Mobile Medical: Model First, Technology Second
Release date: 2014-05-29
One of the mistakes that entrepreneurs in the healthcare industry are likely to make is that they only focus on products and do not expect to solve problems from a business model.
For example, mobile medical is very hot at present, there are many APPs and wearable devices on the market, but some entrepreneurs only focus on product development, and do not think about where the products are located. After the product is developed, it is necessary to face the user, then who is the user? The patient or the doctor, the top three hospital doctor or the community doctor, different users, the business model is different. We have seen a lot of companies, after the product comes out, the business model continues to "tweet cake" because there is no pre-established business model.
Take an ECG phone manufacturer as an example. This equipment, I saw nearly ten in the market. The company has experienced a lot of exploration in the business model. At first, they considered selling the product directly to the patient. Of course, the patient could not understand the ECG, and the company went to the hospital doctor. In doing so, there is a problem with the business. First, the doctor cannot help the patient to see it 24 hours. Secondly, who is responsible when the problem occurs, is the doctor or the enterprise? Because this new product has not been academically promoted in the hospital at the earliest, the hospital is doing this kind of behavior. It is also very contradictory, so the business model that was first sold to patients failed. Later, the company considered self-built service centers to help patients see the ECG, and then encountered new problems: seeing the ECG behavior is providing medical services, then the company has medical service qualifications? This model has encountered policy barriers. Later, the company re-adjusted the model and built the service center to the hospital to solve the qualification problem. At this time, the hospital is required to accept you and is willing to build a service center with you. After several explorations, the company finally found a relatively suitable business model. The hospital accepted the products and services and recommended the products to the patients, rather than directly recommending them to the patients.
Therefore, mobile medical entrepreneurs must not ignore the business model. I often hear people say how good his technique is, and technology is the second step. The first step is to set up the business model, and then what is the difference between your technology and your competitors.
When we focus on the business model, we will pay more attention to the comprehensive capabilities of the team when investing in mobile medical companies. If you are just a scientist and have a good technology, then the company is flawed. Mobile healthcare is cross-border. It combines IT technology, medical care, big data, etc., and needs a combined team. When investing, products are important, but not the only determining factor. Not only must there be products, but also have the ability to land products. Therefore, as a founder, we must not only consider technical matters, but also consider how to set up a team that can break the hospital wall with mobile internet thinking.
From the perspective of income model, at present, there are two types of mobile medical services: 2B and 2C. 2B's business is relatively easy to do, hospitals have money, and also attach importance to information and use new technologies to improve hospital management and medical efficiency. 2C's business is still groping, and there are not many successful cases. The fundamental problem here is still the model, and the technology is secondary. The medical and health industry is a relatively conservative industry. It is difficult to have a disruptive technology at once, even if there is a new technology to promote. Therefore, based on the existing technology, there are still many opportunities to find out the user needs and set up a business model.
Another big problem in mobile medical entrepreneurship is the information island. Who is the ownership of EMR (electronic medical record) data? The hospital is not open to the public, and the patients themselves do not. Many companies only build their own and make a set of records themselves, but it is not clear whether these data are recorded and used, whether they can help clinicians make decisions. This requires companies to combine the needs of doctors when doing product development. The result of not selling the doctor's needs and selling the product directly to the patient is usually that the patient does not understand and is not clinically recognized. Without paying attention to the needs of doctors, mobile health will not succeed. Just as medical reform does not focus on clinicians, it will not succeed. In the model setting of mobile medical care, clinician needs are the most important pathway.
Source: Cloud Health Information
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