So in 2006. RealBenefits went commercial. Still tucked under the umbrella of founder Community Catalyst, the sales staff began slowly refocusing its energy on paying customers like hospital chains, governments and school districts rather than the community organizations and nonprofits that had previously peppered its client list. A subscription - based service, RealBenefits charges a fee that ranges from $10,000 for, say, a homeless -services group to six figures on the high end. "Our model was to find large health - care providers who’d be willing to pay because they were actually increasing reimbursements(报销) and minimizing uncompensated safe by using our technology," says CEO Enrique Balaguer. At both ends, low -income families win. Whereas an uninsured patient going to the emergency room once faced a bill for thousands of dollars, now, using RealBenefits, hospital staff can screen him to see if he is qualified to file a claim with Medicaid. One Massachusetts hospital, Baystate Medical Center, reported a 50% increase in the number of Medicaid reimbursements it received in 2006 by using RealBenefits. Nonetheless, RealBenefits was still struggling to expand because of the difficulty of accessing capital. So the firm set out to find a buyer willing to continue its social mission. It eventually settled on Trillealix. a Connecticut - based health - care IT company. The June 2008 deal was worth $ 3 million to $ 4 million, Balaguer says. What change happened after RealBenefits went commercial in 2006
A. It didn’t take community organizations as clients any more. B. It started to charge clients for the service it offered. C. Its service would not benefit low -income families. D. It made huge profits and was financially well - of