Disruption, Consumerism and Demand-Side Incentives.
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Transcript of Disruption, Consumerism and Demand-Side Incentives.
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Disruption, Consumerism and Demand-Side Incentives
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From Volume to Value
Profit
Time
Volume Driven
Value Driven
Chaos Zone
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Supply Side Incentives(or risk sharing)
FFS
P4P
VBP
BPACO
Full Capitation
Type of Plan
Level of Provider Risk
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Model of Disruption:Steel Industry
• Two ways of making steel– Massive integrated steel companies $10 billion to start– Mini Mills
• Melt scrap in electric furnaces• Don’t have to scale up the down stream process• Make steel at any given quality 20% lower costs
• Steel is a commodity– If you were a integrated company would you adopt the
mini mill?
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Flee or Fight
• Prior to the late 1960s, integrated mills were doing all
types and were making buckets of money
• Late 1960s mini mills came on to the market– Melting scrap, quality was low and could only
participate in rebar market – about a 7% margin
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Flee or Fight
• Integrated mills were happy to get out of rebar– Why fight for a 7% gross margin?
• Profitability of integrated mills increased as they left rebar
• Profitability of mini-mills increased as they entered rebar
• Everyone was happy
• But then in 1979 last integrated mill exited rebar– Price of rebar collapsed– Competition drove prices down to where mini mills were barely
making money.– Becoming more efficient only a recipe for survival– Looked up!
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Flight or fight?
• Same thing happened
• Mini-mills entered “bars and rods”
• Integrated mills were happy to leave (higher profit
margins in higher quality steel)
• Mini-mills were 20% cheaper so made profit
• Until 1984
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Guess what happened?
1975 1980 1985 1990 1995
Quality
Rebar
Bars and Rods
Structural Steel
Sheet Steel
Quality of integrated mill’s steel
Quality of m
ini-mills
steel
7%GM
12% GM
18% GM
24% GM
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• Eventually integrated mills only producing specialty
steel
• All but one integrated mill has gone bankrupt
• “stupid manager”?
• No stupidity involved
• Innovators Dilemma
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Innovator’s Dilemma
• Firms have a choice:– Make better products that we can sell for more
profits to our current customers?– Or make worse products that none of our
customers would buy and would ruin our margins? – Companies can put too much emphasis on
customers' current needs, and fail to adopt new technology or business models that will meet customers' unstated or future needs
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Innovator’s Dilemma
• How to defeat a giant?– Go after best customers?– Enter the bottom
• Giant is motivated to flee rather than fight
• Toyota– Entered in the 1960s
• Corona
– Ford GM, were happy to let them have it
• Today Kia and Hyundia
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Types of Firms
• Solution Shop– Built to diagnose and solve unstructured problems– Deliver value primarily through people
• Focused Factory– Transform inputs of recourses into outputs of greater value– Capabilities are built more into its processes than its resources
• Facilitated Network– Meant to enable people to exchange things via a platform.– ebay, Craig’sList, telecoms
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Innovation in Health Care
• The successful innovators are those who will be able
to un-jumble the mix– Simplify the process– Where is “the bottom”?– Minute Clinic: focused factories– Facilitated user networks?
• User networks shift care of chronic diseases out of intuitive based practices (solution shops)
• PatientsLikeMe
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Challenges to new business models
• Lack of a retail market– How to create Demand-Side Incentives?– Consumers need the proper incentives to shop
• Health Savings Accounts?• Population Health Management?
• Regulatory barriers– CON and other laws make innovation difficult
• Incumbents will often use regulation as a cover– “What’s good for GM is good for America”
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Demand-Side Incentives
• Value-based purchasing are all supply-side
innovations– Some explicitly prohibit financially incentivizing
consumers
• As an alternative there are various movements which
are giving consumers greater incentives to produce
health more efficiently
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The Unique Health Care Consumerism Challenge
• Information asymmetry between the medical professional and the patient
– The shopping problem• Uncertainty
– Demand is irregular and unpredictable – Often during highly stressful and emotional times
• The dichotomy between the consumer and the payer– Price isn’t always the signal it is in other markets
• Difficulties teasing out both demand and need– Quality is hard to define/measure/agree on
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The Rise of Consumerism
• Increased cost sharing and transparency– Patients are being forced to be better consumers
• Increased options for the consumer– Demanding higher quality services
• New types of entrants and diseconomies of scope– Opportunities abound for entrepreneurs
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2009 2010 2011 2012 2013
40%
46%50% 49%
58%
13%17%
22%26%
28%
Small Firms (3-199 Workers)
Large Firms (200+ Workers)
Particularly Severe for Out-of-Network Care
Employer Shifting Risk by Increasing Cost-Sharing
2009 2010 2011 2012 2013
$680$760
$1,010$940
$1,230
$1,000
$1,380
$1,750
$1,570
$2,110
In-Network Out-of-Network
Average In- and Out-of-Network Deductibles for Group Plans
n = 1,100 employers
Percent of Covered Workers Enrolled in a Plan with a $1,000+ Deductible by Firm Size
Single Coverage
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HDHP/HSAs on the Rise
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Low-Wage Employers Most Active Today, but Skilled Industries in the Wings
Source: Accenture, “Are You Ready? Private Health Insurance Exchanges are Looming;” privatehealthexchange.com; Health Care Advisory Board interviews and analysis.
Huge Growth Forecast for Private Exchanges
2014 2015 2016 2017 2018
3M
9M
19M
30M
40M
Potential Growth Path for Private Exchange Enrollment
Prominent Employers Using Private Exchanges
For Active Employees:
For Retirees: (Medicare Advantage, Medigap plans)
Private exchange operators as of October
2014
172
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Catalyzing a Shift in Network Demands
Market Forces Turning Patients into Consumers
Traditional Market Retail Market
Growing number of buyers1
Proliferation of product options2
Increased transparency3
Reduced switching costs4
Greater consumer cost exposure5
Passive employer, price-insulated employee
Activist employer, price-sensitive individual
Broad, open networks Narrow, custom networks
No platform for apples-to-apples plan comparison
Clear plan comparison on exchange platforms
Disruptive for employers to change benefit options
Easy for individuals to switch plans annually
Constant employee premium contribution, low
deductibles
Variable individual premium contribution, high deductibles
Characteristics of a Traditional vs. Retail Market
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Rising Consumerism
• What people want is changing– Consumer expectations of better services and
experiences are rising– New choices and options
• Choices of services, products, devices, and providers• Clinics in retail stores, convenient care, telehealth,
mHealth, etc
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Primary Care: A Growing Network of Immediate Access Choices
Markets Responding to Unmet Needs
Traditional Access Points
Consumer-Oriented Access
Points RetailClinic
Urgent Care Center
Virtual Visit
Primary Care Office
Low Acuity High Acuity Emergency Department
Consumer-Oriented Service Delivery Sites Filling the Gap
Driving Provider Questions (Fight or Flight?):• Should we partner to establish retail clinics?
• Should we build or expand our urgent care footprint?
• Is virtual care something that we should provide?
• When should we enter into partnerships to meet patient demands?
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Facilitated Networks
• strong networks of personal support and industry influence– Open Research Exchange– Data for Good
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Direct Primary Care
• About 4,400 physicians today, as compared to 146 in 2005
• Monthly fee, allows physician to be the shopper for the patient
• Are these “risk bearing entities” and should therefore be licensed and
regulated as such?
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Rising Consumerism
• New entrants view health care through a different
lens– Targeting specific markets/problems
• Clinical delivery• Health and wellness• Population health• Data analytics
– Helping the consumer (or employer) to overcome the shopping problem
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Price Transparency
• Driving access to cost and quality information to help
consumers make better choices and manage
expenditures
• https://www.youtube.com/watch?v=sPWVoNbn82s
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Price Transparency
– Creating open marketplaces where consumers and providers negotiate and agree upon the price for procedures
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Patient Engagement
• Carrots and sticks of motivational and behavioral
change levers
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Patient Engagement
Behavioral Change TherapyMobile softwaregamification
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Smoothing the interface between Patients and the health care system
•physician locator and scheduler
•streamlines appointments and scheduling
•text messaging service that links patients and providers with personalized reminders, education, and support
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Economies of Scope
• Health care typically packaged as one-stop shop –
large economies of scope in traditional health care
system
• All these innovations are pointing to a change– Maybe much more specialization
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Demand Side vs Supply Side
• Note these may not be compatible– HSA vs Capitation– Supply side movement suggest we will have fewer
large health care systems delivering care– Demand side movement suggest the opposite –
• lower barriers to entry• Increased Information• Transparency • Consumers are better shoppers• More narrow product lines
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Conclusion
• Health (r)eform – the market experimenting with
alternative financing models– Provider driven?
• Give providers incentives to keep people healthy– ACOs, Population Health Management, etc.
• Give providers incentives for price competition– Narrow Networks, private exchanges
– Consumer driven?• Give consumers incentives to stay healthy
– Health savings accounts, technology, entrepreneurism.
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