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How to build a successful healthcare innovation ?

Our healthcare consultancy helps decision-makers realize impactful healthcare innovation by underpinning it with measurable (Triple Aim) KPIs and reliable (scientific) data.

BUSINESS MODEL BY ESSENBURGH

You’ve developed a healthcare innovation but now need to future-proof it for funding. Instead of applying for the standard grant, you want to explore new options. You believe in the impact of your healthcare innovation, but how do you substantiate it? What will your innovation ultimately deliver?

This is what you need a business model for. This will enable you to take a firm step towards a distinctive market position. In a business model, several subjects come together. Think of: insight into returns, such as investments versus health and quality gains, smart revenue models, and the foundation of your approach. We create a business model so that your innovation is future-proof.

CURRENT THEMES.

RESULTS.

KNOW YOUR MARKET

We underpin the impact of your healthcare innovation and identify the opportunities.

FAST, TANGIBLE RESULTS

In 3 weeks, from strategic challenge to 3 elaborated concepts.

THOROUGH ANALYSIS

We substantiate our findings evidence-based.

SHARPLY SUBSTANTIATED

You like to work efficiently. So do we. That's why you get a sharp and clearly laid out report.

Our approach.

Step 1; Orientation interviews

Before we start drafting a business model we will have several meetings to map the goals and principles for your organization, institution, challenge, or product. The goal is to get a clear view of the focus and content of the business model. After approval, the project phase starts.

Step 2; Project phase

Based on the exploratory talks, a plan of action was created with which our experts will get to work. In drawing up the business model, we focus on data collection, data analysis, and interpretation, specification of objectives, and evaluation and discussion options. Subsequently, the business model – including the acquired insights and follow-up steps – is presented in an extensive presentation.

Step 3; Support

Advice is nice, but results are even nicer! That is why we stay in touch after the presentation of the business model. During various contact moments, we evaluate together how (the implementation of) the project went and where challenges remain. We believe that a project is not finished at the presentation. By maintaining intensive contact – especially after the delivery of the business model – we bear joint responsibility for the implementation of the chosen strategy (or strategies).

YOU ARE IN GOOD COMPANY.

FREQUENTLY ASKED QUESTIONS ?

A good business model for your healthcare innovation doesn’t happen by itself. It requires attention and continuous refinement. Essenburgh’s business model consultancy provides the following benefits:

Innovative approach – Because we model the potential impact of the healthcare innovation, the chances are much higher than you will bring a better thought-through, innovative, and therefore more distinctive healthcare innovation to the market. And more importantly; not reinventing the wheel.
Independent view – We have an independent fresh view. By partnering with us, you gain a new perspective on your own business.
Insight in return – With our approach we ensure agreement in the efficacy of the innovation. In addition, we substantiate the potential return on the relevant Triple Aim KPIs.
Time-saving – With our approach you outsource the substantiation and elaboration. This saves you time.

It’s time for a business model/health case if you want to develop new ideas. Or if you have an entrepreneurial spirit and are constantly looking for how to create value. Then developing a business model/health case is for you. Our clients are often looking for a good foundation for an innovative care model to convince financiers. Or financiers ask us for an external and independent view to assessing the added value of healthcare innovation.
Before we start drawing up a business model/health case, we will have several meetings to map out the goals and starting points for your organization, institution, challenge, or product. The goal is to get clear what the focus and content of the business model/health case will be.

After the orientation phase, a plan of action is created with which our experts will set to work. When drawing up the business model / health case, we focus on data collection, data analysis & interpretation, the concretization of objectives, and evaluation & discussion options, among other things. Subsequently, the business model/health case – including the insights gained and follow-up steps – is presented.

We also stay in touch after the presentation. During several contact moments, we evaluate together how (the implementation of) the project went and where challenges remain. We believe that a project is not finished at the presentation. By maintaining intensive contact – especially after the delivery of the business model/health case – we bear joint responsibility for the implementation of the chosen strategy (s).

You will receive an extensive presentation and a report containing the foundations of your healthcare innovation with its strengths and weaknesses, competition analysis, and any alternative innovation possibilities. You will also receive advice on the next step, including during the subsequent contact moments.
Essenburgh is an internationally oriented research and consulting firm. For us, healthcare innovation is about three crucial issues: improving the quality, accessibility, and affordability of care. Our business model/health case approach goes beyond design to achieve the Triple Aim. We would like to help you substantiate and realize them.
It is important to note that in most cases we cannot share the content of projects with our clients due to confidentiality. For more information, take a look at some detailed client case studies.
When companies/organizations/institutions design their business model/health case themselves, we often see them make the following mistakes:

  • The target group is defined too broadlyThe assumption is that this will have a greater impact on health and sales. The opposite is often true. The effect: the care innovation is not effective.
  • The efficacy of the care innovation is not describedThe impact: the justification for the expected impact is not distinctive and measurable
  • There is (too much) focus on the earnings modelThe effect: funders find it difficult to determine the added value of the Triple Aim objectives.
  • The business model / the health case is not dynamic – the model / the case must be continuously adjusted in response to new insights from science and practice in order to achieve the objectives.
The more you want to do yourself, the more time it will take. We are happy to make a customized proposal that fits your budget and available time.

GET IN TOUCH.

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