Business models at the intersection of healthcare and education - Accenture

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Business models at the intersection of healthcare and education - Accenture

  1. 1. India BlossomsBusiness models at the intersection ofeducation and healthcare eindia.eletsonline.com
  2. 2. 2010-2020 is the “human capital” decade for India Two key targets Attaining ‘Millennium Development Goals’ Skilling around 500 million by 2020 (MDGs) by 2015Achieving these targets will help position India as a nation capable achieving its growth targets with inclusivity and compassionCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 2
  3. 3. Scaling, high-quality and accessible healthcare and educationservices is at the intersection of achieving these two targets Education Millennium Development and Skilling around 500 Goals million by 2020 healthcareCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 3
  4. 4. While India has made considerable progress insome areas, a lot more continues to be desired inthe area of healthcare and education delivery • AS OF 2007-08, ONLY 47% OF • SURVIVAL RATE OF PUPILS THE BIRTHS WERE STARTING GRADE I WHO ATTENDED TO BY SKILLED REACH GRADE V WAS ONLY HEALTH PERSONNEL. 76% IN 2008-09. • AS OF 2009, INDIA • INDIA CAME SECOND TO CONTRIBUTED 24% TO THE LAST ONLY AHEAD OF TOTAL NEW CASES OF KYRGYZTAN IN TUBERCULOSIS DETECTED MATHEMATICS IN THE WORLD. COMPETENCY • IT CAME LAST EVEN BEHIND • IN 2010, INDIA STILL KYRGYZTAN WHEN IT CAME REGISTERED 1.6 MILLION TO COMPETENCY IN NEW MALARIA CASES. SCIENCE Healthcare EducationCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 4
  5. 5. Unfortunately, the clock is tickingfast and resources are scarce…so andCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 5
  6. 6. The possible solution… …Copyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 6
  7. 7. To achieve this solution at a commercially viable scaleand impact, we need to put in place a viable businessmodel Illustrative questions Key partnerships Customer Cost structure Key resources segments Key activities • Who should be the • How can cost of partners to deliver • How should • How should one delivering be scalable and high- • Who should the arrive at the best customers be minimized initiative fund-raise quality impact ? segmented? combination of without losing from? talent and impact of technology? initiatives ? • How can the Customer value proposition quality of benefit be multiplied at • How should the customer value proposition be mapped correctly? the customer end without increasing • How can one evaluate the appropriateness of customer value proposition mapped his/her cost? at minimal costs?Channels Revenue stream• What are the channels available • What is the concept of profitable-revenue in the context of such projects? to simultaneously deliver education • What should be the strategy to scale and not lose out on quality simultaneously? and healthcare programs? • How can revenues be generated and collected effectively? Copyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 7
  8. 8. We recommend a three step method to launchsuch a commercially viable business model STEP 1: IDENTIFY EXISTING STEP 2: USE SOPHISTICATED STEP 3: DEVELOP THE SCALABLE PLATFORMS AND ANALYTICAL AND TECHNOLOGY RELEVANT ORGANIZATIONAL PARTNERS AVAILABLE TO TOOLS TO GARNER AND ARCHITECTURE AND BUILD DELIVER HEALTHCARE AND DEPLOY KEY INSIGHTS ACROSS RELEVANT FUNCTIONAL EDUCATIONAL SERVICES THE BUSINESS MODEL CAPABILITIES SIMULTANEOUSLYCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 8
  9. 9. There is no dearth of existing scalable private and public infrastructurewhich can be utilized to simultaneously provide healthcare andeducation and in some cases limited success has been achieved too Illustrative Education Healthcare Neutral examples Public PrivateCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 9
  10. 10. To garner and deploy insights across the business model,utilize sophisticated analytical tools and processes Cloud based tools Inclusive stakeholder analysis tool-kit Advanced customer analytics, Customer segmentation and analytical record models Multi-channel management tools Identify technologies to scaleCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 10
  11. 11. To put in place a robust organizational architecture learn from existing successful experiences and invest in creation of the sameBy reforming its organizational architecture ITC successfully launched e-Choupal which besides empowering farmers helps ITC procure best varieties of wheat at competitive prices grains for differentiating its Aashirvaad Atta. ITC invests a certain percentage of the profit from Aashirvaad Atta sales into its ‘Boond se Sagar’ initiative focused on moisture conservation and making water available to very small & marginal farmers. Copyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 11
  12. 12. Invest in creation of functional capabilities Devise innovative ways to build a sharper understanding of customer “wants.” Invest Develop strong in creating a band of “innovation scouts” – teams that will spend time with customer empathy low-income groups to identify their “wants” and propose possible innovations. Form partnerships with “inclupreneurs” (entrepreneurs who have Partner with right successfully implemented inclusive business models) to complement in-house ‘inclupreneurs’ functional capabilities making inclusion initiatives viable and sustainable. Make products undergo rapid prototyping, incorporating all necessary adjustments, Use ‘fail-fast’ feeding back data from the field. The idea is to think big, start small and scale up prototyping fast, but with minimum investment.Copyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 12
  13. 13. The beginning…. Do not go where the path may lead, go instead where there is no path and leave a trail. - Ralph Waldo EmersonCopyright © 2012 Accenture All rights reserved. eindia.eletsonline.com 13

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