WP Kony HealthPlans Engagement

7/30/2019 WP Kony HealthPlans Engagement

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Mobile technology enhances health plan member engagement


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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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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.

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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

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