Disruptive IoT-Based Healthcare Insurance Business Model

PurposeThe objective of this study is to assess the role of differentiated hospitality services considering the perspective of Brazilian accredited private hospitals.Design/methodology/approachIn-depth interviews were applied to 10 hospitals top management executives (C-Suite level) having as support unstructured data collection routine exploring the issues: main client of the hospital, differentiated hospitality services (DS), hospital board expectation about DS, brand building, service charging policies and nonfinancial results.FindingsResults indicate the interviewed institutions are adopting gradually a new business model in healthcare, in which an empowered patient and his/her needs and satisfaction is gaining relevance. This new conception having hospitality services as a base is transforming a former medical focused sector into a competitive business-oriented approach.Research limitations/implicationsThe nonprobabilistic nature of the sample does not permit statistical inference of results to the population; they are valid only for healthcare management exploratory insights.Practical implicationsComing from the hotel sector, hospitality amenities are turning into strategic instrument and provoking competition in a segment of hospitals targeting upper-middle-class clients, able to afford higher healthcare insurance premiums.Social implicationsIn the new business approach, the patient that in recent past was passive is increasingly getting attention and bargaining power.Originality/valueThe main contribution is centered on the comprehension of an international dynamic in Brazil of a new business model that is changing a traditional sector, once focused in medicine and healing into a market-oriented business.

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Evaluating the New AI and Data Driven Insurance Business Models for Incumbents and Disruptors: Is there Convergence?

Business Information Systems ◽

10.52825/bis.v1i.58 ◽

2021 ◽

pp. 199-208

Author(s):

Alex Zarifis ◽

Xusen Cheng

Keyword(s):

Business Model ◽

Business Models ◽

New Technologies ◽

Data Driven ◽

Revenue Generation ◽

Primary Activity ◽

Insurance Business ◽

New Entrants ◽

Degree Of Convergence ◽

High Degree

AI and data technologies are a catalyst for fundamental changes to insurance business models. The current upheaval is seeing some incumbent insurers trying to do the same more effectively, while others evolve to fully utilize the new capabilities and users these new technologies bring. At the same time, technologically advanced organizations from outside the sector are entering and disrupting it. Within this upheaval however, there are signs of a convergence towards an ideal and prevailing business model. This research identifies one exemplar incumbent and one disruptor and evaluates whether their models are converging and will become similar eventually. The findings support a high degree of convergence, but some differences are likely to remain even after this transitionary period. The differences identified are firstly in the evaluation of risk and secondly that traditional insurers prioritize revenue generation from what is their primary activity, while new entrants prioritize expanding their user base.

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An Exploratory Study on Combining Service Business Model Canvas and Dynamic Performance Management Methods: Approach by System Thinking

Korean System Dynamics Review ◽

10.32588/ksds.19.4.1 ◽

2018 ◽

Vol 19 (4) ◽

pp. 5-40

Author(s):

Sehoon Park ◽

Dongphil Chun

Keyword(s):

Performance Management ◽

Business Model ◽

Exploratory Study ◽

Dynamic Performance ◽

System Thinking ◽

Service Business ◽

Business Model Canvas

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Business Model Literature Overview

FINANCIAL REPORTING ◽

10.3280/fr2014-001004 ◽

2014 ◽

pp. 79-130 ◽

Cited By ~ 4

Author(s):

Ales Novak

Keyword(s):

Business Model ◽

Financial Reporting ◽

Business Models ◽

Potential Role ◽

Financial Instruments ◽

Business Logic ◽

Literature Overview ◽

Ifrs 9 ◽

Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

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