Deployment of e-health services – a business model engineering strategy

Abstract

We designed a business model for deploying a myofeedback-based teletreatment service. An iterative and combined qualitative and quantitative action design approach was used for developing the business model and the related value network. Insights from surveys, desk research, expert interviews, workshops and quantitative modelling were combined to produce the first business model and then to refine it in three design cycles. The business model engineering strategy provided important insights which led to an improved, more viable and feasible business model and related value network design. Based on this experience, we conclude that the process of early stage business model engineering reduces risk and produces substantial savings in costs and resources related to service deployment.

Business models for telemedicine services: a literature review

“…Although one entity may purchase the service, the benefit of the service may reach beyond the customer to a separate consumer. For instance from the results, in the business model of the Myotel service that provides continuous feedback on muscle relaxation on patients suffering from work related shoulder and neck problems, the end-user is the patient but the customer who pays for the service is the employer or its health insurance organization (Kijl et al, 2010). In essence, this creates a situation where there is a high dependency on other stakeholders whose business models need to cooperate.…”

“…From our results, most of the services are offered to the patient in an institution and were mostly synchronous and asynchronous (Chen et al, 2013;Pruthi et al, 2013;Krupinski & Weinstein, 2013;Spil & Kijl, 2012;Fanale and Demaerschalk, 2012;Van Ooteghem et al, 2011;Visser et al, 2010;Wickramasinghe et al, 2010;Visser et al, 2010;Cho et al, 2009;Ganapathy and Ranindra, 2009;Postel et al 2008). Most remote patient monitoring services were offered to patients in their homes (Lin et al, 2011;Huis in't Veld et al 2011;Lin et al, 2010;Sarela et al 2009;Tamošiūnienė and Naumčik, 2008;Kijl et al 2010;Malliopoulos et al 2008;Tseng and Cheng, 2007).…”

“…It includes a description of actors, roles, interactions, and activities. From the results in table 2, telemedicine services may involve a combination of the following actors: patients, healthcare organization and personnel, employers, insurance companies, telemedicine service provider, hardware vendor, software developer, network operator, government and medical research and development organizations (Lin et al, 2011;Lin et al, 2010;Sarela et al, 2009;Huis in't Veld et al, 2011;Kijl et al, 2010;Chiu and Yang, 2010;Tamošiūnienė and Naumčik, 2008;Motamarri et al, 2011;Malliopoulos et al, 2008;Tseng and Cheng, 2007).…”

“…The results from the review indicate that remote patient monitoring services make use of body area network (vital signs monitoring equipment, wearable sensors), mobile communication for data transmission, back-end infrastructure (servers) and end user devices including mobile phones and PDAs (Lin et al, 2011;Lin et al, 2010;Sarela et al, 2009;Huis in't Veld et al, 2011;Kijl et al, 2010;Chiu and Yang, 2010;Tamošiūnienė and Naumčik, 2008;Malliopoulos et al, 2008;Tseng and Cheng, 2007). In the remote patient monitoring usage scenario, portable and easy to use medical devices are positioned at the patient's home, allowing the collection of medical data such as ECG, glucose level and weight from the patient on the regular basis.…”

“…The results indicate that two of the telemedicine services were initially funded by government and other developmental agencies especially during the pilot phase (Chiu and Yang, 2010;Cho et al, 2009). The cost involved in the provision of telemedicine services could be accrued from IT investments, IT operations, healthcare provider fees, service provider fees; maintenance costs (Chen et al 2013;Kijl et al, 2010;Krupinski & Weinstein, 2013). Other studies discussed strategies for reducing cost in the delivery of telemedicine services: partnership (Lin et al, 2011) and sharing of on-call schedule for doctors (Lin et al, 2010).…”