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Cluster Initiatives as Tools for Shared Value Creation 
The Case of Healthcare in Barranquilla 
Andrés Guimón 
Parallel 1....
Cluster Initiatives as Tools for Shared Value 
Creation 
The Case of Healthcare in Barranquilla 
TCI 2014, Monterrey 
Andr...
3 
Shared Value: 
“Addressing a Social Issue with a Business Model” 
Source: Michael Porter
4 
Creating Shared Value: 
“Addressing a Social Issue with a Business Model” 
Reconveiving products 
and markets 
Redefini...
Competitive Reinforcement Initiatives (CRIs) 
5 
How can they help?
Healthcare Service 
Providers 
Distributors 
Suppliers 
Education and 
research 
Support 
Institutions 
Government 
The He...
7 
CRI’s objective: 
Help healthcare companies be more 
competitive in the long run 
Competitive Company 
Strategies 
Favo...
8 
 Interviews with companies and 
institutions 
 Industry and cluster analysis 
 Ways to compete in healthcare 
 Segm...
9 
 Interviews with companies and 
institutions 
 Industry and cluster analysis 
 Ways to compete in healthcare 
 Segm...
Key Challenge: 
The main customer in the cluster was being poorly served 
10 
Chronic Patient 
75% of total expenditure 
N...
11 
 Interviews with companies and 
institutions 
 Industry and cluster analysis 
 Ways to compete in healthcare 
 Seg...
Redefining Productivity in the Value Chain 
12 
Treatment is the goal Health is the goal 
Reactive Care Continuous Care
Redefining Productivity in the Value Chain 
13 
 The Center is the doctor 
 Passive role of the patient 
 Focus on curi...
14 
 Interviews with companies and 
institutions 
 Industry and cluster analysis 
 Ways to compete in healthcare 
 Seg...
Action Lines from Workgroups 
15 
Connected Healthcare Conference 
Strategic Meetings with Insurers 
Courses on Patient Ce...
16 
How has this vision developed 
over the years?
Strategic Vision 2010-2014 
17 
Help healthcare companies be more 
competitive in the long run 
Competitive Company 
Strat...
18 
 50 employees 
 Clients: 75% insurers, 25% private users 
 Main market: Colombia. Focus is on Latin 
America 
 Sal...
19 
Help healthcare companies be more 
competitive in the long run 
Competitive Company 
Strategies 
Favourable Business 
...
Specific Skill Building 
20 
2 events to disseminate best practices 
130 participants 
Specific courses in Patient Centere...
Incentives for Product Development 
21
International Partnerships for Research 
22
23 
Help healthcare companies be more 
competitive in the long run 
Competitive Company 
Strategies 
Favourable Business 
...
24 
Did The CRI Help Promote Shared Value?
Conclusion 
25 
Chronic patient served 
through reactive care
26 
Thank You 
andres.guimon@competitiveness.com 
www.competitiveness.com
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TCI 2014 Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in Barranquilla

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By Andrés Guimón, presented at the 17th TCI Global Conference, Monterrey 2014.

Published in: Economy & Finance
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TCI 2014 Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in Barranquilla

  1. 1. Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in Barranquilla Andrés Guimón Parallel 1.1 Common problems, common markets and shared value creation 11 November 2014
  2. 2. Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in Barranquilla TCI 2014, Monterrey Andrés Guimón
  3. 3. 3 Shared Value: “Addressing a Social Issue with a Business Model” Source: Michael Porter
  4. 4. 4 Creating Shared Value: “Addressing a Social Issue with a Business Model” Reconveiving products and markets Redefining productivity in the value chain Improving the local business environment Source: Porter & Kramer
  5. 5. Competitive Reinforcement Initiatives (CRIs) 5 How can they help?
  6. 6. Healthcare Service Providers Distributors Suppliers Education and research Support Institutions Government The Healthcare Cluster in Barranquilla  Over 800 companies  5% of total employment  Mostly service but pharma also important  Main market: local and northern Colombia
  7. 7. 7 CRI’s objective: Help healthcare companies be more competitive in the long run Competitive Company Strategies Favorable Business Environment
  8. 8. 8  Interviews with companies and institutions  Industry and cluster analysis  Ways to compete in healthcare  Segment attractiveness  Advanced Buyer interviews  Benchmarking trips  Strategy meetings  Work groups with cluster agents  Expert interviews The CRI Workplan: Strategic Vision for the Future Launching of Actions Identifying Social and Business Challenges 7 month process 1st meeting 2nd meeting 3rd meeting
  9. 9. 9  Interviews with companies and institutions  Industry and cluster analysis  Ways to compete in healthcare  Segment attractiveness  Advanced Buyer interviews  Benchmarking trips  Strategy meetings  Work groups with cluster agents  Expert interviews The CRI Workplan: Strategic Vision for the Future Launching of Actions Identifying Social and Business Challenges 7 month process 1st meeting 2nd meeting 3rd meeting
  10. 10. Key Challenge: The main customer in the cluster was being poorly served 10 Chronic Patient 75% of total expenditure Need: maintain good health and lifestyle Delivery focused on acute care and injury
  11. 11. 11  Interviews with companies and institutions  Industry and cluster analysis  Ways to compete in healthcare  Segment attractiveness  Advanced Buyer interviews  Benchmarking trips  Strategy meetings  Work groups with cluster agents  Expert interviews The CRI Workplan: Strategic Vision for the Future Launching of Actions Identifying Social and Business Challenges 7 month process 1st meeting 2nd meeting 3rd meeting
  12. 12. Redefining Productivity in the Value Chain 12 Treatment is the goal Health is the goal Reactive Care Continuous Care
  13. 13. Redefining Productivity in the Value Chain 13  The Center is the doctor  Passive role of the patient  Focus on curing  Fragmented patient data  Traditional power structure  Expensive  The center is the patient (results)  Collaborative and proactive patient  Delivery across all care cycles  Integrated patient records  New entrants (software)  Minimises costs
  14. 14. 14  Interviews with companies and institutions  Industry and cluster analysis  Ways to compete in healthcare  Segment attractiveness  Advanced Buyer interviews  Benchmarking trips  Strategy meetings  Work groups with cluster agents  Expert interviews The CRI Workplan: Strategic Vision for the Future Launching of Actions Identifying Social and Business Challenges 7 month process 1st meeting 2nd meeting 3rd meeting
  15. 15. Action Lines from Workgroups 15 Connected Healthcare Conference Strategic Meetings with Insurers Courses on Patient Centered Care Incentives for New Product Development
  16. 16. 16 How has this vision developed over the years?
  17. 17. Strategic Vision 2010-2014 17 Help healthcare companies be more competitive in the long run Competitive Company Strategies Favourable Business Environment
  18. 18. 18  50 employees  Clients: 75% insurers, 25% private users  Main market: Colombia. Focus is on Latin America  Sales growth: x4 1st year, x2 rest of years  Spin off planned for 2015
  19. 19. 19 Help healthcare companies be more competitive in the long run Competitive Company Strategies Favourable Business Environment Strategic Vision 2010-2014
  20. 20. Specific Skill Building 20 2 events to disseminate best practices 130 participants Specific courses in Patient Centered Care 35 participants
  21. 21. Incentives for Product Development 21
  22. 22. International Partnerships for Research 22
  23. 23. 23 Help healthcare companies be more competitive in the long run Competitive Company Strategies Favourable Business Environment Strategic Vision 2010-2014
  24. 24. 24 Did The CRI Help Promote Shared Value?
  25. 25. Conclusion 25 Chronic patient served through reactive care
  26. 26. 26 Thank You andres.guimon@competitiveness.com www.competitiveness.com

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