On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States
On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States
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DOI：
10.2196/14304
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发表时间：
2019-11-15
影响因子：
7.4
通讯作者：
LeRouge, Cynthia
中科院分区：
文献类型：
--
作者：
Sterling, Ryan;LeRouge, Cynthia
背景资料：按需远程医疗越来越多地被卫生组织采用，以满足患者对方便，可访问和负担得起的服务的需求。新进入的组织在考虑可行的商业模式和战略以利用按需远程医疗服务的破坏性潜力时，目前几乎没有指导（特别是虚拟紧急护理诊所[VCC]作为按需远程医疗的主要催化形式）。我们认识到按需远程医疗是一种颠覆性技术，可以探索早期采用者组织的经验，因为他们推出了-需要远程医疗服务并部署商业模式和战略。针对VCC服务线，本研究提出了以下研究问题：（1）按需远程医疗的新兴商业模式是什么？(2)按需远程医疗的新兴商业模式的核心组成部分是什么？以及（3）早期采用者组织在推出按需远程医疗服务时采用的破坏性商业策略是什么？研究方法：这项定性研究收集了来自美国19个VCC早期采用者组织的32个半结构化电话采访的数据。访谈协议是根据著名的传播和实施科学框架制定的。我们使用了持续比较的方法将研究数据转化为稳定的维度，揭示了新兴的商业模式，核心商业模式组件（价值主张，关键资源，关键流程和利润公式），以及伴随的商业strategy.Results：早期采用者部署的商业模式，最接近的增值流程模型原型。总的来说，我们发现这种通用模型适当地匹配了资源，流程和利润公式，以支持按需远程医疗的破坏性潜力。总的来说，发现了4个业务战略领域特别有助于早期采用者中按需中断的商业模式成功：对护理提供模式的根本性中断;对按需服务的外包支持;针对潜在用户的破坏性市场战略;以及新的和意想不到的组织伙伴关系，以增加投资回报。按需远程医疗是一种潜在的颠覆性创新，目前处于技术采用和传播的早期采用阶段。按需远程医疗必须进入早期多数阶段，才能真正成为一种积极的颠覆，从而提高医疗保健消费者的可及性和负担能力。我们的研究结果为采用者组织提供了指导，因为他们寻求部署可行的商业模式和成功的战略，以顺利过渡到早期的多数地位。我们为早期采用者和潜在的早期多数组织提供了重要的见解，以更好地利用按需远程医疗的破坏性潜力。
Background: On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine).Objective: We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services?Methods: This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies.Results: Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment.Conclusions: On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.