Author: David Schultz

The world is abuzz with the prospect of generative AI, and at Media Logic, we see the tool as a very exciting development. Here are our thoughts on generative AI in marketing

The world is abuzz with the prospect of generative AI, and at Media Logic, we see the tool as a very exciting development. Here are our thoughts on generative AI in marketing.

Over the past five years, aggressive marketing campaigns for Medicare Advantage plans have overwhelmed and confused consumers with sometimes-empty promises of extra benefits and no premiums. At Media Logic, we are confident that our regional health insurance clients have always played by the rules and treated prospects with respect. We take pride in our commitment to ethical marketing practices, and we know our clients do too.

As much as the healthcare industry has changed over the last few years, there’s still more disruption to come. Here are my predictions for 2016 – almost all of which are driven by the need to get costs under control.

The telehealth expansion isn’t the only factor impacting providers and payers. Also of note is how CVS Health embraces technology and collaborates with innovators who are already making advancements in the industry.

One of the common themes of AHIP Institute’s 2015 conference in Nashville earlier this month was all the talk about innovation. However, most of what we’re continuing to think about – and determined to put into practice – has to do with a few provocative bits of sound advice we picked up in the sessions we attended.

While many insurers may feel like they only need to survive marketplace trends (like consumer focus on savings and convenience), others intend to take up the challenge of capitalizing on industry disruption. For UnitedHealth, the nation’s largest insurer, one way to create opportunity in today’s market is with retail clinics.

It would be easy to dismiss the decision by CVS Caremark to change its name to CVS Health as part of a publicity stunt. After all, they tied it in with the announcement that they would be removing all tobacco products from their retail stores, which – as expected - garnered a boatload of valuable media coverage. But that would be a mistake. Especially for payers and providers.

Has Oscar been focused so much on the technology piece that it forgot the people piece? Will it be able to overcome these kinds of customer experiences and build a viable and profitable membership base? If not, it wouldn’t be the first time that an early adopter and disruptor failed. Time will tell. And time is likely to bring additional disruptors to the industry, as well.

After a recent blood test, I received a bill that indicated the cost would be $527.00. Yikes! Fortunately, the invoice also showed an adjustment of $494.49 for which my insurance company seemed to be given the credit. Good news for me. Not so good for the hospital.