{"id":7589,"date":"2015-12-09T23:35:14","date_gmt":"2015-12-10T04:35:14","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/zocdoc-trust-above-all-else\/"},"modified":"2015-12-09T23:35:14","modified_gmt":"2015-12-10T04:35:14","slug":"zocdoc-trust-above-all-else","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/zocdoc-trust-above-all-else\/","title":{"rendered":"Zocdoc &#8211; Trust Above All Else"},"content":{"rendered":"<p><strong><u>Overview<\/u><\/strong><\/p>\n<p>Zocdoc was founded in 2007 with the mission to \u201cgive power to the patient\u201d as part of an ultimate goal to improve the patient experience. While quite a broad mandate, Zocdoc\u2019s current goal is to develop solutions to better \u201cunite modern patients and doctors\u201d. (1)<\/p>\n<p>The idea came about after one of the co-founders had to wait 4 days to see a doctor after rupturing his eardrum on a flight home from a McKinsey consulting engagement. One man\u2019s pain point \u2013 long wait time to see a doctor \u2013 was actually representative of a major issue patients face throughout the US.\u00a0(1)<\/p>\n<p>Since uncovering the major issue of long lead times to see doctors, Zocdoc has been laser focused on pairing patients and doctors in a timely and simple fashion. Today, Zocdoc\u2019s web and mobile platform, supported by a team of 600 employees, helps thousands of users search and seamlessly book appointments through Zocdoc\u2019s database of 30-40,000 doctors in all 50 states (2).<\/p>\n<p>&nbsp;<\/p>\n<p><strong><u>Business Model<\/u><\/strong><\/p>\n<p>Zocdoc operates a two sided network that pairs patients and doctors with one another. \u00a0Zocdoc creates value for patients by providing:<\/p>\n<ul>\n<li>A platform to see doctors\u2019 availability and book appointments online, simplifying the booking process and reducing the average wait time before seeing a doctor<\/li>\n<li>A closed-loop, verified review system to help patients make informed choices about their health care providers<\/li>\n<li>A way to fill out forms before getting to the doctor, reducing time spent in waiting rooms<\/li>\n<li>Other ancillary services, such as tailored reminders, to streamline the process of seeing a doctor<\/li>\n<\/ul>\n<p>On the other side of the network, Zocdoc creates value for doctors by:<\/p>\n<ul>\n<li>Driving additional traffic through doctor offices<\/li>\n<li>Providing replacement patients for the 10-20% of appointments that are made and cancelled within a day or two of the appointment (3)<\/li>\n<li>Improving the customer experience with that doctor by streamlining patient bookings and check-in processes<\/li>\n<li>Providing a platform for soliciting patient feedback and tailoring services \/ experience to better suit patient needs<\/li>\n<\/ul>\n<p>Although both sides of the network are critical for its success, Zocdoc always prioritizes the patient over all other parties, including itself. Zocdoc provides patients free access to the network and captures value for itself by charging doctors up to $300 per month to be a member of the network.<\/p>\n<p>&nbsp;<\/p>\n<p><strong><u>Operating Model<\/u><\/strong><\/p>\n<p>Zocdoc\u2019s main assets are credibility, the network of doctors, and its employees. Zocdoc has simultaneously built and deployed each of these assets in order to drive the most value possible for patients.<\/p>\n<p><strong>Credibility:<\/strong> By far the most valuable asset and the one that Zocdoc a) strives hardest to continue building and b) protects at all costs. From the beginning of the user experience, Zocdoc establishes trust and transparency with the patient. The only information you must provide in order book an appointment is your name, email, sex and date of birth. You can opt-in to giving additional info in order to take advantage of other services, but it is by no means necessary in order for the patient to receive value from Zocdoc. By creating a viable product that allows the user to slowly gain comfort with Zocdoc, the company is operating in a way that prioritizes the customer, and does not treat collection and monetization of data as a way for Zocdoc to capture value.<\/p>\n<p>In addition, the closed loop review system is another way of building trust with the consumer, as well as with doctors. The comment vetting process delivers \u201cuseful, representative, and reliable\u201d reviews to consumer and protect doctors, at the expense of being labor intensive.<\/p>\n<p><strong>Network of Doctors:<\/strong> Although the platform\u2019s highest goal is to deliver value to consumers, the overwhelming focus of their sales and market efforts is directed to adding doctors to the platform. Rather than focusing on selling a product to consumers, they are creating the best possible product\/user experience, and relying on word of mouth and user engagement to drive growth of patients.<\/p>\n<p>Although Zocdoc is a tech company and wants to provide value to \u201cmodern patients and doctors\u201d, the company is not afraid to utilize \u201cold fashioned\u201d operations to achieve their goal, including a labor intensive, non-digital sales and marketing effort to attract doctors.<\/p>\n<p>Lastly, Zocdoc has resisted the urge to move too quickly and try to be too many things to too many people. They can\u2019t transform and modernize healthcare unless they do their first task well, which is creating a viable network for doctors and patients. If they do that, they will build trust with patients, the most valuable asset they can have, their opportunities are endless. As Klosla Ventures states in contrast to other less successful healthcare start-ups, Zocdoc was \u201cfocused and specific, and its strategy is to get a foothold in health care, gain credibility, and go from there.\u201d (3)<\/p>\n<p>Sources:<\/p>\n<ul>\n<li>1) Zocdoc website and company blog.<\/li>\n<li>2) Company does not disclose number of appointment bookings or number of doctors. Range of estimates based on articles and analysis based on sampling of # of doctors whose names start with specific letter)<\/li>\n<li>3) NYTimes:\u00a0<a href=\"http:\/\/bits.blogs.nytimes.com\/2012\/01\/30\/lessons-from-zocdoc-a-health-tech-start-up-that-works\/?_r=0\">http:\/\/bits.blogs.nytimes.com\/2012\/01\/30\/lessons-from-zocdoc-a-health-tech-start-up-that-works\/?_r=0<\/a><\/li>\n<li>4) Glassdoor<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Zocdoc: Giving Power to The Patient<\/p>\n","protected":false},"author":668,"featured_media":0,"comment_status":"open","ping_status":"closed","template":"","categories":[],"class_list":["post-7589","hck-submission","type-hck-submission","status-publish","hentry"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/the-tom-challenge-tom-winners-and-losers-assignment\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Zocdoc - Trust Above All Else - Technology and Operations Management<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/zocdoc-trust-above-all-else\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Zocdoc - Trust Above All Else - Technology and Operations Management\" \/>\n<meta property=\"og:description\" content=\"Zocdoc: Giving Power to The Patient\" \/>\n<meta property=\"og:url\" content=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/zocdoc-trust-above-all-else\/\" \/>\n<meta property=\"og:site_name\" content=\"Technology and Operations Management\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/zocdoc-trust-above-all-else\\\/\",\"url\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/zocdoc-trust-above-all-else\\\/\",\"name\":\"Zocdoc - Trust Above All Else - Technology and Operations Management\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/#website\"},\"datePublished\":\"2015-12-10T04:35:14+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/zocdoc-trust-above-all-else\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/zocdoc-trust-above-all-else\\\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/zocdoc-trust-above-all-else\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Submissions\",\"item\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-rctom\\\/submission\\\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Zocdoc &#8211; 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