If you’ve been following our blog, you’ll know that the Data Insights team here at Forrester has been tracking the evolution of US healthcare reform over the past three years and its implications in terms of consumer behavior, attitudes, and expectations. Our study began in July 2012, when we advised health insurance companies how to prepare for the flood of new customers entering the market. Two years later, my colleague Gina Fleming extended this analysis into Forrester’s Healthcare Segmentation, which provides a refined understanding of key customer profiles. Now, with our 2015 Consumer Technographics® Healthcare Survey just back from field, we can complement our understanding of the US consumer health insurance market with another layer of insight: the member’s journey to purchasing health insurance:
I recently had the pleasure of facilitating three customer journey mapping workshops for clients. For me, the most rewarding part of these workshops is when, all of a sudden, you see the light bulb go on for the participants. It can be the realization that their customer has to jump through an inordinate number of hoops to submit a simple service request or have to wait five to 10 days for repair . . . or when the workshop participants realize they have no idea what their customers are doing or thinking, but maybe they should.
Just as the light-bulb moment can be different for each person, the insights they deem most valuable can vary and include:
Ideas for designing future-state experiences. A group of participants from a retailer created a future-state journey map illustrating how customers could sign up for a credit card and rewards program while shopping in-store. They identified scenarios for how store associates could approach customers with credit card offers without seeming intrusive as well as appropriate opportunities to follow up with customers by email or mobile app if they chose not to enroll right away. These types of insights can then inform the design of the new credit card and rewards experience.
A sense of empathy for the customer. We ask workshop participants within the same organization to wear name tags because not only do we not know them but also most of the time they don’t know each other. In one workshop, the organization was siloed, as most are, and each participant owned her own small functional part of the customer journey. But no one had insight into or ownership of the entire process. When brought together to analyze the health of the end-to-end journey, participants walked away with a shared understanding that what they were each doing individually wasn’t working for the customer as a whole.
After moving to a new apartment in September, I needed to get a new TV. My first instinct was to gather information from a few sources. I browsed online retailers to get an idea of prices, and I looked at manufacturers’ marketing content to understand the latest technologies like 3D TV. After all of that, I turned to consumer reviews and discussions to get a feeling for whether I would actually find those features valuable. (For example, some customer reviews helped me confirm that I didn’t want 3D TV.)
Where did I find those reviews? Everywhere — there are star ratings and comments on product pages at retail sites (like John Lewis and Amazon.com), technology media sites (like CNET) and manufacturer websites. Interestingly — I got the feeling that the manufacturers still aren’t entirely comfortable with the transparency that social media brings. They’d like to put a spin on the message, even if they can’t entirely control it — For example, Panasonic’s UK site has a page that promotes “5 Star Reviews Of The Month” (see the screenshot below). I can't think of a situation when I'd want a firm to guide me only to the most positive reviews of its products. Can you?