Gateway to UK NHS
Transcript of Gateway to UK NHS
Gateway to UK NHSPart of TEAM FINLAND Health Growth Program
September 10, 2015
Agenda - Gateway to UK NHS
14:00 Welcome. Introductions. Presenting NHS opportunity and goal of the meeting.
Moderator Kari Kataja, Outi Keski-Äijö and Janna Mure Tekes&Finpro
14:10 The UK NHS an overview of the current landscape - including the NHS structure and procurement
Mark Outhwaite, Outhentics
14:50 NHS as business opportunity, NHS’s hot topics and current needs
Richard Stubbs, Yorkshire & Humber AHSN
15:30 How Team Finland could support Finnish companies to target NHS
Kari Kataja, TekesEero Toivainen, Finpro
15:50- 17:00
Q&A, Discussion. All
22.9.2015 Team Finland > ohjeet PowerPoint-presentaation tekoon
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Common GOAL: to increase export of Finnish healthcare companies and Foreign Direct Investment to Finland
22.9.2015 Team Finland > ohjeet PowerPoint-presentaation tekoon
4 Recognized OPPORTUNITY: NHS’s need for new solutions and innovations – urgent need for savings as a driving force
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Our strength: TEAM
COMPANY
1FORWARD
MPANY
3RWARD
COMPANY
2FORWARD
FINPRO
37EFENCE
TEKES
10LIBERO
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TASK: create the winning gameplan
Agenda - Gateway to UK NHS
14:00 Welcome. Introductions. Presenting NHS opportunity and goal of the meeting.
Moderator Kari Kataja, Outi Keski-Äijö and Janna Mure Tekes&Finpro
14:10 The UK NHS an overview of the current landscape - including the NHS structure and procurement
Mark Outhwaite, Outhentics
14:50 NHS as business opportunity, NHS’s hot topics and current needs
Richard Stubbs, Yorkshire & Humber AHSN
15:30 How Team Finland could support Finnish companies to target NHS
Kari Kataja, TekesEero Toivainen, Finpro
15:50- 17:00
Q&A, Discussion. All
Health without boundaries
The UK NHSan overview of the current market landscape
Mark Outhwaite
KEY MESSAGES
YOU NEED GOOD EVIDENCE TO INSPIRE CONFIDENCE AND ADOPTION
You need a great story backed by good evidence
Serv
ice
Mo
del
You need evidence that inspires confidence
Reliable technology• Design/usability of
hardware and software• Data integrity
• Standards
Service Model• Value optimisation
• Pathway redesign or transformation
• Partnerships to deliver
Business Model• RoI for clients and end
users• RoI for partners
• RoI for you
THE MARKET MAY LOOK COMPLICATED BUT THE PRINCIPLES ARE ALWAYS THE SAME
How we think about the NHS is important
Many people think of the NHS like this – ok
maybe not exactly like him!
When actually the NHS is more like this – ok so you get the picture!
You still have to find the right people who:
So eventually you have a happy client
Serv
ice
Mo
del
THE DETAIL
There are four NHS administrations
Scotland£11.4bn - €15.59bn
• No quasi-market in health care
• Tougher performance targets with sanctions
from 2006• Free prescriptions
• Free personal care for over 65s
England£107.5bn - €147bn
• Quasi-market in health care
• League tables and sanctions applied for poor
performance• Developing patient choice
and competition• Use of private providers• Means tested social care
Wales£6.1bn - €8.3bn
• No quasi-market in health care
• Free prescriptions
Northern Ireland£3.8bn - €5.2bn
• Pooled budgets and management across
health and social care• No provider competition
Taken from the report The four health systems of the United Kingdom: how do they compare? Nuffield Trust and The Health Foundation 2014Expenditure figures from HMRC PESA outturns 2015
We spend a lot of money on healthcare
NHS England spends the most
What we spent in the UK in 2013
Who is paying for health and health care?
How we compare with other countries
Direct consumer spending on healthcare
The NHS is getting more money
..but not enough money…
0
20
40
60
80
100
120
140
2014/15 2020/21
NH
S Sp
end
ing:
Ind
ex:
20
14
/15
-10
0
The size of the NHS England funding gap
Extra money
Productivity gainsExtra £30bn needed by 2020/21
Source: Kings Fund. How much money does the NHS need: Jan 2015
NHS Foundation Trusts and other
NHS provision
Private sectorhealth and social
care providers
Dentists
Pharmacy
Optician
Commissioning Support Units
Clinical Networks
Clinical Senates
Advisory and Support
NICEQuality
Standards
NHS Improvement
(Monitor and TDA)
Care Quality Commission
Inspection and Licensing
(andHealthWatch
England)
Regulation, inspection and
standards
Secretary of State
NHS England
4 Regional Teams
209 Clinical Commissioning
Groups
GP Practices
Department of Health
Public Health England
Local AuthorityWith Public Health and
Scrutiny Function
Health and Wellbeing Boards
Commissioning ££
Regulation and inspection
Accountability
AHSNs
Health Education England
And it gets very complicated
NHS Foundation Trusts and other
NHS provision
Private sectorhealth and social
care providers
Dentists
Pharmacy
Optician
Commissioning Support Units
Clinical Networks
Clinical Senates
Advisory and Support
NICEQuality
Standards
NHS Improvement
(Monitor and TDA)
Care Quality Commission
Inspection and Licensing
(andHealthWatch
England)
Regulation, inspection and
standards
Secretary of State
NHS England
4 Regional Teams
209 Clinical Commissioning
Groups
GP Practices
Department of Health
Public Health England
Local AuthorityWith Public Health and
Scrutiny Function
Health and Wellbeing Boards
Commissioning ££
Regulation and inspection
Accountability
AHSNs
Health Education England
This is where most of the £££££ are spent and where you find the people who will
want to use your offer
It’s a lot simpler in the other UK countries
Health Department
Health Boards (7)
Hospitals
Community Care
Primary Care
Specialist Trusts (3)
Public Health Wales
Scottish Govt
Health Boards (14)
Hospitals
Community Care
Primary Care
Special Boards (7)
Healthcare Improvement
Scotland
And in Northern Ireland
Health and Social Care
Board
Health and Social Care Trusts (5)
Hospitals
Community Care
Primary Care
Social Care
Ambulance Trust (1)
Other agencies
Some examples of market values
AreaAddressable market value (England)
Current annual value of independent sector provision
NHS Funded General Practice
£8.5bn £319m
NHS Out-of-hours services
£396m £396m
Privately funded General Practice
£550m
Other privately funded primary medical care
£450m
Occupational health services
£600m £300m (outsourced)
NHS community health services
£9.7bn£1.8bn (for-profit)
£1.3bn (not-for-profit)
Prison healthcare £350m (UK) £150-200m (approx.)
Source: Laing and Buisson
Some examples of market values
AreaAddressable market value (England)
Current annual value of independent sector provision
NHS Out-of-hospital services – including approaches to to migrating services out of hospital
Home healthcare Several £bn £1.7bn
Telehealth and telecare
£1bn (conservativeestimate incl. £300m telehealth and £700m telecare)
£200m (approx £50m telehealth and £150m telecare)
Disease management (incl telehealth)
£1bn (conservative estimate)
<£50m
Sub-acute care transferred from hospital to care homes
£500m (if 10% of non-elective, non critical in-patients were transferred)
Source: Laing and Buisson
THE PRIVATE HEALTHCARE MARKET
The private healthcare market
£2 397,90; 55 %
£1 196,80; 27 %
£631; 15 %
£130,60; 3 %
Sources of funding of private acute healthcare at private hospitals 2012 £m
Private Medical Cover
NHS
Self-pay
Overseas
Source: Laing and Buisson
Long term care market
13,78620,09
30,5876,58
9,509
14,272
0
10
20
30
40
50
2011 2020 2030
Residential and non-residential revenue £bn
Residential Non-residentialSource: Frost and Sullivan
ROUTES TO MARKET
There are different routes to market
• Direct to market– Either through a response to tender, through a framework contract/catalogue
• Distribution Agreement– Supply to market through a local distributor
• Managed Equipment Service (i.e. Siemens MES)– Largely aimed at high cost capital items and related consumables within a specific
service area (i.e. Imaging Solutions) supplied under a supply, support and upgrade agreement
• Managed Service (i.e. Roche Optimall Managed Pathology Services )– Where a client outsources all of a discrete service to a prime contractor (i.e.
Managed Pathology Services or Telecare Services). This will normally include the provision and management of specialist staff as well as the supply, support and upgrade of equipment and consumables
• Joint Ventures/Partnerships– Formal partnerships with other suppliers or with a key client to provide a Managed
Service to the market
More about this later
ROUTES TO PROCUREMENT
Procurement landscape - England
Organisational Procurement Teams
Trusts, CCGs, GPs, Social Care
National
Regional
Local
National - Govt
Procurement in the UK countries
Procurement in the public sector - headlines
• All Public Sector organisations have to abide by The Public Procurement Regulations 2006 which is the law that relates to Procurement and is common to all European member states following the European Procurement Directive 2004/18/EC (tenders above €134,000 or £113,000 for supplies and services)
• Procurement in NHS Trusts is also governed by the individual Trust Standing Orders and Standing Financial Instructions, which dictate the value at which a quotation or tender process is required
• Tenders completed appropriately by other organisations via OJEU (the Official Journal of the European Union) may be able to be used by other individual organisations
• Framework agreements may be the result of national or local tenders. But getting onto a framework does not mean people will buy your offer – just easier for them to do so if they want to.
Procurement headlines
• Most procurement is still undertaken locally by individual NHS and Social Care organisations
• Many NHS organisations will also be part of local procurement partnerships /collaboratives and local frameworks
• NHS and Social Care organisations will also use national frameworks
• Procurement is more centralised within Scotland, Wales and Northern Ireland
But you still have to develop the compelling offer that potential clients want to procure
BUT THERE ARE PATHWAYS THROUGH THE COMPLEXITY AND PEOPLE WHO CAN HELP….
Passing over to Richard Stubbs
Adopting Excellence, Creating Opportunity
www.yhahsn.org.uk @AHSN_YandH
Gateway to the UK National Health Service
Richard Stubbs
Commercial Director, Yorkshire and Humber AHSN
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
Life Science UK – A Snapshot
Pharma MedTech & BioTech
UK Jobs 70,000 96,000
UK companies 477 4,400
Annual Turnover £30bn £20bn
The UK has a uniquely powerful combination of: • World-leading universities• Established industrial R&D, manufacturing and supply chain • Translational research infrastructure and clinical network • Globally renowned research charities • An NHS with 60+ million patients and access to unrivalled health data• A firm commitment to partner with industry and establish access points
for industry to the UK life science base
www.yhahsn.org.uk @AHSN_YandH
UK National Health Service (NHS)
• 50m people covered• 1m people per 36 hrs• 18m ER attendance pa• 18m hosp procedures • 35m diagnostic tests • 300m GP attendances
• 1.2m staff• 370k Nurses• 40k Doctors• 41k GPs• 310k AHPs
• 500 Hospitals
• 120k IP beds• 11k d/c beds
• Tax Funded• £110bn pa• 8.4% GDP• Free @
point of use£
• >75% UK Public believe NHS Works well (better than 11 other OECD Countries).
• >82% UK Patients rate care as good or very good.
• Maximum wait from cancer referral to treatment 31 days
• >90% ER attenders wait less than 4hrs to complete treatment.
• 90% access to Family Doctor (GP) Services on day of request
• Saves more lives/£ than any other health system (WHO)
www.yhahsn.org.uk @AHSN_YandH
NHS World Firsts
1948: Universal
Healthcare System
1962: Pioneer artificial
hip joint and surgical
technique
1978: First “test tube”
baby born using IVF
1971: Introduce CT
scanning
1998: Paediatric triple
organ transplant
2007: Grow heart
valves from stem cells
2010: Heart surgery
using a fully remote-
controlled robotic arm
2010: Keep livers alive
outside the human
body & useable for
transplant
www.yhahsn.org.uk @AHSN_YandH
ADOPTION AND DIFFUSION – THE LEADERSHIP
CHALLENGE
“It takes an estimated average of 17 years for
only 14% of new scientific discoveries to enter
day-to-day clinical practice”
Westfall, Mold & Fagnan, 2007
www.yhahsn.org.uk @AHSN_YandH
inventionproof of
concept
early
adoptionculturebest
practice
Innovation Continuum
v. strong strong weak patchy aim
www.yhahsn.org.uk @AHSN_YandH
Our Challenge
The NHS is facing its biggest ever challenge:
• £20 billion productivity shortfall• a global economic crisis• a growing and ageing population• increasing costs of new drugs and
technologies • growing public expectations
www.yhahsn.org.uk @AHSN_YandH55
Reduce variation in the NHS, and
drive greater compliance with NICE
guidance
Create a more systematic delivery
mechanism for innovation
“If we always do what we always did, we will always get what we always got”
And that means increasing financial pressure on an already hard pressed service
www.yhahsn.org.uk @AHSN_YandH
Innovation, Health & Wealth (Dec, 2011)
www.yhahsn.org.uk @AHSN_YandH
Five Year Forward View (Oct, 2014)
• Empowering Patients
• New Models of Care
• Prevention
• A Modern Workforce
• An Information Revolution
• Accelerate Innovation
www.yhahsn.org.uk @AHSN_YandH
Identified barriers to Innovation in the NHS
1. Poor access to and use of evidence, data and
metrics
6. Lack of effective and systematic innovation delivery architecture
5. Leadership culture to support innovation is inconsistent or lacking
2. Insufficient recognition and celebration of
innovation and innovators
3. Financial levers do not reward innovation and can deter adoption and
spread
4. Commissioners lack the tools or capability to drive
innovation
DIFFUSION
www.yhahsn.org.uk @AHSN_YandH
Does the NHS need the innovation?
www.yhahsn.org.uk @AHSN_YandH
Is the innovation the right solution ?
www.yhahsn.org.uk @AHSN_YandH
Would you spend your own money on it?
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
What are Academic Health Science Networks?
• In May 2013, England became the first country in the world to create a
nationwide system of Academic Health Science Networks (AHSNs)
• Each of the 15 AHSNs has a five-year licence to deliver against four broad
objectives:
• Focus on the needs of patients and local populations
• Build a culture of partnership and collaboration
• Speed up adoption of innovation into practice
• Create economic prosperity
www.yhahsn.org.uk @AHSN_YandH
AHSN National Configuration
North West Coast North East and North Cumbria
Greater Manchester
Kent Surrey and Sussex
Yorkshire and Humber
East Midlands
Eastern
UCL Partners
Imperial College Health PartnersOxford
Wessex
South LondonSouth West Peninsula
West of England
West Midlands
www.yhahsn.org.uk @AHSN_YandH
Economic Growth
The healthcare sector contributes to economic growth in a number of ways:
• By making people better and keeping people well
• Through working in partnership with academia and industry to grow research in healthcare
• Through accelerating the adoption and diffusion of innovation and best practice
• Through promoting services, innovations and expertise overseas
www.yhahsn.org.uk @AHSN_YandH
Economic Growth
Examples of the AHSN contribution to economic growth:
• Improving the health, and thereby productivity, of the population
• Improving productivity of healthcare providers
• AHSNs as market makers
• Making UK healthcare an attractive place to invest and do research
• Promoting UK healthcare expertise
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
AHSN Impact Report 2015
Spreading Innovation, Improving Health, Promoting Economic Growth
www.ahsnnetwork.com
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
AHSN National Configuration
North West Coast North East and North Cumbria
Greater Manchester
Kent Surrey and Sussex
Yorkshire and Humber
East Midlands
Eastern
UCL Partners
Imperial College Health PartnersOxford
Wessex
South LondonSouth West Peninsula
West of England
West Midlands
www.yhahsn.org.uk @AHSN_YandH
The Yorkshire & Humber AHSN
Population covered 5.8m
Annual Budget £5.2m
Regional NHS budget £12bn
>180 Health related SME
>20 health related MNO
2/8 English Core cities
Regional economy £80bn
www.yhahsn.org.uk @AHSN_YandH
Our Members & Partners
• 3 Leading Teaching Hospitals
• 13 Acute Hospitals
• 6 Mental Health Trusts
• 22 Health Commissioners
• 9 Universities
• 3 Medical Schools
• Research Networks
• Innovation Scout Networks
• Training Network
• Regional Business Networks
www.yhahsn.org.uk @AHSN_YandH
2015/16 Strategic Objectives & Programmes
Population Health
Empowering Citizens to manage their own health
Healthy Active Ageing
Improving Healthcare
Across Systems
In Organisations
Economic Growth
Accelerating Industry/NHS Partnerships
Accelerating Spread and adoption
Maximising International Growth
Across Systems
In Organisations
www.yhahsn.org.uk @AHSN_YandH
2015/16 Strategic Objectives & Programmes
Population Health
Empowering Citizens to manage their own health
Healthy Active Ageing
Improving Healthcare
Across Systems
In Organisations
Economic Growth
Accelerating Industry/NHS Partnerships
Accelerating Spread and adoption
Maximising International Growth
Across Systems
In Organisations
www.yhahsn.org.uk @AHSN_YandH
Our Role
#1Facilitating regional and
national economic growth through SME and MNO
engagement, support and development
#2Identifying and spreading
industry-led healthcare innovation into NHS and related care pathways to
improve patient outcomes and productivity
#3Establishing the AHSN international office to
attract inward investment and partnerships in key
overseas markets for the region and the UK
#4Identifying and achieving new sources of funding for the region to enable
rapid growth of new healthcare technologies
and innovations
#5
Providing commercial expertise to NHS,
industry and academic regional partners
www.yhahsn.org.uk @AHSN_YandH
The Ask From Industry
• Relationships based on trust not transaction
• Quicker adoption of new ideas
• Failing faster
• Better understanding of each others business
• Less criticism and more collaboration
• Co-development of patient-centred solutions
• Fewer access points
• Consistency of decision making
• Commitment to “do once”
www.yhahsn.org.uk @AHSN_YandH
Health and Wellbeing Programme
• Sheffield Teaching Hospitals, Bradford Teaching Hospital, Airedale Hospital – staff employed > 26,000.
• Exercise & fitness a competitive advantage.
• Evidence;• ROI for every £1 expect between £3-8
• STH potential savings up to £2m pa not including productivity gains
• Nationally £350m savings pa
• Improved Staff satisfaction
• Improved patient satisfaction
• Phase 1: > 750 staff recruited onto program• ↓ BP, ↓ Cholesterol, ↓ Waist circumference, ↓ BMI
• ↑Aerobic Fitness, ↑ Staff satisfaction, 7:1 ROI to date
Rapid spread and adoption
Commercialisation through Franchising
model
Significant return on investment
www.yhahsn.org.uk @AHSN_YandH
Supporting SMEsRD Biomed: New innovative diagnostic device
adopted by AHSN
AHSN support enabled:
• Validated cost consequence models
• Focussed business cases
• Networks of key clinicians, GPs and support
agencies
Outcomes:
• Engaged with CCGs to start crucial audit studies
• Engaged with key hospital clinics
• Major collaborative study in London, Leeds and
Newcastle.
• Networked across North of England AHSNs
• Future International work
www.yhahsn.org.uk @AHSN_YandH
Open Innovation Programme
• Digital Health for Healthy Ageing
• 24 UK/China SMEs/Academics in Open Innovation programme
• Potential £2m in China funding for UK participants
• AHSN 7.5% equity stake in UK/China partnerships
• Funding provided by Guangzhou Development District
• 2015 – China part 2, Canada, India, Mexico
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
www.yhahsn.org.uk @AHSN_YandH
International Activity
• Close partnership working with other Government agencies including
Healthcare UK, UKTI & Office of Life Sciences
• Seeking projects bringing increased export opportunities and creating inward
investment
• Quebec/Ontario
• Mexico
• Arab Health 2015
• UbiFrance Trade Development
• Africa Healthcare Summit 2015
The NHSA Members and Northern Ecosystem
• 1,000 life science business supporting approximately 38,000 high skilled jobs.
• 15m population combined with strengths in bioinformatics and a collaborative ecosystem providing a platform for investment.
• Globally leading life science research institutes with four of the Global Top 100 HEIs.
• 15,000 academic staff with a research income of £740m (16% of UK sector).
• In health research in 2014 the NHSA members secured:
o £272.6m of national funding in 2014 - 3rd most funding in the UK by region, with only London (£649.4m) and the South East (£319.9m) getting more;
o 2334 funding awards in 2014; 2nd most funding awards in the UK, with only London (4359) getting more.
• Significant strengths in genomics, the North of England is home to three of the 11 NHS Genomic Medicine Centres that will lead the way in delivering the 100,000 Genomes Project.
Northern Health Science Alliance Ltd (NHSA)
The Northern Health Science Alliance Ltd (NHSA) is a unique partnership creating an internationally recognised life sciences and healthcare system. It acts as a single portal to bringing together research, health science innovation and commercialisation to provide benefits for researchers, universities, hospitals and patients.
Hakim YadiChief Executive
Kris ShuttleworthCorporate Engagement [email protected]
www.yhahsn.org.uk @AHSN_YandH
Engagement
15 AHSNs
AHSN Network
NHSA
National Commercial
Directors
Adopting Excellence, Creating Opportunity
www.yhahsn.org.uk @AHSN_YandH
Richard StubbsCommercial Director
@Richarddstubbs
There are different routes to market
• Direct to market– Either through a response to tender, through a framework
contract/catalogue
• Distribution Agreement– Supply to market through a local distributor
• Managed Equipment Service (i.e. Siemens MES)– Largely aimed at high cost capital items and related consumables within a
specific service area (i.e. Imaging Solutions) supplied under a supply, support and upgrade agreement
• Managed Service (i.e. Roche Optimall Managed Pathology Services )– Where a client outsources all of a discrete service to a prime contractor
(i.e. Managed Pathology Services or Telecare Services). This will normally include the provision and management of specialist staff as well as the supply, support and upgrade of equipment and consumables
• Joint Ventures/Partnerships– Formal partnerships with other suppliers or with a key client to provide a
Managed Service to the market
Research before you select a route
• Who are your customers?
• What problem does your product/service solve?
• Is this problem being solved by someone else?
• Is yours better than the competition (quality, cost, value)
• Where do potential customers buy this existing product from?
• How much of the value chain do you want to capture?
• How much control do you want to retain over your brand?
• Your appetite for risk
• Availability of funding for expansion
• Ability to scale at pace
ADVANTAGES AND DISADVANTAGES TO SMEOF THE DIFFERENT ROUTES TO MARKET
Direct to market
Advantages• Good for complex offers• No ‘middle-man’ taking €€• Retain control of marketing and brand
image• Direct relationships and feedback from
clients – building your networks• Direct presence on frameworks and
catalogues• Direct access to evidence of impact and
case studies• Opportunities for constructive
partnerships to further develop the offer
Disadvantages• Break-in to new markets can take a
lot of time and resource which can be challenging for a new entrant SME
• High cost of sales:– Requires the local sales resources
to maintain a market presence which can be expensive
– Cost of tendering/bidding
• Requires in-country support resources (installation, maintenance and training)
Suitable for:Consumables, low cost capital technologies (i.e. monitors, diagnostic tools), scalable services, organisations which already have a market presence and sales network
Distributor
Advantages• Access to existing client networks
and market expertise
• Access to local sales force and support
• Potential to incentivise sales in distribution agreements (sole distributor etc)
• Potential to build good market intelligence, feedback and evidence as part of conditions of agreement
Disadvantages• Just another product on the
catalogue and no incentive to prioritise sales
• Stock supply and control can be more complex working through an unpredictable third party
• Difficult to ensure consistent messaging and brand positioning– Rogue distributor can destroy
brand and trust of client very fast
• Requires good due-diligence and strong continuing relationship maintenance – qualification is key
Suitable for:Consumables, low cost capital technologies (i.e. monitors, diagnostic tools), software
Managed Equipment Services (MES)
Advantages
• Consistent and predictable revenue streams
• Lower cost of sales:– Access to the partner’s sales
and support networks and existing framework contracts
– Single point of contact/contract rather than multiple clients
– Bidding/tendering expertise
• Wider potential reach to established partner clients
Disadvantages• Loss of brand image control• Potential leakage of
Intellectual Property• Risk sharing requirements with
partners may be onerous• Lack of direct access to clients • Lack of direct evidence of
impact/value of your specific item
• Have to bid to frameworks if you later want to sell direct.
Suitable for:High cost complex medical capital equipment such as scanners, PACS, IT systems and software. Provided direct to client or through a partner such as Siemens
Managed Services (MS)
Advantages
• Your product is positioned within a service model that demonstrates value
• May be an essential part of the offer and difficult to replace when established
• Access to wider pool of expertise
• Sustainable revenue streams
• Access to existing client networks if partnering as part of an existing service offer
• Access to expertise in tendering/bidding in the market
Disadvantages
• Potential loss of brand control – subsumed within brand of the lead service provider
• Lower margins as working through an intermediary
• Potential leakage of Intellectual Property
• Potential lack of direct relationship with end-user
Suitable for:Capital equipment, IT hardware and software, consumables specific to the service, diagnostics
Joint Ventures/Partnerships
Advantages• Mutual dependencies and common
interests strengthen partnership
• Good levels of visibility and control
• Creation of valuable service brand/offer – not just tech/kit
• Access to relevant complementary expertise
• Good access to evidence and direct relationship with clients for development
• Shared risk
Disadvantages• JVs inherently risky relationships if
interests not aligned and groundwork not carefully laid
• Cultures of partners not complementary
• Needs absolute clarity and consistency of roles and communications
• Need clear exit/contingency strategy prepared and agreed in advance in case one partner wants to sell/leave and threatens viability of service offer
• Potential different approaches to priorities and incentives.
Suitable for:Wearable technologies, remote monitoring, SaaS, keystone technologies (a high value technology that needs a service ‘wrapper’)
Tekes and FinPro have a cunning plan
Agenda - Gateway to UK NHS
14:00 Welcome. Introductions. Presenting NHS opportunity and goal of the meeting.
Moderator Kari Kataja, Outi Keski-Äijö and Janna Mure Tekes&Finpro
14:10 The UK NHS an overview of the current landscape - including the NHS structure and procurement
Mark Outhwaite, Outhentics
14:50 NHS as business opportunity, NHS’s hot topics and current needs
Richard Stubbs, Yorkshire & Humber AHSN
15:30 How Team Finland could support Finnish companies to target NHS
Kari Kataja, TekesEero Toivainen, Finpro
15:50- 17:00
Q&A, Discussion. All
WHO, WHAT, WHY, WHEN, HOW ?
Public resources
Companies
Team Finland players and other potentialstakeholders
COMPANIES
Local consultantsand experts
Companies in all development stages are welcome to join the groups.
What do we expect from you? fit to supply and fit to the current activity
business model compatibility
commitment of time and resources
Ideally in groups
102
Ideally approaching the target in groups– meet the right decision makers– leverage from teaming companies within same field
of technology
INFORMATICS
EYE TECH
MOBILE & WEARABLESOLUTIONS
DX
RECURRING ACTIVITIES WITH COMPANY GROUPS
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
RECURRING ACTIVITIES WITH COMPANY GROUPS
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
• Formation of groups of SME-companies to plan the activitiescalendar together
• Preparations in UK (contacts, meetings, …)
• Information portal - updated info e.g. on NHS, UK purchasing law, politics, factors influencing business in UK, establishing an affiliate, learnings, etc.
• Coaching, mentoring and training
RECURRING ACTIVITIES WITH COMPANY GROUPS
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
• Focus in Workshops, Networking events, 1-2-1 meetings, etc. with different NHS level decision makers
• Meetings with local universities and local companies
• Investor&networking events– higher level influencing
• Participation in a major trade show/health technology event(s) under TF umbrella
RECURRING ACTIVITIES WITH COMPANY GROUPS
PREWORK
in Finland & UK
ROAD SHOWS in UK
AFTERWORK
in Finland & UK
• Follow-up and continuous communication to all stakeholders
• Reporting and sharing results to improve the model to future activities and other targets (country specific).
Team Finland Health will
make Finland’s health sector well-known for its
research, innovations and new businesses.
Your Future in WearablesGateway to UK NHS,Deep dive US,Helsinki
10.9.-11.9
MobileWorldCongress,Barcelona22.2.-25.2.
Finnish Medical Convention, Helsinki13.1.-15.1.
ArabHealth,Dubai25.1.-28.1.
Team Finland Health trip to Boston and California
29.9.-9.10.
BioJapan, Yokohama
14.10.-16.10.
Week ofHealth andInnovation,Odense
19.10.-23.10.
Slush,Helsinki
11.11.-12.11.
Medica, Düsseldorf
16.11.-19.11.
2015 2016
Gateway to UK NHS activity,UK AprilJune/May
FUNDING OPTIONS FOR THE ACTIVITIES• No participation fee for “Gateway to UK NHS”
(part of TEAM FINLAND Health Growth Program)
• COMPANIES pay their own travel expenses
• TEKES – grants by application for planning international growth, 50-75%, de minimis
• e.g. for consultation services and pilots
• ELY (Enterprise Finland) – grants by application, 50%, de minimis
• e.g. for consulting services, travels
• FINNVERA – loans, securities and debenture stocks
• starting, renewing, growing and internationalization of company activities,
• managing credit risks
OTHER FUNDING
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Networks and channels for business, collaboration and piloting opportunities
NHS decision makers
UK companies
UK universities
Other Finnish companies entering UK markets
UK and Finnish VC’s
Team Finland services
Participation in activities, e.g. workshops and meetings, trade shows, pitchings (selection applied)
Updated information on NHS and UK markets
Training and mentoring
Financial support
WIIFM ?
22.9.2015 Team Finland > ohjeet PowerPoint-presentaation tekoon
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Heading to the Big Arena ?
22.9.2015 Team Finland > ohjeet PowerPoint-presentaation tekoon
112
COMPANY
1FORWARD
CONTACT US:
janna.mure(at)finpro.fi+44 7841233734
outi.keski-aijo(at)tekes.fi+358 505577663
kari.kataja(at)tekes.fi+358 505577626
Join our TEAM now !
Discussion
• What type of support needed by companies?
Market research. Information on establishing a subsidiary/sales office in UK / finding a distributor. Legislation, contracting , …
• Type/number/frequency/place of activities needed/wanted by NHS?
Lunch meetings, dinners, workshops, organized 1-2-1 meetings, …
• How to differentiate from competition?
Is good reputation and high quality enough?