TCI 2014 Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in...
26
Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in Barranquilla Andrés Guimón Parallel 1.1 Common problems, common markets and shared value creation 11 November 2014
-
Upload
tci-network -
Category
Economy & Finance
-
view
140 -
download
0
Transcript of TCI 2014 Cluster Initiatives as Tools for Shared Value Creation The Case of Healthcare in...
Cluster Initiatives as Tools for Shared Value CreationThe Case of Healthcare in Barranquilla Andrés Guimón
Parallel 1.1 Common problems, common markets and shared value creation
11 November 2014
Cluster Initiatives as Tools for Shared Value Creation
The Case of Healthcare in BarranquillaTCI 2014, Monterrey
Andrés Guimón
3
Shared Value:
“Addressing a Social Issue with a Business Model”
Source: Michael Porter
4
“Addressing a Social Issue with a Business Model”
Reconveiving products
and markets
Redefining productivity in
the value chain
Improving the local
business environment
Source: Porter & Kramer
Creating Shared Value:
5
Competitive Reinforcement Initiatives (CRIs) How can they help?
Education and
research
Suppliers
Distributors
Healthcare Service
Providers
Government
Support
Institutions
The Healthcare Cluster in Barranquilla
Over 800 companies
5% of total employment
Mostly service but
pharma also important
Main market: local and
northern Colombia
7
CRI’s objective:
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favorable Business
Environment
8
Interviews with companies and
institutions
Industry and cluster analysis
Ways to compete in healthcare
Segment attractiveness
Advanced Buyer interviews
Benchmarking trips
Strategy meetings
Work groups with cluster agents
Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting
9
Interviews with companies and
institutions
Industry and cluster analysis
Ways to compete in healthcare
Segment attractiveness
Advanced Buyer interviews
Benchmarking trips
Strategy meetings
Work groups with cluster agents
Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting
10
Key Challenge:
The main customer in the cluster was being poorly served
Chronic Patient
75% of total expenditure
Need: maintain good health and lifestyle
Delivery focused on
acute care and injury
11
Interviews with companies and
institutions
Industry and cluster analysis
Ways to compete in healthcare
Segment attractiveness
Advanced Buyer interviews
Benchmarking trips
Strategy meetings
Work groups with cluster agents
Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting
12
Treatment is the goal Health is the goal
Reactive Care Continuous Care
Redefining Productivity in the Value Chain
13
Redefining Productivity in the Value Chain
The Center is the doctor
Passive role of the patient
Focus on curing
Fragmented patient data
Traditional power structure
Expensive
The center is the patient (results)
Collaborative and proactive patient
Delivery across all care cycles
Integrated patient records
New entrants (software)
Minimises costs
14
Interviews with companies and
institutions
Industry and cluster analysis
Ways to compete in healthcare
Segment attractiveness
Advanced Buyer interviews
Benchmarking trips
Strategy meetings
Work groups with cluster agents
Expert interviews
The CRI Workplan:
Strategic Vision for
the Future
Launching of
Actions
Identifying Social and
Business Challenges
7 month process
1st meeting 2nd meeting 3rd meeting
15
Action Lines from Workgroups
Connected Healthcare Conference
Strategic Meetings with Insurers
Courses on Patient Centered Care
Incentives for New Product Development
16
How has this vision developed over the years?
17
Strategic Vision 2010-2014
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment
18
50 employees
Clients: 75% insurers, 25% private users
Main market: Colombia. Focus is on Latin
America
Sales growth: x4 1st year, x2 rest of years
Spin off planned for 2015
19
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment
Strategic Vision 2010-2014
20
Specific Skill Building
2 events to disseminate best practices
130 participantsSpecific courses in Patient Centered Care
35 participants
21
Incentives for Product Development
22
International Partnerships for Research
23
Help healthcare companies be more
competitive in the long run
Competitive Company
Strategies
Favourable Business
Environment
Strategic Vision 2010-2014
24
Did The CRI Help Promote Shared Value?
25
Conclusion
Chronic patient served
through reactive care
