The Mobile health has a lot of opportunities now and will increase more in the future. According to the PwC and GSMA report, Touching lives through mobile health: Assessment of the global market opportunity, global mHealth revenues will increase nearly six-fold by 2017, with monitoring services and applications representing 65% of the market. Based on this finding, mHealth has the potential to make a great impact on the healthcare industry, yet organisations are still uncertain on how to capitalist on the technology. (PwC's Official Website)
The situation now is that the regions and market segments mHealth will have the most impact, different market segments will gave great impact for this industry and will also change companies' strategy to fit in different market.
Source: Ralf-Gordon Jahns, 10 November 2010, "500m People will be using health care mobile applications in 2015"
Three Trends that already in society
Ageing population
Ageing populations and chronic illness are driving regulatory reform. Public sector healthcare is seeking better access and quality, and it's looking to the private sector for innovation and efficiency. mHealth improves access and quality, and offers dramatic innovation and cost reduction.
Foundations already in place
The foundations of industrialization of healthcare are already in place — electronic medical records, remote monitoring and communications. ‘Care anywhere’ is already emerging. The platform for mHealth is set.
Personalisation
Healthcare, like other industries, is getting personal. mHealth can offer personal toolkits for predictive, participatory and preventative care.
The emerging economics developing very fast these years, and it will be a great market for mHealth industry. In the emerging markets surveyed, patient awareness and expectations
of mHealth are, on average, far higher than in developed countries (see the following two charts) More important, far more patients are already using mHealth:59% of emerging-market patients use at least one mHealth application or service, compared with 35% in the developed world, and among those who do not, emerging-market residents are more interested in starting.
New approaches to the delivery of care abound. In Mexico, for example, a telephone-based health care advice and triage service is available to more than one million subscribers and their families for $5 a month, paid through phone bills. In India, an entrepreneur has proved that high-quality, no-frills maternity care can be provided for one-fifth of the price charged by the country’s other private providers. In New York City, the remote monitoring of chronically ill elderly patients has reduced their rate of hospital admissions by about 40 percent. (McKinsey's Official Website)
New approaches to the delivery of care abound. In Mexico, for example, a telephone-based health care advice and triage service is available to more than one million subscribers and their families for $5 a month, paid through phone bills. In India, an entrepreneur has proved that high-quality, no-frills maternity care can be provided for one-fifth of the price charged by the country’s other private providers. In New York City, the remote monitoring of chronically ill elderly patients has reduced their rate of hospital admissions by about 40 percent. (McKinsey's Official Website)
As a emerging economic country, China will be a large market for mHealth industry. After I graduated from my college in US, I went back to China in 2012, and I can feel the developing other than economics. People started to care about their health more than before and also for their next generation. From organic food to mobile health equipment, people increased their awareness for all the things good for health.
However, other than the great opportunities, this industry also have some threats. The most important one is the products, and products need innovation. Unfortunately, health care can be an isolated and local activity: innovations are not widely known across different systems or beyond sector boundaries. Merely identifying and promoting innovations isn’t enough, however—leaders need to understand whether, and how, the lessons of innovators can be replicated elsewhere.
However, other than the great opportunities, this industry also have some threats. The most important one is the products, and products need innovation. Unfortunately, health care can be an isolated and local activity: innovations are not widely known across different systems or beyond sector boundaries. Merely identifying and promoting innovations isn’t enough, however—leaders need to understand whether, and how, the lessons of innovators can be replicated elsewhere.
Source: Emerging mHealth: Paths for growth. www.pwc.com/mhealth. Economist Intelligence Unite,2012
Source: Emerging mHealth: Paths for growth. www.pwc.con/mhealth. Economist Intelligence Unit, 2012
- Barbara, Ciamataro and others. (2012) Mobile Technology Consumption, Opportunities and Challenges. Ferris State University, USA.
- In collaboration with tmngglobal and csmg, March, 2010. Mobile Technology’s Promise for Healthcare
- www.pwc.com
- www.mckinsey.com
- Emerging mHealth: Paths for growth. www.pwc.com/mhealth. Economist Intelligence Unite,2012
A good start with interesting insights, but not complete.
回覆刪除Generic:
1) add proper references into the article and extend the reference information in APA style
2) add proper captions to the diagram you are using and add the references APA style at the end
3) Some parts are not complete, just notes e.g. 2nd paragraph
Specific:
1) are you going to include the diagram we drew on the whiteboard and Kitty sent on WeChat?
2) it's mainly descriptive, lacking the analytical part. Quoting from the Frank's assignment "summarize, explain and understand the different strategic approaches and analyze the organizational or contextual factors that might lead to different strategic choices." I think here you can use the diagram from the Whiteboard to show the various approaches in a easy way.
3) How is mobile different in the Health Service Industry (HSI) from managing existing technology?
4) Is it a incremental, disruptive or radical change? Might be answered differently for various part of the industry. And why can it be answered differently? Hint: depending on the starting point from where the players move into mobileHS.
5) You mentioned the potential of the mobile HSI quickly, what are further opportunities, benefits, what are the potential threats?
6) What are the structural characteristics/rule of HSI? Hint: regulation and approvals needed.
7) Other aspects: timing of entry, risks, adoption rate, etc. you don't need to answers all these questions. Choose some and add your own analytical insights. There is no wrong or right here. Just logical thinking and drawing conclusions form the information available. Give your own insights and suggestions, e.g. from your own experience living in China.