Development of an integrated, modular business model and creation of instances for each Touchpoint

22-05-19 Rongbo Hu 0 comment

In Reporting Period 2, facilitated jointly by the project management (WP9) and business strategy (WP8) teams, the consortium detailed the value proposition, business strategy, business models, stakeholder networks, IP and innovation management aspects, and a Cost-Benefit-Analysis. Based on this work, the consortium – as part of a systematic innovation management – was able to create a coordinated interplay between REACH’s value proposition (and related business strategies/models), the Touchpoints and Engine concept (high-level system architecture), the REACH toolkit (practical, low-level implementation process for a series of “raw elements”), the carried out demonstration and testing (supplying quantitative and qualitative information backing our business system) and standardization activities. Risk management and general administration of the consortium by the project coordination team backed the cross-coordination of work contents and the consortium’s activities towards the value proposition and REACH’s medical, scientific, technical and economic goals.

Through feedback-supported, systematic engagement of older persons in physical activity, exercise, and rehabilitation, REACH develops the core dimensions of its value proposition: 1) prevention (of functional and cognitive decline), 2) engagement and empowerment (allowing better health outcomes with lower staff efforts) and increased safety (during physical activation and throughout daily life; also, as a side-product of REACH’s monitoring capability). However, REACH also creates value for the enterprises delivering its key components (data-based insight and foresight) and for the health care system as a whole (better health outcomes at lower cost). As such, REACH is of interest to older end-users, their families, care and health providers, as well as payers (municipalities, insurances, etc.).

  • Value proposition and cross-coordination (innovation management): We detailed REACH’s value proposition and implemented a coordinated interplay between REACH’s value proposition, the Touchpoints and the Engine concept (high level system architecture), the REACH toolkit and the demonstration and testing with regard to the adaptation and integration of essential REACH elements towards four (initial) use case settings through four (initial) Touchpoints.
  • Stakeholder management: The stakeholder management approach defined in Report-ing Period 1 was taken forward systematically in Reporting Period 2, in particular with regard to the comprehensive identification of all stakeholders and the production of and across Touchpoints integrated view.
  • IP management: An IP matrix was developed as a tool to support the systematic identification, analysis and selection/development of potential IPs. The IP matrix tool was then used in each of the four Touchpoints to identify and analyze the potential IPs and determine the potentially adequate IPR range for each item. The goal of the IP management in REACH is to back the value propositions of each TP and guide respectively and in a reciprocal manner the development activities in the Touchpoint clusters.
  • Business model canvases: The consortium continued, under guidance from the WP7 and WP9 teams, to detail the business model canvases: business model canvases per Touchpoint as well as integrated overall REACH-level business model canvases. The integrated REACH-level business model canvas represents a “modular kit” which was co-designed with and is in tune with the REACH toolkit. From this modular kit, we can go beyond the four Touchpoints efficiently and create further business instantiations (e.g. for the New North Zealand Hospital).
  • Overall business strategy: Based on the project work (stakeholder and IP management, value propositions, business model canvases, etc.), the technical detailing conducted in each TP’s development cluster, and the specification of the value propositions with the respective use case settings, an updated and integrated business strategy was developed.
  • Cost-Benefit-Analysis: The CBA will compare the current status of care vs. Touch-point 1 solution deployed at the scale of an elderly residential solution or activity center. Quantitative and qualitative results obtained from the testing activities will be used to estimate the underlying cost/benefit assignments. The goal is to develop and refine the CBA for TP1 until the middle of 2019 and then transfer the developed approach and templates to other Touchpoints.

Modular business model 2

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