Industry: Healthcare

Winning New Business Strategies for Commercial Health Plans

Healthcare Insights from Christopher Lis, Managing Director, Global Healthcare Intelligence at JD Power

As the U.S. labor market remains competitive in 2025, employers are focused on how to differentiate themselves to attract and retain top talent. Considering 90% of commercial health plan members have private health insurance offered through an employer or union,[1] it’s no surprise that workplace benefits, like commercial health plans, can be a central part of employers’ value proposition in the pursuit of great hires.

Health insurance is a cornerstone of the employer value proposition and offering health coverage from a trusted, reputable insurer can significantly affect employee satisfaction and retention. In fact, 62% of employees say their benefits package makes them more inclined to stay with their current employer. Moreover, employees who feel their company genuinely cares about their well-being are 5.8 times more likely to stay for the long term.[2]

Commercial Member Health Plan Stats

Given the importance of benefits to employees, it is imperative that plan sponsors look for commercial health plan providers that are committed to member satisfaction.  

This also presents a key opportunity for commercial health plan marketers tasked with growing an insurance company’s membership through plan sponsors.

Key Opportunities for Health Plan Marketers

Since members typically obtain commercial health insurance plans through employers or unions, it’s essential for marketers to engage plan sponsors by demonstrating their commitment to member satisfaction and drive positive brand perceptions by leveraging third-party credibility-building content.

In recent years, news headlines have frequently focused on rising insurance premiums and additional concerns such as claim denials and access to care, creating an opportunity for health plan providers to stand out by proactively messaging their strong commitment to member satisfaction. Building this positive perception with employers and prospective members helps counter any possible negative narratives. 

Attract and Retain Business
  • Differentiation: Marketers should highlight what distinguishes their plan from competitors’ and the specific offerings it can provide both employers and their employees. Define what sets the plan apart, whether it’s a robust provider network, competitive pricing, superior customer service, or an innovative wellness program. Highlight these strengths with specific messaging that provides concrete examples that demonstrate their impact. Use data, testimonials, and case studies to show how the plan has already delivered value to employers and their employees.
  • Credibility: Leveraging credibility-boosting content in marketing messages and campaigns, such as third-party awards, ratings, and testimonials, can inspire trust, improve brand perceptions, and demonstrate a strong dedication to member satisfaction, ultimately driving member loyalty and retention.
Showcase a Strong Reputation

Understanding why members choose a health plan is imperative to commercial health plan marketers as they craft campaigns, messaging, and strategies. The JD Power 2025 U.S. Commercial Member Health Plan Study℠ reveals that a health insurance company’s good reputation is a top reason for plan selection.

Health plan marketers should include reputation-enhancing content in marketing materials and presentations rather than leave it up to an employer or prospective member to research an insurance company’s standing. Highlighting credibility-boosting assets such as awards and recognitions from reputable third parties throughout the insurance company’s brochures, website, and other content is a great way to stand out from the competition and inspire consideration.

Thoughtful integration of content that demonstrates the company’s commitment to member satisfaction throughout marketing campaigns delivers a positive experience for prospective members to be motivated to act on the opportunity to enroll for coverage.

Utilize Regional Excellence

Many health insurers serve specific regions or states, and some nationwide insurance companies have a larger presence in some areas more than others. To make commercial health plan marketing more relevant to prospective plan sponsors and their members, consider incorporating location-specific awards, positive reviews, and other recognitions.

Beyond formal recognitions, building a strong local reputation through positive earned media, community sponsorships, community engagements, and local testimonials can significantly enhance perceptions among potential employer partners and their employees. Incorporating this relevant local content into the marketing mix can foster stronger connections within specific geographic markets.

Final Thoughts

For commercial health plans seeking growth, establishing strong relationships with employers is crucial. Marketers can facilitate these conversations with plan sponsors by equipping brokers and sales staff with strategic materials that include credibility-boosting content, talking points that showcase a commitment to satisfaction, along with a regional focus. These well-prepared teams can then cultivate new partnerships with employers with these compelling deliverables.


Stay tuned to learn which commercial health plan provider ranks highest in each region, as the results of the JD Power 2025 U.S. Commercial Member Health Plan Study℠ will be released on May 28, 2025.

[1] JD Power 2024 U.S. Commercial Member Health Plan StudySM

[2] https://www.limra.com/en/research/research-abstracts-public/2024/2024-beat-study-benefits-and-employee-attitude-tracker/exploring-employee-perspectives-on-benefits-and-the-workplace/

Clear Communication and Management of Expectations at Admission and Discharge Emerge as Key Drivers of Hospital Patient Satisfaction

Healthcare Intelligence Report
March 2024

 

In the post-pandemic world, hospital staffing has become a moving target. Costs have soared for many facilities, forcing them to stretch their resources to match fluctuating demand. Add in frequent provider turnover and employee burnout, and these conditions have left many hospitals across the United States struggling to meet demand. Hospital patients are noticing.

According to JD Power, hospital patients in the United States that had an overnight stay during the past six months are frustrated by limited access to doctors and long wait times for rooms. That is a sobering proposition for hospitals, particularly in the era of value-based care where patient satisfaction scores directly correlate with reimbursement.

Admission and Discharge Problems

The adage that it’s hard to overcome a bad first impression seems to hold true, and that is a foreboding trend for some hospitals. Almost half (49%) of patients say it took more than two hours to reach their room after arriving at the hospital, a disconcerting stat considering more than one-third (34%) of overall patient satisfaction is dependent upon the admission and discharge processes.

The aspects of admission and discharge that patients value most focus on the hospital providing information in writing about what symptoms or health problems to watch for after leaving the hospital, and how well that information prepares the patient for leaving the hospital. Hospitals that effectively provide post-discharge care notes that are accessible for all patients—available in different languages, easy to understand, and are reviewed prior to discharge—can improve their satisfaction scores and avoid some readmissions.

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Nurses Drive High Care Scores

Hospital patients express a high level of satisfaction in their interactions with their care providers, but many are simply not able to interact with a doctor when needed. Only 36% of patients say they are always able to speak to a doctor when needed, down from 43% in 2011 when the study was last conducted.

While contact with doctors may prove elusive, patients are very satisfied in their dealing with nurses. More than three-fourths (83%) of patients say the nurse always described their care plan for the day and 80% say a nurse manager/leader checked in to see how their hospital experience was going. What’s more, 87% of patients say they were told in advance of when to expect tests and procedures, and 85% say scheduled tests and procedures were performed on time.

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Food and Lack of Sleep Drag Down Satisfaction

Jokes about hospital food are as old as time, and it seems patients are still just as dissatisfied with it as ever. Patients expressed low satisfaction scores for the quality of their hospital’s food and beverage, the variety of menu choices and the timeliness of meals.

In addition to poor food choices, only 45% say the area around their room was always quiet at night. While sometimes tests and vital checks make that hard to avoid, hospital staff can boost this area by making sure conversations aren’t had in the halls and any unnecessary lights are turned off. On a positive note, 68% of patients say their room and bathroom were always kept clean.

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Opportunities to Improve

As hospitals navigate an era of healthcare that rewards both patient outcomes and satisfaction, there are plenty of opportunities that will leave patients happier and healthier during and after their stays. Making patients feel like a partner in their care, by engaging them with easy-to-understand care notes or coordinating scheduled admission times in a way that reduces long waits, can help. Improving the ancillary services, like food and beverage, would also make a difference. Facilities that can do this, plus manage staff and ensure patients feel they have access to their caregivers, will see a meaningful boost in their overall patient satisfaction.

Find Out More

This Healthcare Intelligence Report is based on the JD Power 2023 U.S. Hospital Patient Satisfaction StudySM that included responses from 2,885 hospital patients residing in the United States. To qualify, respondents had to have had an overnight stay at a hospital in the past six months. The study was fielded in October-November 2023. It was authored by Christopher Lis, managing director of global healthcare intelligence at JD Power. Please contact us at the numbers below to connect with Mr. Lis or to learn more about the underlying research.

 

Media Contacts

Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Geno Effler, JD Power; West Coast; 714-621-6224; [email protected]