United/United Spokesperson
In the business strategy of Muehedat and the customer division, the service and quality of medicine is a top goal.
The ambition is to meet all the needs that may arise throughout the customer's life, and to provide a boutique, family service, starting from the birth and development of the child through all the milestones he will meet in his life.
Since we are a small bank, we know how to provide personal service, but we are also strong enough to play in the field of the big ones, disrupt the market and lead it in the worlds of innovation.
The customer these days is not a sucker.
He is like a business customer - he asks questions, has opinions and demands the service he wants the way he wants it.
Like ours there is AI with information and data also it does the same on the other side so the profile of the customer today compared to what it was even 10 years ago is completely different.
Therefore, in order to provide optimal service, we operate on several axes:
Process improvement, digitization and remote medicine
Amos Maor./PR
Recently, we developed a queue bot that actually optimizes queues both in terms of availability and geographically.
This allows us to offer availability of days for all services, which with competitors can take weeks or even months.
In terms of remote medicine, we have 50 professions that can be obtained remotely, from primary medicine to speech therapists.
This service is optimal because when people are sick they don't want to leave the house.
They do not have the strength to stand in traffic jams and are afraid to come into contact with other patients.
For emergency situations, we have a hybrid emergency room that provides an answer both online and face-to-face if necessary, because why run straight to the emergency room if you can call and do it via video?
The success rates are amazing and the customers are very satisfied because it saves them hours of waiting.
Custom customer journey for every scenario
Unlike our competitors, we take quite a few initiatives and touch the customer at different points in his life or as a result of indicators we identify as risk factors.
We make sure that there will be an optimal experience all along the way, not only in the meeting with the doctor, but already from making the appointment over the phone, through a customized application that manages tasks for the client and informs him of the services he deserves.
For example, a pregnant woman will know exactly what tests she needs to do and when, what supplements she should take and so on.
The same goes for parents with small children in the child development track, which is known to be a track loaded with topology, so with us everything is conducted digitally.
We know when to initiate a dialogue with the parents, when it is possible to go after the turn, etc.
Similarly, we developed a customer journey that helps women navigate menopause.
We know how to call menopausal women, ask them questions and take care of them, when everything is managed proactively.
For example, two weeks ago we launched a survey for women over the age of 45 and asked them about various symptoms they were experiencing and based on the answers we invited them to come to an appointment with a family doctor.
Many of them were shocked because they didn't even know they had reached that age.
We carried out this survey manually, but in the next step it will be applied, as part of Mohad's digital service system for its customers.
We also have a customer journey for breast cancer patients where every patient is a queen.
We built a route especially for them because today most of the oncology treatments are not provided at the Kopf but in hospitals and this is a difficult process for the client because the day they receive the news they don't know what to do. All they want is support and knowledge, and for that we developed a journey that takes them from end to end, all the way for recovery.
When it comes to diabetes, we also have a track with protocols ready for every scenario. We know that if we activate them a minute before the time, we can save lives, and therefore we accompany the customer all the way, when innovation is a key means of improving the service.
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Health promotion and preventive medicine
Another axis deals with strategic health promotion and is designed to address everything that promotes health through preventive medicine.
Our vision is to advance medicine to Mecca and make life simple and easy for the customer.
The corona may have done it, but we no longer want to be a health fund but a health fund.
Needless to say the size of the competition and the money we invested in marketing to make all of this possible and accordingly, it's a completely different world of medicine.
A large part of these services is based on data that is managed by us and we route it to the benefit of the patient over time.
We see the world of AI and digital not only as a means of service but as a tool to shorten bureaucracy that allows us to be there by the customer's side a minute before he needs us.
We have a whole world of developments that optimizes the service for exactly this purpose.
Of course, all of these services have been specially adapted to the different sectors in Israel so that we can respond to the different populations, including ultra-Orthodox, Arabs and any other sector.
Mobile services in the periphery
In light of the increased demand, we created mobility for women's health.
This is not a small van, but a real mobile hospital that runs in the periphery in places where there are no Muehedat centers and there is always a demand for it.
In addition, we have opened emergency medical centers in Hadera, Ashdod, Jerusalem, and Rehovot where you can check in beforehand and make an appointment in advance. We also have a home hospitalization service for those who need it, all with the aim of offering improved services that also put us at the front.
Assistance in emergency situations
The broad technological infrastructure and nationwide deployment also means optimal preparedness for emergency situations.
On October 7th, we showed up already at 8 am to assess the state of the cash register and it is already ready with a mental support center, an evacuee center, a home medicine center for chronic patients and more.
Within 24 hours we were already networked, we knew where each customer was, we located the evacuees who were in 70 different sites and each evacuee had a host clinic.
We adapted the services to the constraints arising from the situation, and so, for example, the women's health mobile became a primary medical mobile.
We opened 7 centers of different types, we opened a minisite that meets the requirements of customers in all sectors, and within 24 hours we took over the event.
facing forward
In terms of business strategy, our goal is to improve service and customer experience, and marketing is a means to get there.
Even if we have sent a client to an external hospital, we will still be there to give him efficient and optimal service, whether it is in the physical experience in our centers, digitally, by phone or at any other touch point.
More on the same topic:
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medicine
United Health Insurance Fund