team benCorp

02 November, 2009
15.389A – G-Lab Latin America
INTERVIEW SUMMARY GUIDE

>> ACADEMIC EXPERTS (HR/HEALTH INSURANCE)

>> HEALTH INSURANCE REPRESENTATIVES

Primary Parties to Interview:
>> HR MANAGERS WITH EXTENSIVE PROGRAMMES IN PLACE

>> HR MANAGERS WITH NO (OR FAILED) PROGRAMMES IN PLACE

>> CURRENT CUSTOMERS USING benCorp’s SERVICES

Secondary Parties to Interview:
>> POTENTIAL benCorp CUSTOMERS

1. Based on our initial, rudimentary scorecard, what would you alter?

2. What synthetic measure would you use to capture all these measures if you could only use one criteria?
3. What would be the most effective approach: - customers we’ve worked with, deal structure, analytically
based?
4. How do you expect your health insurance company to react in response to such a programme?
5. If you knew a company would be undertaking such a programme, how would you react?
6. What indicators today are you using to measure—asuming you are measuring?
7. And what would you change?
8. And what are the hardest to measure?
9. How important -- at the CEO level -- are health prevention initiatives?
10. What critical data would help the CEO reach a decision on whether to implement new or different
employee-health initiatives?
11.Are you willing to outsource themanagement of your company’s health plan?
12. Why or why not?
13.How onerous (time, people, resources) is the management of your company’s health plan?
14. If it is onerous, to what do you attribute this difficulty (lack of people, insufficient fund, lack of technical
expertise, lack of importance firmwide)?
15.Do you have the resources to support benCorp plan – even if working with a consultancy?
16. Is this a trend or a real area of focus?
17.Experts (HR/Health Insurance): What are your perspectives on the health initiatives being attempted at
firms?
18.How do you measure ROI of investments in health care benefits?
19. For what timeframe would your organisation be able to support higher initial costs (based on prevention)
if the investment would result
20. Who is more resistant to change? And why?
21.Who – ultimately – are the parties to whom we must sell benCorp’s offerings?
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INTERVIEW HR HR
ACADEMIC
HEALTH MANAGERS MANAGERS
GENERAL
GUIDE EXPERTS
INSURANCE
W/ PLANS W/O PLAN

Based on our initial, rudimentary

scorecard, what would you alter?

What synthetic measure would you

use to capture all these measures?

What would be the most effective

approach?

How do you expect your health

insurer to react to a programme?

If you knew a company with such a

programme, how would you react?

What indicators today are you using

to measure—asuming you do?

And what would you change?

And what are the hardest to measure?

How important -- at the CEO level --

are health prevention initiatives?

What critical data would help the

CEO reach a decision?

Are you willing to outsource the

management of your health plan?

Why or why not?

How onerous is the management of

your company’s health plan?

If it is onerous, to what do you

attribute this difficulty ?

Do you have the resources to support

a benCorp plan?

Is this a trend or a real area of focus?

Experts (HR/Health Insurance):
perspectives on the health initiatives?

How do you measure ROI of

investments in health care benefits?

How long can your org. support

higher initial costs (prevention)?

Who is more resistant to change?

And why?

Who are the parties to whom we

must sell benCorp’s offerings?