Brilliant Business Models in Healthcare

Introduction: Why, what?

Guide for your reading enjoyment





Part 1: The framework for brilliant business models in healthcare


Chapter 1: What are the cornerstones of a brilliant business model?

1.1 Vision


1.2 Brand positioning





Chapter 2: What is a business model?

2.1 Market segments


2.2 Customer value

2.3 Delivery


2.4 Operation





Chapter 3: Value creation and overall framework

3.1 Value creation for all stakeholders

3.2 Conceptual framework and phasing


3.3 Permanent brilliance?




Chapter 4: Challenges for brilliant business models in healthcare

4.1 Good, affordable and widely accessible healthcare is unique


4.2 Cost increases put accessibility, quality and healthcare systems at risk

4.3 Desired breakthroughs in healthcare




Part 2: Brilliant cases involving brilliant business models in healthcare


Chapter 5: Breakthrough: Strengthening mutual caring and sharing

5.1 General Healthcare fund Amsterdam - Wim Niesing & Jeroen Kemperman


5.2 DHAN - Tom Buijtendorp & Jeroen Kemperman


5.3 Courtyard houses - Jeroen Kemperman, Ida Kemperman & Wilke Schouten

5.4 Stiftung Liebenau - Rick Kasper, Tim Widdershoven, Sanne Boeve & Jeroen Geelhoed




Chapter 6: Breakthrough: Letting prevention and self-management work

6.1 Discovery - Thomas Bachet, Raheel Raisi & Jeroen Kemperman

6.2 Healthways - Jeroen Kemperman, Sytze deWith & Mirthe van de Belt


6.3 Kaiser Permanente - Koen Harms & Jennifer op 't Hoog


6.4 PatientsLikeMe - Annemijn Kuenen, Heleen Borleffs, Tim Widdershoven & Jeroen Geelhoed





Chapter 7: Breakthrough: Patient-centered organization of information and everyday care

7.1 UCLA's Value Quotient - Heleen Borleffs, Daniel Hommes & Jeroen Kemperman

7.2 ParkinsonNet - Rosanne Preyde, Kerwin Hartman & Jennifer op 't Hoog


7.3 Laastari Laehiklinikka - Monique Heeren & Jennifer op 't Hoog


7.4 Patrick Lund Dental Happiness - Tim Widdershoven, Rick Kasper & Jeroen Geelhoed




Chapter 8: Breakthrough: Deploying services and instruments to help customers take control

8.1 Ryhov - Bonnyvan Rest & Jennifer op 't Hoog


8.2 BerylHealth - Jeroen Geelhoed & Tim Widdershoven

8.3 M-PESA - Wouter Houtman & Jennifer op 't Hoog

8.4 Jaipur Foot - Kristin Fransz, Ilse Hoogervorst & Jeroen Kemperman





Chapter 9: Breakthrough: Implementing differentiation in specialized healthcare

Introduction: Case in Phase 4 "The brilliant business model of Shouldice"

9.1 Narayana Hrudayalaya - Raymond Fafie & Jeroen Kemperman


9.2 ThedaCare - Karen Willemsen, Maarten Akkerman & Jennifer op 't Hoog

9.3 Princess Margaret Cancer Centre - Denise Altena, Esmee Grobbee & Jennifer op 't Hoog

9.4 Mayo Clinic - Bas Schepman, Jennifer op 't Hoog & Jeroen Kemperman





Chapter 10: Lessons for creating brilliant business models in healthcare

10.1 Phase 1: Start from a vision and bring the brand positioning in line with it


10.2 Phase 2: Persevere consistently in the conversion of the vision into the business model

10.3 Phase 3: Use pioneering value creation for all stakeholders to realize the business model

10.4 Phase 4: Retain the core and stimulate progress in the business model





Key terms and definitions

Notes

Sources




The editorial team

Case authors

Acknowledgement

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• Industria e estudos industriais
• Médico administração e gestão
• Economia

health care business models;health care costs;health care quality;health care access;patient-centered care;specialized health care;healthcare valuation;healthcare delivery;business of medicine;health care management;health administration;health economics;health care systems;health care consumers;affordable health care;healthcare industry;healthcare best practices;international health care;health care providers;insurers