Emerging Trends and Opportunities in Telehealth -- A Global Scenario
-
Upload
frost-sullivan -
Category
Health & Medicine
-
view
1.737 -
download
2
description
Transcript of Emerging Trends and Opportunities in Telehealth -- A Global Scenario
Emerging Trends and Opportunities in Telehealth
A Global Scenario
By Sujith Eramangalath
April 2013
Boston
© Frost & Sullivan 2013In collaboration with …
2
Contents
1. Overview of Telehealth
2. Market Dynamics
3. Market Opportunities
4. Telehealth Matrix
5. Business Models
6. Case Studies
© Frost & Sullivan 2013In collaboration with …
Forces and Factors Shaping Evolution of Healthcare
3
Molecular and
Personalized Medicine
Access, Cost & Quality
of Care
Proficient Use of
InformationProcesses
People
Technology
Leading change to the future of sustainable healthcare
© Frost & Sullivan 2013In collaboration with …
Evolving Phase of Phase of Healthcare Delivery and Management
4
mTrac -Uganda
Weqaya Program –Abu Dhabi
Welldoc-Alere-AT&T Partnership
© Frost & Sullivan 2013In collaboration with …
5
The EU is providing a strong push towards home care to achieve an improvement in Quality of Life, while reducing the Cost of Care
QU
ALI
TY O
F LI
FE
COST OF CARE PER DAY
$1 $10 $100 $1,000 $10,000
IndependentHealthy Living
CommunityClinic
Doctor’sOffice
Chronic DiseaseManagement
HOME CARE
Assisted Living
Nursing Home
INSTITUTIONAL CARE
Specialty Clinic
Community Hospital
ACUTE CARE
ICU
A singleEuropean
informationspace
Inclusion, betterpublic services
& quality oflife
Innovation and
investmentin research
i2010 Initiative
Source: Frost & Sullivan. Adapted from European Commission
Shifting the Model of Care Provision in Europe
© Frost & Sullivan 2013In collaboration with …
6
Remote Monitoring
mHealth
GeneralHealthcare IT
Video Telemedi
cine
• Professional Apps
• Wellness Apps• Fitness Apps
• Texting Informational
Services
• Video Diagnostic Consultation• Remote
Doctor/Specialist Services
• Distance Learning/Simulation• Retail Telehealth
• Teleimaging
• Departmental• Electronic Health
Records (EHR)• Health Information
Exchange (HIE)• Patient Portals• Hosted Cloud
Infrastructure
• Home Healthcare and Disease Management Monitoring
• Activity Monitoring• Diabetes Management
• Wellness Programs• Remote Cardiac
Services• PERS
• Medication Management
Connected Health Ecosystem – Market Segmentation
© Frost & Sullivan 2013In collaboration with …
7
Mark
et
Dri
vers
Mark
et
Restr
ain
ts
1-2 years 3-5 years 6-10 years
Increasing demand due to increase in chronic illnesses.
Government support in terms of funds to move
towards effective operation of healthcare system
Eurozone crisis leading to drop in healthcare budgets
Increasing hospital expenses, forcing patient’s to switch to affordable remote monitoring options.
Lack of information on funding/ reimbursement practices deter many
potential users from adopting this system
Lack of common European standards making the regulatory environment
unfavorable for growth
Impact: High Medium Low
Telehealth Market: Key Market Drivers and Restraints (Europe), 2012-2020
Source: Frost & Sullivan analysis.
Europe Telehealth Market Dynamics
© Frost & Sullivan 2013In collaboration with …
8
United States Telehealth Market Dynamics
Telehealth Industry: Key Market Drivers and Restraints, North America, 2013–2017
Misinformation and overall confusion in the industry restrains growth.
General unknowns facing users concerning licensing, regulatory issues, and privacy slows down the industry.
Difficulty in using telehealth with traditional predominant payment models hinders adoption.
1–2 years 3–4 years 5th year
The continued need for better access to care for patients, remote specialists, and increased workflow efficiencies enable industry growth.
The continued investment by major providers like the VA and OTN* in telehealth promotes acceptance.
Advances in technology allowing greater capabilities
for telehealth encourages growth.
Patients’ increasing interest in investing in their own healthcare drives revenue.
Market
Driv
ers
Market
Restr
ain
ts
Impact: High Medium Low
© Frost & Sullivan 2013In collaboration with …
9
Video Telemedicine
11.4%
mHealth17.5%
Home Healthcare
and DiseaseManagement
Monitoring11.0%
Remote Cardiac ECG
22.0%
Medication Management
1.0%
Personal EmergencyResponse Systems65.0%
Activity Monitoring
1.0%
Remote Monitoring
71.1%
Remote Monitoring Vertical, Percent Revenue Breakdown, North America, 2012
Important Segment Characteristics
Factors Assessment
Opportunity Size
($B, 2012)1.74
Opportunity Size
($B, 2017)2.83
Base Year Growth (2012) 13.5%
CAGR Growth Rate
(2012–2017)10.2%
Price Sensitivity 6
Demand for Innovation 8
The largest of the verticals, with both consumer and professional products and
services well represented.
*Not included in breakdown chart are Diabetes Monitoring or Wellness Systems
Note: All figures are rounded. The base year is 2012. Source: Frost & Sullivan analysis.
United States Telehealth Market Revenue Opportunities
© Frost & Sullivan 2013In collaboration with …
European Telehealth Market Opportunities
10
0
20
40
60
80
100
120
The United Kingdom
Germany France Italy Spain Scandinavia Benelux
70.2 64.4
42.650
14.7 17.8
34.4
102.6 99.6
62.7 74.5
21.5 25.9
48.3
Regional Market Revenue (2012 and 2015)
2012 2015
The United Kingdom is the largest market for telehealth in Europe, followed by Germany and Italy.
Almost all European telehealth markets are likely to witness high growth, and increase their revenues
by two-folds in another five years. Adoption rates in all the countries are expected to increase rapidly
with growing awareness and public funding. The United Kingdom will continue to dominate the
telehealth market mainly due to early developments in the market and Government support. Other
countries are recently beginning to consider improving their investments into information and
communication technology in the healthcare sector.Note: All figures are rounded. The base year is 2012. Source: Frost & Sullivan analysis.
© Frost & Sullivan 2013In collaboration with …
Telehealth MatrixTM—Top 20 Telehealth Markets
11
Customer
Focus
Professional
Consumer
Industry Focus
Information
Communication
Technologies Healthcare
Traditional Healthcare
and Telemedicine
Consumer/Non-healthcare
Approaching Telehealth
Core Telehealth
Telehealth Industry: Top 20 Telehealth Markets, North America, 2012
HIE
Cloud
Infrastructure
Activity
Monitoring
Patient Portals
Fitness Apps
Retail Telehealth
Wellness
Programs
Texting Services Medication
Management
Tele-
ImagingDistance
Learning/
Simulation
EHR
Professional AppsHome and DM
Monitoring
Remote Cardiac Services
PERS
Video Consultation
Wellness
Apps
Diabetes
Management
Remote Specialist Services
Note: The top five markets are in blue text boxes. Source: Frost & Sullivan analysis.
© Frost & Sullivan 2013In collaboration with …
12
Business Model 1
Integration into Health System Structures
Suppliers
CustomersProviders
Payers
Evid
ence
Medical Service
Flow of Money
Service is a logical extension of portfolio
Providers need to network with physicians
hub and spoke model – least threat
PAYMENT One time capital investment by Provider Providers pay a license fee per patient Advantages in license fee concept
IMPLEMENTATION: Cash flow follows well established paths Assuming any services have been approved for re-imbursement Health authorities / Insurance can use existing structures to compensate providers
Example – NHS UK
© Frost & Sullivan 2013In collaboration with …
13
The key players involved in driving Telehealth come from different parts of the healthcare ecosystem
Alarm ManufacturersDevice ManufacturersIT Solutions Providers
Social Service ProvidersCall Centre CompaniesClinical Service Providers
TelecomsNetwork Providers
Payers/Health AuthoritiesHospitals
Physician PracticesSystems
Integrators
Regulators
Patient Groups
Service
Provider
Call Centre/
ServiceProviders
Network
Operators
PatientHosting
Social Care
Nurse / Doctor
GP surgeriesIntegration &
Implementation
Management
Monitoring
•Network service
•Potential Point of sale
1st line support
2nd line support
•Handset Manufacturer
•Sensor Manufacturer
Provide hardware
Health Service
could
pay for the
solution
Source: Frost & Sullivan
A complex marketplace: Complex Mix of Public and Private Entities
© Frost & Sullivan 2010In collaboration with …
14
Business Model 2
Combining Medical Service Provision and IT Support
Suppliers
CustomersProviders
Payers
Medical Service
Flow of Money
Supplier extends value chain and provides medical services
Also network with Primary Physicians
Specialised services may focus on chronic diseases
PAYMENT Capital investment by Customer Pay as you go model Efficient and reliable service (integrated) can result in
optimised work flow Decreased costs and improved profits
IMPLEMENTATION: Limited success due to patients’ reluctance to accept services Not delivered in the context of conventional healthcare systems and funding Providers may view such offerings as a threat and not co-operate
© Frost & Sullivan 2010In collaboration with …
15
Business Model 2 - Example
Bringing it All Together: Leveraging the Reach of Telecoms
Suppliers (Vendor + Telecoms Player)
CustomersPhysicians
Payers / Providers
Medical Service
Flow of Money
Vendor has partnered withdevice/sensor manufacturers. Itpromotes its own mobile devices.Its preferred route to market isthrough telecoms operators/systems integrators such as T-systems, BT etc. Vendor does notapproach hospitals / providersdirectly.
CHALLENGES TO IMPLEMENTING THIS MODEL:
Vendor may be limited to the reach of the Telecoms operators / systems integrators Direct revenues to vendor will be sale of its mobile devices and infrastructure services Revenue gains will only be in high volume cases or in the long run
The solution envisages sensor devices forphysiological monitoring, mobiledevices, infrastructure support, traffichosting by telecoms player on GPRSplatform, call centre support by telecomplayer, clinical support on case by casebasis. Each RPM client is considered aUNIT
Med Call Centres
Vendor
© Frost & Sullivan 2013In collaboration with …
16
Business Model 2 - Example
Selling into Medical Call Centres Equipment Suppliers (Aerotel)
CustomersProviders
Payers
Medical Service
Flow of Money
Call Centres + Telecoms
Equipment Vendor
Aerotel Medical Systems follows abusiness model of selling monitoringdevices to medical call centres. Thesecall centres are business entities inthemselves as they are contracted byNHS or hospitals in the public orprivate system. The call centre mayhave associations with telecomscompanies and clinicians.
CHALLENGES TO IMPLEMENTING THIS MODEL:
Aerotel is limited to the reach of the call centres for volume purposes Aerotel does not interact directly with patients or clinicians Direct revenues to Aerotel will be sale of its mobile monitoring devices and services Revenue gains will only be in high volume cases or in the long run
The solution envisages monitoring deviceswith bluetooth capability byAerotel, traffic hosting through landlineand cellular networks, call centre withbasic clinical support. Telecoms vendorsare involved with call centres
© Frost & Sullivan 2010In collaboration with …
17
Business Model 3
Managed Care Approach
Suppliers
CustomersProviders
Payers
Medical Service
Flow of Money
Payers provide health service Taking on Financial Risk during care
Provision Suitable for Disease management
concepts
PAYMENT Efficient and reliable service (integrated) can result in
optimised work flow Decreased costs and improved profits Focused on specific medical risks
IMPLEMENTATION: Legal constraints Opposition by healthcare Providers Focused on costly chronic diseases
© Frost & Sullivan 2013In collaboration with …
18
Business Model 3 - Example
Health Hero Network+
Sananet + Meavita
CustomersLocal Hospitals
Insurance Companies
IPTV Service Offering by Health Hero Network & Sananet in Netherlands
Sananet identifies new and potentialtarget customers for Health HeroNetwork. The company hasdeveloped an IPTV platform in linewith the MOTIVA system from PhilipsMedical. They have tied up with alocal cable service provider calledMeavita that markets this service inthe form of an additional module inthe set top box they sell.
CHALLENGES TO IMPLEMENTING THIS MODEL:
Sananet offers the solution to the cable provider at a license fee for the software and the content Cable provider gets paid by the insurance provider which collects premiums from the patient Sananet anticipates an installed base of 20,000 patients
Health Hero Network develops a vitalsigns monitoring appliance called ‘HealthBuddy’. To enter the European marketthey have entered into marketinglicenses with Sananet in the Netherlands.
© Frost & Sullivan 2013In collaboration with …
Challenging Questions for the Telehealth Market
19
• Who will fund services?
• How can consumers be educated to use these services?
• How do we encourage healthcare professionals (hospital personnel,
GPs, and pharmacists) to promote Telehealth usage? What type of
systems of incentives do we need?
• Is there a role for the pharmaceutical industry?
• Should governments continue to drive and lead the adoption of
Telehealth? To what extent? How?
© Frost & Sullivan 2013In collaboration with …
Contact Details
20
Britni Myers
Senior Executive
Frost & Sullivan
P: 210.477.8481