Le platform sono destinate a ridisegnare tutte le industrie ad alta intensità informativa. Diversi fattori spingono verso l’adozione di platform nel settore sanitario

1. Modelli a piattaforma nel settore
sanitario
Marzo 2017

2. 2
Le platform sono destinate a ridisegnare tutte le industrie ad
alta intensità informativa
Already
disrupted
Media
Telecom
Retail
Mobility and
transportation
Hospitality
Currently
under assault
Banking
Education
Health care
Next to be
threatened
Energy
Source: Platfrom Revolution, M. Van Alstyne, 2016

3. 3
Diversi fattori spingono verso l’adozione di platform nel settore
sanitario
ALTA INTENSITÀ INFORMATIVA
Il settore genera una grande quantità di dati (es. monitoraggio stato di salute dei pazienti,
informazioni su patologie e cure passate) che possono essere utilizzati con diversi obiettivi
CRESCENTE DIGITALIZZAZIONE
Sempre più processi stanno diventando digitali (es. prenotazione visite, accesso a referti).
Maggiori possibilità di monitoraggio e cura a distanza grazie a IOT
CAPACITÀ INUTILIZZATA
La “capacità produttiva” delle diverse risorse (strutture, macchinari, medici, ecc.) può essere
ottimizzata
SETTORE MOLTO FRAMMENTATO
L’aggregazione di dati e/o servizi tramite modelli platform aumenterebbe l’efficienza e ridurrebbe
i costi sia per i provider sia per gli utenti

4. L’ecosistema sanità comprende molti potenziali “lati” di una
platform
Ecosistema
sanità
Ospedali
Pazienti
Familiari
Produttori di device
Aziende software
& health tech
Istituzioni
pubbliche
Datori di lavoro
Assicurazioni
Medici
…
Provider servizi
di emergenza

5. 5
Stanno emergendo diverse tipologie di platform business
models
Monitoraggio
stato di
salute
Accesso
veloce a cure
efficaci
Servizi in ottica prevenzione,
spesso abilitati da wearable
e altri device
Servizi per la gestione
di malattie croniche
Servizi urgenti e on-demand
(“Uber-style”)
Soluzioni che sfruttano
capacità/risorse inutilizzate
(asset, medici, etc.)
Costruzione e gestione di
un profilo sanitario
personalizzato
Gestione integrata dei
dati a livello di sistema

6. 6
Insurances
Tech giants
On-demand
service providersHealthcare providers
Software companies
Numerosi operatori hanno lanciato nuovi business basati su
piattaforme
Device producers

7. 7
QUALE STATUS DELLE PLATFORM
NEL SETTORE SANITARIO?
Ø In tanti, sia grandi aziende sia start-up,
stanno sperimentando nuovi platform
business model
Ø All’interno dei possibili cluster
(integrazione dati, accesso ai servizi,
etc.) non sono ancora emerse situazioni
winner-takes-all con standard/business
model di riferimento
Ø I tech giant stanno iniziando a muoversi
ma per ora non hanno “affondato”
(cinesi più aggressivi rispetto a US)
Questi nuovi modelli di business sono ancora in una fase
evolutiva
QUALI BARRIERE ALL’ADOZIONE
DELLE PLATFORM?
Ø Frammentazione del settore e dei
Database (driver per il successo di una
platform, ma complica l’implementazione)
Ø Settore altamente regolato
Ø In Italia e in Europa in generale,
strutture/istituzioni pubbliche
interlocutori obbligati
Ø Componente locale molto forte
Ø “Costi di fallimento” elevati dovuti all’alto
livello di rischio incluso nelle interazioni

8. 8
Dinamiche generali dei modelli platform

9. 9
Platforms are overtaking the world
Source: M. Van Alstyne 2016
2001:
$406B $365B $272B $261B $260B
#1 #5#4#3#2
2006:
$383B $293B $273B$446B $327B
2011:
$406B $376B $277B $237B $228B
2016:
$582B $556B $364B $359B$452B
Top 5 Publicly
Traded
Companies (by
Market Cap)
Tech
Other

10. 10
The relevance and impact of platform models for all industries
is exponentially growing
§ Platforms have existed for years (e.g. malls, newspapers) but now IT and digital
technologies are dramatically diffusing the model and changing the rules
Reducing the need to own physical assets
Making the building and scaling up of platform businesses simpler and cheaper
Allowing open participation and contribution that strengthens network effects
Enhancing the ability to capture, analyze, and exchange huge amounts of data
The shift towards platform models is now extremely relevant for many industries

11. 11
Platforms differ from the classic pipeline/value chain model
where value is created by controlling a linear series of activities
Platform model
Traditional Value Chain
R&D Production
Marketing
and sales
Customers
§ Standard linear value chain
§ Value accumulates from stage to stage
§ Vertical integration (at industry level
and often also at company level)
§ No network effects
Suppliers
Platform
Customers… … § From linear value chain to a network of
producers and users
§ Value is generated in a continuous way
§ Focus on facilitating interactions
between different groups
§ Strong network effects

12. 12
A platform business model is much more than a digital or a
service platform
Digital/Cloud
platform
§ Centralized system that acts as a
host and access point for data
§ Cloud service providers
(Google, Amazon, Dropbox,
Salesforce.com)
Service
platform
§ A set of multiple services provided
by a company and accessible in one
physical or digital place
§ Online financial services
(Fineco)
Multi-sided
platform
§ A platform for exchanging
information, goods or services
between providers and consumers
§ Ali Baba, LinkedIn, eBay,
Airbnb, Uber
While the first two are often relevant, multi-sided platforms are the ones with the potential to
significantly disrupt industries by scaling the network effects

13. 13
Why are platforms beating pipelines?
1. Scale more efficiently by eliminating gatekeepers
• Pipelines rely on inefficient gatekeepers to manage the flow of
value from the producer to the consumer
• Even if a platform starts behind, its value can overtake the product
leader
2. Unlock new sources of resources and assets
• Growth is no longer constrained by the ability to deploy capital,
resources and manage physical assets
• By harnessing 3rd party resources, growth can occur at a higher
rate
3. Using data-based tools to create community
feedback loops
• Increase in users of the product/service generate better data which
makes the service performing better and better vs. the competition
Source: ECSI Consulting, based on M. Van Alstyne 2016

14. 14
With platforms, fundamental rules of strategy change
1 From assets control to assets orchestration
§ With platforms the assets that are hard to copy are the communities and the users base, not the
physical assets
From internal optimization to external interactions experience
§ From the optimization of the production process to facilitating interactions between
external users and networks
From short-term business case to accelerate the tipping point as key
business goal
§ In the initial years large investments and reds are the norm until the users base is growing to the tipping
point
From focus on customer value to focus on ecosystem value
§ Sometimes this requires subsidizing a platform side in order to attract it and/or generate value for
another side
From product development to platform development
§ Reallocation of resources from the stand-alone product's improvement to developing the online platform
2
3
4
5

15. 15
Four stages for building a platform business model
1. Platform
Design
2. Launch 3. Monetization
4. Manage the
platform
§ Select two external
user groups
§ Identify key
interactions
§ Analyze the content
§ Design the core
interactions
§ Beat the chicken-or-
egg dilemma
§ Design the viral
growth
§ Scale platform and
network effects
§ Identify excess value
created
§ Define a
monetization
strategy
§ Decide whom to
subsidize and whom
to charge
§ Design tools for
platform governance
§ Community
management
§ Manage the
competition
§ Define metrics

16. 16
Thank you!
Contact: pcervini@ecsi-consulting.com