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Healthcare 2020 - Business Model Transformation Guidebook

  • ID: 3853746
  • Report
  • Region: Global
  • 118 Pages
  • Frost & Sullivan
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Exploring New Models for Monetizing Services and Solutions


  • 23andMe
  • CritiNext
  • Global Health and Travel
  • Insilico Medicine
  • Philips Lumify
  • Syncera
  • MORE
Healthcare as an industry is entering a phase of rapid transformation. Digitization of products, services, and commerce models are democratizing current healthcare systems and unlocking new values by displacing high-cost gatekeepers and previously inaccessible segments. Around 80% of the business models in 2025 will be driven by platform-based healthcare analytics and intelligence solutions.

In B2B business models, service-based models tend to be more agile than product-based ones. Service- and fee-based models will continue to gain more traction from now on compared to the previous decade. Product-as-a-Service, Platform-as-a-Service, and Data-as-a-Service are a few business models that have proven future revenue streams beyond the sale of the “hard asset”.
Note: Product cover images may vary from those shown
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  • 23andMe
  • CritiNext
  • Global Health and Travel
  • Insilico Medicine
  • Philips Lumify
  • Syncera
  • MORE
1. Executive Summary
  • Business Model Considerations
  • 6 Big Themes for Business Model Innovation in Healthcare
  • Pharmaceuticals and Biotechnology-Business Outlook
  • Evolving Pharma/Biotech Business Model
  • Medical Device-Business Outlook
  • Evolving Medical Device Service-based Business Model
  • Opportunity Analysis-Emerging Healthcare Business Models
  • Selected Examples-Emerging Business Models in Healthcare Space
2. Research Scope and Methodology

3. Macro Overview-Why the Change is Needed?
  • Why are Companies Failing and Increasingly being Restructured?
  • Market Performance-Pharma and Medical Device Industry
  • Healthcare Segments-Investment Trends
  • Road to Value-based Reimbursement (VBR)
  • CMS Targeted Payment Transition
  • Hospitals’ Reimbursement Models and Associated Risk Types
  • Population Health Management, Central to VBR, is Difficult Business for Providers
  • Healthcare Digital Transformation
  • Patients are Bringing a Consumer Mindset to Healthcare Interactions
  • Key Factors Driving Healthcare Consumerism in US
  • Key Factors Driving Healthcare Consumerism in APAC
4. Pharma/Biotech-Business Model Essentials for New Health Economy
  • Evolving Pharma/Biotech Business Model
  • Key Trends Driving Pharma/Biotech Business Model Shift
  • Case Study-Novartis Portfolio Rationalization Strategy
  • Selected Pharma Examples-Journey from Mass to Lean Operating Model
  • Pharma Journey from Hub to Hotspot Model
  • Large Pharma/Biopharma Shifting Product Portfolio Strategy
  • Large Pharma Shifting Market Focus from West to East
  • APAC to Emerge as the Epicenter for Regenerative Medicine Launches
  • Alternate Business Models-Innovation beyond the Pill
5. Medical Device-Business Model Essentials for New Health Economy
  • Evolving Medical Device Service-based Business Model
  • Case Study-Medtronic Diabetes Solution Innovation Path
  • Key Trends Driving MedTech Business Model Shift
  • What is the Value for ACOs and Hospitals?
  • Scenario Analysis-MedTech and Hospitals Risk-sharing Contracting Options
  • MedTech and Hospitals-Emerging Risk-sharing Contracting Options
  • Selected Innovative Risk-sharing Deal Structures
  • Public-Private Partnership Models for Chronic Disease Management Initiative
  • Medical Device Target Customer Classification
  • Case Study-Medtronic’s Preferred Purchasing Path
  • Medical Device Companies-Portfolio Rationalization
  • Case Study-J&J Medical Device Business Restructuring
  • Top M&As within Medical Devices Space
  • Shifting Care Delivery Focus from Treatment to Prevention
  • Telehealth Business Models Emerging in APAC
6. Healthcare Technologies and Innovative Business Models
  • Opportunity Analysis-Emerging Healthcare Business Models
  • Heat Map-Emerging Business Models in Healthcare Space (continued)
  • Research Parameters and Considerations-Emerging Healthcare Business Models (continued)
  • Iggbo-On-demand Anytime/Anywhere Blood Draw Service
  • Healint-Global Platform for Patient Monitoring, Research, and Clinical Data (Singapore)
  • Augmedix’s Google Glass-based System for Healthcare
  • Door2Door Doctor-Doctors on Call Services (Malaysia)
  • Telstra Health-Innovative Platform-based Telehealth Services (Australia)
  • physiQ-Personalized Predictive Analytics Solution
  • Validic API-Cloud-based Asset Light SaaS Model
  • Syncera-Rep-free Orthopedic Supply Chain Model
  • Medtronic Hospital Solutions-Cath Lab Managed Services
  • Philips Lumify-App-based Handheld Ultrasound Solution
  • Tego-IoT-enabled Smart Assets Management Solutions
  • Cohealo-Medical Equipment Collaborative Consumption Business Model
  • 23andMe Business Model
  • Selected Companies-Direct-to-Consumer Business Model for Genome Data Services
  • TrialReach-Democratizing the Clinical Trial Process
  • Global Health and Travel-Telehealth and Medical Travel Services (Singapore)
  • GlaxoSmithKline Australia
  • omada-Next-generation Digital Behavioural Therapies
  • Apixio-Cognitive Computing Platform for VBC
  • Insilico Medicine-Deep Learning Platform Solutions for Drug Repurposing and Biomarker Development
  • Walmart’s Care Clinic to Offer One-stop Shopping
  • CVS Health-Improve Specialty Medicine Drug Adherence
  • Artificial Intelligence Assists Non-physicians in Care Delivery
  • Super Pharmacy Megastore (Malaysia)
  • CritiNext eICU-Bringing High-end Intensive Care to Rural Hospitals (India)
  • SERMO-Global Physician Social Networking Site
  • integratedliving Australia Ltd.-Home and Aged Care Services (Australia)
  • Embedded Wireless Labs Sdn. Bhd.-Home and Aged Care Services (Malaysia)
  • Hospital2Home (Singapore)
  • Tetsuyu Healthcare Holdings Pte Ltd-Home Care Services (Japan)
  • patientslikeme-Online Patient Social Network (US)
  • GP2U-Healthcare Marketplace and Online Health Community (Australia)
  • Specialists on Call-Telemedicine Managed Services (US)
  • OPM-On-demand 3D-printed Medical Implants
  • Game for Health Europe-Open Innovation to Gamify Health
  • Selected Open Source Businesses and Revenue Models
  • Valedo-Gamifying Back Pain Therapy for Home Care
  • Selected Wearables Business Models & Revenue Streams
  • Selected Companies-B2B Clinical Care Service Examples
  • Selected Companies-B2B Non-clinical Services Examples
  • Selected Companies-B2C Clinical Care Service Examples
7. Key Conclusions-Future Business Model Considerations
  • Who is the Central Focus of Your New Business Model?
  • Healthcare’s Emerging Business Models
  • Lessons from Failed Business Models of Health Start-ups
  • Opportunity Analysis-Key Healthcare Technologies
  • Healthcare Industry Attractiveness Luring New Entrants
  • 5 Competitive Keys for Business Model Innovation
  • Conclusions
  • Legal Disclaimer
8. Appendix
  • Market Engineering Methodology
Note: Product cover images may vary from those shown
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4 of 3
- 23andMe
- Apixio
- Augmedix
- CVS Health
- Cohealo
- CritiNext
- Door2Door Doctor
- Embedded Wireless Labs Sdn
- GP2U-Healthcare Marketplace and Online Health Community (Australia)
- GlaxoSmithKline Australia
- Global Health and Travel
- Healint
- Hospital2Home (Singapore)
- Iggbo
- Insilico Medicine
- Medtronic
- Philips Lumify
- Super Pharmacy Megastore
- Syncera
- Tego
- Telstra Health
- Tetsuyu Healthcare Holdings Pte Ltd
- TrialReach
- Validic
- Walmart
- integratedliving Australia Ltd)
- omada
- patientslikeme
- physiQ
Note: Product cover images may vary from those shown