May 14, 2021

GLICO Healthcare: Ghana’s private health insurer of choice

Vodafone Ghana
GLICO
GLICO Healthcare
3 min
A one-stop-shop of affordable and quality healthcare and insurance services is offered to clients in Ghana by GLICO Healthcare and GLICO Group.

Affordable, quality healthcare with quick claim payments is what GLICO Healthcare has been offering the people of Ghana for over 16 years. As a subsidiary company of GLICO Group, the health insurer is able to offer a one-stop-shop of services for its corporate and private clients.

GLICO Healthcare offers a comprehensive scheme that provides cover for out-patient and in-patient care through over 700 reputable service providers. The scheme provides a choice of flexible benefit packages with a full range of options from choice clinic within the affiliate provider network and a top-up plan to address some of the areas not covered by the National Health Insurance Scheme.

Commenting on what gives GLICO Healthcare its competitive edge, Edward Forkuo Kyei, Chief Executive Officer of GLICO Group, said it can capitalise on the synergies of being part of a bigger group.

“The quality standards we set within the group is something GLICO Healthcare works within and the client base of the group is available to them. The agenda is to become a one-stop-shop as clients can also access other services within the group which gives us a huge competitive advantage,” he said.

“GLICO Group started as a single company with a vision to become a world-class company, we now have six companies that are bearing the brand including GLICO Healthcare, said Mr. Forkuo Kyei.

GLICO Healthcare became the first Health Maintenance Organisation (HMO) to be established in the country following the enactment of the National Health Insurance Act 2003.

“We provide quality and comprehensive healthcare services and only work with service providers that meet our quality standards for the comfort of our clients,” said Maame Afriyie Boachie, Chief Executive Officer of GLICO Healthcare, who points out customer service is key to their success.

“We are number one when it comes to prompt claim payment and in instances where individuals also make claims for out-of-pocket payments, we deliver - we are very prompt. Our other competitive advantages include our tailor-made packages, add-on services and our staff who are committed to service excellence.

“We have corporate and individual/family policies and provide the top-up, which bridges the gap between the various companies CBAs and the National Health Insurance Scheme. If a company cannot afford private health insurance, but they are registered on the national health scheme, there is a package they can buy to bridge that gap,” said Ms. Boachie.

“We also offer the TPA service to administer claims for companies that want to be at their risk and don't want to sign on insurance . We make sure that they are paying the right claims and we add a quality customer care service as well to them,” said Ms. Boachie who is a member of the Chartered Institute of Marketing (UK) and has been instrumental in identifying and developing GLICO Healthcare’s unique selling proposition, health insurance underwriting and claims management.

Vodafone Ghana has been one of GLICO Healthcare’s most important partners since 2014 for the provision of primary health care and health -related partnerships including the Vodafone Healthline. “We are involved in their health initiatives and help them make it a success. We also use Vodafone Cash services to pay our client claims,” commented Ms. Boachie.

“We offer Vodafone Ghana health and life insurance services and we also patronise their services in terms of telephony services for the entire Group,” added Mr. Kyei.

GLICO Healthcare is guided in its operations by best industry principles and practices citing its core values:

  • Integrity – ethical business principles and high operational standards

  • Passion – desire to achieve client satisfaction

  • Service – with care, diligence and respect

  • Teamwork – achieving the common goal together

  • Excellence – delivery of superior services

 

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Jun 12, 2021

Re-defining the economics of CX in the new customer journey

CX
customerjourney
Limitless
gigeconomy
Roger Beadle, Co-founder & CEO...
6 min
Roger Beadle, CEO of Limitless looks at how CX can directly Influence revenue generation in streaming services

There’s no shortage of customer service channels for the enterprise to select from today. Regardless of the many new metrics that have emerged – such as customer success, or empathy – cost reduction is still a primary driver in selection criteria.

There are many articles dedicated to how companies can turn customer service and customer experience (CX) from a cost to a revenue centre. The problem is, if you stop there and don’t look beyond cost reduction, you’re limiting the scope for CX to become an even bigger economic contributor in the enterprise.

There is every opportunity for customer service and CX to significantly influence the front end of business, particularly amongst direct-to-consumer subscription-based products and services, such as popular streaming services like Netflix, Amazon, Disney+, as well as sports subscription services like DAZN.

In these products and services and others, there are new customer journeys that may drive business growth and revenue. They start earlier and may last a lifetime, so getting things right at the start of the journey is key so that customers have the best experience from day one.

Not only will this help in making customers less likely to reach out for issues-based support further down the line, but these customers will be much less likely to churn, and much more likely to take up new services as they are offered throughout the lifetime journey.

So, what does the new customer journey look like for these services?

Opportunity waiting for the likes of Netflix & Disney

While consumers may have previously regarded customer service as a way to mitigate the inconveniences in their lives, the customer journey is expanding in scope every day. Today there are many more touchpoints available that put CX in a position to drive revenue.

For one-off purchases, traditional CX deployments have not changed significantly in the past few years. However, if you look at the change in the CX relationships we’re seeing with subscription-based products and services, particularly media-based streaming services, it’s clear that these companies lead what quickly become very multifaceted relationships with their customers. These have serious potential to evolve over time for increased economic benefit.

For any sort of subscription-based business, customer lifetime value is paramount, and the requirement to actively manage a continued positive customer experience is critical.

Every interaction is an opportunity, and every data point is a chance to offer more value. Introductory offers can convert to longtime customers. Longtime customers may take up opportunities to upgrade to more premium products or services. They may also appreciate incentives to invite family and friends to become customers. Consumers who like a particular service, for example, may appreciate a recommendation for another similar or complimentary service.

It all starts with customer interaction, and the customer experience journey becomes an opportunity to strategically affect the user base and resulting revenue - which is a far cry from the limitations of call center cost reduction or churn metrics.

How do companies support the new customer journey?

More and more, customers look at the new customer journey as engaging with brands as part of their lifestyles. Many companies are making brand ambassadors available before the traditional customer journey even starts, which is a marked change from a purely transactional relationship associated with a one-off purchase.

These ambassadors, who are often independent users of products or services, are providing trusted pre-sales advice, and that same trusted advice can also function to nurture the customer journey in a subscription-based relationship. Call it ‘GigCX’ or ‘crowdsourced customer service’ or even ‘peer-to-peer customer service’ - it doesn’t matter.

The key is in providing impartial, trusted advice from real users. Think about it: who would you rather get advice from? Someone who has used a product or service extensively, or someone who has been trained to provide customer service surrounding that product or service?

For services such as streaming media, advice from trusted experts with real product know-how could be invaluable. This may not be limited to technical issues, such as what to do when you can’t access your favourite show, or how to access services across various devices. It could be parents helping other parents who are concerned about how to restrict adult content from child viewers, or simply customers who have similar taste in programming who can comment on the benefits of upgraded or premium products. The point is, these experts are easily available at any touchpoint in the customer lifetime journey, creating more chances to add value.

It’s also about tipping customers from ‘passive’ to ‘promoter’ in the NPS scale. It’s an opportunity to turn neutral customers who may be vulnerable to competitive offerings into loyal enthusiasts who will keep buying and referring others, fuelling growth. It may ultimately help drive even further revenue by creating customers that are helping to sell the brand itself.

And, while chatbots and automation may play a key role, they are often not able to handle the more complex support needed in the new customer journey. Conversational AI is rarely as conversational as it claims to be, and in the new customer journey, most companies are finding that a mix of automation and people-centric service is an ideal way to nurture the many new touchpoints created.

It’s no longer about trying to replace human capital with automation: it’s about orchestrating a uniquely personalised CX, and proactively engaging during the customer lifecycle to enhance the experience, and to create more long-term value.

At the moment, we’re only seeing the tip of the iceberg in terms of the power to affect the economics introduced by the new customer journey. We’ll no doubt see this evolve rapidly particularly amongst streaming companies as they use human-centric connections in CX to support the full potential of customer lifetime value.

About Roger Beadle
Roger Beadle is an entrepreneur and business leader who is reinventing how customer service is delivered via the gig economy. After establishing several businesses in the contact centre industry, Roger co-founded Limitless with Megan Neale in 2016. Limitless is a gig-economy platform that addresses some of the biggest challenges faced by the contact center industry: low pay, high attrition and access to new talent. Previously, Roger and Megan helped to build one of the largest privately-owned outsourced contact center business in Europe, before selling the business to the global conglomerate Hinduja Group. Roger is an outspoken proponent of digital ethics, worker’s rights and the ‘good-gig:’ which encapsulates gig work for incremental pay versus full time work, skilled gig work, no unpaid time/downtime and zero expenses.

About Limitless
Named a Rising Star at Deloitte’s Technology Fast 50 program, Limitless is a gig customer service platform, combining crowdsourcing and AI to help global businesses address their biggest customer service challenges – rising costs, increasing attrition, variability in demand and the need for diversity. Brands like Microsoft, Unilever, Daily Mail Group and Postmates are using Limitless’ SmartCrowdTM technology to connect with their most engaged customers, and reward them for providing on-demand customer service that can flex in line with demand. Limitless is one of the world’s first global tech platforms to introduce localised platform terms to protect the rights of its gigging workers. Backed by AlbionVC, Downing Ventures and Unilever Ventures, Limitless is empowering people worldwide to earn money for providing brilliant customer service for the brands they love.

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