This paper explores the emerging role of mobile operators in eHealth: the GSMA presents opportunities for mobile operators to play a significant role in integrating systems, organisations and people across the health system, effectively integrating mobile into the health patient pathway.
The Mobile for Development Utilities Innovation Fund was launched in June 2013 to test and scale the use of mobile to improve or increase access to energy, water and sanitation services. Together with a second Phase of funding in 2015, the Innovation Fund received an overwhelming number of high quality applications, reflecting high interest in leveraging mobile technologies for improving and increasing access to utilities within the developing world. This analysis of concept notes from innovators who applied for the Fund identifies the emerging trends in mobile-enabled utility services.
Mobile for Development is a growing sector, with well over 1,000 live services now tracked by the GSMA across the developing world in verticals such as money, health, education and entrepreneurship. The problem is that while the sector has enjoyed continued growth in a number of services over the last 5-7 years, scale and sustainability have generally not been achieved. This work is designed to inform and add insight to help address challenges to mobile-enabled services that can help to facilitate service delivery in developing countries.
This research has been developed by Mobile for Development Intelligence with support from the Rockefeller Foundation. This being the interim report, we overview and provide analysis on the barriers to scalability, while at the final report stage we will provide further analysis and communicate recommendations to stakeholders on how these can be overcome.
Please visit https://mobiledevelopmentintelligence.com for more information.
The GSMA is a trade body that represents the interests of mobile operators worldwide. It was founded in 1987 and now has over 750 operator members from 219 countries. The GSMA focuses on developing the mobile broadband and mobile money industries to connect more people globally and bring financial services to the unbanked. It also works on mobile initiatives to enrich lives in developing areas through programs like community phones and internet access.
The GSMA is a trade body that represents the interests of mobile operators worldwide. It was founded in 1987 and now has over 750 operator members from 219 countries. The GSMA focuses on developing the mobile broadband and mobile money industries to connect more people globally and bring financial services to the unbanked. It also works on mobile initiatives to enrich lives in developing areas through programs like its Development Fund.
The document discusses different types of staffing models for telecenters, including paid staff, casual staff, and volunteers. It emphasizes that telecenters should take a holistic approach to staffing and consider all types of human resources. While paid staff can fulfill key roles, volunteer coordination and community involvement are also important for a telecenter's success. Flexibility is needed to accommodate the varying abilities and availability of volunteer resources.
•
Malaysia has made significant progress in basic connectivity, but there is an opportunity to expand access to and use of higher quality broadband.
•
Ubiquitous, high quality, affordable broadband will increasingly be a critical foundation of the digital economy. Better connected economies will do better.
•
Malaysia’s ambitions for the digital economy will only be realized, and its investments (DFTZ, Industry 4.0 etc.) pay off, if fixed broadband services become more affordable and their quality is improved.
•
Malaysia can consider a new strategy, with more ambitious targets, to promote competitive markets, accelerate infrastructure deployments, and attract private capitalto increase broadband network roll out and use.
Presentation given by Santanu Sengupta, Board Member, African Centre for Mobile Financial Inclusion on August 1st, 2011 at eWorld Forum (www.eworldforum.net) in the session Telecentres: Effective Approaches and Best Practices
This document provides an overview of the mobile telecommunication industry in Bangladesh. It begins with an executive summary and then covers the following topics:
- A literature review of the major mobile operators in Bangladesh, including their profiles, market shares, and technologies used.
- A description of the research methodology used in the report, including the population studied, sampling methods, and research framework.
- A presentation of data on the mobile operators' subscribers over the past four years, mobile value-added services, and the economic impact of mobile phones.
- Results from a questionnaire survey assessing customers' satisfaction with various aspects of service from the major operators such as network coverage, call rates, special offers, and service center
The Mobile for Development Utilities Innovation Fund was launched in June 2013 to test and scale the use of mobile to improve or increase access to energy, water and sanitation services. Together with a second Phase of funding in 2015, the Innovation Fund received an overwhelming number of high quality applications, reflecting high interest in leveraging mobile technologies for improving and increasing access to utilities within the developing world. This analysis of concept notes from innovators who applied for the Fund identifies the emerging trends in mobile-enabled utility services.
Mobile for Development is a growing sector, with well over 1,000 live services now tracked by the GSMA across the developing world in verticals such as money, health, education and entrepreneurship. The problem is that while the sector has enjoyed continued growth in a number of services over the last 5-7 years, scale and sustainability have generally not been achieved. This work is designed to inform and add insight to help address challenges to mobile-enabled services that can help to facilitate service delivery in developing countries.
This research has been developed by Mobile for Development Intelligence with support from the Rockefeller Foundation. This being the interim report, we overview and provide analysis on the barriers to scalability, while at the final report stage we will provide further analysis and communicate recommendations to stakeholders on how these can be overcome.
Please visit https://mobiledevelopmentintelligence.com for more information.
The GSMA is a trade body that represents the interests of mobile operators worldwide. It was founded in 1987 and now has over 750 operator members from 219 countries. The GSMA focuses on developing the mobile broadband and mobile money industries to connect more people globally and bring financial services to the unbanked. It also works on mobile initiatives to enrich lives in developing areas through programs like community phones and internet access.
The GSMA is a trade body that represents the interests of mobile operators worldwide. It was founded in 1987 and now has over 750 operator members from 219 countries. The GSMA focuses on developing the mobile broadband and mobile money industries to connect more people globally and bring financial services to the unbanked. It also works on mobile initiatives to enrich lives in developing areas through programs like its Development Fund.
The document discusses different types of staffing models for telecenters, including paid staff, casual staff, and volunteers. It emphasizes that telecenters should take a holistic approach to staffing and consider all types of human resources. While paid staff can fulfill key roles, volunteer coordination and community involvement are also important for a telecenter's success. Flexibility is needed to accommodate the varying abilities and availability of volunteer resources.
•
Malaysia has made significant progress in basic connectivity, but there is an opportunity to expand access to and use of higher quality broadband.
•
Ubiquitous, high quality, affordable broadband will increasingly be a critical foundation of the digital economy. Better connected economies will do better.
•
Malaysia’s ambitions for the digital economy will only be realized, and its investments (DFTZ, Industry 4.0 etc.) pay off, if fixed broadband services become more affordable and their quality is improved.
•
Malaysia can consider a new strategy, with more ambitious targets, to promote competitive markets, accelerate infrastructure deployments, and attract private capitalto increase broadband network roll out and use.
Presentation given by Santanu Sengupta, Board Member, African Centre for Mobile Financial Inclusion on August 1st, 2011 at eWorld Forum (www.eworldforum.net) in the session Telecentres: Effective Approaches and Best Practices
This document provides an overview of the mobile telecommunication industry in Bangladesh. It begins with an executive summary and then covers the following topics:
- A literature review of the major mobile operators in Bangladesh, including their profiles, market shares, and technologies used.
- A description of the research methodology used in the report, including the population studied, sampling methods, and research framework.
- A presentation of data on the mobile operators' subscribers over the past four years, mobile value-added services, and the economic impact of mobile phones.
- Results from a questionnaire survey assessing customers' satisfaction with various aspects of service from the major operators such as network coverage, call rates, special offers, and service center
Presentación de Martha García-Murillo en el taller "El rol del Estado en la promoción de la banda ancha" para DIRSI. Lima, 19 de mayo de 2011.
Martha García-Murillo's presentation at the workshop "The role of the state in the promotion of the broadband" for DIRSI. Lima, May 19th 2011.
Mbile subscriber satisfaction in bangladeshTowsif Ahmed
This document summarizes a study on factors influencing customer satisfaction and subscriber growth rates in the mobile telecommunications industry in Bangladesh. The study analyzes secondary data and surveys 188 subscribers to understand satisfaction levels. Key factors examined include network coverage, pricing, promotions, value-added services, and customer service. The mobile market in Bangladesh is very competitive, with over 120 million subscribers among six operators as of 2015. Customer retention is important for operators to maintain growth in this mature industry, so understanding and improving satisfaction levels is a key concern.
Problems and prospects of telecommunication sector of bangladesh a critical ...Alexander Decker
This document provides an overview of the telecommunication sector in Bangladesh, including mobile phone services. It discusses the problems, challenges and prospects facing the sector. Specifically, it notes that while the sector plays a vital economic role, recent years have seen decreasing government revenue and subscriber growth rates due to issues like SIM taxes and competition. However, with proper privatization and regulatory steps, the sector could grow and benefit both private operators and government income. It also provides market share details for the major mobile phone operators in Bangladesh as of March 2011.
This document provides a market analysis of the telecom companies operating in the UK, with a focus on their customer relationship strategies. It examines the UK telecom industry definition, background, characteristics, level of competition between major players like O2, Vodafone and T-Mobile. The document also analyzes market segmentation based on demographics and new trends. A PESTEL analysis is conducted to understand the political, economic, social, technological, environmental and legal factors impacting the industry. Finally, it evaluates different companies' product ranges and the role of promotion strategies in building long-term customer relationships.
Presentation to SA National Treasury on National Broadband FundingBrian Pinnock
Presentation to the national treasury in response to their request in July 2012 for a market sounding on funding mechanisms for a national broadband rollout.
This document discusses opportunities and challenges around ICT use in rural India. It outlines several successful case studies of ICT projects in rural areas, including eChoupal which provides farmers information and a marketing channel, reaching over 2 million farmers. However, most pilot projects have not scaled up due to narrow objectives, low user numbers, and lack of viability. Barriers to replication include poor infrastructure, lack of local capacity and funding. The document argues innovation is key, through creative uses of technology, adapted business models, and partnerships between public, private and nonprofit sectors.
John Howe - Metrolinx - Smart Transportation: Strategic ApproachesShane Mitchell
This document provides an overview of Metrolinx and its vision for a smart transportation system in the Greater Toronto and Hamilton Area. Metrolinx was established in 2006 to oversee integrated, multimodal transportation planning and investment in the region. The region faces challenges with increasing auto dependency and congestion. Metrolinx's vision is for an optimized transportation system that maximizes social, environmental, and economic sustainability through better mobility choices. The document outlines incremental and bold strategies to implement this vision across different sectors like government, workplaces, education, traveler information systems, transportation pricing, and parking management. It emphasizes the need for integrated planning, dedicated funding sources, and focusing on people, the environment, and the economy.
This document discusses modernizing the electric grid to leverage distributed energy resources (DERs) like rooftop solar and energy storage. It finds that DERs can provide over $1.4 billion in annual net societal benefits for California by 2020. However, the current utility regulatory model and grid planning processes are not designed for high DER adoption and instead incentivize utility infrastructure buildout. The document calls for changes to these structures to properly account for DER benefits and ensure least-cost grid solutions that maximize customer and societal value.
The document discusses ways for governments to encourage innovation in public sector services through the use of technology. It recommends taking a systemic approach to transition services online, involving stakeholders through co-creation, and encouraging entrepreneurship. Specific strategies suggested include transitioning all government websites and services to a single portal, using social media to engage citizens, and providing public funding to promote innovative small businesses. The document argues this can help reduce costs, improve services, and foster a more innovative environment.
Overview of Mobile Governance (M Governance) and its need is stated here. It covers application areas of M governance and M application framework for government. Also benefits, challenges and limitations have been given.
Value added services – challenges and opportunities in indiaIAEME Publication
This document summarizes a research paper that explores value added services (VAS) in India's telecom industry. It discusses the key stakeholders in VAS like handset manufacturers and mobile operators. It examines the challenges of providing VAS and the benefits consumers derive from them. The objectives are to understand the roles of different players, challenges faced, and benefits of VAS for Indian consumers. VAS have significant potential to increase average revenue per user for telecom operators by providing innovative services to subscribers.
The document provides background information on Grameenphone Limited, the leading telecommunications provider in Bangladesh. It discusses the origin of Grameenphone as a joint venture between Telenor and Grameen Telecom Corporation. Grameenphone started operations on March 26, 1997 with a village phone program aimed at empowering rural women. It has since expanded significantly, becoming the largest cellular operator in Bangladesh with over 37.7 million subscribers supported by the largest cellular network in the country. The document also outlines Grameenphone's industry firsts and innovations that have helped grow telecommunications access and services in Bangladesh.
The document is a report on the status of smart grid deployments in the United States as mandated by the Energy Independence and Security Act of 2007. Some of the key findings are:
- Distributed energy resources like solar and storage are growing but still low penetration levels. Microgrids, electric vehicles, and demand response are in early phases.
- Infrastructure upgrades like advanced metering and transmission automation are progressing but also at low penetration levels currently. Distribution automation is increasing due to improved cost/benefit analyses.
- The business cases and policies around smart grid development are emerging but understanding of environmental and consumer impacts remains limited.
- A cultural change is needed to fully integrate automation across the electric system and among stakeholders from a technical
A national perspective on using rates to control power system costs (recommen...bobprocter
This document provides an overview of using time-differentiated electricity rates to control power system costs from a national perspective. It discusses how electricity pricing has resulted in consumption patterns that do not match production and delivery cost patterns, leading to increasing costs. Dynamic pricing is presented as a way to better align prices with underlying costs. The document covers definitions of dynamic pricing, related rate design issues, potential impacts on different customer groups, enabling technology needs, and transition challenges. It argues dynamic pricing could significantly reduce peak consumption and lower future electricity costs if designed and implemented properly while accounting for different stakeholder impacts.
The document summarizes Taiwan's efforts to develop smart cities through integrating multiple technological solutions. It discusses issues facing modern cities like public safety, traffic, and education resources. Taiwan is using technologies like surveillance systems, smart lighting, electric vehicle sharing, and online education platforms to address these issues. Examples provided include a 170,000 camera surveillance network, smart lighting that also provides charging stations, and a program allowing small rural schools to share educational resources virtually. The goal is to improve quality of life through efficient, sustainable, and innovative smart city initiatives.
Kathmandu | Apr-15 | Interactions Between Productive Use of Energy and Access...Smart Villages
John Holmes & Bernie Jones
Smart Villages in South Asia: Kathmandu Works hop Report The Smart Villages Initiative, working with its local partner Practical Action Consulting South Asia, held a workshop in Kathmandu, Nepal on 10th April 2015. The aim of the workshop was to learn lessons from Nepal’s experience of micro/mini-hydroelectric schemes for off-grid rural communities and associated initiatives to stimulate productive enterprises which could be shared with other stakeholders in the South Asia region.
The mobile telecom sector in Bangladesh has experienced substantial growth over the last ten years. Mobile subscribers have increased from less than 1% of the population before 2000 to over 20% in 2007. There are currently over 30 million mobile subscribers across six operators in Bangladesh. Intense competition among operators has led to reduced tariffs, improved quality, and increased innovation in services. The mobile sector now generates over US$1 billion in annual revenue and covers over 95% of the country's geography.
Multicard | Press Release | Multicard Rolls Out Cashless Betalen™ Mobile Paym...Identive
Multicard Rolls Out Cashless Betalen™ Mobile Payment Solution Across Holland
Follow Multicard on Twitter: http://twitter.com/multicardgroup
http://cashlessbetalen.nl
http://multicard.com
Este documento describe el marco regulatorio del monitoreo de la calidad del aire en México. Explica las perspectivas y diagnósticos sobre la calidad del aire, así como los análisis de la constitucionalidad y legalidad de la regulación. También analiza efectos de la regulación, casos relevantes en México y Estados Unidos, e instrumentos ambientales como la LGEEPA. El documento provee una descripción completa del marco legal y casos relacionados con el monitoreo de la calidad del aire en México.
Presentación de Martha García-Murillo en el taller "El rol del Estado en la promoción de la banda ancha" para DIRSI. Lima, 19 de mayo de 2011.
Martha García-Murillo's presentation at the workshop "The role of the state in the promotion of the broadband" for DIRSI. Lima, May 19th 2011.
Mbile subscriber satisfaction in bangladeshTowsif Ahmed
This document summarizes a study on factors influencing customer satisfaction and subscriber growth rates in the mobile telecommunications industry in Bangladesh. The study analyzes secondary data and surveys 188 subscribers to understand satisfaction levels. Key factors examined include network coverage, pricing, promotions, value-added services, and customer service. The mobile market in Bangladesh is very competitive, with over 120 million subscribers among six operators as of 2015. Customer retention is important for operators to maintain growth in this mature industry, so understanding and improving satisfaction levels is a key concern.
Problems and prospects of telecommunication sector of bangladesh a critical ...Alexander Decker
This document provides an overview of the telecommunication sector in Bangladesh, including mobile phone services. It discusses the problems, challenges and prospects facing the sector. Specifically, it notes that while the sector plays a vital economic role, recent years have seen decreasing government revenue and subscriber growth rates due to issues like SIM taxes and competition. However, with proper privatization and regulatory steps, the sector could grow and benefit both private operators and government income. It also provides market share details for the major mobile phone operators in Bangladesh as of March 2011.
This document provides a market analysis of the telecom companies operating in the UK, with a focus on their customer relationship strategies. It examines the UK telecom industry definition, background, characteristics, level of competition between major players like O2, Vodafone and T-Mobile. The document also analyzes market segmentation based on demographics and new trends. A PESTEL analysis is conducted to understand the political, economic, social, technological, environmental and legal factors impacting the industry. Finally, it evaluates different companies' product ranges and the role of promotion strategies in building long-term customer relationships.
Presentation to SA National Treasury on National Broadband FundingBrian Pinnock
Presentation to the national treasury in response to their request in July 2012 for a market sounding on funding mechanisms for a national broadband rollout.
This document discusses opportunities and challenges around ICT use in rural India. It outlines several successful case studies of ICT projects in rural areas, including eChoupal which provides farmers information and a marketing channel, reaching over 2 million farmers. However, most pilot projects have not scaled up due to narrow objectives, low user numbers, and lack of viability. Barriers to replication include poor infrastructure, lack of local capacity and funding. The document argues innovation is key, through creative uses of technology, adapted business models, and partnerships between public, private and nonprofit sectors.
John Howe - Metrolinx - Smart Transportation: Strategic ApproachesShane Mitchell
This document provides an overview of Metrolinx and its vision for a smart transportation system in the Greater Toronto and Hamilton Area. Metrolinx was established in 2006 to oversee integrated, multimodal transportation planning and investment in the region. The region faces challenges with increasing auto dependency and congestion. Metrolinx's vision is for an optimized transportation system that maximizes social, environmental, and economic sustainability through better mobility choices. The document outlines incremental and bold strategies to implement this vision across different sectors like government, workplaces, education, traveler information systems, transportation pricing, and parking management. It emphasizes the need for integrated planning, dedicated funding sources, and focusing on people, the environment, and the economy.
This document discusses modernizing the electric grid to leverage distributed energy resources (DERs) like rooftop solar and energy storage. It finds that DERs can provide over $1.4 billion in annual net societal benefits for California by 2020. However, the current utility regulatory model and grid planning processes are not designed for high DER adoption and instead incentivize utility infrastructure buildout. The document calls for changes to these structures to properly account for DER benefits and ensure least-cost grid solutions that maximize customer and societal value.
The document discusses ways for governments to encourage innovation in public sector services through the use of technology. It recommends taking a systemic approach to transition services online, involving stakeholders through co-creation, and encouraging entrepreneurship. Specific strategies suggested include transitioning all government websites and services to a single portal, using social media to engage citizens, and providing public funding to promote innovative small businesses. The document argues this can help reduce costs, improve services, and foster a more innovative environment.
Overview of Mobile Governance (M Governance) and its need is stated here. It covers application areas of M governance and M application framework for government. Also benefits, challenges and limitations have been given.
Value added services – challenges and opportunities in indiaIAEME Publication
This document summarizes a research paper that explores value added services (VAS) in India's telecom industry. It discusses the key stakeholders in VAS like handset manufacturers and mobile operators. It examines the challenges of providing VAS and the benefits consumers derive from them. The objectives are to understand the roles of different players, challenges faced, and benefits of VAS for Indian consumers. VAS have significant potential to increase average revenue per user for telecom operators by providing innovative services to subscribers.
The document provides background information on Grameenphone Limited, the leading telecommunications provider in Bangladesh. It discusses the origin of Grameenphone as a joint venture between Telenor and Grameen Telecom Corporation. Grameenphone started operations on March 26, 1997 with a village phone program aimed at empowering rural women. It has since expanded significantly, becoming the largest cellular operator in Bangladesh with over 37.7 million subscribers supported by the largest cellular network in the country. The document also outlines Grameenphone's industry firsts and innovations that have helped grow telecommunications access and services in Bangladesh.
The document is a report on the status of smart grid deployments in the United States as mandated by the Energy Independence and Security Act of 2007. Some of the key findings are:
- Distributed energy resources like solar and storage are growing but still low penetration levels. Microgrids, electric vehicles, and demand response are in early phases.
- Infrastructure upgrades like advanced metering and transmission automation are progressing but also at low penetration levels currently. Distribution automation is increasing due to improved cost/benefit analyses.
- The business cases and policies around smart grid development are emerging but understanding of environmental and consumer impacts remains limited.
- A cultural change is needed to fully integrate automation across the electric system and among stakeholders from a technical
A national perspective on using rates to control power system costs (recommen...bobprocter
This document provides an overview of using time-differentiated electricity rates to control power system costs from a national perspective. It discusses how electricity pricing has resulted in consumption patterns that do not match production and delivery cost patterns, leading to increasing costs. Dynamic pricing is presented as a way to better align prices with underlying costs. The document covers definitions of dynamic pricing, related rate design issues, potential impacts on different customer groups, enabling technology needs, and transition challenges. It argues dynamic pricing could significantly reduce peak consumption and lower future electricity costs if designed and implemented properly while accounting for different stakeholder impacts.
The document summarizes Taiwan's efforts to develop smart cities through integrating multiple technological solutions. It discusses issues facing modern cities like public safety, traffic, and education resources. Taiwan is using technologies like surveillance systems, smart lighting, electric vehicle sharing, and online education platforms to address these issues. Examples provided include a 170,000 camera surveillance network, smart lighting that also provides charging stations, and a program allowing small rural schools to share educational resources virtually. The goal is to improve quality of life through efficient, sustainable, and innovative smart city initiatives.
Kathmandu | Apr-15 | Interactions Between Productive Use of Energy and Access...Smart Villages
John Holmes & Bernie Jones
Smart Villages in South Asia: Kathmandu Works hop Report The Smart Villages Initiative, working with its local partner Practical Action Consulting South Asia, held a workshop in Kathmandu, Nepal on 10th April 2015. The aim of the workshop was to learn lessons from Nepal’s experience of micro/mini-hydroelectric schemes for off-grid rural communities and associated initiatives to stimulate productive enterprises which could be shared with other stakeholders in the South Asia region.
The mobile telecom sector in Bangladesh has experienced substantial growth over the last ten years. Mobile subscribers have increased from less than 1% of the population before 2000 to over 20% in 2007. There are currently over 30 million mobile subscribers across six operators in Bangladesh. Intense competition among operators has led to reduced tariffs, improved quality, and increased innovation in services. The mobile sector now generates over US$1 billion in annual revenue and covers over 95% of the country's geography.
Multicard | Press Release | Multicard Rolls Out Cashless Betalen™ Mobile Paym...Identive
Multicard Rolls Out Cashless Betalen™ Mobile Payment Solution Across Holland
Follow Multicard on Twitter: http://twitter.com/multicardgroup
http://cashlessbetalen.nl
http://multicard.com
Este documento describe el marco regulatorio del monitoreo de la calidad del aire en México. Explica las perspectivas y diagnósticos sobre la calidad del aire, así como los análisis de la constitucionalidad y legalidad de la regulación. También analiza efectos de la regulación, casos relevantes en México y Estados Unidos, e instrumentos ambientales como la LGEEPA. El documento provee una descripción completa del marco legal y casos relacionados con el monitoreo de la calidad del aire en México.
Gutes Design vermittelt attraktiv und präzise die Kultur, die Werte und die einzigartigen Qualitäten Ihres Unternehmens.
Ihre Marke braucht Attraktivität. Wir bringen Sie hin.
http://www.marken-startup.de/
marken-startup.de berät und unterstützt Gründer und mittelständische Unternehmen bei der Entwicklung, Umsetzung und Kommunikation ihrer Unternehmens- und Produktmarken.
Die Social-Media Suite von DAVIES MEYER stellt die nötigen Tools für einen professionellen und erfolgreichen Start in die Social-Media Welt zur Verfügung.
Das Ready-to-go Package basiert auf mehrjähriger Erfahrung und einem weitgreifenden und integrierten Social-Media-Verständnis seitens des Entwickler-Teams. Gepaart mit dem technischen Know-how und der engen Zusammenarbeit mit globalen Technologie-Partner steht die Suite für eine solide Hilfe bei der Planung, Implementierung und Umsetzung der Social-Media Aktivitäten.
Ihre variablen Vergütungen, Provisionen, Zielvereinbarungen und Prämien rechnen Sie mit FABIS flexibel und revisionssicher ab. Automatisierte Abrechnungsschritte entsprechend Ihrem Vergütungsmanagement minimieren das Fehlerrisiko und reduzieren Rückfragen und Kosten.
Sie können das Vergütungsmodell im laufenden Betrieb anpassen, um schneller auf neue Marktanforderungen zu reagieren. Jede Änderung bleibt nachvollziehbar.
Sie gewinnen Flexibilität, um Ihre Vertriebsstrategie umzusetzen und aktuelle sowie strategische Vertriebsziele anzusteuern. Sie gewinnen Freiraum für Vertriebsideen zur Motivation und Steuerung des Vertriebs.
Neue Produkte können Sie in kürzester Zeit einführen. Sie definieren Provisionsarten und Provisionssätze ohne Programmierung.
Aktuelle Analysen zur Feinsteuerung des Vertriebs ermöglichen schnellere Reaktion auf sich ändernde Marktsituationen. Sie treffen Entscheidungen auf Basis von Ertragsprognosen und detaillierten Zahlen. Sie behalten Provisionsanspruch und Provisionserwartung unter Kontrolle. Strategische Unternehmensziele bleiben kontrollierbar.
Sie binden Leistungsträger an Ihr Unternehmen. Sie können Unternehmensziele klar kommunizieren und zu Zielen des Mitarbeiters machen. Sie können die Leistung des Mitarbeiters am Unternehmenserfolg beurteilen.
Das multichannelfähige, internationalisierte Vergütungssystem ist skalierbar und wächst mit Ihrem Unternehmen. Nebeneinander können Sie im Multichannel-Vertrieb z.B. Außendienstorganisationen, Callcenter, ausländische Niederlassungen mit jeweils eigenem Provisionsmodell und eigener Produktpalette abrechnen.
Das System ist integrierbar und kann über Standardschnittstellen Potential vorhandener Systeme nutzen. FABIS verschlankt gewachsene Systeme oder löst Altsysteme ab.
Versicherungsgesellschaften setzen mit FABIS die Vermittlerrichtlinien der IDD Regelungen um, mit allen Produktfreigabeverfahren, Produktgenehmigungsverfahren, Produktüberwachungspflichten, Produktfreigabevoraussetzungen. Sie kontrollieren Schulungsstand und Fortbildung der Vermittler.
Im Provisionsvertrieb und bei Honorarberatung schafft die Produktfreigabe IDD Konformität.
R.O.B.I.N is a ring that uses near-field communication (NFC) technology to allow users to exchange business contacts with a handshake. The ring contains an NFC chip, battery, and switch in a stainless steel band. By twisting the ring, users can transmit their contact information to another user's phone or R.O.B.I.N ring. The product aims to replace traditional business cards and provide a more efficient way to share contacts. The target markets are business-to-business firms looking to upgrade systems and technology companies, as the business sector offers a larger scale than consumer markets. Financial projections account for costs of the NFC chip, battery, ring material, software,
Ich lade die Präse für einen Freund, Martin Sablatnig hoch. Ein ausgewiesener Kenner der Materie beschäftigt bei der Wirtschaftskammer Kärnten. Nähere Infos auf Wunsch bei mir, Ed Wohlfahrt
Ändern sich ökonomische Strukturen durch Digitalisierung? Eine Reise von den Grundlagen über Standards (Wertketten, mehrseitige Plattformen, Intermediäre) bis zu Trends.
Documento presentado en abril de 2013 en el Senado mexicano sugiriendo algunos cambios a la #reformatelecom, ahora ya vigente desde el 12 de junio pasado.
Impulsreferat anlässlich des Meetings der Salzburger Vertreter des Bundesverbandes Österreichischer Tourismus Manager (BÖTM) am 8. Juli 2008 in Mittersill (Salzburg).
Take a look at our recruitment slides to understand more about our organization, how we work and what's it like working at Epinion. At Epinion, we treasure and empower our human resources, push them and help them discover their abilities more.
Come along with it is a video which reflects Epinion staff' testimonials. During this video, they shared their experience after years working at Epinion and also their feeling about the company, the work, the culture and how they improve themselves everyday.
Aspel-NOI 7.0 es un sistema de control de nómina que automatiza cálculos de percepciones y deducciones de trabajadores. La nueva versión emite Comprobantes Fiscales Digitales por Internet (CFDI) de los recibos de nómina y permite generar, consultar y enviar los CFDI. Además se integra con Aspel-COI para generar pólizas contables de movimientos de nómina y con Aspel Banco para cheques de pago de nómina.
mHealth: Transforming Healthcare and Driving Business for Pharmaceutical Comp...Merqurio
Get exclusive access to our brand new Whitepaper "mHealth: Transforming Healthcare and Driving Business for Pharmaceutical Companies." Click here:
http://bit.ly/1x21JaM
It’s free.
This discussion paper on ‘New Technologies and Results Based Financing’ co-written by BlueSquare, Options and Text-to-Change takes stock of he use of new technologies in Results Based Financing and how mobile technologies have been applied to health systems and health service provision.
Mobile health (mHealth) holds great promise to address issues in healthcare provision by leveraging ubiquitous mobile technologies. However, experts caution that widespread adoption of mHealth will be challenging and take time due to entrenched interests in existing systems and the need for disruptive changes. While patients, doctors and payers see benefits and inevitability of mHealth, most in the industry expect a period of hype, disillusionment, and slow progress as behaviors change and viable business models emerge. Further, adoption faces greater barriers in developed countries' complex systems compared to emerging markets with fewer obstacles but high demand for improved access to care.
mHealth Israel: PwC emerging mhealth paths for growthLevi Shapiro
Emerging mHealth holds great potential to improve healthcare access, costs and quality through ubiquitous mobile devices. However, widespread adoption faces challenges from healthcare's resistance to change and the need to navigate complex, fragmented systems. Expectations for mHealth are high among patients, doctors and payers, but most experts expect slower adoption as improving patient care often disrupts traditional models. Emerging markets are pioneering mHealth by leaping ahead through greater needs and fewer barriers, showing the path could be smoother where systems are less rigidly established.
This report examines the use of mobile networks to enhance healthcare (mHealth). It defines mHealth and provides an overview of existing and next-generation mHealth applications. It discusses illustrative business cases and how mHealth can benefit society by improving healthcare delivery and public health programs. The report also covers deployment considerations and provides case studies of mHealth in China. It concludes by making recommendations for key players to realize the potential of mHealth.
Are we really mHealth ready yet? How are we going to use it for healthcare delivery? Who is the tar-get audience and who is going to consume these services? Do we have plans available to educate the community and make them aware of the benefits of mHealth? There are hundreds of questions lying underneath which need to be answered before we claim to make a difference using mHealth. This paper briefly reviews the arrival & advantage of ICT in healthcare followed by mobile revolution and introduction of mHealth and its potential contribution in Healthcare delivery and our readiness to embrace it.
Contemporary Health Information Technology (HIT): Opportunities and Challenges
Wullianallur Raghupathi1, Viju Raghupathi2, Joseph Tan3*
1Professor, Gabelli School of Business, Fordham University, USA
2Associate Professor, Koppelman School of Business, Brooklyn College of the City University of New York
3Professor, DeGroote School of Business, McMaster University
This document discusses contemporary health information technology opportunities and challenges. It describes how most healthcare organizations have implemented basic HIT like EHRs but must now adopt more transformational applications using technologies like AI, big data analytics, blockchain, cloud computing and more. However, technological issues around interoperability, costs and expertise remain challenges. Managerial challenges also exist regarding security, privacy, governance and demonstrating return on investment of HIT. Overall healthcare organizations need to address both technical and managerial challenges to successfully transform with HIT.
Digital Health in the UK: An industry study for the Office of Life SciencesPatients Know Best
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Healthcare App Development Company USA & India Shelly Megan
Biz4Solutions, offers robust Healthcare App Development Services with our expert healthcare app developers. We have expertise in developing HIPAA Compliant Apps
Analysis Of Economic And Business Factors Influencing Disruptive Innovation I...Sheila Sinclair
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Practical guide on private funding for EU eHealth SMEsgetslidesdeck
The document discusses trends in digital health and investment in Europe compared to the US. Some key points:
1) Venture funding for digital health has grown rapidly in recent years on both sides of the Atlantic, with over $4 billion invested in the US in 2014 alone. However, investment in Europe still lags behind, though some large funding rounds have occurred.
2) Most digital health startups in Europe are still at the seed stage, but more are qualifying for Series A funding and beyond in recent years.
3) Factors holding back more investment in Europe include digital health initiatives still being in early stages of development and a fragmented healthcare system compared to the larger US market. Interviews with an investor
Healthcare Effectiveness - Technological stepping stones to confront healthca...NEORIS
Healthcare Effectiveness, Technological stepping stones to confront healthcare challenges
Neoris Practical InSights
Robert Schotte
Neoris Commercial Director
Continuity in primary care and the use of technology, such as integrated EMR platforms, provide the required information to analyze patters of symptoms in order to trigger preventive measures, thus reducing the probabilities of future chronic or acute diseases.
The connected healthcare market is expected to continue its upward trajectory. Advancements in AI and data analytics will lead to more accurate predictive models, while the expansion of 5G networks will facilitate faster and more reliable data transmission
The document discusses the virtual care/telehealth market. It notes that the market size is projected to grow significantly between 2020-2026. It then summarizes the key points about telehealth, including how it uses technology to expand access to healthcare and enable virtual consultations and remote patient monitoring. Major trends in the industry include integrating artificial intelligence, developing specialized telehealth platforms, and adopting hybrid care models. Recent news highlights policy updates, strategic partnerships, investments in startups, and expanding telehealth services to post-acute care.
mPay Connect mHealth mFinance country studies dec 2011Menekse Gencer
This is a draft report that highlights country case studies where mobile financial services is used for healthcare efforts. This publication was done for The mHealth Alliance by Menekse Gencer of mPay Connect. For more information regarding mPay Connect's consulting services, please contact us at: info@mpayconnect.com
White Paper - Building Your ACO and Healthcare IT’s RoleNextGen Healthcare
The tools needed to capture, organize, and share healthcare data are truly evolving at the speed of light. Patient Centered Medical Homes play a vital role in the path toward accountable care and technology, staff, and workflow transformation are necessary to achieve PCMH recognition. This transformation allows healthcare providers to deliver higher quality coordinated care by streamlining and rationalizing the patient experience.
Similar to GSMA mHealth - Integrating Healthcare: The Role and Value of Mobile Operators in eHealth (20)
The GSMA Mobile for Development mFarmer initiative has come to a close. Having reached nearly 1.5m users in 2.5yrs, many valuable lessons have been learnt. Our mAgri Analyst, Tegan Palmer, presents these learnings and valuable insights. Quantitative and qualitative evidence was drawn from user behaviour, field interviews and phone surveys across four countries. Here we present lessons on what works and what doesn’t in designing, pitching and marketing mobile agriculture services in emerging markets.
These are promising times for entrepreneurs in emerging markets. As our tracker demonstrates, launching new mobile products and services has never been faster or cheaper, and the pool of digitally savvy, connected consumers grows daily. Mobile device penetration in emerging markets continues to rise, thanks to falling handset prices and the increased utility of mobile platforms. Application development is expanding and accelerating. From Dhaka to Dakar, coders with a fast Internet connection and good ideas are responding to market pain points and driving innovation with new mobile apps. Many of these entrepreneurs are as ambitious as Silicon Valley’s early pioneers. They want to disrupt markets and change existing systems.
The document provides instructions for sending a remittance via credit to a Globe GCash wallet. It outlines the steps for the frontliner to log in, select "Send a Remittance", fill in information including a control number, name, address and amount, review the transaction, and click next. It then describes steps for an approver to log in, choose to approve transactions, select approving remittances via credit to Globe GCash Wallet, mark the transaction, and click approve.
Key Performance Indicators (KPIs) are a powerful tool that MNOs use to foster sustainable commercial growth. This presentation aims to address this question through defining a KPI, identifying pitfalls in creating KPIs and illustrating some examples of effective KPIs for mobile
money teams.
Around 40% of people in the developing world now actively subscribe to mobile services, with many more having access to a mobile, if not direct ownership. Mobile access in these regions has outpaced the rate at which much of the population is gaining access to basic services such as electricity, sanitation, and banking. As such, there has been increased focus on the role mobile can play in improving social, economic and environmental development in emerging markets. There are now over 1,000 live, mobile-enabled products and services in the developing world across several verticals, including financial services, health and entrepreneurship. While there has been substantial growth in the number of these services over the last three years, the opportunity to achieve broad-based scale is significant.
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model CEO/CFO
• Significant • Dedicated mobile
investment in money team
agent network
Product Agent Network
• Simple product • Large, active
portfolio agent network
• Focus on P2P • Strong agent
transfers liquidity
Marketing Technology
• Mass market • Interoperable
campaigns platform
• Agent liquidity • USSD/STK
incentives technology
This document summarizes the key findings from the 2012 Global Mobile Money Adoption Survey. It discusses how mobile money is spreading globally with over 150 live services in 72 countries and 41 new launches in 2012. It notes that there are now around 30 million active mobile money
These slides were presented by Nokia Life representatives during a joint webinar with the GSMA mAgri team on 15th January 2013. The webinar covered key facts about Nokia Life and specifically, the Nokia Life Agriculture Service.
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This report discusses: Current State of Global Healthcare; Health Gains & Failures; Global & Regional Overview of mHealth Services; mHealth Services Addressing Universal Health Indicators; Review of 794 Mobile Operators’ Involvement in mHealth; Examples within the mHealth Categories and Regions;
Future Development of the mHealth Tracker;
This document explores the opportunities for Agricultural VAS* and covers emerging best practice on marketing, service design and business modelling. It is primarily addressed to Mobile Network Operators (MNOs), other service providers, and agricultural organisations who are looking to partner and launch Agri VAS.
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This webinar discussed designing and marketing mobile information and advisory services for women smallholders. The webinar covered why targeting women smallholders is important both commercially and socially. It highlighted findings from research on the needs and priorities of women smallholders as well as barriers they face. The webinar provided guidance on designing services that meet women's needs through gender analysis and appropriate content. It also offered suggestions for marketing agriculture services to women by understanding their typical sources of information.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
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[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
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Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
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5. Introduction to Apache Kafka and S3
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6. Viewing Kafka Messages in the Data Lake
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8. Monitoring Application Metrics with Prometheus
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12. Jupyter Notebooks with Code Examples
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
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Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
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What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
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Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
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Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
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We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
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Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
GSMA mHealth - Integrating Healthcare: The Role and Value of Mobile Operators in eHealth
1. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 1
Mobile Operators in eHealth
Integrating Healthcare: The Role and
Value of Mobile Operators in eHealth
Author: Kai-Lik Foh
May 2012
2. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 2
Mobile Operators in eHealth
Contents
Executive Summary ............................................................................................................. 3
Introduction .......................................................................................................................... 4
Overview of the eHealth Market ........................................................................................... 5
Types of eHealth Solutions ............................................................................................. 5
Drivers of eHealth Market ............................................................................................... 7
Solution Providers in eHealth ........................................................................................ 10
The Mobile Operator’s Value Proposition in eHealth.......................................................... 12
Opportunities in eHealth for mobile operators ............................................................... 12
The Challenges for Mobile Operators ........................................................................... 14
Lessons from Mobile Operators So Far ............................................................................. 16
Application as a Market Evaluation Framework ................................................................. 19
Annex: Market Evaluation Framework in Practice – The QTel Group ................................ 20
References ......................................................................................................................... 23
3. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 3
Mobile Operators in eHealth
Executive Summary
The GSMA believes that mobile operators, through their evolving capabilities in creating
meaningful connections between people, organisations and ultimately systems, can have a
dramatic impact on the healthcare industry in improving access, reach and quality.
Within the first phase of the Pan African mHealth Initiative, the GSMA has introduced a
collaborative initiative between mobile operators to reduce fragmentation and standardise
delivery of validated health content/services to support universal health access in Africa. In
the research piece on health hotlines, the GSMA examines ways in which connectivity
between individuals and healthcare practitioners can be improved by providing the means
and incentive for healthcare to occur over the mobile channel. This paper explores the
emerging role of mobile operators in eHealth: the GSMA presents opportunities for mobile
operators to play a significant role in integrating systems, organisations and people across
the health system, effectively integrating mobile into the health patient pathway.
In just the last three years, the industry has witnessed significant strides that mobile
operators have made in supporting the larger eHealth enterprise market. Orange, together
with GE, has been awarded a contract to integrate the imaging needs of the most populous
region in France, connecting over 90 hospitals and over 500 radiologists, covering over 12
million patients. AT&T has been awarded important contracts for the Indiana health
information exchange as well as for Baylor Healthcare network, a large private healthcare
network.
These mobile operators, and others, have clearly expanded their remit from direct-to-
consumer health solutions, to solutions that support core clinical and operational processes
within the hospital. From this traditional base mobile operators are moving to solutions that
connect the various stakeholders in the healthcare system to the patients to provide fully
integrated care. Effective and efficient integration of mobile technologies and infrastructure
into the healthcare system creates significant value for both stakeholder groups.
The aims of this paper are to:
1) Provide a landscape of the eHealth market:
Overview of key eHealth consumers, their key priorities, and solutions which support
them.
Drivers and barriers to growth in developed and developing markets.
Review of solution providers in the eHealth marketplace and their positioning in the
market.
2) Outline the opportunities for mobile operators within the broader eHealth industry:
Shifting Supply: Cost and capability advantage in global business integration
Mobile operators have been evolving their global business integration capabilities. As
these apply to multiple industries, they create economies of scale in cost as well as
capability that create a value proposition for healthcare.
Shifting Demand: Meeting of the healthcare industry’s needs for integration and
access
The complexity of the stakeholders that make up the delivery as well as the financing
of healthcare indicates an increasing need to provide integration between the
component parts. Evidence has also shown that integrated delivery in healthcare is
essential in the management of chronic diseases, which are proving to be the most
significant cost driver in healthcare today. The suite of solutions that mobile operators
can offer based on their core capabilities can support this integration.
3) Analyse key lessons from existing mobile operator eHealth initiatives:
Develop a market-facing health organisation which is aligned to healthcare enterprise
needs, with a compelling vision in healthcare.
Leverage mobile operator core capabilities across industries and geographies.
Invest in in-house health capabilities and encourage innovation.
4) Propose a market evaluation framework for mobile operators to assess the opportunities
and challenges in entering the eHealth market, based on their capabilities and local
market conditions – illustrating its usage with the GSMA’s engagement with the QTel
Group.
4. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 4
Mobile Operators in eHealth
Introduction
The World Health Organization (WHO) defines eHealth as “the transfer of health resources
and healthcare by electronic means”, encompassing three main areas:
The management and delivery of health information, for health professionals and health
consumers, through the Internet and telecommunications.
Using the power of IT and e-commerce to improve public health services, e.g. through
the education and training of health workers.
The use of e-commerce and e-business practices in health systems management.
mHealthi is defined as the subset of “electronic health (eHealth) and it is the provision of
health services and information through mobile technologies such as mobile phones and
PDAs (personal digital assistants)”.
The size of the global eHealth market varies largely depending on the methodology and
definition of what can be classified as eHealth. Estimates of recent market research range
from $96Bii to $160Biii, with 5 year growth rate of 12%-16% from 2010 to 2015. The same
research estimates the US market as comprising close to 50% of this market due to the
relatively high existing eHealth adoption and recent regulation driving specific funding in
this area. Europe and the BRIC countries comprise the largest secondary markets with
relatively less spending in developing countries.
Exhibit 1 shows the patient pathwayiv. This begins with wellness, which refers to activities
which maintain general fitness and health, followed by prevention of specific diseases,
evolving to diagnosis and treatment of diseases, and finally to the monitoring and
management of those diseases post the acute treatment regime.
Exhibit 1: The disparate elements of eHealth systems
The eHealth industry initially emerged from a focus on systems supporting the specific
workflows and needs within a formal healthcare setting (the hospital or clinic), which are
primarily in the stage of diagnosis and treatment. These include hospital provider systems,
primary care systems and community care systems, and systems for payers (both public
and private insurance). In time, the focus has expanded to meeting the needs of healthcare
outside the hospital in the prevention and wellness space, to help patients and providers
manage healthcare, ultimately reducing hospital and doctor visits. These include systems
for the transmission of public health messages, wellness and consumer health resources.
In parallel with an ageing population and growing burden of chronic diseases, a number of
home care systems have also been developed to aid in the management of patients after
discharge from the formal healthcare system.
In recent years, technology has enabled capabilities and solutions that are able to integrate
these disparate elements, connecting the professionals and the patients both inside and
outside the hospitalv. The GSMA has seen increasing evidence of mobile operators
developing solutions aimed at supporting this integration, with solutions that target the
consumer, the healthcare enterprise, as well as the broader health systems.
5. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 5
Mobile Operators in eHealth
Overview of the eHealth Market
Types of eHealth Solutions
There are four major customers of eHealth:
1. Healthcare providers
2. Payers (both public and private healthcare insurers)
3. Governments
4. Healthcare consumers, each of whom have different priorities and needs
Exhibit 2 illustrates the types of eHealth solutions currently developed in the market for
each customervi.
Exhibit 2: Different types of eHealth solutions
Target Priorities Types of eHealth Solutions
Healthcare Improve operational efficiency by Operational
Providers reducing paper and unnecessary
- Patient registration
processes through paper
documentation. - Scheduling of clinical and
operational resources
Improve clinical audit and enforce
clinical protocols. - Supply chain and inventory
control
Cut down on clinically adverse
events through human error. - Coding and billing
Improve customer satisfaction by - Discharge management
cutting down on repeat collection of including planning for referrals,
information. education for chronic disease
patients
Offer new community care services
so providers can keep in touch with - Clinical
patients to manage their health and
keep them out of the system. - Electronic medical
records/health information
Meet regulatory requirements for exchange
eHealth and/or avoid penalties and
- Order entry
lowered reimbursement rates.
Specialty-specific solutions (e.g. for
cardiology, surgery, ICU)
- Closed-loop medications
management
- Ancillary systems e.g.
radiology, PACS, pathology,
pharmacy systems
- Tele-diagnosis, tele-radiology,
tele-pathology applications
Clinical decision support e.g. online
formularies, condition-specific
clinical pathways, adverse event-
interaction checking.
6. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 6
Mobile Operators in eHealth
Target Priorities Types of eHealth Solutions
Payers Monitor efficiency indicators so as to Health management/monitoring
improve resource utilisation between
Electronic payment
clinical providers.
Online claims management
Optimise claims and maximise
commercial potential for members.
Offer new community care services
so providers can keep in touch with
patients to manage their health and
keep them out of the system.
Government Collect national health data in order Public health messaging
to target national health priorities,
Surveillance and epidemiology
forecast future healthcare trends and
support public healthcare goals (e.g. Healthcare financing decision
immunisations, epidemiology, support (regulator)
disease tracking and minimisation).
Disaster response
Accurately collect clinical evidence in
order to support reimbursement
processes.
Promote standardisation of clinical
practice and protocols according to
national or international guidelines.
Consumer Gain access to one’s own Personal Health info-sites
Health Record, which is portable
Health messaging
across different health providers and
cuts down on needless record Appointment scheduling and
collecting and improves peace of reminders
mind.
Personal health records
Manage one’s own health outside
the health system and avoid Home care services that rely on geo-
location and sensing capabilities
unnecessary visits to the health
system.
Have a collaborative, personal
approach to healthcare service
choices.
7. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 7
Mobile Operators in eHealth
Drivers of eHealth Market
The drivers for e-Health can be categorised into five major areas:
1. Consumer adoption
2. Clinical adoption
3. Evidence of efficacy
4. Costs of deployment
5. Regulatory climatevii
While each individually impacts the market, each driver also has a degree of influence on
another (Exhibit 3). For example, evidence and costs impact adoption both from the
consumer as well as from the healthcare professional. Evidence and costs are also
influenced by, and in turn influence the degree of regulation for eHealth in a particular
marketplace.
Exhibit 3: Drivers of eHealth
The same drivers can be enablers or barriers, depending on local market conditions (see
Exhibit 4).
Exhibit 4: Drivers of eHealth as enablers and barriers
Driver As Enabler As Barrier
Consumer Increased participation in healthcare Consumer resistanceviii
Adoption beyond hospital care setting
Perceived loss of control over
More people using health info online healthcare information.
for quick access.
Lack of the human element in
Demand for greater participation in healthcare (for remote diagnosis and
healthcare. treatment).
Demand for more health access in Fear of being monitored.
more care settings (outside the
hospital).
Demand for differentiated, targeted
services.
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Mobile Operators in eHealth
Driver As Enabler As Barrier
Clinical Increased awareness and Continued resistance to change from
Adoption acceptance among healthcare healthcare professionalsix
professionals
Diverse stakeholder group ranging
More IT savvy healthcare from administrative personnel to
professionals bringing IT into the senior re-engineering of cross
workplace. functional processes.
Increasing pressure on healthcare While evidence of the impact of
providers to improve clinical eHealth exists, it’s not perceived as
governance i.e. document and conclusive enough in certain cases
demonstrate historical patient, (depending on the scope of the
laboratory and inter-departmental system) to warrant change.
workings.
Lack of consistent executive
More flexible eHealth systems sponsorship in projects.
developed to suit individual
healthcare professional work styles.
Better engagement of healthcare
professionals during implementation.
Evidence of eHealth showing impact in quality Inconclusive proof of efficacy in
Efficacy and costsx specific situations
Evidence of ehealth in providing While evidence of the impact of
faster/instantaneous access to eHealth exists, it is not perceived as
information/advice with less manual conclusive enough in certain cases
intervention. (depending on the scope of the
system) to warrant change.
Evidence of eHealth in reducing
diagnostic, medication errors.
Evidence of eHealth in being
integrated with workflows, reducing
admin and operational costs, as well
as health system costs in terms of
reduction of length of stay.
Cost to Falling deployment costsxi Technical difficulty and delivery
Deploy/Cost to riskxii
Use Software as a service/cloud/hosted
model can spread cost over multiple Complexity of integrating current
deployments. legacy systems and/or multiple
external systems.
Innovative deployment models (e.g.
mobile deployment of eHealth). Lack of support infrastructure.
Growing open source community. Lack of qualified technical staff to
maintain system.
Traditional model of implementation
incurs high fixed cost with many
delivery risks.
In countries with no existing IT
infrastructure or fixed line
connectivity, traditional client-server
EMR solutions may be exponentially
difficult to deploy.
Lack of single, coherent technical
standard.
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Mobile Operators in eHealth
Driver As Enabler As Barrier
Regulatory Improved regulatory climate for Regulatory concerns over security,
Climate eHealth and improved support for privacy and lack of clarity over
interoperability specific standardsxv
Provision of specific funding for Security and privacy of medical
healthcare IT tied to adoption of records are still a major concern,
eHealthxiii. and regulations on access of
information, sharing of medical
Increased requirements for adoption
records and consent-taking in many
of interoperable standards to better
countries have been designed for an
support healthcare data exchange
age of paper records.
and support compliance to medico-
legal practicesxiv . Data standards are evolving and
there are still competing standards
and proprietary formats in existing
systems.
These drivers also play out differently between developed and developing countries:
eHealth in Developed Countries
In developed countries, where there is existing technical infrastructure and existing eHealth
systems (albeit mostly legacy, disaggregated systems), investment will focus on replacing
those systems and/or in services to integrate those legacy systems. There is a tendency
towards a higher dedicated budget for these services due to higher patient revenues and
reimbursement in the health system. The body of evidence for the efficacy of health IT is
likely to be more comprehensive, and as a result, regulation for health IT is likely to be
more advanced in terms of specific demands for data-driven outcomes and interoperability.
However, the issues of clinical adoption will also be higher due to the expectations of the
medical community and exposure to health IT, which will drive up the change management
component of deployment costs. In addition, integration costs to bring together different
existing systems will also be higher compared to a fresh installation. Liabilities attached to
service level contracts (due to the underlying litigation potential) are also correspondingly
higherxvi.
eHealth in Developing Countries
In developing countries, where there is comparatively less existing technical infrastructure
and eHealth systems installed in hospitals, the focus will be on basic health data collection,
basic ICT infrastructure such as connectivity, and health access. The potential for
automation is therefore much higher. Clinical adoption issues (relative to the developed
world) will be lower, although the degree of IT literacy will cause issues depending on the
specific market.
However, budgets will also be correspondingly tighter, particularly in relation to eHealth
systems which have been developed to cater more to the Western market, and particularly
as health budgets will be devoted more to basic health provision, medical supplies and
manpower. There also tends to be less direct evidence of eHealth impact in those markets,
due to the relatively new adoption of such systems. There will be less demand for
advanced clinical systems and more on systems which promote health access in remote
areas, as well as innovative deployment models (leveraging mobile infrastructure) to
circumvent the high fixed costs as well as fit for purpose systems to deal with specific
disease areasxvii.
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Solution Providers in eHealth
There are a multitude of eHealth solution providers in the market due to the number of
stakeholders in the healthcare system and the varying levels of need and complexity of
their requirements. In the US alone, the Certification Commission for Health IT (which
certifies for the eligibility for funding for health IT from the US government) lists over 300
vendors which satisfy various components for funding eligibility.
Due to the relative maturity of the eHealth market in the developed world, many of the
major players in the marketplace will have solutions that are adapted to Western clinical
workflow. However, many of these players are also growing their global footprint, adapting
their products and service delivery models to different markets or selling their services
through local partners. It is also important to note that many hospitals or national hospital
networks also have home-grown IT systems, developed over time to meet their own
requirements.
While it is not the purpose of this paper to provide a comprehensive catalogue of all the
players in the market, what is presented here is a review of the key categories, with notable
examples listed to illustrate typical capability and market positioningxviii. These vary by the
range of capabilities and solutions, as well as in delivery model.
Full service eHealth
These providers possess the most comprehensive and sophisticated software suite of all
the providers covering the full range of both administrative and clinical applications. They
also generally possess their own implementation teams (or contract systems integrators to
do so), and as a result bring much relevant expertise into the implementation process.
However, because of the depth of sophistication they are also the most expensive to
implement, both from a deployment as well as an infrastructural footprint perspective. They
also tend to be less easy to customise because best practices and workflows have been
written into the applications. In expansion into the global footprint, they have also been
criticised as having been developed with US workflow in mind, which does not necessarily
conform to local market needs.
Niche eHealth
Niche eHealth providers are those that focus on a specific area of eHealth, be it a specialty
area like cardiology or oncology, a specific operational process like supply chain and
billing, or a specific functional area like healthcare collaboration, geo-location for
assets/people and facilities management. Hospital providers will approach these players if
they have a specific functional or workflow need to address within their facilities, due to
their specialist knowledge of that particular area.
However, due to the nature of the specialisation they are also less easy to integrate
seamlessly, and hospital providers with a large number of niche eHealth systems in their IT
portfolio often find their IT support and integration needs increasing exponentially over
time.
Cloud
Cloud-based eHealth systems are gaining traction, as the number of locations of
healthcare practice increase, along with the high cost of deployment and maintenance for
traditional client-server models. These are particularly attractive to smaller clients with less
complex needs, or clients with budget constraints.
However, there are still residual concerns with the security and reliability of using a fully
cloud-based solution for mission-critical health applications. Security and reliability can
often be obtained through more “private” clouds which offer dedicated resources and
guaranteed access, which unfortunately reduces the core cost advantage which cloud
systems are procured for.
Open Source
These are typically developed out of communities of practice, academic health centres, or
existing government health systems and distributed into the community. Open source
products include OpenMRS which is the base code upon which many developing country
solutions are built. Other notable examples include a home-grown solution managing
medical records for the Veteran’s Administration in the US (VisTA), which has now become
the largest such system of its kind in the US; as well as OpenHealth Tools which is
expanding with ongoing contribution from companies developing solutions.
11. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 11
Mobile Operators in eHealth
While these solutions specifically are more flexible and cheaper to maintain, it could be
difficult as yet to obtain consistent and high quality support for what is essentially a
mission-critical piece of infrastructure. There is however a growing community of
developers supporting such solutions.
Systems Integration
Systems integrators are organisations that have the ability to select, procure, and integrate
different technology solutions together. At one end of the spectrum are technology
consulting firms with a strong presence in the implementation of eHealth (e.g. Accenture,
Deloitte). They usually have solutions-specific teams (which have expertise in
implementing many of the above solutions), and also have change management capability
and project management skills. As they are well versed in different solutions, they are also
a better neutral choice to perform package selection and to integrate a wide variety of both
new and legacy systems.
At the other end of the spectrum are the large IT infrastructure players (e.g. IBM, Oracle,
HP, Cisco) who usually have core competence in one or more of the large pieces of
supporting infrastructure (be it networking, storage, databases). These have large
professional service teams that are able to integrate specific partner applications into their
core infrastructure with an ability to leverage national level cross-industry contracts to bid
for and win large government deals.
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Mobile Operators in eHealth
The Mobile Operator’s Value Proposition in eHealth
Opportunities in eHealth for mobile operators
The GSMA believes there are two key developments that provide mobile operators with a
unique value proposition in the eHealth industry:
1. Shifting Supply: The Evolution of Global Business Integration Capabilities
Traditionally, the mobile operator value chain consists of those core capabilities that enable
it to acquire customers through its sales and distribution network, set them up on the
network, identify and connect consumers on a network, create value added services in both
voice and data, provide customer service and run sophisticated billing and tariff programs
to optimise revenue per customerxix. These capabilities are the basis of the first mHealth
services of health messaging or health hotlines. They are natural extensions of the value-
added service model, developed by partnering with content providers or health service
providers riding off the operator core network and customer billing capabilities.
In time, many mobile operators have also expanded from their core business of consumer-
driven network services to provision of cross-industry enterprise ICT solutions, based on
their core capabilities of connectivity, networking and large scale information management.
These mobile operators are able to create a cost and capability advantage by investing in
assets and capabilities which can scale across multiple industry offerings ranging from
small/medium enterprises (SMEs), to government, aerospace, and financial services, and
health. These allow the mobile operator to offer standard outsourced ICT services to
hospitals, just as they would to other large enterprise playersxx.
In recent years, some mobile operators (particularly those with strong group operations)
have developed specialised global business integration capabilities, ranging from cloud
computing, portal technologies, payment mechanisms, Machine-to-Machine (M2M)
platforms and solutions, and systems integration. These are the capabilities that allow the
mobile operator to create solutions connecting the healthcare providers with the patient, as
well as with other healthcare players in the industry, providing the industry level integration
discussed above (see Exhibit 5).
Exhibit 5: The evolution of mobile operator capabilities in global business integration
13. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 13
Mobile Operators in eHealth
In future, the possibility emerges of leveraging the mobile operator’s retail distribution and
consumer management capabilities. There are interesting parallels with the growth of the
mobile money sector, which (when coupled with the right regulatory environment) allows
the mobile operator’s distribution points and agent network to become a new way for the
people who would otherwise have no access to banking services to enjoy financial
inclusionxxi.
By way of comparison, explorations have also begun in testing those same distribution
points potentially as touch-points for healthcare, particularly in areas with poor healthcare
access but with rich telecom distribution coverage.
Clearly, there are significant operational considerations as well as regulatory hurdles to be
overcome for these to even approximate reality, but the promise of being able to
substantially address the problem of rural health access in a commercially sustainable
fashion will be a compelling driver for this to move forward.
In developing these capabilities, which are meant to scale across different industries,
economies of scale in cost as well as capability are created, which represent a significant
value proposition for healthcare.
2. Shifting Demand: The need for Integrated, Participative Healthcare
Healthcare has in the past been primarily focused within the clinic or hospital setting.
However, there is increasing evidence that there is potential to reduce a large proportion of
healthcare cost burden by managing health outside this formal healthcare setting. This can
be done either by keeping patients from entering the system through effective prevention
and wellness, or by managing patients consistently after they exit the system through
medication adherence, effective monitoring and post-discharge management, particularly in
the case of chronic diseasesxxii.
There have also been concomitant changes in the expectations of the healthcare consumer
as well as in the way healthcare is delivered. There is now an expectation to be able to
schedule and register from a number of external sources and multiple locations as opposed
to a single desk within a hospital. Instead of a single clinician documenting, ordering and
viewing a record, there is now an expectation to have multiple parties collaborating and
viewing patient information.
In developing countries, the chronic shortage of healthcare professionals as well the
prohibitive cost of building healthcare facilities in rural areas, are also indicators of a need
for healthcare to develop beyond its traditional hospital-bound model.
The corresponding impact on the technologies supporting these processes are a need to
support a wide variety of different devices both locally and remote, a broader notion of
connectivity beyond the hospital, and lastly a broader definition of security and
authentication which now need to be carried over a much larger range of channels and
infrastructures.
With the growing capabilities by mobile operators targeting the health consumer, the
healthcare enterprise as well as in solutions connecting enterprises and individuals, the
GSMA believes that mobile operators are in a position to increasingly support the needs of
the healthcare industry (see Exhibit 6).
Exhibit 6: Growing match between mobile operator capabilities and needs of healthcare
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Mobile Operators in eHealth
The Challenges for Mobile Operators
Differentiation
As mobile operators develop capability in the ICT space and begin to replicate the
capabilities of an ICT infrastructure provider (such as IBM, EDS and Oracle). This may be
acceptable in markets where the mobile operator has a natural incumbent advantage – but
in other markets where this is not the case the key challenge then becomes one of
differentiation.
Delivery risk
Due to the number of stakeholders involved and the complexity of the systems and
workflows, delivery risk for eHealth projects is relatively high. Given the nature of medical
liability (which depends on the scope of the system in question), eHealth implementations
also have the potential for large financial and brand risk that is of particular concern to
mobile operators, who take great care with their consumer brand.
Integration of value
The ability to deliver an integrated value proposition goes beyond the possession of the
suite of ICT capabilities. It also means the appropriate integration of platforms, sharing of
information and infrastructure between the various components, and ensuring that the
separate pieces are fully leveraged to deliver new value to the end consumer. This is not
necessarily an easy task considering the various health solutions will probably have been
developed independently or acquired over time, instead of having grown organically from
an original product.
Modes of entry
How these opportunities and challenges play out depend largely on their appetite for risk
and local market conditions, which will impact what sort of position the mobile operator
might wish to take within that particular market.
Enterprise ICT provision
This involves the offering of basic, less differentiated ICT services like desktop support,
basic office productivity and messaging support, enterprise mobility and provision of
networking. These services are common to all enterprises and therefore do not require a
high level of specialised health expertise from the mobile operator’s perspective apart from
an ability to sell into this space.
However, these services are also not differentiated from any other basic ICT service
provider and therefore depend a lot on the mobile operator’s ability to differentiate on
service levels or value for money, which in turn depends on its ability to derive economies
of scale in these capabilities across its geographical and industry footprint.
Health solutions provider
Contingent upon the mobile operator’s global business integration capabilities is its ability
to offer health specific solutions e.g. Cloud-based PACS or records hosting, remote
monitoring solutions to manage chronic diseases, or sophisticated tele-medicine
capabilities incorporating collaboration technologies with remote diagnostic equipment.
These will enable the mobile operator to differentiate its offering while leveraging on its
core ICT capabilities. Depending on the mobile operator’s business strategy, such
capabilities can be developed either through internal development, partnering or
acquisition. This strategy however requires greater internal investment in order to develop
specialised health expertise, as well as to select suitable business partners with which
there is mutual benefit.
Systems integration
Systems integration is less common a play due to the nature of the delivery risk, but
possible in circumstances where the mobile operator has a clear market presence
advantage over other systems integrators and has interest in a relatively wider range of the
xxiii
product suite being offered .
15. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 15
Mobile Operators in eHealth
The systems integrator role presents the mobile operator with an avenue to drive and
demonstrate a true vertical integration between the various solutions and create value for
the health system. An example would be a situation where geographical, infrastructural
and economic realities make it difficult to roll out a traditional electronic medical record over
the network, but where an eHealth system delivered completely over the mobile channel
can be considered. SMART, a mobile operator based in the Philippines, recently rolled out
a lightweight eHealth system in two major cities, with these constraints in mind. A mobile
operator based in South Korea, has also recently developed a hospital information system
that it plans to roll out across various sites in its home country, and currently considering
expansion to China.
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Mobile Operators in eHealth
Lessons from Mobile Operators So Far
While mobile operators are still evolving their growing role in the healthcare industry, there
are already some emerging lessons from some mobile operators in this area, based on
feedback from both the healthcare industry as well as success stories in the fieldxxiv.
#1: Develop a market-facing health organisation which is aligned to healthcare
enterprise needs, with a compelling vision in healthcare
Orange set up their Orange Healthcare business unit in 2007, talks of “joining up
healthcare”, echoing the role of mobile operators in connecting both the healthcare
enterprise and the patient, as well as helping to remove the boundaries between the
increasing number of players in the healthcare industry. They have organised themselves
into services supporting the patient (in terms of wellness and prevention), to services
supporting the healthcare professional and hospital operations, to services connecting the
two in order to better manage the number one problem driving healthcare costs globally,
that of chronic disease management.
AT&T, in setting up their ForHealth business unit in 2010, spoke of a vision to “accelerate
the delivery of innovative wireless, networked and cloud solutions specifically for the
healthcare industry”, organised around their Cloud-based solutions (their solution for
medical imaging and records storage), Health Community Online (their health information
exchange product), mHealth (which are all their remote monitoring products) and Tele-
health (collaboration and tele-medicine).
Telefónica, which set up their global eHealth unit in 2009, speak of their unit as being a
“standard bearer for health products and services”, with three focus areas in Remote
Patient Management (RPM), Telecare and Health IT. Grounded in the belief that healthcare
both has a local context, as well as a need to cross-pollinate ideas and scale across
geographies, their organisational strategy was to have separate individuals which have
both a functional responsibility, as well as a regional/country focus.
#2: Leverage core capabilities which scale across industries and geographies
One key opportunity discussed earlier is the ability to take mobile operators’ core
capabilities and apply them inventively to solve healthcare problems both large and small.
Telefonica talks of a “lift and shift” economies of scale methodology whereby there is a rule
about being able to re-use a significant percentage of the investment made into any
particular technology in another region.”. AT&T speaks of “utilising all of AT&T’s core
assets to apply to healthcare”, and also of the importance of “scaling up” applications in
both simple and complex settings, working from small to large scale.
Messaging
One illustration of this is in the basic ICT capability of messaging. This can range from
simple messaging within a hospital between healthcare professionals which most mobile
operators can provide, to more advanced cases of providing an all-purpose healthcare
messaging platform which can be used for anything from appointment reminders, to
alerting patients and healthcare professionals of test results, speeding up resourcing of
replacement nurses, to medication adherence reminders. Orange, which has developed a
Health Gateway (through partnership with iPlato) product for use in the UK, has estimated
this could potentially save the NHS 300 million pounds a year in appointment costs.
Telefonica, through O2, achieved a 40% drop in missed appointments with a similar service
offering.
Networking and Security
In a similar fashion, the core capability of networking can be applied simply to that of the
enterprise, or scaled up across a country’s healthcare system for nation-wide impact. In
France, Orange supplies the secured network and portal to enable the SESAM-Vitale
system, a smartcard-based healthcare payments settlement mechanism which reduces the
settlement time from 2 months, to just a few days, saving the healthcare system almost
EUR1B a year. The mobile operator’s expertise in networking and security also makes it
an ideal partner for providing payment and third party insurance through its Almerys
subsidiary, which is France’s leading third party payment intermediary with over 12 million
beneficiaries and 50 clients, covering 50,000 healthcare professionals. Another example of
a mobile operator that has extended its expertise into the healthcare payments realm is
SwissCom, through its CuraBill subsidiary.
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Collaboration
Collaboration is another example of a capability that can apply both within the enterprise,
between different healthcare institutions, as well as between the institution and the patient.
At the simplest level, this can be web-enabled audio and video-conferencing solutions
between physicians, to sophisticated solutions which incorporate both videoconference as
well as peripherals which allow specialists to conduct diagnostic assessments to patients in
remote areas. Cisco, for example, partners with both Telefonica and AT&T to provide such
solutions. In Telefonica’s case, the Health Presence product was introduced in order to
alleviate the travel needs for patients in the Balearic Islands who previously had to travel to
Mallorca for diagnosis. Similarly, Telefónica deployed the service in Chile to allow
teleconsultations between patients located in southern towns and specialists who work at
hospitals in Santiago. AT&T also has a similar suite of services ranging from video-
conferencing (AT&T Virtual Care) to a full Telepresence Pod solution (currently in pilot
mode) which is a self-contained diagnostic unit that includes a range of medical devices to
complement the diagnostic process. On a direct-to-consumer model, many mobile
operators are also utilising their basic competence in call centre management and their
subscriber base to offer tele-orientation or tele-diagnosis services, connecting patients to
healthcare professionals to provide basic medical advice (or limited diagnosis, depending
on the regulatory conditions of that country.
Cloud/Portal
Using the Cloud to offer large scale, flexible and secure storage of heath information is a
natural extension of many mobile operator cloud computing strategies. Cloud-based PACS
i.e. the storage of medical-grade diagnostic images and video is the most common use-
case because of heavy demands on bandwidth and storage.
Orange was recently awarded, together with GE, the contract to manage the PACS
requirements of all the hospitals within the Ile de France region (including Paris), with the
first phase to provide 30 hospitals with a fully cloud-based storage and archiving capability,
along with a hosted Radiology Information System to cater to the workflow requirements of
the radiologists in those hospitals. This will allow images to be shared between radiologists,
helping balance staff limitations and dramatically reducing turnaround times. Both AT&T
and Telefonica also have similar solutions, offering Cloud-based solutions specialise in
medical imaging and information management, offering a vendor neutral archive for
imaging combined with security services by pricing on an outsourced pay-as-you-go option.
A further use case for the cloud is in the hosting of health records or acting as a connector
between different enterprise level EMR systems. AT&T’s Healthcare Community Online
product is a health information exchange based on cloud technologies, supporting
collaborative care through secure messaging, access to multiple applications through one
portal, integrating with the American Medical Association’s own portal.
M2M (Machine to Machine)
Machine to machine technologies are most commonly placed at the centre of remote
monitoring or chronic disease management solutions, because of their ability to transmit
vital medical information from the patient wherever he or she is, to the healthcare
professional, and potentially provide vital real-time feedback.
AT&T has developed a suite of services ranging from Vitality GlowCaps which is a
medications adherence and reminder tool, to Diabetes Manager through its WellDoc
acquisition, to solutions for heart disease, chronic obstructive pulmonary disease and
cancer. Telefonica has a range of solutions ranging from those with medical applications
e.g. their Chronic Disease Management service and Telerehabilitation solution which
provides real-time feedback on knee injuries, to non-medical applications with their
solutions to monitor the conditions and whereabouts of elderly patients or people with high
dependency needs. Orange has recently inked a deal with Sorin, a world leader in
cardiopulmonary medical devices, to provide real-time monitoring and feedback on patients
with embedded medical devices.
In the remote monitoring use case, it is particularly important to note how M2M builds on
other capabilities in order to become fully functioning, integrated solutions. Their value is
best realised when they are integrated with a cloud-based storage of the records, with a
connectivity and collaboration solution for them to connect with their healthcare
professional, and having the data transmitted securely through the network.
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Mobile Operators in eHealth
#3: Groom in-house healthcare expertise and innovation
While the mobile operator industry relies a lot on partnerships to get into the health industry
and expertise, the more established players do recognise the need to create their own in-
house health expertise.
When AT&T started their health business unit, for example, it hired 60% of their staff
directly from the healthcare industry. Telefónica decided to build their team combining staff
coming from the healthcare industry with experienced employees with deep knowledge of
ICT as well as of the functioning and capabilities of a telco operator. Orange has 100 R&D
professionals in healthcare in 4 Skill Centres globally in order to develop expertise tailored
to healthcare systems in their global footprint. Telefonica centralises their technical
resources in a Living Lab in Granada which houses all their healthcare application
development expertise.
There is also a realisation that innovation can also be harnessed from the community.
Telefonica has their own Venture Capital unit to fund innovations in this industry, and AT&T
has set up an AT&T Development Centre specifically for healthcare, allowing the
community a platform for developing new applications to leverage the data in their EHR.
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Mobile Operators in eHealth
Application as a Market Evaluation Framework
The mobile operator’s evolving participation in eHealth will ultimately depend on the extent
to which there is mutual value creation between the two sectors.
For the mobile operator, there is the promise of a new corporate segment, a means to
better utilise and monetise their enterprise ICT capabilities, an opportunity to extend their
brand in the healthcare industry, and provide more subscriber value in their own mHealth
services as they better integrate into the enterprise healthcare sector.
For the healthcare sector, the mobile operator’s involvement represents an opportunity to
reap the large economies of scale of using mobile operators’ significant IT investment, and
partnering with an ICT player who is best placed in helping it extend its reach to the patient,
wherever he or she is.
The GSMA believes the opportunities for mobile operators in the broader eHealth industry
can only grow as mobile operators continue to develop their capabilities in connecting
people, organisations and systems in increasingly more sophisticated ways. In the last 6
months, the GSMA has been working with the QTel Group in the application of the above
frameworks and lessons learned to assess the opportunities and challenges within this
industry (see Annex)
“Through this engagement, the GSMA has helped us in two ways –
firstly, in clarifying our strategy in healthcare and the products we should
be considering for roll out in individual markets, and secondly, the
relationship and synergies between the healthcare vertical and our core
ICT capabilities across the group” - Irfan Goandal, QTel
The GSMA hopes the tools and lessons presented in this paper will help support mobile
operators in their decision making process as they continue to examine their growing role
in supporting the health industry’s aim of increasing access, reducing cost and improving
quality for the consumer.
20. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 20
Mobile Operators in eHealth
Annex: Market Evaluation Framework in Practice – The QTel Group
In the last six months, the GSMA has been working closely with the QTel Group on their
strategy in healthcare. This exercise was initiated in a Discovery workshop in Doha in Jan
2012, with all of their major subsidiaries in attendance. The overall approach was to:
1. Examine the overall health needs and eHealth solutions in the market place and
compare them to QTel’s own capabilities.
2. Select two specific solutions for consideration, and evaluate them with respect to
the market drivers in those countries.
3. Propose those solutions to the management in those countries for scaled roll out.
4. If these solutions are successful in those markets, to then evaluate them for roll
out in multiple markets.
Exhibit 7: Approach for market evaluation within health
The solutions selected were health hotlines in Indonesia and ICT provision for hospitals in
Kuwait. These were selected as part of a strategy to grow a base of capabilities that can
support more advanced solutions in the future.
Exhibit 8: Selection of solutions and geographies for investigation
21. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 21
Mobile Operators in eHealth
Market drivers were then analysed to assess that solution’s suitability for that specific
market, in terms of the opportunity, as well as the challenges:
Exhibit 9: Drivers and barriers
Health Hotline in Hospital ICY Provision in
Consideration Kuwait
Indonesia
Drivers Consumer Adoption Meets consumer need for Meets immediate need for
quality accessible healthcare healthcare access beyond
given geographical dispersal borders to prevent outward
of healthcare flow of patients
Clinical Adoption n/a Less complex, no need to
work with clinical workflow
Regulatory Climate Excellent regulatory Excellent regulatory
relationships at national level relationships both at
national and GCC level
Costs/Investment Uses IndoSat’s existing No need for integration/can
Level voice/billing infrastructure optimise capacity utilisation
on Wataniya’s ICT
expansion efforts
Barriers Differentiation There is no existing service No existing systems
in Indonesia that has been integrator/Wataniya is the
launched successfully yet market leader
Delivery Risk Working through partners Relatively low as needs
who have deep local market are less complex
insight and clinical expertise
Value in Integration Complementary skills No integration of solutions
between IndoSat (who needed
provide market access,
connectivity and billing) and
the partner who brings
clinical and domain expertise
Finally, an assessment was also made of QTel Group’s own approach towards the
development of their healthcare strategy with respect best practices:
Exhibit 10: Organisational strategy for QTel
Best Practice QTel’s Approach
Create a healthcare organisation that is QTel Group’s health function runs
matrixed against existing product organisation. horizontally among the various OpCos and
supports product teams in each geography.
Leverage core capabilities across geography OpCo in Kuwait is using health as a means to
and industry. justify broader investment in ICT provision.
Experience in health hotlines in OpCo in
Indonesia will provide model for similar
services in other geographies.
Develop in-house capability and encourage QTel Group brings capability to each OpCo
innovation. through strategy team and engagement of
external consultants.
Workshops with OpCos to encourage
innovation.
22. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 22
Mobile Operators in eHealth
Following this exercise, the QTel Group will be using the findings from both workstreams to
develop a business case for their entry into these two areas, for consideration by the senior
management in both geographies. This exercise highlighted the importance of pooling
resources across the group and using a common framework to align efforts across different
geographies and verticals.
23. GSMA mHealth Programme Integrating Healthcare: The Role and Value of 23
Mobile Operators in eHealth
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xxiii
Telefonica’s e-Health director was asked in a recent interview as to what their role in
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developed countries where it is active, it could be a systems integrator working with local
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xxiv
Interviews with MNOs, press releases