. Manager, Information Solutions, HCSC Jim Schoebel, Director, Information Solutions Consulting, HCSC

Rikki Samuels, Sr. Manager, Information Solutions, HCSC’s Analytics and Information Management Division 20+ years, in business intelligence and data warehousing consulting, BI developer, software release management Senior Manager of Information Solutions in Health Care Services Corporation's Analytics and Information Management Division. Leads a center of excellence and facilitation center for information strategies and informatics consulting. Jim Schoebel, Director, Information Solutions Consulting, HCSC’s Analytics and Information Management Division 20+ years in customer service , application development and support, and information management Leads a team tasked with identifying business information needs centered around consumers, and developing solutions to deliver information to meet those needs through an iterative prototyping approach.

Introduction Terminology demystification Background and History Building the Information Strategy Program Information Strategy Program Overview Web Information Strategy Case Study Q&A Appendix

Strategery Strategy???? Strategy
When I first got this job and I had to start thinking about what it means to do Information Solution Strategies I was very intimidated, it kind of sounded like this to me…. (queue caldron) Strategy sounded like such a fancy complicated thing, was I going to have to do research in the art of data strategies? I tried googling it but found nothing. My fail-safe go to spot , Information management magazine, didn’t have the normal plethora of blogs, webinars, pundits and pontifications that you’d normally find for anything info mgmt related. I checked the DMBOK, nothing. I was really stumped. It really sounded more like something esoteric and complicated… As most things play out in the world we live in, I had to go and do one of these things right away, and in lieue of knowing what I was supposed to do I went on the “fake it until you make it” method. I had some idea of current state, future state, gaps, roadmap that most methods use, and I knew I had to interview SMEs, I knew I had to vet out some business outcomes, but I really wasn’t sure what it would, or was supposed to look like when it was done. Furthermore, I really didn’t know the best way to go about things. How do I get from here…. To here… Cue Superman

1. An assessment of a situation (problem or opportunity)
Terminology A Strategy is… 1. An assessment of a situation (problem or opportunity) A point of view on how to address it A plan for doing so Information Strategy is just a fancy way of saying you’re going to go about figuring out what the problem is and recommending ways to fix it It’s really just getting to a plan for fixing it People are usually quite happy to get a plan if they didn’t have one before you arrived Just giving someone a plan can usually do wonders for moving an effort forward, accelerating the effort, and giving the business sponsors the confidence to get behind a point of view and plan of attach But these Strategies are special, because they are “Information Solution” strategies. They are for driving out solutions for Business Analytics… So in order to understand Information Solutions and the strategies that are their plan of attack, let’s first understand the term “Business Analytics”. A Information Strategy is…

The effective use of INFORMATION and DATA POSITIVE BUSINESS ACTIONS
Business Analytics Focuses On: The effective use of INFORMATION and DATA To drive POSITIVE BUSINESS ACTIONS Getting the data Combining it with knowledge, other things we know, algorithms, statistical modeling, predictive modeling, etc. To Move the bar Do things better, cheaper, faster Better smarter faster This all sounds very common sense, aren’t most companies already doing this? Isn’t HCSC already doing this? Who would NOT already be doing this? So let’s talk about what we’re already doing, and what got us to the point we’re at today, and what we’d like to do next.

? ? INSIGHT FAST Complex Questions
Who is likely to go to a private or public exchange? What products should I sell various members or groups? Who is likely to lapse? What retention interventions work for each type of member? What channels will be most effective in communicating to consumers? Which clients will benefit most from self-service? What are the intended and unintended consequences associated with new compensation systems? What clinical information would professional providers benefit from? Who is likely to have an acute exacerbation such that we can target them for a medical management program? ? INSIGHT FAST And to take it a step further, what it really focuses on is Complex questions, to get to the point where we can answer questions like these, we needed a “Culture of Analytics”

A Culture of Business Analytics
“An Analytics culture must be embedded within the enterprise strategy and business operations” BI= data collection, acquisition, integration  standard dashboards, reporting, analysis of past performance AA = deep data analysis, modeling, forecasting, simulations So let’s talk more about this, and where we came from Already had a data warehouse reporting solutions Didn’t have Ability to rapidly get to new insights from new sources of information All this stuff readily consumable by people who AREN’T SQL-savvy, who aren’t warehouse savvy, who don’t query Teradata all day long or know how to spin up a SAS model The information was available to the few, but not to the many Can get some of it here, some of it there, but can’t get the whole view anywhere For example, a whole view looks like…… Improve efficiency, increase profitability, do things better, smarter, faster From Getting Started with Analytics by Biraja Ghoshal, IM Magazine, 3/12/12

Web Accounts, Preferences
eChannels Conceptual Information Framework Consumer Intelligence Hub SYS80, Vantage Applications Completed via Online Sales Channel Claims Prospects Campaigns Memberships Members Care Management eChannel Information Leverage Clickstream Behavior Measure ROI for Marketing Campaigns Part D Applications & Enrollment TMG Prospects, Application Final Dispositions Holistic View of All Electronic Touch points SalesForce Monitor Online Application Process Web Accounts, Preferences Web Demographics, Channel Preferences Encourage Care Management via Mobile Messaging Because the nature of the health insurance business is so rapidly changing, in order to get to new trends in the marketplace Understanding sales and consumer channels Social media We needed to be able to incorporate the new information very quickly into the stuff we already had We needed a way to quickly assess a situation like this, and assess the information needs, the gaps in the information, and a plan to fill the gaps Silverpop campaigns Leverage Social Media Behavior to recognize trends Online Sales Channels BCBSxx.com Social Media Mobile Platforms BAM Web Behavior: VDM, Radiant 6, Vitrue Enable Holistic View for Customer Service

Delivering an Information Solution
Information Strategy Information Solutions Definition So we developed a process to do information solution delivery, and the Strategy is the 1st step. 1. what we already knew about doing assessments 2. making it relevant for information needs assessments 3. how it fits into our overall Info Solutions Process The team builds strategies for business analytics solutions, and the next team does the detailed information requirements for those solutions, which are then created through an iterative prototyping approach. - Standardization makes the Common become Easier - Having standardized mechanisms lets us focus on the REAL JOB=BRINGING VALUE TO OUR CUSTOMERS (it almost becomes a byproduct) - Using a standard approach and toolkit makes finding things the easiest thing you have to do in a day - We collectively need useful ways to structure & facilitate the conversation and ways to capture things that feed to the next activity - We all have these chats with business customers and start solving things everyone needs to know how we get to the solving - This is an Approach, you're already having discussions, so how can you capture all of this in a way that advances the next conversation or the next exercise. - This is a Framework - this is not a mandatory deliverable in a single format, it's a toolset, its a user guide, it’s guidelines, it’s a framework Standardization Supports a repeatable process Supports a cross-functional team sharing (Domains, IS&M, R&P) - This is not about RIGOR – it’s about showing Value, and having a Framework to make that happen Information Solutions Development

Information Needs Evaluation Information Gaps Evaluation
Process Information Strategy Process Business Interviews Information Needs Evaluation Information Gaps Evaluation Prioritization High Level Business Outcomes Information Gaps Business Value Roadmap High Level Information Needs Ease of Implementation As we started to do one, we were on the ‘see one do one teach one’ system, the fake it till you make it system, we began to notice 2 really important things: Know what you’re trying to get to at the end (what the deliverables will look like, what the people you give them to are going to take them and go do with them, is it for a funding request, is it to build an enterprise information store, is it for a few predictive model) Be laser focused on why you’re talking to each person: are they producers, consumers, (talk about the 4 info types) And you know when you’re looking at conventional consulting type assessments, standard practices is always to look at current state, future state, the gaps in between them, and a plan for getting the gaps filled to get to future state, well, for info strategies that means Gaps in the business outcomes the business customer is trying to get to Gaps in the capabilities that enable the business outcomes Gaps in the data that support the capabilities So what this really boils down to is information gaps. Ie an information needs assessment (talk more about info needs assessments)

Information Strategy Phase Summary
Identify: Business Needs High Level Information Needs Conduct Business Interviews Learn the Current State, Pain Points Learn Desired Future State Capabilities Determine the Information Needs Determine the Information Gaps Recommend Solution & Roadmap Your involvement is in the interviews, And in prioritizing the solution components and roadmap So let’s talk more about the interviews and what you can expect…. Why do we want to interview you? For one of four reasons…..

Information Strategy Activity Summary
Preparation Opportunity Statement Research Scripting Housekeeping Administravia Interviews Debriefing Laundry Lists Process Results Building Deliverables Building Roadmap Cost Estimates Playback & Consensus Customer Playback Signoff Prepare for handoff A more detailed view of the process And here you can start to see some of the activities and deliverables

Tools Kickoff Meeting Opportunity Statement Interview Types Laundry Lists Gap Ranking System

Kickoff Meeting 1. Project purpose/overview 2. What will you do next with the Strategy 2. Important Dates 3. Deliverables Review - which ones do you want in the deck or otherwise produced? Are any missing? 1. Action Plan 2. Opportunity Statement 3. Current State Summary, Pain Points/Gaps 4. Business Outcomes and Capabilities 5. Information Needs 6. Information Gaps and Ease of Implementation Analysis 7. Conceptual Information Framework 8. Business Architecture and Data flows 9. Roadmap and Recommendations 4. Do you need an customer facing kickoff? 5. Coordination with Process, Architecture and Technology Teams 6. SME List Aka engagement definition ? Is it informing a business case? Do you think you’ll go right to prototyping? Who are you taking it to and showing it to and what are they going to do with it? Emphasize deliverables review Next Steps/Action items: + What can the Strategy Consultant can do to get up to speed + Strategy Consultant to produce Action Plan and get Solution Lead sign-off within 2 days + Schedule all interim checkpoints and playbacks, use shared calendar (Strategy Consultant)

Types of Interviews Information Consumers
People who will use the Information Solution to run their operational business processes better, cheaper, faster; people who will use the solution as input to analytical models; or otherwise gain insights from it Information Provider People whose systems or processes will be used as a foundation for, or feed information into the new Information Solution Affiliated Project People who represent projects that have an overlap, common need, affiliation, contingency, or information generation or consumption connection to the Information Solution Consulted People from the Legal, Regulatory, or Internal Audit teams. These people may not be directly contributing or consuming the information that is part of the Information Solution, but may be responsible for inspecting it, ensuring compliance, or may be able to give guidance/consultation on legal/regulatory matters Each type has specific questions. We keep them as small as possible, and we’ll bring a scribe All minutes will be published to our teamroom and will be available for informing any one who couldn’t make it, and to inform subsequent information flows, process flows, architecture planning, etc.. This keeps the interview sizes smaller. Emphasize laser focus, Examples of typical questions on each

Opportunity Statement
OPPORTUNITY STATEMENT (or problem statement if applicable) The opportunity of Contributing information of HCSC’s E-channel’s into enhanced data centralization, analysis and strategic use of consumer centric information for the “Consumer Intelligence Hub”. Utilizing this information to support enterprise marketing efforts for better competitive positioning in existing market segments AND in preparation for the Exchange marketplace in 2014 (including other emerging markets). Is available to Sales and Marketing, the Blue Access for Members system, HCM/Care Management, AIM Advanced Analytics, Actuarial, Subsidiary Partners (TMG, Dearborn National, DNoA) The result/impact of which is An improved and quicker ability to gain intelligence and market insight (correlations and inter-relationships) on consumer preferences involving insurance purchasing patterns, drivers for retention, and to discover new channels for messaging and product offerings. A successful solution should provide Conformed and trusted data and metrics to support analytics on current and prospective members. Emphasize knowing stakeholders Emphasize knowing what they’re going to do with the strategy when you’re done and hand it over to them

Laundry Lists A laundry list describes a long listing of different things, especially things you need or things you have to do. This document is used to “jot down” the Business Outcomes / Capabilities as the Information Solutions Strategy Team hears them while conducting the Information Solutions Strategy Interviews. Business Outcome: increase adoption of mobile tools Where did we hear it? Mobile team interview on 3/7/12 What value does it bring to HCSC? If we can keep the member from calling the FSU it reduces costs, reduces claims costs if care management is integrated, keeping people in network Information Need: Customer Payment History Where did we hear it? Hallmark Application Systems team on 3/9/12 What Business Outcome does it support? At the time of the application for insurance, Hallmark would like to obtain data that will accurately predict the type of member a person will be (in terms of the propensity to lapse, pay on time, or pay late). This keeps a running list so upon conclusion of the interviews, the Information Solutions Strategy Team doesn’t have to comb through the interview minutes to assemble the list of Business Outcomes. This list is not meant to be a deliverable to the business customers, but instead is meant to inform the exercise of pulling together the overall strategy findings, and including them in the playback session (as the “story” slides), when the recommended priorities and roadmap are discussed with the business customers. This document is intentionally has a minimal structure so that it’s easy to throw items on it as they surface. You don’t have to follow this structure; it is a guideline rather than a template. When possible the Information Solutions Strategy Team should note: the source of the need (either the name of the interviewee, or the department, project, or team name) the Information Concept or Information Entity (i.e. Membership, Provider) needed to enable it (if that is known via the interview or already evident) the value it brings to HCSC, if it can be stated in a few sentences

Ease of Implementation
Gap Ranking Information Gap Ease of Implementation Application Final Disposition 1 Clickstream Data Cons. Comm. Channel Preferences Demographics Hardware Used Med Supp Members Medicare Seminar Attendance Online Application Activity Part D Members SilverPop Campaign Catalogue Sold Product Details Webtrends Member ID Member Payment History Prospects 2 Accums 3 Campaign Portfolio Consumer s Sent History Episode Grouper Gap Ease of Implementation (1=Easiest) 1 - Data is available internally, but not integrated 2 - Data is available externally, but not yet acquired 3 - Data is internal, not yet available 4 - Data is external, unstructured and/or anonymous

eChannel Analytics Recommendation
Value vs. Ease of Implementation Business Outcome Optimize New Sales and Member Retention Customize the Consumer Experience Low Cost Service Model Build Brand Equity and Competitive Advantage Increase Healthy Outcomes Easy E A D B C C Ease of Implementation Tier 3 D B …so that things that are of high value gravitate to the left, and things that are easier to do gravitate to the bottom, so the quicker types of valuable hits will be in the lower left corner The point of this project is not to do what is important to the entire company, it is to focus on member centricity and to build on the existing base of what MP has already built, so these are unmet needs today, from a member centric standpoint, and …and from the unmet needs, what can we do quickly to make some progress traction. Because implementation complexity grows the higher you go on the chart, the items at the bottom naturally become building blocks to enable subsequent outcomes. For example, building capabilities to increase member retention means building out valuable member demographics data, which is so important in conducting more focused campaigns. Measuring campaign effectiveness requires implementing the foundational capability to track a member, and will provide that foundation to all subsequent capabilities. The additional four business outcomes are not plotted here because, although they are very valuable to the enterprise as a whole, they are less focused on member centricity specifically, so their spot on the value graph fell more to the right. Tier 2 A E Tier 1 Hard High Value to the Business Today Low

Integrate Application ID
Roadmap Social Media Information Integration Integrate Application ID VDM SilverPop Q1 Q2 Q3 Q4 Future Understand what Application IDs resulted in paid memberships Develop level of confidence working with VDM data and understand how to tie to Members Learn how to navigate SilverPop data and understand options for tying to Members Understand options for tying to online Application activity Understand what our Members are doing on the Social Media channels and tie to all electronic touch points Be able to drive social media visitors to become insurance prospects. Integrate with Dearborn Life Integrate with Enterprise Customer Contact Management (ECCM) project

eChannel Analytics Prototype Recommendation
Outcome Prototype Data Gaps Closed Business Information 1 A Optimize New Sales and Member Retention Report on the channel preferences for a person Member Profile, Consumer data Consumer Channel Preferences Member Profile Obtaining preferences will allow HCSC to more efficiently use marketing spend 2 Recognize which applications resulted in paid memberships Vantage/Sys 80, Member Profile Sold Product Details Application Final Disposition HCSC will be able to calculate ROI on marketing efforts 3 Report on all clickstream data for a Member Member Profile, VDM Clickstream Data Campaign portfolio HCSC will further enhance our ability for member profiling 4 Campaign ROI by determining if a targeted campaign population completed an application, and became a paid member SilverPop Campaign, VDM, Vantage/Sys 80, Member Profile) Silverpop Campaign Catalog 5 C Low Cost Service Model Integrate all campaigns for a Member into Siebel Member Profile, VDM, SilverPop, Siebel Campaign Portfolio HCSC will be able to better respond to customer inquiries around marketing promotions. 6 Recognize that a prospect was a prior member Prospects, Consumer Data, Member Profile, SilverPop BAM registration Prospects Demographics HCSC will be able to better profile that prospect and offer them similar product offerings that they had in the past. 7 D Build Brand Equity and Competitive Advantage Recognize all electronic touch points (excluding Social Media) for a person (including all s) Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages Sent Siebel, BAM & Marketing Messages Sent Webtrends Member ID Consumer s Sent HCSC will be able to respond to inquiries around eChannel promotions and proactively market in this fashion 8 Recognize all electronic touch points (including Social Media) for a person (including all s) Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages Sent, Social Media Data Consumer s Sent, Social Media Data 9 Harvest demographic information from social media channels and tie to members and prospects Social Media data, Member Profile, Prospect, VDM Social Media Data, HCSC will better understand the preferences and activity of consumers that are using social media.

Best practices Research ahead of interviews
Plan ahead for results processing Plan interview debriefs Use the Laundry Lists Know your interview type Make an inventory of all data sources so Prototyping can use it Always be working backwards in your head from your finished deck The more heads the better for results processing Recognize operational vs. strategic or analytical needs Exhaust all research options Know your interview purpose Put placeholders on calendar Schedule interview debriefs Make sure you know at a high level the day jobs of the people you’re interviewing. If you’re interviewing someone from Treasury, find out what Treasury does. You don’t want to take up their time in the interview learning what they do generally speaking. Remember to have a very specific purpose in mind for what you want to get out of each interview. Also, remember you’ll eventually be building the business architecture deliverable, so make sure you’re able to get an idea of the general steps of the process for each business outcome. Put some questions you’re your interview script if you’re not sure. Make sure you consider, for each interview, where reporting and analytics could benefit the business process. Make sure you have a debrief scheduled immediately following every interview. During that time, take a first crack at combing out the Information Needs and Business Outcomes from the interview, and add them to your laundry list. Doing this will save much time on the exercise upon the completion of the interview schedule. It’s much easier to do it as you go along, rather than to distill from a big pile of minutes. Whenever possible be as specific as you can about the Information Need. For example, this solution will not work for the Finance team unless Cost Center is included Or, The Provider Specialty is only worthwhile to collect if it is paired with the Rendering Provider. Always make sure you get the “end” not just the means. If they say, I really want to know all of the pharmacy costs for a certain market segment, and you say why, and they say, because it will help me learn stuff, ask them how it would actually change the way they do their job, or what they ultimate game changer is they’re looking for. Find out what they’re looking to do better, cheaper, or faster. Always make sure you’ve gotten down to the absolute crux of the matter. Ask “why” five times.

Case Study E. Case Study 30 or 20?
1. Problem statement (campaign touchpoints, understanding interactions) 2. Business Drivers 3. Findings 4. Data Source Inventory, ultimate sources 5. Prototype Roadmap, how it fits in with overall consumer intelligence project 6. Prototype Results - VDM, accelerating requirements and design for big use case 7. Sandbox approach So, how do you take all of the good thinking, how do you take all of the intell from a Strategy, and make it come to life? You can’t do the whole roadmap all at once, you can’t solve all of the needs… So I’d like to introduce my esteemed colleague, the man who scoffs at the oxymoron “Consumer Intelligence”, Mr. Jim Schoebel, to show you how a Strategy comes to life

Integrate Application ID
Roadmap Social Media Information Integration Integrate Application ID VDM SilverPop Q1 Q2 Q3 Q4 Future Understand what Application IDs resulted in paid memberships Understand what our Members are doing on the Social Media channels and tie to all electronic touch points Be able to drive social media visitors to become insurance prospects. Develop level of confidence working with VDM data and understand how to tie to Members Learn how to navigate SilverPop data and understand options for tying to Members Understand options for tying to online Application activity Integrate with Dearborn Life Integrate with Enterprise Customer Contact Management (ECCM) project You can’t do the entire Roadmap all at once, and you can’t solve all of the needs

Case Study Overview The goal of this effort is to create a high level information strategy for a centralized set of Consumer eChannel information. eChannel Information is defined as any consumer data that HCSC obtains or uses via these four methods: The eChannel information is an important component of the larger Consumer Intelligence Hub. The Consumer Intelligence Hub will contain consumer centric information and intelligence capacity on all consumers that HCSC interacts with (subscribers, members, previous enrollees and prospects). Online Sales Channel Member Self-Service HCSC Internet Sites Sales promotions Advertising Educational content Social Media Mobile Facebook Twitter Foursquare Blog Member Service App Provider Finder App Text messaging Mobile notifications

Current State Inability to determine R.O.I. of marketing campaigns (quantification of new policy revenue back to total spend on campaigns) Clickstream data is not integrated with member information (inability to identify if an internet visitor is a past member, a current enrolled member, or a prospective member) campaign lists are not integrated with member information (inability to determine if the recipient is a member or a prospect) Enrollment applications are fed into SalesForce.com, but not all sales leads are integrated with SalesForce.com Additionally, applications are taken online but are processed independently by Hallmark Operational disconnect between all eChannel portals, and between eChannels and traditional channels (e.g. online applications, operations, and the sales office). Emerging focus on Social Media channels (not yet integrated with the broader consumer intelligence initiative) We have many electronic capabilities but are not leveraging them holistically This is the old verbiage on this slide (for reference only): •An operational disconnect between all eChannel portals (e.g. Hallmark operations vs. Oklahoma sales office). •All enrollment applications are fed into SalesForce.com, but not all sales “leads” are going into SalesForce.com •Applications are taken online but are processed independently by Hallmark •Webtrends software tracks clickstream data on some websites •Clickstream data is not integrated with member information • campaigns are run using SilverPop software, which is a web-based tool and the lists are not integrated with member information •Emerging focus on Social Media channels (not yet integrated with the broader consumer intelligence initiative) •Clickstream data is not integrated with member or prospect data – challenges with identifying the consumer •Inability to determine R.O.I. on marketing campaigns (quantifying new policy revenue back to total spend on campaigns)

Pain Points Inability to identify all digital touch points for a Consumer Can’t understand what drives the conversion of web traffic Can’t use eChannel intelligence to widen the sales funnel Challenges with tying web traffic to a marketing campaign No visibility into number of touch points it takes to acquire new customers Challenges with monitoring the enrollee application process Difficulty in tying the online applications to a sold policy No visibility into the online application process coordination issues and reconciliation to the marketing campaign Several HCSC business areas use a vendor for campaigns (no central coordination of all marketing campaigns) Clicks within an can not be tied back to a marketing campaign This was the old verbiage: Can’t convert web traffic Can’t tie web traffic to a campaign Can’t always tie a campaign to a sale don’t know where people drop the application process (what page or question) can’t see what happens to the prospect’s application after it’s filled out and sent to Hallmark for quoting can’t see all of the s that all of the business areas have sent via silverpop, if someone clicks a link in an they don’t know what campaign generated the . Don’t know effectiveness of web-based sales tools like the quoting tool and the product comparison tool.

eChannel Information Solution Strategy
Consumer Intelligence Hub Retail Lead Optimization Distribution, Sales and Marketing Consumer Intelligence Business Case …to inform these broader efforts Focus on information available via electronic channels What do we want to use eChannel information for? What do we want to do with eChannel information? What do we want to learn from eChannel information? Business Outcomes Where is the information stored today? How does it support the business outcomes? How can we fill the information gaps? Information Sources Information Strategy eChannel This was the old verbiage: Can’t convert web traffic Can’t tie web traffic to a campaign Can’t always tie a campaign to a sale don’t know where people drop the application process (what page or question) can’t see what happens to the prospect’s application after it’s filled out and sent to Hallmark for quoting can’t see all of the s that all of the business areas have sent via silverpop, if someone clicks a link in an they don’t know what campaign generated the . Don’t know effectiveness of web-based sales tools like the quoting tool and the product comparison tool.

eChannel Information Findings Summary
Business Outcomes Optimize New Sales and Member Retention Customize the Consumer Experience Build Brand Equity and Competitive Advantage Increase Healthy Outcomes Support the Low Cost Service Model A B C D E Foundational Capabilities 1. Ability to recognize all electronic touch points for a person (including all s) 2. Ability to recognize the channel preferences for a person 3. Ability to tie clickstream data to a person 4. Ability to track a person’s memberships over time 5. Ability to harvest demographic information from social media channels

eChannel Analytics Prototype Recommendation
Outcome Prototype Data Gaps Closed Business Information 1 A Optimize New Sales and Member Retention Report on the channel preferences for a person Member Profile, Consumer data Consumer Channel Preferences Member Profile Obtaining preferences will allow HCSC to more efficiently use marketing spend 2 Recognize which applications resulted in paid memberships Vantage/Sys 80, Member Profile Sold Product Details Application Final Disposition HCSC will be able to calculate ROI on marketing efforts 3 Report on all clickstream data for a Member Member Profile, VDM Clickstream Data Campaign portfolio HCSC will further enhance our ability for member profiling 4 Campaign ROI by determining if a targeted campaign population completed an application, and became a paid member SilverPop Campaign, VDM, Vantage/Sys 80, Member Profile) Silverpop Campaign Catalog 5 C Low Cost Service Model Integrate all campaigns for a Member into Siebel Member Profile, VDM, SilverPop, Siebel Campaign Portfolio HCSC will be able to better respond to customer inquiries around marketing promotions. 6 Recognize that a prospect was a prior member Prospects, Consumer Data, Member Profile, SilverPop BAM registration Prospects Demographics HCSC will be able to better profile that prospect and offer them similar product offerings that they had in the past. 7 D Build Brand Equity and Competitive Advantage Recognize all electronic touch points (excluding Social Media) for a person (including all s) Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages Sent Siebel, BAM & Marketing Messages Sent Webtrends Member ID Consumer s Sent HCSC will be able to respond to inquiries around eChannel promotions and proactively market in this fashion 8 Recognize all electronic touch points (including Social Media) for a person (including all s) Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages Sent, Social Media Data Consumer s Sent, Social Media Data 9 Harvest demographic information from social media channels and tie to members and prospects Social Media data, Member Profile, Prospect, VDM Social Media Data, HCSC will better understand the preferences and activity of consumers that are using social media.

Validate with business
Agile Methodology Information Solution Definition & Development leverages an Agile BI approach with Information Governance embedded in each activity Prototype Iterations Profile data Load data Develop results Validate with business Enhance data Enhance results Governance

Questions? Thanks for Listening! Rikki Samuels
Sr. Manager, Information Solutions, HCSC Jim Schoebel Director, Information Solutions Consulting, HCSC

Appendix Deliverables Guidelines
Information Solution Definition Activities Information Solution Development Activities Sample Interview Questionnaire eChannel Summary Information Gaps Summary

Information Solution - Strategy
3 Activities Information Solution - Strategy Information Solution – Definition Information Solution – Development Prototype Iterations

Information Solution Definition
Information Requirements Activities: Deliverables: Gather detailed information requirements Information process flows Develop scope statement Overall solution scope statement Develop information process flows Conceptual solution architecture Develop conceptual solution architecture Data Classification Data Requirements Data Requirements Gathering Data requirements Data Profiling Data grains Data Quality Measurement Major dimensions Green tables Data matrix Data model Metrics, KPIs and definitions

Information Solution Development
Environment Activities: Deliverables Design logical and physical data models Raw data Develop analytical models Integrated data Identify business rules and triggers ADS’s Develop reports Reports Prescriptive or predictive model Data model Business rules and triggers for automated intelligence based processes Documentation Deliverables: Document business process flow Meta data Document source to target and transformation rules Finalized business process flow Mapping documents Populate meta data repository with information solutions meta data Right size governance (terms, definitions, business rules, metrics, code sets, analytic models) Classifications for new/changing data Information quality metrics

Deliverables Critical Path Guidelines
What Deliverables Are Required? Critical Path Deliverables Essential to the process Essential to inform the next phase Endorsed by Leadership Discretionary Deliverables to learn about the thing yourself to be able to describe things to your customer to inform the next phase

Information Consumer Questionnaire
In thinking about insert subject, tell us about the things you do with this information today. What are your current pain points? If you could use insert subject for anything you could, to drive your part of the business better, cheaper, faster, what would you want to be able to do with it? What types of general insights would you like to get that you don't get today, if you had access to all of the information around this subject? What types of outcomes would those insights help to drive? How do you want to get this data? What would make it most useful to you? What schedule would you need it on? How often would you refresh this (report, model, etc.)? How much history would you need? What are your thoughts on how to keep it cohesive across business areas? What are your thoughts on making an audit trail and information reconciliation available? Do you have a current & future state process flow that we could get a copy of (only to the extent that it would help inform our understanding of what information is useful to you?) Are there any timeline or other contingencies that we should know about? Is there anyone else we should speak with?

Login and Clickstream Data from:
eChannel Data Summary Login and Clickstream Data from: Other eChannel Data: Corporate Intranet Member Self-Service 3rd Party Vendor Partner sites Internal Sites Four HCSC Public Websites On-line Sales Channel Other public facing websites Public Sites Mobile Member Service website Provider Finder Smartphone App Mobile Platforms Facebook Twitter Youtube Foursquare Blog Social Media Platforms Vendor Campaigns Examples of Clickstream Data Mobile visitation Mobile Hardware and Operating System QR Codes Total clicks Likes Comments Plays Shares Entries Actions Published Stream Campaign Name Campaign Description Campaign Owner Campaign Target Population Campaign Timeframe Recipient Opened Confirmation Visitation info: # of unique visitors, # of pages viewed, opened, downloaded, etc.. Navigation info: path analysis, where a person browsed, how long they browsed Funnel info: how far a visitor went into a tool (i.e. online application, quoting) Traffic as a result of a marketing campaign (SMG Search Analytics and Reporting) File specific info: type of downloaded file, download frequency, # of .pdf downloads Unique information about the “visitor” Unique information about the “visit”

Information Gaps Summary
There are 29 Gaps in the Information Needs. Gaps are Information Needs that are not yet fully defined, acquired, and/or integrated Claims Dental Members Historical Memberships Member Memberships Accums Alineo Messages Sent Application Final Disposition BAM Messages Sent BAM Registration Clickstream Data Consumer Communication Channel Preferences Demographics Hardware Used Marketing Messages Sent Med Supp Members Medicare Seminar Attendance Online Application Activity Part D Members Siebel Messages Sent SilverPop Campaign Catalogue Sold Product Details Webtrends Member ID Prospects Campaign Portfolio Consumer s Sent History Episode Grouper Groups Likely to Lapse Individuals Likely to Lapse Life Events Pharmacy Referrals Social Media Data Member Payment History

Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information Strategy Rikki Samuels, Sr. Manager,

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Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information Strategy Rikki Samuels, Sr. Manager,

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Presentation on theme: "Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information Strategy Rikki Samuels, Sr. Manager,"— Presentation transcript:

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