Fad or Trend? Rethinking the Sustainability of Connected Health
Abstract
:1. Introduction
2. Literature Review
2.1. Current Status and Issues in Connected Health
2.2. Innovation Methods
3. Research Methodology
3.1. Research Method
3.2. Research Design
3.3. Data Collection
3.4. Data Analysis
3.5. Validity
4. Results
4.1. Role of Patients
‘Patients’ voices of remote areas are often being ignored, as they are small in population and many of them are poor in financial status.’(General physician)
‘Patients like the care from the same physician and the same institute, as healthcare is not a pure buying and selling business… It takes time to build up mutual trust.’(General physician)
‘Sometimes, they only come to talk with their physician, and they will feel better without taking any medicine.’(General physician)
‘Patients/end users are willing to receive free CH intervention, although they are not always willing to pay for the service.’(Sales manager)
‘They need to highlight our position and impacts in the healthcare ecosystem so that they will not be disregarded.’(General physician)
‘Why [can] customers only be consumers? Why they can’t be suppliers or even stakeholders?’(General manager)
4.2. Structure of Industry Chain
‘We offer free trial of three months for customers, but many of them return it to us within this period of time, as they would like to try but do not want to pay and we have no control over it.’(Sales manager)
‘Many products and services for remote health emerge in the market but patients do not feel like they need them. Consequently, it results [in] an imbalance of supply and demand, which makes it hard for many companies to survive…’(General manager)
‘Without [a] good relationship with academia, government, and industry, you will find it hard to survive in the connected health market.’(General manager)
‘Many patients in remote areas have low purchase capability, and they do not have loyalty to connected health’s products, so they do not have strong connection with providers.’(Sales manager)
‘We notice that some companies cannot offer user-friendly products, as they do not have sufficient feedback from customers…’(Head nurse)
‘We hope our patients can obtain full-time services. They can get help whenever they need it.’(Head nurse)
4.3. Payment
‘Some remote residents are elderly people living alone, and they are struggling in living; it is hard for them to pay for the remote services.’(Nurse)
‘Our hospital is mainly for offering health services. We have a foundation for our financial support to make it sustainable.’(Head nurse)
‘It’s a religious hospital; we have a foundation and board of presidents, and they usually fully support any innovation in our hospital.’(Head nurse)
4.4. Technology
‘… we already knew the basic cost would be much cheaper when the service is conduct[ed] here. However, it is terrible [that] we haven’t got enough integrated coordinators in CH business.’(General physician, director of a health centre)
‘I don’t understand why they want to make a simple thing more complicated.’(Nurse)
‘What I see is that technology is not about how efficient it is, but how it can serve to connect people from isolation…For me, technology is here to connect, not to deprive people of human contact.’(IT director)
5. Discussion
5.1. Rethinking the Role of Patients/Participants
5.2. Rethinking the Structure of Industry Chain
5.3. Rethinking the Payment Method
5.4. Rethinking Technology
5.5. Analysing, Integrating and Redefining the Business Model’s Elements
5.5.1. Integrating and Redefining Value Propositions and the Target Market Segment
5.5.2. Integrating and Redefining Competitive Strategy and Cost/Margin
5.5.3. Integrating and Redefining the Value Chain and Value Network
6. Recommendation: The Value-Centric Business Model Innovation System in Connected Health
6.1. Strategies and Processes
6.2. Relationships Between Value, Business Model Innovation and Technology
7. Conclusions
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References
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CH BM Component | Limitations | Solutions |
---|---|---|
Patients’ role | Invisible role Care receiver Resources consumer | Patient-centric Value creator Value contributor |
Structure of industry chain | Loosely-coupled structure ‘Push’ business strategy Imbalance of supply and demand One-way process | Tightly-coupled structure ‘Push and pull’ strategy Equilibrium Two-way cycle |
Payment method | Unwilling to pay for services Government sponsored Funding ceases | Willing to exchange for services BM innovation Value-exchange |
Technology | Ubiquitous computing Low technology adaptivity Health innovation alignment Deprive people of human contact | Anytime-anywhere accessibility Efficiency and cost-effectiveness Affordability |
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Chen, S.C.-I.; Liu, C.; Hu, R. Fad or Trend? Rethinking the Sustainability of Connected Health. Sustainability 2020, 12, 1775. https://doi.org/10.3390/su12051775
Chen SC-I, Liu C, Hu R. Fad or Trend? Rethinking the Sustainability of Connected Health. Sustainability. 2020; 12(5):1775. https://doi.org/10.3390/su12051775
Chicago/Turabian StyleChen, Sonia Chien-I, Chenglian Liu, and Ridong Hu. 2020. "Fad or Trend? Rethinking the Sustainability of Connected Health" Sustainability 12, no. 5: 1775. https://doi.org/10.3390/su12051775