Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

E Healthcare Business Model Innovation Research 2009


Published on

Snapshot e-healthcare business model EU- survey

Published in: Business

E Healthcare Business Model Innovation Research 2009

  1. 1. Business Models for eHealth: Results from an EU Project Lorenzo Valeri (RAND Europe) Patrick Jansen (Capgemini Consulting) Daan Giesen (Capgemini Consulting)
  2. 2. Overview of the presentation • eHealth: understanding business models for going beyond financial issues • Sizing the eHealth market • Applying business models approaches to eHealth • Concluding remarks
  3. 3. e-healthcare business models: going beyond financial issues - Evolution of healthcare delivery- - Challenges for Business Modelling for eHealth • Financial sustainability • eHealth systems for efficiency and effectiveness of pre-existing services - Affecting Trends- • Financial (and operational) Socio-Economic Health Specific Trends sustainability also via change Trends management Aging Funding complexities Chronic Diseases Patients Mobility • Extended timings for the eHealth Un-healthy behaviour Standardisation system development Healthy and Cultural differences independent lifestyle
  4. 4. EU 27+2 – Total eHealth market 2008 & 2012
  5. 5. EU 27+2 – eHealth growth rates per segment 2008-2012
  6. 6. Business models: Identifying the interactions Resources Offer Customer eHealth Value Proposition Interactions Change management Data collection PROFIT Financial Performance
  7. 7. Mapping eHealth Business Models KEY KEY VALUE RELATION PATIENT / PARTNERS ACTIVITIES PROPOSITION USER / DOCTOR What kind of relations SEGMENTS What key activities do does your you need to perform patient/user/doctor and how easily can you expect and which kind What can partners do do this? Which of you clients’ do you maintain? What are your to leverage your problems do you solve patients’, users’, business model (better, and which needs are doctors’ needs, at lower cost)? KEY satisfied? CHANNELS problems, desires, and RESOURCES ambitions? What key resources Through which means does your business do your clients want to model require? be reached and which means do you utilize? COST REVENUE STRUCTURE STREAMS What is the cost structure of your business What value are your clients willing to pay model and is this in line with the core for and what is the preferred payment values of the business model? mechanism?
  8. 8. Centro Unico di Prenotazione- Umbria • Booking/cancellation/rescheduling and payment by patient of specialised visit or tests also via pharmacies Environment • Integration with Umbria’s local radiology information system, laboratory information system and hospital information system • Direct link with Italy’s Ministry of Economic and Finance • Multichannel access for patients to book/cancell/rescheduling of specialised test or visit Main drivers to change • Facilitation for rural areas Business Model • Efficiency in the collection of payments for test (tickets) • Financial incentives for the involvement of private pharmacies • Client/Server solution via regional Intranet solution managed by Umbria’s in-house IT company Webred • Actors involved: 2 Regional Hospitals (Perugia/Terni), 4 local health authorities (Citta di Castello, Solution Perugia, Terni, Foligno) and 266 pharmacies (144 in rural areas, 122 in urban areas) and 487 specialist doctor or approved laboratories • Potential users: over ca. 880.000 citizens, of which 140.000 foreigners (650.000 in the Province of Perugia and 230.000 in the Province of Terni) • Direct involvement of all actors in the development of the system • Financial incentives for private pharmacies to link-up to the system Key Success Factors • Centralised IT infrastructure Business Model • ITIL-aligned approach with IT support call centre (especially for private pharmacies) and for specific operational issues (e.g. suspension of booking by a single laboratory/diagnostic centre due to long waiting lists)
  9. 9. CUP: Changing the Business Model CUP without pharmacies CUP with pharmacies Outpatient Outpatient Outpatient Hospital Outpatient Hospital Radiology Radiology Laboratories Radiology/Laboratory Laboratories Radiology/Laboratories Departments Departments 3 3 Web-Red IT infrastructure Web-Red IT infrastructure 2 2 4 4 4 Local 4 Local 2 Regional 2 Regional A144 Rural A122 Urban Health Health A15 GPs Hospitals Hospitals Pharmacies Pharmacies Authorities Authorities 1 1 Citizen/Patient Citizen/Patient 1: Request of test/specialist by patient/citizens 2: Automatic check on availability and assign date/time for visit 3: Response back on availability/available time 4: Booking/rescheduling complete-Payment for visit by patients
  10. 10. CUP: Changing the Value Proposition KEY KEY VALUE CLIENT PATIENT / PARTNERS ACTIVITIES PROPOSITION RELATION USER / DOCTOR 6 locations for SEGMENTS booking/payment/reschedule High quality service Distant relation /cancellation of Efficiency and Closer to needs of lab.test/specialised visit/ 281 effectiveness patients locations Multiple access points Hospital wards especially for rural Doctors Diagnostic Tests areas GPs 144 Rural Pharmacies Customer Patients 122 Urban Pharmacies CHANNELS Pharmacies retention/additional 15 GPS KEY revenues for Web (TBD) RESOURCES pharmacies Hospital structures Diagnostic centres Management of the Local Healthcare Hospital/Local Health results of health authorities Authorities awareness campaigns. Pharmacies Patients GPs Pharmacies COST REVENUE STRUCTURE STREAMS Personnel Direct cost (printing, etc…) Pharmacies: Education & Training for pharmacies 2 EURO per booking IT Call centre Better cash flow for pharmacies IT system integration IT support for pharmacies
  11. 11. Tactus: Serving Alcoholics online • Tactus delivers care and treatment to addicts with alcohol, drugs, medicine, gambling, and eating problems Environment • Especially alcoholic abuse has a stigma: people are ashamed; it is a taboo • Tactus performs 5,500 units of care per year and the 2007 result was €1,605,000 (budget of €57 mio) • 10% of all Alcoholics ever got help Main drivers to change • Research pointed out that preventive actions should indicate better results Business Model • The behavioral change side of the treatment needs to be easily accessible • Structured asynchronous Internet treatment program (Tactive) with a focus on cognitive behavioral therapy through one-to-one counseling of a professional assistant: • Two-sided treatment (diagnostics & behavioral change) • Informative website Solution • Forum for online contact with fellow-sufferers • Internet-based treatment (on a secured platform) • Aftercare chat module • Three executing organisations: Tactus, Mondriaan, and Symphora Group • Research that underpins the benefits of the service, and gives opportunities to adjust Key Success Factors • Personal counseling relation between professional assistant and alcoholic is key Business Model • Price from M&ICT of €650K • No transportation needed, freedom in time and place
  12. 12. Tactive: Changing the Business Model Alcoholic treatment before Alcoholic treatment after Feedback Internet-based Informative Aftercare chat Forum treatment website module Local, regional, Quality & Control; Subsidy Treatment national government Provide treatment & Tactive care to clients ( Professional Tactus Assistants Knowledge Local, regional, Healthcare national Tactus Insurer government Healthcare Insurer Orders & Leads; Money Professional Assistants Source: Interview Hans Keizer, Tactive / Tactive Documentation
  13. 13. Tactive: Changing the Value Proposition KEY KEY VALUE RELATION PATIENT / PARTNERS ACTIVITIES PROPOSITION USER / DOCTOR Need-oriented relationship SEGMENTS Give care & treatment Personal & Anonymous Supervise assistants Patient has the control over Provide addict care his/her own treatment Local, regional and Develop internet-based Tactive online treatments People with addicts national government platform E.g. Desired knowledge and Tactus Provide information, experience around TheFactor.e KEY fellow-sufferer contact, CHANNELS addictions Health insurer RESOURCES treatment and aftercare Other target groups: Mondriaan assistance Anonymous patients Symphora Group 680 Prof. assistants Roll-out to other areas: Policyholders 20-25 Prof. assistants Front-end IT system Gambling Professional assistants Companies Knowledge on diagnostics Drugs Self-payers & behavioral change Health insurer Eating Roll-out to other IT knowledge Medicine countries COST REVENUE STRUCTURE STREAMS Personnel – Professional assistants Client fee: fixed fee + fee per hour for Education & Training delivered treatment/care Coaching on digital treatment Franchise fee IT application: development and Resell of application to other countries maintenance Source: Interview Hans Keizer, Tactive / Tactive Documentation
  14. 14. Conclusions • Mapping business model • Long term commitment of senior management • Not about new service but about news ways of delivering a specific healthcare care specific service • Financial commitment • Stable financial support throughout project life line • Final support for supporting staff commitment • Patient’s needs • Patients viewed as “clients” or “customers” • Healthcare services aimed at providing more efficient services • Open standards • Explicit use of technical open standards to foster integration and follow- up extension of functionalities • Evaluation • Senior management commitment to a-priori and ex-post evaluation of the effects of IT-enhanced healthcare service
  15. 15. For more information Prof. Jo Chataway Director RAND Europe Westbrook Centre Milton Road CB4 1YG Cambridge Tel:00441223353329 Email: