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市場調查報告書

醫療保險公司的破壞的數位經營模式10件

The 10 Disruptive Digital Business Models For Health Insurers

出版商 Research 2 Guidance 商品編碼 668107
出版日期 內容資訊 英文 54 Pages; 33 Figures & Tables
商品交期: 最快1-2個工作天內
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醫療保險公司的破壞的數位經營模式10件 The 10 Disruptive Digital Business Models For Health Insurers
出版日期: 2018年07月30日內容資訊: 英文 54 Pages; 33 Figures & Tables
簡介

本報告提供核心商務的補充,或尋求與會員的關係完全轉換的醫療保險公司的10件數位支援經營模式的相關調查,出示基本的經營模式範例。

第1章 調查範圍

第2章 醫療保險公司的10件數位經營模式

  • 醫療保險公司的新數位經營模式
  • 新的數位經營模式
    • 數位協助型的會員獲得 (免費增值模式)
    • 行動醫療管理員
    • P2P (P2P) 型的保險
    • 行動小額保險
    • 健康保險的技術平台/白牌
    • 隨選型的保險
    • 高風險患者的預防保健
    • 保險者和照護供應商的合作
    • API的健康保險模式
    • 直接的基層醫療 (DPC)

第3章 經營模式範例

  • Oscar Health
  • Shuidi
  • ZhongAn
  • BIMA
  • Clover Health
  • Bright Health
  • Forward
  • Bind
  • Collective Health
  • Ottonova

第4章 附錄

目錄

Overview: The 10 Disruptive Digital Business Models For Health Insurers highlights the principle changes that digital business models have on the health insurance industry and defines ten new digital business models that have potential to disrupt the health insurance market. 10 best-in-class examples are given to illustrate how the digital health insurance models have been implemented including details of their target group, service offering, revenue model and evidence of success.

Many new business models, concepts, ideas and service offerings for digital health insurers.

Product Description

The impact of digital technology on health insurance is accelerating with the increasing adoption of health tracking sensors, mobile apps and telehealth service. The next wave of health insure-tech models is shifting the traditional role of health insurance company from a pure payer into a healthcare provider, creating opportunities for them to attract new members, generate additional revenue sources, reduce cost and increase the company evaluation.

Clearly however, becoming a digital health insurance requires more profound changes than moving the service offering online. It is about fully embracing a digital business model to interact with customers, generate revenue and gain competitive advantage rather than having the most advanced technology.

The report aims at providing an overview of ten digital enabled business models for health insurance companies that want to supplement their core business or completely transform the way they interact with members. Below ten principle business models are representing a new way of organizing and delivering health insurance business.

  • 1.Digital assisted member acquisition (freemium model)
  • 2.Mobile health concierge
  • 3.Peer-to-peer (P2P) insurance
  • 4.Mobile micro insurance
  • 5.Health insurance tech platform/white label
  • 6.On-demand insurance
  • 7.High risk patient preventive care
  • 8.Payer-care provider collaboration
  • 9.API health insurance model
  • 10.Direct primary care

The ten business model case study examples have explained how do the digital players do things differently, more efficiently, with less time and less anxiety. Special attention is paid to their service offering, revenue model, market performance, perceived market strategy, and technology innovations that will impact the insurance industry in the near future.

  • 1.Oscar health
  • 2.Shuidi
  • 3.ZhongAn
  • 4.BIMA
  • 5.Clover health
  • 6.Bright health
  • 7.Forward
  • 8.Bind
  • 9.Collective health
  • 10.Ottonova

Table of Contents

1 Scope of the report

2 The 10 digital business models for health insurers

  • 2.1 The six principles of new digital business models for health insurers
  • 2.2 New digital business models
    • 2.2.1 Digitally assisted member acquisition (freemium model)
    • 2.2.2 Mobile health concierge
    • 2.2.3 Peer-to-peer (P2P) insurance
    • 2.2.4 Mobile micro-insurance
    • 2.2.5 Health insurance tech platform/white label
    • 2.2.6 On-demand insurance
    • 2.2.7 High-risk patient preventive care
    • 2.2.8 Payer-care provider collaboration
    • 2.2.9 API health insurance model
    • 2.2.10 Direct primary care

3 Business model examples

  • 3.1 Oscar Health
    • 3.1.1 Service offering and member story
    • 3.1.2 Revenue model and evidence for success
  • 3.2 Shuidi
    • 3.2.1 Service offering and member story
    • 3.2.2 Revenue model and evidence for success
  • 3.3 ZhongAn
    • 3.3.1 Service offering and member story
    • 3.3.2 Revenue model and evidence of success
  • 3.4 BIMA
    • 3.4.1 Service offering and member story
    • 3.4.2 Revenue model and evidence of success
  • 3.5 Clover Health
    • 3.5.1 Service offering and member story
    • 3.5.2 Revenue model and evidence for success
  • 3.6 Bright Health
    • 3.6.1 Service offering and member story
    • 3.6.2 Revenue model and evidence of success
  • 3.7 Forward
    • 3.7.1 Service offering and member story
    • 3.7.2 Revenue model and evidence of success
  • 3.8 Bind
    • 3.8.1 Service offering and member story
    • 3.8.2 Revenue model and evidence of success
  • 3.9 Collective Health
    • 3.9.1 Service offering and member story
    • 3.9.2 Revenue model and evidence of success
  • 3.10 Ottonova
    • 3.10.1 Service offering and member story
    • 3.10.2 Revenue model and evidence of success

4 Appendix

  • 4.1 About research2guidance
  • 4.2 List of figures and tables
    • 4.2.1 List of figures
    • 4.2.2 List of tables

LIST OF FIGURES

  • Figure 1 Six principles of digital health business models for payers
  • Figure 2 Overview 10 digital business models for health insurers
  • Figure 3 The impact of digital business models on the health insurance business
  • Figure 4 Oscar's business model summary
  • Figure 5 Oscar's financial performance & membership
  • Figure 6 Oscar's funding status
  • Figure 7 Shuidi's business model summary
  • Figure 8 Shuidi's member base1
  • Figure 9 ZhongAn's business model summary
  • Figure 10 BIMA's business model summary
  • Figure 11 BIMA's funding status
  • Figure 12 Clover's business model summary
  • Figure 13 Clover's financial performance & membership
  • Figure 14 Clover's funding status
  • Figure 15 Bright's business model summary
  • Figure 16 Forward's business model summary
  • Figure 17 Forward's clinic view
  • Figure 18 Bind's business model summary
  • Figure 19 Bind's funding status
  • Figure 20 Collective's business model summary
  • Figure 21 Collective's funding status
  • Figure 22 Ottonova's business model summary
  • Figure 23 Ottonova's funding status

LIST OF TABLES

  • Table 1 Oscar's service offering
  • Table 2 Shuidi's service offering
  • Table 3 ZhongAn's service offering
  • Table 4 BIMA's service offering
  • Table 5 Clover's service offering
  • Table 6 Bright's service offering
  • Table 7 Forward's service offering
  • Table 8 Bind's service offering
  • Table 9 Collective's service offering
  • Table 10 Ottonova's service offering