Can mHealth Become a Profitable Business? How and When?
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Can mHealth Become a Profitable Business? How and When?

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Can mHealth Become a Profitable Business?

Can mHealth Become a Profitable Business?
How and When?

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Can mHealth Become a Profitable Business? How and When? Presentation Transcript

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  • 2. Connected healthcare -enabling a sustainableand accessible systemFebruary 2011 MWC 2011,2Barcelona Audiovisuales S.A. / Telefónica España S.A.Telefónica ServiciosTítulo de la ponencia / Otros datos de interés / 26-01-2010
  • 3. Healthcare systems at a crossroad … Global t Gl b l trends d Developed markets D l d k t Aging and growing prevalence Unsustainable budget of chronic diseases deficits, deficits significantly Shortage of healthcare worsened by the crisis professionals “Quality” at risk Increasing patient The public – private engagement dilemma Growing costs, well above GDP rates b t Developing markets Need to significantly increase access and quality for uncovered population (all of it with limited resources) Efficient growth of private sector The infrastructure question? 3
  • 4. … in need of profound and challenging transformation Physical contact Ubiquitous Significant change of the healthcare delivery model Reactive medicine Proactive, continuous Developed markets strong focus on sustainability Passive patient Active and informed Developing markets may use ICT to leapfrog into a modern Acute care Chronic care “accessible” healthcare Cultural transformation Fragmented Integrated care “Connecting” professionals and patients, strong ICT Disease ce te ed sease centered Patient ce te ed at e t centered adoption – “more C than IT” more IT 4
  • 5. Our opportunity is to enable the new “connectedhealthcare model”, truly changing people lives … model ,Better “connecting” thepatient with the system Delivering “mobile” mobile productivity“Bringing” thehospital to home Interconnecting professionals and informationDelivering peace ofmind & assisted living Deploying the required infrastructure 5
  • 6. … with concrete “prioritized” value added services,and clear business models Main M Health areas M-Health “ICT Solutions” TeleHealth TeleCare “Health CRM” and Chronic patient Mobile Telecare Emergency Services management (B2G/B2B/B2C) (B2G/B2B) (B2G/B2B) Home Telecare Mobile productivity Teleconsultation (B2G/B2B/B2C) solutions (B2G/B2B) “doctor on the doctor Disability Solutions Di bili S l i Imaging & HiS phone” (B2C) (B2G/B2B/B2C) Systems “aaS” Telediagnostic (B2G/B2B/B2C) “doctor t d t ” “d t to doctor” (B2G/B2B) Tele-rehabilitation (B2G/B2B) Networks and IT projects (BB networks, EHRs, ePrescription, …) 6
  • 7. Services which provide e2e solutions, such as the“chronic care integrated system chronic care” Remote Care Primary care Specialized care Patient, “segmented” segmented Social services Health mgmt g 7
  • 8. The challenge for us is “how to accelerate the future” …… our hypothesis/ experience is: Integrate “pieces” into “solutions” – this is not a technology game, leverage core assets (comms, data, IT, M2M, cloud, …), whatever it takes !!! ( , , , , , ), It is all about creating the business models than align “payer, buyer, prescriber, user and whom finally benefits” – influence at the key “entry point” Create strategic alliances with key clients – winner takes all, no more pilots Transform internal skills – have a credible health client message Bring together key agents/ partners, particularly in system integration, SW vendors, “medical” providers and change management experts Create innovative commercial models which lower the barriers (share risk, “per per unit” model, …) Competition is across the “value chain” – secure space to control value creation & communicate the proposition “as a service vs consulting projects” as vs. projects Be proactive, build an industrialized model to ensure scalability 8
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