Insight-to-outcome

Customer Support
Programs

Develop customer support program to address operational/reimbursement challenges increasing the cost of patient care.

Our Approach

Understand

Empathize / Define
  • Through in-depth interviews, personas were developed for sales personnel, clinicians and administrative staff.
  • Journey maps analyzed touchpoints to understand product performance and hospital reimbursement challenges contributing to base business erosion.
  • Customers considered converting to lower-cost alternatives due to hospital economics pressures and a perceived lack of differentiation in clinical outcomes.
  • Product performance issues (Inability to Cross Lesion), Patients with Multi-Vessel Disease and Lack of Insurance contributed to increased cost for patient treatment above and beyond the reimbursable procedure cost. This created additional pressure on the hospital to explore lower-cost alternatives.
  • Hospitals that had little knowledge of pre-existing support programs were at greater risk of competitive conversion (base erosion).
  • Clinicians did not perceive significant differences in clinical outcomes for competitive DES Devices.
  • Sales Leadership expressed concern with engaging in discounting strategy with new entrant competitors competing on price.
Aha!

Existing support programs failed to address hospital reimbursement challenges, revealing an opportunity for program expansion that not only addressed product performance concerns but also introduced significant competitive differentiation.

Explore

Empathize / Define
  • Team engaged sales force and hospital administrators to map key processes with reimbursement gaps.
    • ­Procedures where the stent was not able to cross through the lesion within the artery (a.k.a. – "No-Cross")
    • Patients who required more than the standard reimbursable allowance of stents per procedure (2.5 stents)
    • ­Patients that did not have health insurance
  • CS personnel and third-party administrators were engaged to identify potential process improvements.
  • Team mapped "improved process flow programs" and piloted programs with limited customer base to test functionality.
  • Pre-launch, Ongoing-Launch and Post-Launch surveys were used to gauge performance and identify potential improvements.

Process testing with a limited set of customers provided an early feedback loop that drove pre-launch optimizations for the offering and functionality."

-Ryan O, Director of Client Engagement

Materialize

Empathize / Define
  • Team implemented programs to address product performance and procedural issues increasing per-patient cost to the hospital. Programs were marketed to ensure awareness and compliance. Surveys and customer support lines provided ongoing feedback to the teams.
    • ­­Multi-Stent Financial Assistance Program
    • ­No-Cross Performance Guarantee
    • ­­Indigent Care Program
  • Through in-depth interviews, personas were developed for sales personnel, clinicians and administrative staff.
  • Journey maps analyzed touchpoints to understand product performance and hospital reimbursement challenges contributing to base business erosion.
  • Customers considered converting to lower-cost alternatives due to hospital economics pressures and a perceived lack of differentiation in clinical outcomes.
  • Product performance issues (Inability to Cross Lesion), Patients with Multi-Vessel Disease and Lack of Insurance contributed to increased cost for patient treatment above and beyond the reimbursable procedure cost. This created additional pressure on the hospital to explore lower-cost alternatives.
  • Hospitals that had little knowledge of pre-existing support programs were at greater risk of competitive conversion (base erosion).
  • Clinicians did not perceive significant differences in clinical outcomes for competitive DES Devices.
  • Sales Leadership expressed concern with engaging in discounting strategy with new entrant competitors competing on price.
Aha!

Existing support programs failed to address hospital reimbursement challenges, revealing an opportunity for program expansion that not only addressed product performance concerns but also introduced significant competitive differentiation.

  • Team engaged sales force and hospital administrators to map key processes with reimbursement gaps.
    • ­Procedures where the stent was not able to cross through the lesion within the artery (a.k.a. – "No-Cross")
    • Patients who required more than the standard reimbursable allowance of stents per procedure (2.5 stents)
    • ­Patients that did not have health insurance
  • CS personnel and third-party administrators were engaged to identify potential process improvements.
  • Team mapped "improved process flow programs" and piloted programs with limited customer base to test functionality.
  • Pre-launch, Ongoing-Launch and Post-Launch surveys were used to gauge performance and identify potential improvements.

Process testing with a limited set of customers provided an early feedback loop that drove pre-launch optimizations for the offering and functionality."

-Ryan O, Director of Client Engagement

  • Team implemented programs to address product performance and procedural issues increasing per-patient cost to the hospital. Programs were marketed to ensure awareness and compliance. Surveys and customer support lines provided ongoing feedback to the teams.
    • ­­Multi-Stent Financial Assistance Program
    • ­No-Cross Performance Guarantee
    • ­­Indigent Care Program

Results

  • Achieved 85% participation rate with targeted accounts.
  • Significantly reduced average sales price (ASP) and base erosion over prior year.
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