February 04, 2020 - 114 views|
As the on-demand healthcare business model emerges, here are some “no-regrets” investments providers should make to enable virtual care delivery.
Providers, look to your business models: The “app-first” approach to on-demand healthcare delivery is now under way.
Digital tools are punching holes in the rapidly emptying moat around many healthcare delivery services. Take Amazon Care, a pilot program launched by Amazon for its Seattle-based employees last autumn. Enrolled employees may use chat or video to consult with a caregiver; if necessary, a nurse is dispatched to the employee’s home, and prescriptions may be sent by courier. Little doubt that Amazon’s acquisition of PillPack will help streamline the prescription delivery.
While currently available only to its employees, this program is clearly Amazon’s trial run and incubator for introducing a commercial health service. The company’s recent acquisition of digital-native Health Navigator lends even more weight to this thinking. Health Navigator conducts digital triage tailored to e-health encounters. Notice there are no traditional provider settings in Amazon Care.
Not to be outdone, Walmart announced plans to become “America’s neighborhood health destination.” Last fall, it opened its first Walmart Health center, which provides primary care, labs, X-rays and EKGs, and counseling, dental, optical, hearing and community health education services in one facility. Clear prices are posted, such as $20 children’s check-ups and $25 adult teeth cleaning. The company reports it is using technology to avoid paperwork and streamline scheduling, check-ins, estimates, payments and other activities.
At health industry events throughout 2019, we saw dozens of vendors in the “care on-demand” space. They promise to shave wait times for appointments to hours vs. days or weeks via telehealth consults. These vendors say consumers will flock to convenient, high-quality care delivered at lower prices.
What does all this add up to? For many years, healthcare providers might have seemed immune to the disruption digital technologies have wreaked in other industries. How could delivering care be likened to selling books or retail services? But we’ve been predicting digital technologies would compress the healthcare value chain and force even providers to adopt new business models.
That’s happening now. The “healthcare anywhere” business model we discuss in our most recent report is emerging, shaped in different ways by Amazon, CVS, Walmart, startups and would-be healthcare players from Bose to Best Buy. These models largely disintermediate traditional providers of care and undermine their value propositions. Given the national footprint of these new competitors, consumers could embrace these new models quickly. Healthcare providers must act rapidly to ensure their place in this on-demand healthcare economy.
It will be a balancing act to maintain care quality while investing in the future. That said, we advise providers to make the following “no-regrets” investments to support great care while creating capabilities needed for a future of increasingly virtual care delivery. These investments include:
By providing more convenient and affordable access to care, the industry will likely unleash pent-up demand for preventive services. It may also create new demand for services, just as people who never considered taking cabs turned to Lyft and Uber as affordable options.
That said, with the rise of value-based contracts, healthcare providers must collect data that proves the value of incorporating on-demand care, such as reduced costs, better outcomes and improved patient satisfaction. Amazon and Walmart are probably already compiling this data to inform their next moves.