Northern Arizona Healthcare wanted to become one of the top three hospitals in Arizona. Today its executives believe it is as good as any hospital in America. Its new IT system provides easy-to-access, real-time data for its medical staff. The hospital established a $1 million annual bonus if Perot Systems met four stringent financial criteria in its revenue cycle work.
Virgin Atlantic, a long-haul airline, is known for thinking outside the box to enhance the in-flight experience. Less known is the way Virgin has applied similar innovation to its behind-the-scenes operations. Offshoring to WNS allowed the airline to consider business streams it had not previously imagined. And the cost differential allowed it to add more people to its call center to provide better service.
The province of Alberta deregulated its retail energy markets in 2001. ENMAX Energy, an energy retailer in Alberta, Canada, faced a dilemma: It had a strong presence in the electricity market but its customers wanted a total energy solution that included natural gas. Outsourcing solved the immediate need to add natural gas to the mix and helped ENMAX grow its business.
Billing processes are one of the most underrated competitive assets in business. This paper examines the complex billing requirements of businesses such as e-commerce, information providers, content aggregators, business process outsourcers and more. Self-assessment questions help determine if your billing systems are ready to take on the competition.
Three smaller providers merged to form PinnacleHealth. What was the Rx for IT? Our core wasn’t running IT, says Dr. Roger Longenderfer, CEO. We needed a partner that could not only build our IT staff and infrastructure but also create a technology roadmap so we could grow strategically. Outsourcing to Siemens did just that.
No one wants to wait three months to be paid. The Department of Surgery outsourced its bill collection, which cut day in accounts receivable from 94 to 50. But the change wasn’t easy; the two partners had to change how the surgeons operated (their back office.)
Outsourcing companies that manage financial processes as a strategic asset are able to go to market faster and outmaneuver their competition. This white paper by Softrax discusses how to manage billing–and the financial infrastructure–as a strategic asset capable of continually delivering competitive advantage.
BC Hydro, which delivers electricity to 94 percent of British Columbia’s population, received an order from the government: act like a deregulated utility. That meant it had to outsource to remain competitive. It selected Accenture. Here’s what happened.
Some medical practices think that simply automating billing and collection processes will put an end to chasing dollars from insurance companies. But a number of things can go wrong. This unique service provider ensures the front-end processes and workflows match the outsourced system and processes — otherwise, the billing processes cannot succeed.
As healthcare professionals strive to focus on their core competencies and become more efficient and cost-effective, they turn to outsourcing as a solution. Buenaventura Medical Group (BMG), a 50-doctor, multi-specialty group with five locations and 100,000 patients, made that decision five years ago. In efforts to stay ahead of their competition, they realized that printing and mailing their patient statements was sorely in need of process improvement.
United Parcel Service (UPS) delivers three million packages a day. While the delivery company had no trouble managing its enormous fleet of brown trucks and the location of its packages, it had difficulty capturing the billing data on those packages. It took 14 days before the company had the billing criteria for any package, information necessary to begin the accounts receivable process. Two weeks is a long time to be without its hard earned cash.
Current communication providers will need to revamp their system to handle billing processes for wireless services. Thomas Tunstall, Ph.D., at KPMG Consulting LLC, explains that the revenue streams that have come from voice will increasingly shift to data. Traffic from applications data traveling through the Internet will be usage based, rather than minutes based.
Plainfield’s Town Council decided to use Competitive Government Strategies, Inc. as its consultant for the procurement process. They had seen its president’s success when he had implemented in earlier years the privatization of the operation and maintenance of the Indianapolis sewer utility and the utility billings. Plainfield wanted to take a similar approach…
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