Direct-to-employer care growth strategy

A direct-to-employer primary care provider had outgrown word-of-mouth selling and its leadership and board disagreed on where the next phase of growth should come from.

C277-126

Interviews mapped employer benefits priorities

Situation

Need for growth strategy

Historically rapid growth largely ‘demand-led’ via word-of-mouth among small circle of highly satisfied clients (in big tech).
As a result, book of business highly concentrated within a few large employers where growth prospects were increasingly gated by full penetration of current clients.
Competitors appear to be differentiating by acquiring capabilities in adjacent services.
Leadership team and board had sharply differing viewpoints about best path forward.

Project

Market segmentation

Interviewed CHROs at ~25 national employers (all 50K+ lives) to understand benefits strategy, needs, views on primary care.
Built 5-component segmentation for national employers, defined strategic options for pursuing each segment and sized potential prizes.
Key insight was that there was a lot of room for growth in tech/tech-adjacent firms provided a more systematic go-to-market approach be applied.
Developed recommendation on which options and new segments to pursue coupled with detailed employer target lists.

Each segment sized to compare potential upsides

Micro-market analytics used to build market entry plans

Outcome

Alliances and new market entry

Executive team and board aligned on proposed strategy.
Rapidly put strategic alliance with incumbents in adjacencies to counter competitive service scope expansions in $-light way. Have since won first contract.
Enhanced go-to-market staffing and used our analytics to prioritize geographies and develop granular market entry plans for 3 new markets (within 12 months of project completion).
Enhanced outcomes analytics to guide clinical operations and build compelling value propositions based on performance.

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