A REAL PARTNERSHIP
STEP BY STEP
BECOME A PARTNER
IN A SUCCESFUL TELEHEALTH ENTERPRISE
Traditional Telecare Providers can become partners in a commercially successful Telehealth Enterprise
We first need to establish opportunity, challenge, resourcing and viability.
This is a short, structured pre-implementation module.
It’s outcome is an Outline Business Case that scopes what will be necessary to ensure that TeleHealth as a Service quickly becomes self-funding and thereafter meeting growing performance and financial targets. It’s conducted via:
• Stage #1 – Information & Vital Statistics Assembling
• Stage #2 – On-site Interviews and Analyses
•Stage #3 – Building Outline Business Case
• Stage #4 – On-site Executive Briefing : summary conclusions and execution strategy.
An important element of the Outline Business Case is an assessment of alternative business models to be considered by Executive Management – see later.
This business case report has immediately applicable value in its own right. Organisational models and structures are outlined, together with an analysis of resources to manage and operate them.
In other words, current teams will learn a great deal. Senior management have practical collateral that can have a catalytic effect on beneficial change – irrespective of decisions on the implementation of TeleHealth as a Service.
Once the decision is taken to progress further, we like to give the current team access to Telehealth as a Service as soon as possible. Then we can make an early start .
There’s two existing situations that we provide for:
1. the present on-premise careline system is not due for review
2. the present system is being reviewed:
* In the former we ‘front-end’ the current systems with our Customer Applications platform. Goals are to quickly grow the current customer base (see Customer Engagement below) and to customise with brand, UI and so on.
This pragmatic approach also familiarise staff with customer recruitment processes – or have these wholly or partly provided from T.a.a.S networked resources.
*As T.a.a.S is a cloud-based ecosystem we can get it into the hands of current team(s) sooner rather than later. There’s great benefit in using a limited Pilot in parallel with the on-premise system about to be replaced. Data can be set-up on the new system, staff trained and confident and so on.
In both instances, increased revenues from new customers, service upgrades and product sales go towards making the transition to T.a.a.S self-funding.
To meet financial objectives we’ll start growing the current number direct payment customers – in turn subsidising internally funded residents. This employs sales & marketing programmes together with related resources (internal/in-sourced). This stage uses the online Customer Applications to recruit and on board new customers, to upgrade a proportion of current customers. Also begin offering related products such additional monitored devices and practical stand-alone home aids
The detailed TaaS schematic on page details the comprehensive customer functions and tools of this seamless suite of applications and user interface.
We’ve developed these applications using the same ‘industrial strength’ open source software used by companies like Nike and Samsung.
This is the centre of both reactive and proactive supervision of customer; in the homes and in many cases, beyond.
We’ve integrated advanced monitoring systems with our customer application platform and specialist services to form TeleHealth as a Service.
Our monitoring system is used by more than 1 million customers in the UK, Europe and internationally.
We do not manufacture home-TEC devices. Hence TeleHealth as a Service is able to configure best of breed products to deliver custom service packages, meeting the differing needs of residents and their circumstances.
See the schematic for an overview of the whole of TeleHealth as a Service.
TeleHealth as a Service technology & ecosystem is based upon the optimised mix of local and central resources.
- 1. Sales & Marketing
- 2. Management Services
- 3. Customer-centric Applications, Products & Support
- 4. Centre of Excellence
1. Sales & Marketing
Advanced digital tools are a key dimension of TeleHealth as a Service, however it’s customers that give them purpose. By the end of the current decade there will be c. 20 million adults – elderly, otherwise vulnerable and needing support. Relying on them and their families to find and request for that support is unrealistic to say the least.
The T.a.a.S business model might be described as B2B2C – firstly providing a service to our clients, then helping engage, recruit and support their customers.
Client to customer support includes:
• marketing strategies & programmes
• customer sales process & systems
• customer on-boarding
• customer service
The TaaS business model might be described as B2B2C – firstly providing a service to our clients, then helping engage, recruit and support their customers.
Client to customer support includes:
• marketing strategies & programmes
• customer sales process & systems
• customer on-boarding
• customer service
2) Management Services:
We’re also ready to help build the ideal organisation structure and commercial strategy. To do this we work jointly with Executive Management to propose and agree financial targets together with delivery strategy and team to deliver them. This work incorporates a survey of the present:
- Organisational and process review
- Application of operational resources
- Transition planning & funding options
- True and comprehensive financial status
The T.a.a.S ecosystem consists of the integrated cloud-based platform above, together with its cost efficient deployment and management of resources. Supported by Telehealth as a Service, operational resources are a hybrid of:
1. local
2. central
3. 3rd party
Local resources are those employed by our clients. Clients within a region are also able to share local networked resources – balancing peaks and troughs of demand, out-of-hours cover etc. minimising operating costs.