I got a Droid…Why I miss my iPhone

I recently purchased a Motorola Droid X Android smartphone from Verizon Wireless after having been an iPhone owner for a little over two years. I made the switch for a few reasons, the two primary being a.) AT&T’s network sucks and b.) upgrading to iOS 4.0 on my iPhone 3G rendered it useless due to performance issues. Before I go into my reasons, I’ll openly admit that I’m an Apple addict and have been since I was in middle school. I love almost all things Apple and dreamed of the day the iPhone would be built. In the beginning I had many complaints, but over time either adjusted to its deficiencies or Apple resolved them with new capabilities. That said, I began my journey with an android phone with as much openness I could and to be honest was a little excited to make the switch and see what it was all about.

Android User Experience is Clumsy

One of the immediate challenges with the Android ecosystem of hardware vendors is that they are all making modifications to the user interface and in some cases almost entirely changing the experience. This is unfortunate as it means the evolution of improving the operating system and user experience will be disjointed and slowed as each group will do their own thing thus dividing the total potential resources that could be focused on making it better.

Keyboard Accuracy

The first major issue I had with my phone was typing. The keyboard and touchscreen that comes with the Droid X responded poorly to my input. I find the auto-correction to be much less accurate than what I became accustom to with the iPhone and found my ability to type simple emails and text messages tedious and slow. I have been really disappointed by this as it seems we had made large strides in the phone world with tiny thumb keyboards becoming increasingly accurate and predicting what we intended to type and automatically correcting any fat finger mistakes we may make without us taking pause or correcting words ourselves. I have learned to be slower on keys such as the “space bar” and reach further out to hit the letter more directly, but I shouldn’t have to make these adjustments. Regardless, I still can’t type as fast as I could on an iPhone.

Smaller Nits

  • Browser double tap and zoom – When you double tap on a content area within a web page from the browser, the zoom often crops the text in a such a way that you have to scroll left and right and misses the mark. The Safari browser elegantly determines the content area you’re trying to focus in on and accurately zooms in without trying to reformat it.
  • Notification count on app – The notifications window is a neat idea to be able to see everything and not have everything distract you with a pop-up as it does on the iPhone, but the implementation misses two critical features. The first is that I need to be able to see the notification and choose to not make it go away. For example, if I accidently touch the item it clears that notification, even if I haven’t read the SMS. Second, nothing on the application icon itself tells me that there is something needing my attention.
  • SMS app still alerts me when I’m in it? That’s just silly.
  • How did we go backward in basic PDA Functions? – The calendar application is missing the description field so if I click into an entry to know what the agenda is prior to walking into the meeting, I don’t’ have access. (Calendar missing description http://www.youtube.com/watch?v=eeTdJSzdVfQ). Task managed in Microsoft Outlook are not sync’d.
  • Flick scrolling selection wheels –I’m sure this is one of those items that is simply missed as Apple has the patent, but it’s really annoying that I can’t just flick the hours forward or backward in the clock application to change my alarm. This simple slot machine type interface is so much easier than pushing a “+” or “-“ button.
  • Passcode unlock – Why do I have to click the check mark?
  • Using the physical key to get into application menu’s feels wrong (Droid X specific)
  • Favorites in Phone (Contacts) can’t be sorted?
  • Whoa battery life – Everyone gives the iPhone a hard time for not having “multi-tasking”, but other than listening to Pandora (now possible with iOS 4.0 API’s) I’d challenge anyone to show me that they can get in and out of things faster on a Droid. All I seem to get is applications that stay open and drain my batter. Yes, I realize I can get the Kill Apps app, but this should be more elegantly handled by the operating system (hear Fryo solves).
  • iTunes integration – My life is in iTunes and iPhoto. Not being able to connect to these easily is very annoying (I blame you apple). So, I will eventually switch my photo album to Adobe’s Lightroom, which gives much better control of where the photos are kept as well as more capability, but I still haven’t figured out what to do with my music.
  • Lack of apps – The first night I sat back on my couch with both my iPhone and new Droid X, the first thing I did was referenced my iPhone and opened the Android Marketplace to add all my apps…most were not there.
  • Android Marketplace needs sub-categories

What I like

  • The browser doesn’t refresh constantly when I return to it or hit the back button.
  • Snooze is great on calendar notifications, but I should be able to set the snooze time
  • Calendar widget is great at a glance
  • Calendar allows me to decline a meeting later that I already accepted and send a note with it (iPhone just sent the decline without allowing me to add a message)

Overall it feels like an immature operating system that is being pushed out haphazardly and has had very little attention to the customer experience. That said, it’s young and has a lot of supporters so probably by the time this gets posted to my blog, much of my complaints will be solved. More importantly it’s an open platform that can be expanded on much more than the iPhone so I expect great things. Oh, and it’s nice to be able to watch hulu.com.

The Follow Through in eCommerce

Most online transactions finish with an automatically generated email summarizing what you just did. This can be as simple as a note letting you know you changed your password, which in turn also would alert someone that didn’t that someone else did, and it can be as complex as summarizing a large product purchase that details when a service may be provisioned and or products shipped (e.g., a cell phone). If you get this right, you have a happy customer that just did business with you in the most profitable way we’ve found to date. If you get it wrong, you erode your margins from customer service requests and most often take a hit to your brand from bad publicity due to your frustrated customer sharing their troubles via Twitter, Facebook, Yelp and the like. Now, your seemingly great direct channel business becomes a nightmare.

How do we minimize the negative publicity, maximize our margins and potentially even create some free marketing from happy evangelizing customers?

Think end-to-end and have cross-department teams define, craft and implement everything together. This includes everyone from the user experience designer to the folks in finance.

Recently I purchased a couple of complex product/service combos online. Having just moved, I ordered cable from Comcast for my new apartment. Additionally, to have a phone that could make calls and see the full web, I switched to an Android phone from Verizon Wireless. In both of these cases I had a pretty good online experience and a fulfillment process that worked out reasonably well. Though, had I been a different kind of customer, I can see where there are some friction points in each company’s end-to-end eCommerce processes that could create trouble for them.

Comcast

Comcast.com starts off seemingly organized. The main navigation provides for quick access to specific content around the primary categories of interest for either a prospective customer or returning customer: Learn, Shop, Programming, Customers, About. Everything else around this navigation is trying to sell you, which is what it should be doing. It’s trying to get me to convert to their service by enticing me with insight into all the great programming they have and incredible deals that are presented in such a way that not only provide the traditional call to action, but also create a sense of urgency. The rub is when I go into the next level of detail.
“Learn” does its job by providing me basic details on what they’re offering, so I’ll skip over it and speak to “Programming” for a moment as that was my next place to investigate as a prospective customer. Having experienced AT&T’s U-Verse for a year, I became accustom to having every television channel known to man. Having also decided that I wanted to spend less on TV in the new apartment, I wanted to dive into the programming packages to see which ones on the cheaper side still included specific channels that both me and my fiancée watched regularly. Armed with knowing what channels I wanted to make sure I had, I clicked “Programming” then “Channel Lineup”. Now, I understand that this might change depending on my region, and that Comcast wants to begin capturing insight about me as a customer, but I do get annoyed having to provide my address so early on. Following this was where I about lost it. The list that is displayed, with a drop down filter menu, was unmanageable and terrible at allowing me to compare different packages to see what channels I would get. I had to open multiple windows and Alt-Tab back and forth to see what was in each and then keep track of the specific channels I was looking for on a notepad. This small trivial issue is where not getting it right opens you up to the publicity/marketing challenges. During this visit a customer may tweet about this sloppy experience or tell their friends on Facebook how difficult it is, at which point someone may respond directing them to explore the competitor. If this happens, then that one day where everyone (employees responsible for the site) was in a meeting and gave no attention to this page or just assigned it out to someone to build without thinking of the user flow, the revenue already began to erode.
Once I decided I was going with Comcast and what package I would order, I switched to the “Shop” menu and dived into the bundles knowing that I wanted Internet as well as TV service. This was a clean experience that gave a good summary of each “package”. The missing elements were being able to compare packages and find other critical details such as whether HD was included or if I would get a DVR. Not finding this information (again a spot for a marketing issue), I decided to start the buying process making the assumption that it would come eventually. At this point, the whole process fell apart. Not only was it unclear whether or not I needed to add these extra items, but I ultimately had to start a chat session to complete the transaction. No, really, my “eCommerce” experience was finished with a person. The real irony was that when I was having trouble getting my questions answered and getting through some network issues, I tried calling in and the call center person I talked to said they couldn’t help me with online orders, and if I ordered from them they wouldn’t be able to offer me the same discounts. Really?! Ok, so now I’m forced into an online purchase process that interacts with a human (higher cost) and I’m only allowed to chat with them?! This was where I almost decided to go with DirecTV (if they had a better Internet offering I would have).
After it was all said and done, I had a technician installation scheduled with a set-top box on order and service provisioning kicked off. Great, now I can setup my online bill pay and be done with it, right? I go to email…nothing. There aren’t any emails summarizing what I did (think $$$ if I call back in for help), and it took me almost an hour to navigate around the site and figure out how to get to my account details, learn what my login was (took me calling customer service) and setup my bill pay. It was a terrible finish. Oh, but they probably covered the costs of this experience by charging me that technician install rate and a start-up fee. And cable companies wonder why we give them a hard time.

Verizon Wireless

Verizon wireless, as with any telephone company selling online, has a complex eCommerce challenge as they not only have to try and explain their overly confusing service plans they invent to try and increase ARPU, but also have to get you to pick a phone and then provision a number of systems in their back-end to allow that phone to have the right phone number, be able to make calls, receive voice mail, SMS, access the internet, etc. It’s not easy. That said, you’d think they’d be the experts on end-to-end process thinking as they have so much to get right. For the most part, they did pretty well. Verizon’s site explains their plans well, allows you to compare service plans and phones and ultimately add things to your cart in such a way that you are really clear on what you’re buying and what you may be missing [they do a great job of showing you all the little add-on features (think up-sell)]. The piece they missed? Well, for one they didn’t summarize my order in the email or give a link back to the store to see the details, but best of all they didn’t think through the shipping delay for my new Android phone and had a pretty empty status of, “Your order has been processed and will be shipped based on inventory availability and shipping method. You will receive shipment notification and tracking details via email.” The other missing piece was lack of instruction on how to create my online account. It was fairly easy to figure it out online, but having that be part of the order summary (or better yet, in the order flow), would have made it easier and Verizon would likely increase the percentage of customers that a.) setup automatic bill-pay and b.) become more of a self-serve customer.
Most eCommerce sites focus on the conversion and order check-out process. Only the best consider the end-to-end customer experience. So, get the process flow diagrams going or pin up the butcher paper and map out your customer processes!

The Future of the Services Industry

OpenAir_Future-Services_SRP_400.jpg

Transcript of My Portion (slides above)

Almost two years ago now, I joined a small enterprise software company that has a product for the Property & Casualty Insurance market that supports selling, administering, billing and supporting insurance products such as automobile, homeowners, and commercial liability. This software system, as with many, requires setup and customization to enable it to support each individual insurance companies products and operating model, for example where they might use captive versus independent agents, or centralized billing and claims departments versus field or branch offices supporting customers. Ultimately, each new customer requires an implementation team to setup the system to support their business lifecycle from sales (agents) to billing to customer service when an insured reports a claim. When I joined, I inherited a number of challenges affecting the professional services organizations ability to understand what work was in flight, it’s progress, and whether or not it was even approved work whereby its costs could be recovered from the customer. There were monthly write-offs due to confusion between project teams and customers paying the bills and a dedicated resource responsible for running around and asking folks what they were working on. Having come from a fairly well organized consulting company that had explicitly defined processes around contract management, staffing, billing, etc., I knew that I needed to put in all the basics.

A few years prior I had led a software selection project for a large company that wanted to take advantage of an enterprise project management tool. During this project I became aware of many offerings on the market and had seen the idea of “Professional Services Automation” begin to be championed by several vendors. This lead me to dream big as I expected there would be great solutions to how I wanted to run this business. Services Resource Planning (SRP) really is about supporting the end-to-end business process. Fortunately, I was able to step back and think about how to put the pieces together. Specifically, at ISCS, I have new customers that need a project team to setup our product for them and have existing customers with ongoing service requests and product issues. Ultimately, I needed real-time visibility into all of this work, but more specifically need to be able to answer these questions:

  • What new service opportunities exist (i.e., projects)?
  • What issues are my customers having?
  • What are people working on?
  • Who’s available?
  • Are they working on the right things?
  • Are we billing for their work? How much?
  • Did we bill for the work?
  • What are the margins of my projects?
  • What are the margins of my maintenance agreements?
  • What are my margins by customer, by the whole department?

With answers to these questions I can then make decisions on staffing, training, recruiting, and goodwill.
More importantly, with this level of insight and transparency, I can better manage internal and customer expectations and plan for a more probable future rather than executive intuition.
It was also very important to me that both our customers and employees could see all of the cogs in the wheel and where things are at in the assembly line.

To support this vision I needed a multitude of capabilities that if not yet found in one system, needed to integrate with others to provide end-to-end business process support. In a smaller company with staff focused on customers, I didn’t want to have a large IT investment in either software, hardware or administration. Similar to how my company enables our customers to run our system in the cloud with my team working in the background to make sure everything works behind the scenes, I wanted tools that were also managed by someone else so that I could focus on running my business rather than keeping operational applications running. I choose OpenAir as the heart of my Professional Services Automation vision and Salesforce Sales and Service Clouds to enable a SRP style operating model, and we already had QuickBooks, which is used by most small businesses. OpenAir supported my SRP vision Day 1 with pre-built connectors to Salesforce.com and QuickBooks. Beyond just opportunity management, project delivery, and financials, I also wanted human capital management, as Mike defined it, supported as well to give me a complete picture of the Services Supply Chain. Having capabilities such as resource booking, skill tracking, availability are key components to streamlining and creating an efficient process for allocating the right resources at the right time to deliver customer value.
Specifically, the tools needed to support project work and customer support, both with unique yet similar operating processes. Let me begin by walking through how I’ve leveraged these tools to meet my vision in supporting project work.

Every project begins as an Opportunity, creating visibility into current and future demand just like a factory manager would have to plan for the manufacturing of its widgets. Managing services opportunities in the same sales system as our product sales, all of us on the management team have greater visibility into all potential revenue without waiting for financial reports that are after the fact. Sold and lost project opportunities are tracked not only by title and forecasted revenue, the focus of most CRM tools, but also by resource costs whether it be time or expenses as each become a Project in OpenAir. The Project is the heart of the operation. All resources track time to a project, whether it be internal facing or customer facing inclusive of expenses.
If the project opportunity is lost, then business development costs are captured to reflect true profitability. If the project opportunity is won, then the project kicks off! The great thing about OpenAir is its ability to marry actual work efforts, captured in individual timesheets, to the original plan. The really exciting capability we use is something I call “Democratized Estimates”. As resources keep track of time spent on a task, they are also asked to provide feedback as to how much effort they believe is remaining on that task. This is then aggregated and gives a more accurate picture of how a project is progressing. Both our employees and our customers have access to this information. I also use OpenAir’s resource bookings module to match up active and potential projects with current staff to allow me to better plan for when I need to increase capacity whether it be by recruiting more FTE’s or leveraging partner resources to deliver the work. And of course all this service needs to be billed and fees collected from our customer. Again, the project is the heart. Opportunities have a corresponding contract that defines the fees and planned effort. We capture this data in the Salesforce Opportunity record as I have illustrated. This data is then passed to the project, which tracks it as budget in dollars and hours, two existing OpenAir fields. Following the billing rules defined by the contract or Statement of Work, OpenAir’s billing function then processes time spent and its associated fee rules (e.g., rate card based, task based, or fixed fee) to calculate the billing amount, which maps to the invoice. These charges are gathered and processed monthly, rolled up and packaged into an Invoice that is passed along to QuickBooks, our financial accounting system of record along with expenses reported. Customers now have a complete view from what was expected per the original contract to what is invoiced, which provide task level detail and charges that map directly to the project plan. This provides exceptional visibility into the profitability of project work, but for those of us that are responsible for additional support activities, that may be managed in a traditional case management system, one needs data from the cost of that effort as well to see true profitability across a customer on the whole services operation.

Our customer support team uses Salesforce.com’s Service Cloud to track and manage customer issues along with small service requests. These cases are visible to our customers through an online customer portal and are managed by the same lifecycle of project work. Each maintenance agreement sold with our product is expected to provide budget for continued support to our customers following a successful implementation of our product AND of course this revenue drives R&D, sales and marketing, and of course provide profits. The main question is, “are we charging enough for these maintenance contracts to enable further product innovation, allow us to grow the business AND support the customer?” Or alternatively, “Are we charging too much?”
To answer these questions requires time and expense accounting to support each customer. We begin again with an Opportunity in Salesforce representing a year of the contract, which then gets a corresponding project in OpenAir, which creates a container for us to track our time against. Cases are pushed into OpenAir as tasks within the “maintenance” project to allow for this accounting. This approach also allows us to combine billable work requests as they come accross as cases with a type that is recognized by OpenAir’s billing rules as something that needs to be charged for. You may be wondering why we’d break up the maintenance contract as separate opportunities given they’re typically a multi-year deal. Well, we found that if we were going to keep adding cases as tasks within that project that over time it would become too unmanageable, so we decided to close it out at the end of the year and create a new one representing the subsequent years value. Having costs tracked against cases and rolled up against the project, which contains the budget allocation from the maintenance agreement, we can then produce management reports illustrating the profitability of each contract. This data is not only available to us in OpenAir’s reporting, but is also pushed back to some extent into Salesforce so that we can leverage it’s powerful Analytics capabilities and aggregate with forecasted sales data. As with project work, any charges and time spent on support cases can be pushed into the invoice for increased transparency showing some work with $0 and other effort having charges, which will have the Case ID allowing the customer to review back in the customer portal. Hopefully, my team made sure to get the customers approval before doing the work, something I haven’t figured out how to automate yet. 😉

We had all of this live in a couple of months and immediately received feedback from customers that they felt more comfortable with what we were working on even though our billings went up on account of better tracking of billable work. From their perspective they had better insight on the status of their requests and in real-time, everyone knew who was working on what, and we nearly eliminated the monthly dance of explaining the invoice and negotiating write-offs. The new operating model and tools have enabled us to reduce overhead on project staffing, project setup and the billing process. But most importantly, leveraging the decision sciences of ERP we are able to make more insightful business decisions on real operational data.

Enterprise Software Companies & System Integrators

Just published an article at PSVillage.com on why enterprise software companies should partner with system integrators/consultancies to implement their system for their customers. Excerpt below:

Recently, I joined a small, but quickly growing software company with a policy automation solution for property and casualty insurance carriers and large agencies. My immediate challenge was to increase the number of new customers that could be implemented annually. The company has had success from having a highly relevant product that has a tremendous amount of industry insight built in. However, the challenge was that the company had a limited capacity to implement new customers. Partnering with one or more system integrators or consultancies was a quick way of immediately gaining access to capacity while minimizing financial risks to the company as these resources could be more flexibly ramped up and down as project requirements demanded. This is one of the most financially valuable components of partnering with a system integrator. By minimizing the total headcount in the services organization, there is also a natural organization psychology that maintains the focus on the product rather than on services. Additionally, often times there is a symbiotic relationship that can be created as the system integrators are looking for new technologies to bring to their existing clients and you as the software company can introduce them to new customers.

Selling Insurance to Generation X & Y

Full disclosure, I work for a property and casualty insurance software company. That said, our software, being focused on automation and increasing direct interaction with the insured, has got me thinking about how insurance carriers should be prepared to sell to the “generation x” and “generation y” crowd. The predominant sales model in both personal lines and commercial lines products is to sell the product through an intermediary sales agent, who sometimes works for the insurance carrier, but often times is independent. Insurance is complicated, and prior to the web this model was essential to connect buyers and sellers. However, today we have Geico and Progressive increasingly showing us many of these insurance products can be explained and sold online.
I have only bought personal lines products thus far in my life, and have made decisions on fire dwelling, condo, auto, motorcycle, and umbrella policies. Here’s where my heads at, these products are not sexy. I don’t care what carrier I’m insured with. It’s not like buying a new car, or clothes or a fancy handbag. Differentiation is not the goal. I want to know I’m meeting legal requirements, covered for the types of risks I could be exposed to, and will have a great customer experience should I actually have a claim. Ultimately, trust is the most important buyer value, but price can lead the decision. Seems contradictory I know, but think about what insurance is. As a younger buyer, one is going to have their parents feedback in their head as to what they “should do”, but is also going to try to get the cheapest rate. I know this because I recently reevaluated all of my policies with my boss, who I consider to be an expert on most lines, and he joked with me, “you probably haven’t evaluated your coverage’s since college, huh?!” Yep! I was just looking for the lowest monthly cost on my automobile insurance not even realizing I didn’t have enough coverage to handle the cost of repairing most of the nicer cars on the road where I live. Whoops.

So, how should an insurance carrier sell to the gen x & y crowd?

Take advantage of social networking and tried and true ecommerce. Here are some key items essential to building trust in the brand and inspiring the herd buying concept:

  1. Potential Insured should be able to see who their friends are buying from
  2. Claims handling and overall customer service needs to be broadcast
  3. Incentives for bringing a friend

See who their friends are buying from…

It would be great if I could see who my friends have bought their insurance from, particularly when I’m about to purchase a new product that I’m not familiar with. For example, when I needed to insure a wedding ring recently, I would have loved to see who most of my friends insured with. This could be done using Facebook where a fan page or custom application could be built to promote the insurance carrier and illustrate to potential buyers which of their friends already have policies.

Overall customer service needs to be broadcast…

Lately I am making a lot of buying decisions following crowd sourced input from folks on Yelp. It started with entertainment venues and restaurant reviews, but has since grown wildly popular to yelp on how good a plumber is or moving company. Almost any local business or service has feedback on Yelp, and if they don’t, then they’re suspect! Here’s where I would use some gorilla marketing tactics to get my insureds to start broadcasting their experience with me the insurance company. (This of course assumes you have good customer service.) For example, after a call with an insured, I might ask them to go yelp about their experience, or even have the follow up email skip the lame customer survey and directly ask them to go yelp about their experience or comment on the fan page. I’d have the claims adjusters be my primary marketing team. They should be trained to inspire each customer that recently had a claim to broadcast their experience (hopefully positive). I would have them give the customer a note and verbally ask them to tweat on the spot about how awesome they’re getting taken care of in a time of disaster in their life. Imagine the impact on a buyers decision to switch carriers if they see a twitter feed on one companies fan page that shows customer after customer tweeting about how awesome their claims adjuster was!

Incentives for bringing a friend…

Incentives are tricky and often lead to insignificant results. I don’t think I ever earned anything from pitching my family on ING Direct when they first came out, but the $50 or whatever it was got me to try. In this world, cash isn’t always king though. Other incentives might be recognition on fan pages as having some kind of wisdom, special ability, cooler icon next to their name, etc. Often a call out that creates a sense of celebrity can be more powerful than a gift card.

Direct Sales

But all this marketing will only take you so far. You have to change the buying experience. My recent example of the wedding ring is one that almost made me search for another rental insurance carrier. Between the multiple phone calls required, days of waiting for quotes, limited access to view the details (e.g., was it for replacement value at the same manufacturer or would they just give me another ring of similar qualities – horror stories online), I wanted to work with someone else. Oh, and don’t even get me started on why my fiancée had to go to their office to sign an application and actually show the ring.
To really motivate the next generation of insureds, the buying experience needs to be fast and painless. So, when you get them online all excited about your amazing claims adjusters and they see that even though they have never heard of you, but many of their friends are customers, get them a quote online fast and let them complete the purchase seamlessly. Now, you may be thinking, “well that’s easy for auto insurance, but what about homeowners policies that are more complicated or a small business that doesn’t understand liability coverage?”. Well, this is where I go back to the “seamless” statement. First of all, drop the insurance lingo. Find a way using wizard type questionnaire or laymen’s terms to infer what they need, then present it to them rather than asking them to choose from a menu of insurance products that looks like it’s in another language. Assuming you can get past that part, then I’d say, use the agents! Here’s where agents can continue to play a role with the next generation of insureds. When I’m in the quoting process and get to something that either concerns me or I can’t figure out, you should have an easy “get help” process that connects me with an expert that can guide me through the buying decisions.
Now, remember, this needs to be seamless. If I am stuck and I see something that says “chat with an agent” or “have an agent call you”, and I choose that path, I better not have to give them my info again. They should be able to pull my quote right up and begin the conversation with, “I see you’re looking to add a wedding ring to your rental insurance. It all looks right to me, what can I help you with.” I then say, “Well, I was reading online that sometimes the coverage doesn’t give replacement money, but instead makes you go buy the ring from one of the insurance companies jewelers. I have a specific ring from a specific retailer and would need to replace it with the same.” The agent would then say, “No problem, the option you selected, which we call an endorsement, covers you for just that situation, but don’t take my word for it, pull up the site. See where it has a link that says “how a claim would be handled? Click on it and you can read what will be in the policy itself.” “Great!” I say and close out the call buying online. But you know what, when I get the policy in the mail it has that agents name on it and a special note saying, “I’ll always be available for any other future questions and keep me in the loop if you ever have a claim so I can make sure you get taken care of.”

Key Points:

  • Insurance products are not sexy so differentiation is on brand trust and customer experience
  • Use social networking to get groups of people to buy together
  • Automate the process to seamlessly take care of the insured in their world…online

If an insurance carrier gets this all right, my guess is they could stop focusing on the price and start charging a premium.

GraceMed – An Automated Medical Diagnosis System

Introduction

Cars can be plugged in at the mechanics for electronic diagnosis, customer issues logged in enterprise support systems receive immediate potential solutions to their issue prior to a customer service representative looking at it, and computers send error reports when an application crashes. In industries across the world automated diagnostics becomes more and more prevalent leveraging continually advancing algorithms that become increasingly intelligent in identifying solutions to known problems. Yet in the health care industry Doctors have out dated and limited access to potential solutions and details from a patient’s case are seldom fully available to be investigated holistically.
There has been significant research on automated diagnosis, but limited practical application and integration of systems. The idea, well represented in Magnus Stensmo’s Ph.D thesis, Adaptive Automated Diagnosis, clearly paints the picture of how powerful and needed such an approach is.

Bias in today’s computer assisted diagnosis

“Enter symptom, disease type, test name or code” requests one physician diagnosis database. As with any human search that begins with keywords chosen by the user, bias inherently influences the results. If a Doctor has an assumed diagnosis, they will immediately begin searching for further evidence that their assumption can be validated. And if it isn’t, then they will have missed other potential diagnoses. Additionally, if the Doctor begins searching by symptoms, while these may be accurate, the order or weight given to any one symptom will give a bias toward related diagnosis when in fact, there may be a symptom not given any credit and thus not included in the search. Regardless of whether you consider today’s databases or the older process of researching in books, the results are always influenced by the bias of the researchers’ initial assumptions.

An Automated Medical Diagnosis System

What is needed instead is an approach that minimizes human bias and considers all relevant and irrelevant data in determining a diagnosis. Computer software does this well. With an automated medical diagnosis system, Doctors could be presented with multiple potential diagnoses based on all of the patient’s current and past details. Such a system could be designed for automated medical diagnosis that is based on probability, utility and decision theory (Read Adaptive Automated Diagnosis). Essentially, the computer software could be fed human observations of symptoms, test results, and any machine data collected such as blood pressure, heart rate, oxygen levels, etc. The software would then compare these observations with a database of potential diseases and external agents (e.g. , viruses, bacteria) to determine the most probable diagnosis.
These results would then be presented back to the doctor along with a probability rating indicating which ones are likely most relevant or accurate. Each diagnosis could also then be presented with additional direction to the doctor to further explore for additional symptoms and/or order an additional test. These additional observations and/or test results would again then be fed into the system where it could reevaluate the probable diagnoses canceling out some while raising the probability of others.
In addition to immediate interactions with the software, Intensive Care Unit’s machine observation data (e.g., oxygen levels, heart monitors) could be constantly fed into the system to allow the software to be looking for patterns that match other known diagnosis that would never be able to be caught by a human as it would take too much time to evaluate the data. Nurse’s notes could also be used in a similar manner.
The most challenging data for the automated medical diagnosis software to interrupt would be results of imaging systems. However, current advances in face recognition technology can and have been applied to reviewing images such as x-rays. This is important as “image interpretation is an error prone task. The number of lawsuits filed against medical imaging professionals that are related to the miss of a diagnosis is close to 70% (Berlin, 1995). The most common errors are perceptual errors that lead to diagnoses misses, representing about 60% of the cases (Renfrew et al., 1992).” – Application on Reinforcement Learning for Diagnosis Based on Medical Image . With a software solution, images could be reviewed against known patterns and then presented to a Doctor for a final review. Similarly, following a codification process, a standard could be defined to notate what one sees in an image that would be relevant to a medical diagnosis, which could then be understood by the software.
The database of potential diagnoses should be an online service that all medical institutions interact with in a real-time basis. This would allow for two key additional benefits. The first would be to connect Doctors in real time with their peers at other facilities with patients experiencing a similar condition. This would allow for immediate collaboration that could lead to a faster treatment. And second, by having the system online, you ensure that every doctor has access to the latest scientific diagnoses.
The system should then be designed to become increasingly more intelligent with time from increased information about each disease and ailment as well as feedback as to the accuracy of its results. Specifically, after each diagnosis, the Doctor would be responsible for submitting feedback as to whether or not the chosen diagnosis and subsequent treatment successfully resolved the patient’s problem. These responses could then go through an automated peer review with the results updating the probability factors to each disease and associated symptoms, test results, etc. Additionally, the software would record the other data learned from each patient in consideration of relevance to future cases. Results could be rated in accuracy based on how they are determined. For example, the results obtained from a biopsy or autopsy may be weighted as being more accurate than simply an observation from the Doctor that the patient recovers.

Available today

Today there are a number of point-of-care (POC) testing solutions, (also called near patient or bedside testing), but no large scale application of an automated medical diagnosis system. Today’s applications are for very focused blood tests and are far from providing the capabilities described above. Some examples:

  • http://www.icutracker.net/
  • http://www.rals.com/

The machine data required for the software has been developed such that it could be fed into such a system. There are many systems available today that would likely only require some standards to be developed for the resulting data. Some examples:

Conclusion

Software engineers everywhere can read this idea and will instantly recognize that today’s technology supports this solution. However, the greatest obstacles would be to gain public support for the requirements of fully electronic medical records and Doctors learning to work together. Progress is being made on changing the culture on both of these topics; unfortunately we have a long ways to go.
This article is dedicated to Grace Allen, a beloved mother, grandmother, great-grandmother, friend, cousin, partner and overall amazing woman. Had this system been in existence today, we would have had some more wonderful years with her.

References

LinkedIn Job Hunting

Before social networking applications exploded online, I used my personal data assistant. When the first Palm Pilot came out I began tracking my network. Everyone that was a part of my life eventually found his or her way into my contacts list. And when I entered someone in the address book, I used the note field to capture key thoughts about the individual (e.g., when and where I met them, a notable fact about them or their interests, family members, etc.). Later as a consultant I kept track of what company they were at and the project details so that I could easily search for them in the future (I’m terrible with remembering names, but can for some reason remember the facts in the Note field).
Today, I use LinkedIn to keep track of my professional network. I’ve found it to be a powerful tool to keep abreast of where people are working and what they’ve done in their career. It’s also great for uncovering relationships you may not be aware of. Yet, it still misses some of the key items I think are essential to becoming a truly useful tool to support the memory.
1.) Ability to link to folks you don’t want to
2.) Relationship mapping
3.) Notes
Ability to link to folks you don’t want to…
While I have a lot of people linked to me, I am very diligent about protecting the integrity of my network. Myspace became a disaster in my mind when everyone started collecting friends as a hobby versus really showing their network. Facebook has been better about not becoming the same, but eventually when the purpose is to be cool and popular, people start collecting. My goals with LinkedIn have been to only include people I feel I know well and would be comfortable acting as a reference. This however leaves a number of folks off my list, and thus LinkedIn becomes only part of the story, and my contacts list remains the master. It’s not that I know that many people I don’t like, but there are always folks that you are more of an acquaintance to and would not feel comfortable asking them to be a character reference to you and vice a versa. So, having the ability to keep track of these folks on your list, but differentiate them as not being “linked”, would be great.
Relationship mapping
With this more limited link, I’d want to keep track of what my relationship is with them. In sales and consulting, it’s important to be able to quickly understand a social network in a company. There are many formal methodologies for mapping these networks to identify whom the influencers are and whom they influence. With these you can identify who you need to focus your relationship building. Having this feature would be great to keep track of your whole network, but imagine if it was all exposed. I think LinkedIn could setup a continuum in their linking that better illustrates the relationship. Part of this exists when you say whether or not they were a colleague, friend or college friend for example, but wouldn’t it be great if you could also just indicate that they were an acquaintance or someone that you “know well”. I think this would also inspire us to focus more on our network and improving the relationships we have, as there would be an incentive to improving our relationship map with others.
Notes
And finally, I want to keep track of the little details that help me remember why I’m linked to this person in the first place. Recently in my job searching, I found that there was a person in my network that had a lot of connections at a company I’d like to work at, but I couldn’t for the life of me figure out who this lady was. She was in my network, so I must know her well enough to trust her, but nothing was coming to mind. Worse yet, when I searched my contacts and my whole computer I had no mention of this person’s name. Finally, after going through her whole network to look for a pattern of how I may know her it dawned on me that she changed her name with marriage! If only I had the note field and could have just read my note entered when we met. The good news is that LinkedIn has added this feature in the “Address Book” functionality that is in beta. This should be made more accessible though and brought to the front. Or, even better would be to have Plaxo like functionality that could import and sync all my contacts notes.
In my current job hunting efforts I have found ones network to be the only successful way of getting the interviews at the places you truly want to be a part of. People like to hire people they know or that are recommended by people they trust. That’s human nature. LinkedIn does a great job of facilitating this, but with some additional key features, could become even more powerful to all of us. It may even improve how we all nurture our network.

Location Based Guides Disappoint

Today I was walking back from Golden Gate Cycles where I had dropped off my motorcycle to get a new windshield added. [Yes, I could probably do it myself, but who wants to chance having it fly off while cruising down a freeway?!] It was morning and I hadn’t yet eaten breakfast. I was looking for a simple café to grab my traditional bagel breakfast with a coffee. At long last, a great reason to use the iPhone’s location aware applications!
Standing twenty feet in front of Alexandria Café, and next to a sidewalk billboard, I couldn’t get it to pull up on any of the map based applications. As I sat down to have my breakfast I decided to add it to Yelp and comment on the place. I first went to the Yelp application, but was surprised that it was nothing more than a one way data stream. They haven’t yet included the ability for people to comment on the go. Seems odd given that’s the point of Yelp.
After the café, I walked home. About midway I decided to test the experience again. This time I attempted the use case of someone wanting to find a good lunch restaurant near them. I figured this would work better. I first opened Where, which aggregates a few of these services. But, Where was difficult to use as I couldn’t zoom in on the map and it wasn’t finding me very quickly. I then tried Limbo, one that I think is organized well with it’s fast search of restaurants, bars and shopping places near you. Yet, when I clicked on Restaurants, of the thousands it said it found, all were “1/4 mile” away and none were places that I could visually read their storefront sign. Yelp? No, missed most of the places. Everything wanted to drag me through a long list and was slow to really understanding where I was.
I understand that many of these applications are trying to quickly position themselves with consumers to gain a “first mover” advantage. I think this is the wrong approach. If someone doesn’t like the application, they’re going to delete it and not be inclined to use it again. If you wait, till you really have a good offering, you’re still going to be able to gain share of users as the product will speak for itself and through viral marketing everyone will switch when yours is available.
Where, Loopt, Yelp, Whrrl, Limbo, etc. (iPhone applications) are all far from where they need to be in order to real excite people and provide the service we’ve been dreaming about. These applications need to do a better job of loading the location information (too many times it pulls up where I was yesterday) and need to tailor the content. This isn’t the web on my PC where I will forgive long lists of non-tailored businesses because I can more easily sort and filter them away. This is my mobile phone, I’m hungry and I’m on a sidewalk!

A Better Restaurant and Entertainment Guide

I think I work too much, or something, because it seems most of my ideas originate from needing to be able to orchestrate something quickly and last minute. Or, I’m just a big procrastinator.
As I’ve mentioned before, I’m really disappointed with the current restaurant and entertainment guides out there. They just haven’t evolved from a basic database of items with attributes. To really make a great Yahoo! Local or better Citysearch, you have to move away from what fields go in the database tables and start thinking about the user experience first.
Here’s an example use case that illustrates the struggle one has with existing guides (try to go online and solve this riddle quickly):
You have a friend that just called you up and said they’re in town for business and would like to get together for dinner. They’re a close friend and someone you’d like to entertain and show a good time in your city, of which they’ve never been to and are really excited to see. Oh, and they’ve only got a couple of days and one evening with you.
Now, let’s say you want to pick out a restaurant that highlights something unique about your city or has some form of entertainment. How do you find that in a list of cuisines or restaurants by neighborhood?!
Bring on the wizards! The design needs to include a wizard type questionnaire, something that guides you through options and then returns a succinct list of places that match your criteria. Oh, and it should be accessible from your computer or mobile phone. It could start out with basic options (like the Limbo iPhone app): Dining, Event, Shopping, Outdoor Activity, and Indoor Activity. From here, you’d drill down into more specificity that would ultimately bring back the short list of places.
Returning to the use case, we’d start by selecting Dining. From there, it might offer the next options such as: Intimate, Lively, Entertaining, Quick, and Culinary Delight. Let’s say you want to have it be entertaining. The next menu may ask: Live Music, Dancing, Theatre, and Participatory. From here, if you choose participatory it may include a place that has belly dancing, or a restaurant with a comedy show where you become part of the act. Ultimately restaurants could be listed under multiple options if appropriate.
Now, you have some great options, but which one do you go with? At this point, if it’s done right you’ve made it pretty easy, but I’d take it a step further. Let’s integrate with OpenTable and have location based service utilized. Meaning, tell me what has a table for when I can make it and is closest to my friend’s hotel!
To take it just a bit further, let’s say you chose Intimate. The next screen would then ask: black tie, sport coat, nice shirt, outerwear, T-shirt, no shirt. I’m sure your imagination can plug in different restaurants that fit the different attire. Speaking of attire, what a great way to start if the person doesn’t have anything in mind!
I’d include a “no idea” start button that skipped the first menu of Dining, Shopping, Events, etc. and just ask a simple question. What will you be wearing? Then offer the same menu. An example break down for T-shirt might bring up bowling. It would also need to specify when at the end to determine whether to include items with advance purchase requirements.
If anyone wants to give me the budget to put this together, I’d love to!

SMS Promotions on Merchandise Advertising

On a recent trip in Milan, McDonalds had a game going on where you registered via SMS. Using SMS to connect with customers is quite common in Europe and Asia, but still in its infancy here in the US. When looking at it though, it sparked the idea that SMS could really change the way merchandise promotions functioned. The simplest example would be the Coke rewards program. How much simpler would it be if they had a short code and all you had to do was send an SMS to their short code with the number on the bottom of the bottle cap. There system would then recognize your phone number, register you if you haven’t yet and track your points. I bet many more people would participate if they didn’t have to keep track of those bottle caps until they were near a computer!
My favorite merchandise promotion is McDonald’s Monopoly game. Since I was a kid I loved collecting the game pieces and hoping that I’d win one of the big prizes. I never did though, but still enjoyed it each year. Now that I have much cooler toys that use the Internet, I’d like to see a virtual version of the game where each game piece could be registered online or via SMS. This way, I wouldn’t have to keep track of the pieces.
The possibilities are endless and the customer connection is intimate. Provided you were exceptional about how you used and protected your customer’s mobile phone number, I think a lot of people would participate. The trick with all of this will be integrity. You need to state your rules right up front (like how many times you’ll contact the person if they give up their number and send a message to you). After that, you have a two way dialogue you’d never have had.