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Scottsdale, AZ 85260
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Email: info@benefitcommerce.com
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Success Stories

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Success Stories From Actual Clients

Get ahead of rising costs. Change your approach to benefits & make data-driven decisions.

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Our Success Stories quantify the yearly savings actual clients have achieved by implementing proven health plan best practice strategies. These strategies do not include reduction in benefits and/or cost-shifting to employees. They are a true win-win for the employer, employees and families.

We have saved over $55 million for a subset of 33 of our clients in 5 years. Several of our best success stories are highlighted here.

For more information, see our Success Stories graphs.

Industrial Machinery Company
(10 branches in 3 states)

Situation:

7 fully insured medical plans with 4 insurance companies; unsustainable double-digit annual renewal increases; economic objectives of employer and employees not aligned.

What BCG Did:

Over several years, a number of programs were phased in:

-Implemented full replacement CDHP, maintaining same economic value of benefits
-One plan initially with an HRA; later offered choice of HRA or HSA
-Moved to partially self-funded plan
-Employee cost incentives for no-tobacco, wellness
-Health screenings showed areas for focus

Results:

- –Company saved $2.5 million over 5 years, through benefit design that also resulted in lower renewal increases (average 3.2% per year)
- -Multiple years with no premium cost increases for employees
- -Average claim cost per covered member reduced
- -HR reduced time in implementation/explanation of plan through benefit harmonization
- -No reduction of benefits

Health & Performance Improvement Firm (39 branches in 14 states)

Situation:

10 medical plan designs with 3 insurance companies; very different populations between 2 legacy organizations, with contrasting contribution strategies and views on CDHPs. Dissatisfaction with benefits continually referenced in employee surveys.

What BCG Did:

-Implemented immediate full replacement CDHP for one division, improving economic value of plan
-“Super charged” HSA funding year 1 (18 months of employer funding up front)
-Multi-year strategy for other division. Introduced CDHP alternative year 1, alongside 2 traditional copay plans
-Merged divisions/plan designs year 2 into 1 plan w/ 2 CDHP designs
-Self funded plan provided transparency and savings
-Employee cost incentives for non-tobacco/wellness program participation, to align economic
objectives of employer and employees

Results:

- –Company saved $2.98 million in 3 years
- -Employee costs flat/reduced for “low option”
- -Participation significantly increased
- -Benefits now on positive side of employee survey, rather than negative
- -No reduction of benefits

Electronics Global Distributor
(9 branches plus 3 subsidiaries in
8 states)

Situation:

Multiple carriers and medical plans; each acquisition had maintained its own benefit plans, causing extra work and confusion within HR. Benefit program was not a tool for employee attraction and retention.

What BCG Did:

-Year 1- Merged 16 plan designs / 4 carriers into 3 plan designs (HDHP; HDHP w employer contribution to HSA; PPO copay) and 1 carrier
-Year 2- Replaced copay plan with better benefits CDHP strategy; lowered deductible by $1,000; changed employer HSA funding to “match” methodology
-Year 3- Increased account funding and tied it to wellness compliance; made CDHP “Base” non-contributory

Results:

- –Company saved $2.47 million over 3 years, inclusive of account funding and benefit enhancement
- -Multiple years with no premium cost increases for employees
- -Participation increased 45%, pepm claim cost decreased
- -No reduction of benefits
- -HR reduced time in implementation/explanation of plan through benefit harmonization
- -Employer chose theme of “Happiest Place on Earth” for 2017 open enrollment to celebrate success of strategy

Non-Profit Organization
(75 locations in Arizona)

Situation:

One of the largest and most well recognized non-profit organizations was frustrated by employee dissatisfaction with the cost and quality of benefits. In addition, the organization had been receiving inaccurate and inconsistent plan financial data and inaccurate compliance advice. Management did not have confidence in their overall health plan design and strategy.

What BCG Did:

-Completely reconstructed the historical financial records to tie to raw data files in order to have an accurate picture of the past
-Completed a compliance assessment to clear up questions on which to base future benefit decisions
-Completed a comprehensive benchmarking survey of benefits, premiums and contributions
-Created a new benefit strategy that improved benefits
-Established HRA accounts that provided employees and families with immediate access to first dollar funds for medical expenses
-Introduced a high performance provider network option and used savings to significantly increase employee and family healthcare accounts

Results:

- –All employees and families experienced improved benefits and no cost increase
- –Improved the member experience by moving to an integrated health plan platform vs a confusing unbundled one
- –Projected savings for employer in the first year was $897,000 and $7.26 million over 5 years

Equipment Dealer
(25 branches in 9 states)

Situation:

2 Traditional medical plans and 1 HSA plan; non-integrated partially self-funded medical plan; economic objectives of employer and employees not aligned.

What BCG Did:

Over several years, a number of programs were phased in:

-Implemented full replacement CDHP, maintaining same economic value of benefits
-Implemented fully-integrated partially self-funded medical program with substantially better network discounts
-Implemented incentive-based biometric screenings and online health assessments for employees and spouses with employee participation exceeding 85% annually
-Health screenings showed areas for focus
-Implemented wellness program with incentives for employees that meet regularly
with a health coach and meet healthy levels of cholesterol, glucose, blood pressure,
or waist circumference

Results:

- –No decrease in health plan benefits for five years
- -In aggregate employee contributions decreased by 4% for same five year period
- -Cumulative plan costs decreased by 5.9% for 5 years versus the Milliman national median trend increase of 37.3% for the same period
- -Health plan members at risk reduced by more than 16%
- -Leadership-supported wellness culture with coaching and health-improvement resources

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Changing employee benefits,
one company at a time.

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About Us

Benefit Commerce Group is an innovative employee benefits firm changing employee benefits, one company at a time.

14300 N. Northsight Blvd, Suite 221 Scottsdale, AZ 85260
info@benefitcommerce.com
480.515.5010

Recent Blog Entries

Our Clients Receive 28 Wellness Council Awards; BCG Honored with Organization Gold Seal Renewal: The Wellness Council of Arizona’s 33rd Annual Meeting...
Benefit Commerce Group Named to Inc. 5000 for 4th Year: We are excited to announce that our firm has received...
BCG Becomes Title Sponsor of Phoenix Accelerent Group: We have been selected to join the Phoenix division of...

BCG In the News

Benefit Commerce Group Clients Receive 28 Awards from Wellness Council of Arizona
BCG Named to Inc. 5000 for 4th Year
Benefit Commerce Group Is Named Title Sponsor of Accelerent for Phoenix Area
5th Annual Arizona Employee Benefits Benchmarking Survey Results
2018 Healthiest Employers Winners
Benefit Commerce Group Rated One of the ‘Best Places to Work’ in Phoenix Area for 3rd Year in a Row

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Success Stories

Industrial Machinery Company

Industrial Machinery Company (10 branches in 3 states)

Situation:

7 fully insured medical plans with 4 insurance companies; unsustainable double-digit annual renewal increases; economic objectives of employer and employees not aligned.

What BCG Did:

Results:

Health & Performance Improvement Firm

Health & Performance Improvement Firm (39 branches in 14 states)

Situation:

10 medical plan designs with 3 insurance companies; very different populations between 2 legacy organizations, with contrasting contribution strategies and views on CDHPs. Dissatisfaction with benefits continually referenced in employee surveys.

What BCG Did:

Results:

Electronics Global Distributor

Electronics Global Distributor (9 branches plus 3 subsidiaries in 8 states)

Situation:

Multiple carriers and medical plans; each acquisition had maintained its own benefit plans, causing extra work and confusion within HR. Benefit program was not a tool for employee attraction and retention.

What BCG Did:

Results:

Non-Profit Organization

Non-Profit Organization (75 locations in Arizona)

Situation:

What BCG Did:

Results:

Equipment Dealer

Equipment Dealer (25 branches in 9 states)

Situation:

2 Traditional medical plans and 1 HSA plan; non-integrated partially self-funded medical plan; economic objectives of employer and employees not aligned.

What BCG Did:

Results:

Request A Consult

Changing employee benefits, one company at a time.

Consult Form

Industrial Machinery Company
(10 branches in 3 states)

Electronics Global Distributor
(9 branches plus 3 subsidiaries in
8 states)

Non-Profit Organization
(75 locations in Arizona)

Equipment Dealer
(25 branches in 9 states)

Changing employee benefits,
one company at a time.