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Business Unit Strategy HealthFitness HFIT Current Strategy cl Economic Logic Ve hi Staging & Pacing es Arenas Differentiators Arenas Arenas Staging Economic & Logic Pacing Differentiators Customers • Employer or “employer-like” • 5,000 + lives • Has strong wellness philosophy • Want highly integrated and /or customized solutions Products • Fitness Center Management • Population Health Management • HRA, biometric screenings, platform, advising, coaching and on-site programs Where • United States Arenas Where we are active… • “Employer-Like” customers – Able to provide eligibility – Pays fees; no individual collection – Has access to and can control participants for engagement/enrollment • Strong wellness philosophy – Understands long term nature of wellness – Has realistic goals set – Investing both dollars and resources to match expectations • Highly integrated/customized solutions – Robust incentive design – On-site programs in culture – Portal content integrated into client environment Arenas Where we aren’t… • Selling one off solutions – Managing non-core staff; nurses, physical therapists, dieticians – Miscellaneous call center services – Platform only solutions • Selling to non-Employers (or not Employer-Like) or employers that are too small • Selling to customers who don’t have a strong wellness philosophy – Employer wants a low cost solution or limited impact on participants – Employer has unrealistic expectations on what can be achieved for minimal spend. – Employer wants to cut corners; minimize resources or minimize participation. • Our solution is outside of the client’s culture – Unfocused or disconnected incentive program – Low level of support of or participation in on-site programs – Customer leadership does not support or understand the goals of the wellness program Vehicles Distribution; consultant and direct • Respond to RFPs Arenas Staging Economic & Logic Pacing Differentiators Leverage existing customers for incremental growth Private labeling (health plans) New products • Core: build or buy • Non-core: borrow Vehicle • Distribution – – – Companies putting out a request for proposal show an understanding of wellness and a commitment to a wellness program Sold through consultants (contracted/paid by customers) Some direct business • Leverage existing customers for growth – Sell new products to existing customers • Private Labeling – Health plans (employer-like customers) that use their brand not ours • New products – Core • Build (if capability exists) • Buy (if capability doesn’t exist) – Expertise, infrastructure; systems, processes, controls and market credibility plus existing customer base – Non-Core • Can borrow for non-core services that are not integrated since control of service delivery not as important Differentiators Scalable customization and flexibility Arenas Staging Economic & Logic Pacing Differentiators Integration into client’s culture (on-site staff key enabler) Highly integrated solution Execution excellence Differentiators • Customization & Flexibility – BUCA still pushing “one size fits all” approach – Some competitors lack expertise to implement customized solution • Integration into customer’s culture – Understanding their culture • Highly integrated solution – Participant experience from multiple touch points (i.e. flow from biometric screening to HRA to coaching) • Execution excellence – Deliver consistent execution across all phases of service • Implementation, data management, reporting, screening, coaching Economic Logic Arenas Staging Economic & Logic Pacing Differentiators Customer intimacy/retention • Long term relationship • Level of trust moves beyond traditional vendor/customer • Lower overall acquisition cost Integrated experience • Multiple products/services • Encourage participation and engagement • Produces higher margin Solution highly aligned with client’s culture • Integration beyond HFIT services • Produces higher margin Staging and Pacing 2013 – early 2014: Stabilize foundation (Platform and scale) Arenas Staging Economic & Logic Pacing Differentiators Mid-2014: Remove sales constraints Mid-2014: Launch middle market product 2015: Develop new integration product offerings for large group market