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:
1 Building and Implementing an Information Solution Strategy Program, and a Case Study of a Consumer Web Information StrategyRikki Samuels,Sr. Manager, Information Solutions, HCSCJim Schoebel,Director, Information Solutions Consulting, HCSC
2 Rikki Samuels, Sr. Manager, Information Solutions, HCSC’s Analytics and Information Management Division20+ years, in business intelligence and data warehousing consulting, BI developer, software release managementSenior 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 Division20+ years in customer service , application development and support, and information managementLeads 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.
3 IntroductionTerminology demystificationBackground and HistoryBuilding the Information Strategy ProgramInformation Strategy Program OverviewWeb Information Strategy Case StudyQ&AAppendix
4 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
5 1. An assessment of a situation (problem or opportunity) TerminologyA Strategy is…1. An assessment of a situation (problem or opportunity)A point of view on how to address itA plan for doing soInformation 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 itIt’s really just getting to a plan for fixing itPeople are usually quite happy to get a plan if they didn’t have one before you arrivedJust 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 attachBut 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…
6 The effective use of INFORMATION and DATA POSITIVE BUSINESS ACTIONS Business AnalyticsFocuses On:The effective use of INFORMATION and DATATo drivePOSITIVE BUSINESS ACTIONSGetting the dataCombining it with knowledge, other things we know, algorithms, statistical modeling, predictive modeling, etc.ToMove the barDo things better, cheaper, fasterBetter smarter fasterThis 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.
7 ? ? 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??INSIGHTFASTAnd 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”
8 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 performanceAA = deep data analysis, modeling, forecasting, simulationsSo let’s talk more about this, and where we came fromAlready hada data warehousereporting solutionsDidn’t haveAbility to rapidly get to new insights from new sources of informationAll 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 modelThe information was available to the few, but not to the manyCan get some of it here, some of it there, but can’t get the whole view anywhereFor example, a whole view looks like……Improve efficiency, increase profitability, do things better, smarter, fasterFrom Getting Started with Analytics by Biraja Ghoshal, IM Magazine, 3/12/12
9 Web Accounts, Preferences eChannels Conceptual Information FrameworkConsumer Intelligence HubSYS80, VantageApplications Completed via Online SalesChannelClaimsProspectsCampaignsMembershipsMembersCare ManagementeChannel InformationLeverage ClickstreamBehaviorMeasure ROI for Marketing CampaignsPart D Applications& EnrollmentTMGProspects,Application FinalDispositionsHolistic View of All Electronic Touch pointsSalesForceMonitor Online Application ProcessWeb Accounts, PreferencesWeb Demographics,Channel PreferencesEncourage Care Management via Mobile MessagingBecause the nature of the health insurance business is so rapidly changing, in order to get tonew trends in the marketplaceUnderstanding sales and consumer channelsSocial mediaWe needed to be able to incorporate the new information very quickly into the stuff we already hadWe 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 gapsSilverpopcampaignsLeverage Social Media Behavior to recognize trendsOnline Sales ChannelsBCBSxx.comSocial MediaMobile PlatformsBAMWeb Behavior:VDM,Radiant 6,VitrueEnable Holistic View for Customer Service
10 Delivering an Information Solution Information StrategyInformation Solutions DefinitionSo we developed a process to do information solution delivery, and the Strategy is the 1st step.1. what we already knew about doing assessments2. making it relevant for information needs assessments3. how it fits into our overall Info Solutions ProcessThe 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 frameworkStandardizationSupports a repeatable processSupports 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 happenInformation Solutions Development
11 Information Needs Evaluation Information Gaps Evaluation ProcessInformation Strategy ProcessBusiness InterviewsInformation Needs EvaluationInformation Gaps EvaluationPrioritizationHigh Level Business OutcomesInformation GapsBusiness ValueRoadmapHigh Level Information NeedsEase of ImplementationAs 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 meansGaps in the business outcomes the business customer is trying to get toGaps in the capabilities that enable the business outcomesGaps in the data that support the capabilitiesSo what this really boils down to is information gaps. Ie an information needs assessment(talk more about info needs assessments)
12 Information Strategy Phase Summary Identify:Business NeedsHigh Level Information NeedsConduct Business InterviewsLearn the Current State, Pain PointsLearn Desired Future State CapabilitiesDetermine the Information NeedsDetermine the Information GapsRecommend Solution & RoadmapYour involvement is in the interviews,And in prioritizing the solution components and roadmapSo let’s talk more about the interviews and what you can expect….Why do we want to interview you? For one of four reasons…..
13 Information Strategy Activity Summary PreparationOpportunity StatementResearchScriptingHousekeepingAdministraviaInterviewsDebriefingLaundry ListsProcess ResultsBuilding DeliverablesBuilding RoadmapCost EstimatesPlayback & ConsensusCustomer PlaybackSignoffPrepare for handoffA more detailed view of the processAnd here you can start to see some of the activities and deliverables
14 ToolsKickoff MeetingOpportunity StatementInterview TypesLaundry ListsGap Ranking System
15 Kickoff Meeting1. 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 ListAka 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 reviewNext 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)
16 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 itInformation ProviderPeople whose systems or processes will be used as a foundation for, or feed information into the new Information SolutionAffiliated ProjectPeople who represent projects that have an overlap, common need, affiliation, contingency, or information generation or consumption connection to the Information SolutionConsultedPeople 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 mattersEach type has specific questions.We keep them as small as possible, and we’ll bring a scribeAll 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
17 Opportunity Statement OPPORTUNITY STATEMENT (or problem statement if applicable)The opportunity ofContributing 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 toSales 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 isAn 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 provideConformed and trusted data and metrics to support analytics on current and prospective members.Emphasize knowing stakeholdersEmphasize knowing what they’re going to do with the strategy when you’re done and hand it over to them
18 Laundry ListsA 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 toolsWhere did we hear it? Mobile team interview on 3/7/12What 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 networkInformation Need: Customer Payment HistoryWhere did we hear it? Hallmark Application Systems team on 3/9/12What 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
19 Ease of Implementation Gap RankingInformation GapEase of ImplementationApplication Final Disposition1Clickstream DataCons. Comm. Channel PreferencesDemographicsHardware UsedMed Supp MembersMedicare Seminar AttendanceOnline Application ActivityPart D MembersSilverPop Campaign CatalogueSold Product DetailsWebtrends Member IDMember Payment HistoryProspects2Accums3Campaign PortfolioConsumer s Sent HistoryEpisode GrouperGap Ease of Implementation (1=Easiest)1 - Data is available internally,but not integrated2 - Data is available externally,but not yet acquired3 - Data is internal,not yet available4 - Data is external,unstructured and/or anonymous
20 eChannel Analytics Recommendation Value vs. Ease of ImplementationBusiness OutcomeOptimize New Sales and Member RetentionCustomize the Consumer ExperienceLow Cost Service ModelBuild Brand Equity and Competitive AdvantageIncrease Healthy OutcomesEasyEADBCCEase of ImplementationTier 3DB…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 cornerThe 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 2AETier 1HardHighValue to the Business TodayLow
21 Integrate Application ID RoadmapSocialMediaInformationIntegrationIntegrate Application IDVDMSilverPopQ1Q2Q3Q4FutureUnderstand what Application IDs resulted in paid membershipsDevelop level of confidence working with VDM data and understand how to tie to MembersLearn how to navigate SilverPop data and understand options for tying to MembersUnderstand options for tying to online Application activityUnderstand what our Members are doing on the Social Media channels and tie to all electronic touch pointsBe able to drive social media visitors to become insurance prospects.Integrate with Dearborn LifeIntegrate with Enterprise Customer Contact Management (ECCM) project
22 eChannel Analytics Prototype Recommendation OutcomePrototypeDataGaps ClosedBusiness Information1AOptimize New Sales and Member RetentionReport on the channel preferences for a personMember Profile, Consumer dataConsumerChannelPreferencesMember ProfileObtaining preferences will allow HCSC to more efficiently use marketing spend2Recognize which applications resulted in paid membershipsVantage/Sys 80, Member ProfileSold Product DetailsApplication Final DispositionHCSC will be able to calculate ROI on marketing efforts3Report on all clickstream data for a MemberMember Profile, VDMClickstream DataCampaign portfolioHCSC will further enhance our ability for member profiling4Campaign ROI by determining if a targeted campaign population completed an application, and became a paid memberSilverPop Campaign, VDM, Vantage/Sys 80, Member Profile)Silverpop Campaign Catalog5CLow Cost Service ModelIntegrate all campaigns for a Member into SiebelMember Profile, VDM, SilverPop, SiebelCampaign PortfolioHCSC will be able to better respond to customer inquiries around marketing promotions.6Recognize that a prospect was a prior memberProspects, Consumer Data, Member Profile, SilverPopBAM registrationProspectsDemographicsHCSC will be able to better profile that prospect and offer them similar product offerings that they had in the past.7DBuild Brand Equity and Competitive AdvantageRecognize all electronic touch points (excluding Social Media) for a person (including all s)Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages SentSiebel, BAM & Marketing Messages SentWebtrends Member IDConsumer s SentHCSC will be able to respond to inquiries around eChannel promotions and proactively market in this fashion8Recognize 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 DataConsumer s Sent, Social Media Data9Harvest demographic information from social media channels and tie to members and prospectsSocial Media data, Member Profile, Prospect, VDMSocial Media Data,HCSC will better understand the preferences and activity of consumers that are using social media.
23 Best practices Research ahead of interviews Plan ahead for results processingPlan interview debriefsUse the Laundry ListsKnow your interview typeMake an inventory of all data sources so Prototyping can use itAlways be working backwards in your head from your finished deckThe more heads the better for results processingRecognize operational vs. strategic or analytical needsExhaust all research optionsKnow your interview purposePut placeholders on calendarSchedule interview debriefsMake 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.
24 Case Study E. Case Study 30 or 20? 1. Problem statement (campaign touchpoints, understanding interactions)2. Business Drivers3. Findings4. Data Source Inventory, ultimate sources5. Prototype Roadmap, how it fits in with overall consumer intelligence project6. Prototype Results - VDM, accelerating requirements and design for big use case7. Sandbox approachSo, 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
25 Integrate Application ID RoadmapSocialMediaInformationIntegrationIntegrate Application IDVDMSilverPopQ1Q2Q3Q4FutureUnderstand what Application IDs resulted in paid membershipsUnderstand what our Members are doing on the Social Media channels and tie to all electronic touch pointsBe able to drive social media visitors to become insurance prospects.Develop level of confidence working with VDM data and understand how to tie to MembersLearn how to navigate SilverPop data and understand options for tying to MembersUnderstand options for tying to online Application activityIntegrate with Dearborn LifeIntegrate with Enterprise Customer Contact Management (ECCM) projectYou can’t do the entire Roadmap all at once, and you can’t solve all of the needs
26 Case Study OverviewThe 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 ChannelMember Self-ServiceHCSC Internet SitesSales promotionsAdvertisingEducational contentSocial MediaMobileFacebookTwitterFoursquareBlogMember Service AppProvider Finder AppText messagingMobile notifications
27 Current StateInability 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.comAdditionally, applications are taken online but are processed independently by HallmarkOperational 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 holisticallyThis 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)
28 Pain PointsInability to identify all digital touch points for a ConsumerCan’t understand what drives the conversion of web trafficCan’t use eChannel intelligence to widen the sales funnelChallenges with tying web traffic to a marketing campaignNo visibility into number of touch points it takes to acquire new customersChallenges with monitoring the enrollee application processDifficulty in tying the online applications to a sold policyNo visibility into the online application processcoordination issues and reconciliation to the marketing campaignSeveral 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 campaignThis was the old verbiage:Can’t convert web trafficCan’t tie web traffic to a campaignCan’t always tie a campaign to a saledon’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 quotingcan’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.
29 eChannel Information Solution Strategy Consumer Intelligence HubRetail Lead OptimizationDistribution, Sales and MarketingConsumer Intelligence Business Case…to inform these broader effortsFocus on information available via electronic channelsWhat 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 OutcomesWhere is the information stored today?How does it support the business outcomes?How can we fill the information gaps?Information SourcesInformation StrategyeChannelThis was the old verbiage:Can’t convert web trafficCan’t tie web traffic to a campaignCan’t always tie a campaign to a saledon’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 quotingcan’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.
30 eChannel Information Findings Summary Business OutcomesOptimize New Sales and Member RetentionCustomize the Consumer ExperienceBuild Brand Equity and Competitive AdvantageIncrease Healthy OutcomesSupport the Low Cost Service ModelABCDEFoundational Capabilities1. Ability to recognize all electronic touch points for a person (including all s)2. Ability to recognize the channel preferences for a person3. Ability to tie clickstream data to a person4. Ability to track a person’s memberships over time5. Ability to harvest demographic information from social media channels
31 eChannel Analytics Prototype Recommendation OutcomePrototypeDataGaps ClosedBusiness Information1AOptimize New Sales and Member RetentionReport on the channel preferences for a personMember Profile, Consumer dataConsumerChannelPreferencesMember ProfileObtaining preferences will allow HCSC to more efficiently use marketing spend2Recognize which applications resulted in paid membershipsVantage/Sys 80, Member ProfileSold Product DetailsApplication Final DispositionHCSC will be able to calculate ROI on marketing efforts3Report on all clickstream data for a MemberMember Profile, VDMClickstream DataCampaign portfolioHCSC will further enhance our ability for member profiling4Campaign ROI by determining if a targeted campaign population completed an application, and became a paid memberSilverPop Campaign, VDM, Vantage/Sys 80, Member Profile)Silverpop Campaign Catalog5CLow Cost Service ModelIntegrate all campaigns for a Member into SiebelMember Profile, VDM, SilverPop, SiebelCampaign PortfolioHCSC will be able to better respond to customer inquiries around marketing promotions.6Recognize that a prospect was a prior memberProspects, Consumer Data, Member Profile, SilverPopBAM registrationProspectsDemographicsHCSC will be able to better profile that prospect and offer them similar product offerings that they had in the past.7DBuild Brand Equity and Competitive AdvantageRecognize all electronic touch points (excluding Social Media) for a person (including all s)Member Profile, VDM, SilverPop, Siebel, BAM, & Marketing Messages Sent, Alineo Messages SentSiebel, BAM & Marketing Messages SentWebtrends Member IDConsumer s SentHCSC will be able to respond to inquiries around eChannel promotions and proactively market in this fashion8Recognize 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 DataConsumer s Sent, Social Media Data9Harvest demographic information from social media channels and tie to members and prospectsSocial Media data, Member Profile, Prospect, VDMSocial Media Data,HCSC will better understand the preferences and activity of consumers that are using social media.
32 Validate with business Agile MethodologyInformation Solution Definition & Development leverages an Agile BI approach with Information Governance embedded in each activityPrototype IterationsProfile dataLoad dataDevelop resultsValidate with businessEnhance dataEnhance resultsGovernance
33 Questions? Thanks for Listening! Rikki Samuels Sr. Manager, Information Solutions, HCSCJim SchoebelDirector, Information Solutions Consulting, HCSC
34 Appendix Deliverables Guidelines Information Solution Definition ActivitiesInformation Solution Development ActivitiesSample Interview QuestionnaireeChannel SummaryInformation Gaps Summary
36 Information Solution Definition Information RequirementsActivities:Deliverables:Gather detailed information requirementsInformation process flowsDevelop scope statementOverall solution scope statementDevelop information process flowsConceptual solution architectureDevelop conceptual solution architectureData ClassificationData RequirementsData Requirements GatheringData requirementsData ProfilingData grainsData Quality MeasurementMajor dimensionsGreen tablesData matrixData modelMetrics, KPIs and definitions
37 Information Solution Development EnvironmentActivities:DeliverablesDesign logical and physical data modelsRaw dataDevelop analytical modelsIntegrated dataIdentify business rules and triggersADS’sDevelop reportsReportsPrescriptive or predictive modelData modelBusiness rules and triggers for automated intelligence based processesDocumentationDeliverables:Document business process flowMeta dataDocument source to target and transformation rulesFinalized business process flowMapping documentsPopulate meta data repository with information solutions meta dataRight size governance (terms, definitions, business rules, metrics, code sets, analytic models)Classifications for new/changing dataInformation quality metrics
38 Deliverables Critical Path Guidelines What Deliverables Are Required?Critical Path DeliverablesEssential to the processEssential to inform the next phaseEndorsed by LeadershipDiscretionary Deliverablesto learn about the thing yourselfto be able to describe things to your customerto inform the next phase
39 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?
40 Login and Clickstream Data from: eChannel Data SummaryLogin and Clickstream Data from:Other eChannel Data:Corporate IntranetMember Self-Service3rd Party Vendor Partner sitesInternal SitesFour HCSC Public WebsitesOn-line Sales ChannelOther public facingwebsitesPublic SitesMobile Member Service websiteProvider Finder Smartphone AppMobile PlatformsFacebookTwitterYoutubeFoursquareBlogSocial Media PlatformsVendorCampaignsExamples of Clickstream DataMobile visitationMobile Hardware and Operating SystemQR CodesTotal clicksLikesCommentsPlaysSharesEntriesActionsPublishedStreamCampaign NameCampaign DescriptionCampaign OwnerCampaign Target PopulationCampaign TimeframeRecipient Opened ConfirmationVisitation info: # of unique visitors, # of pages viewed, opened, downloaded, etc..Navigation info: path analysis, where a person browsed, how long they browsedFunnel 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 downloadsUnique information about the “visitor”Unique information about the “visit”
41 Information Gaps Summary There are 29 Gaps in the Information Needs. Gaps are Information Needs that are not yet fully defined, acquired, and/or integratedClaimsDental MembersHistorical MembershipsMemberMembershipsAccumsAlineo Messages SentApplication Final DispositionBAM Messages SentBAM RegistrationClickstream DataConsumer CommunicationChannel PreferencesDemographicsHardware UsedMarketing Messages SentMed Supp MembersMedicare Seminar AttendanceOnline Application ActivityPart D MembersSiebel Messages SentSilverPop Campaign CatalogueSold Product DetailsWebtrends Member IDProspectsCampaign PortfolioConsumer s Sent HistoryEpisode GrouperGroups Likely to LapseIndividuals Likely to LapseLife EventsPharmacyReferralsSocial Media DataMember Payment History