Breakthrough: Deploying Services and Instruments to Help Customers Take Control

Kemperman, Jeroen; Geelhoed, Jeroen; op ‘t Hoog, Jennifer

doi:10.1007/978-3-319-26440-0_8

Breakthrough: Deploying Services and Instruments to Help Customers Take Control

Jeroen Kemperman⁴,
Jeroen Geelhoed⁵ &
Jennifer op ‘t Hoog⁶

Chapter
First Online: 19 November 2016

1437 Accesses

Abstract

The focus in healthcare is on saving lives, and the adoption of new technologies and services is often slow since clinical tests and medical proofs are required. Compared to service-oriented businesses with years of experience in cost-cutting, such as in recreation, telephony, logistics, and retail the provision of health is not always superior when it comes to optimum services at minimum costs. There is a lot to learn from other industries to stimulate self-service and improve accessibility. This is shown by Ryhov, BerylHealth, M-PESA and Jaipur Foot.

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Notes

1.
Pomp (2010).
2.
See: Frei and Morriss (2012) and Kemperman et al. (2013).
3.
For breakthroughs in financial services and network applications of mobile telephony, see: Rhyne (2009) and Adner (2012).
4.
This is in keeping with the analyses of Christensen (1997, 2008) that demonstrate that many innovative breakthroughs do not arise from extra complexity but rather a simplification in combination with the work of Prahalad (2009) which shows that it is precisely the customer groups with the least amount of money at ‘the base of the pyramid’ often challenge organizations to undertake these kinds of innovations.
5.
See: Rhyne (2009) and Adner (2012).
6.
See: Christensen et al. (2008) and Christensen and Dann (2001) ‘SonoSite a view inside’, HBR Case 9-602-056.
7.
Levy (2011).
8.
Aside from the literature referred to, information on the following sites has been used: www.lj.se/ryhov, http://www.youtube.com/watch?v=VEk-A3k98QA and the presentation of Donald Berwick, Leiden 2 October 2013.
9.
Bisognano (2013a, b).
10.
Idem, p. 2 annual report 2012.
11.
Idem.
12.
Aberg (2013).
13.
Toresson (2013).
14.
Idem, p. 2.
15.
NHS (2012).
16.
Chu et al. (2013).
17.
<Author-Query></Author-Query>Bisognano (2013a, b).
18.
Newman (1999).
19.
This case is based on multiple visits to BerylHealth from the end of 2009 to the start of 2013. A previous description of the Beryl business model (<Author-Query></Author-Query>Geelhoed and Samhoud 2011, pp. 87–91) acts as the basis of this section. This description is enriched and supplemented by the experiences of the later visit.
20.
Spiegelman (2007), p. 3.
21.
Idem, p. 10.
22.
See also: www.theberylinstitute.org/.
23.
Burlingham (2005).
24.
See: http://www.berylhealth.com/ceo-of-the-beryl-companies-is-finalist-for-ernst-young-entrepreneur-of-the-year-award/.
25.
http://www.inc.com/paul-spiegelman/sell-your-company-what-you-need-to-know.html.
26.
This innovation from the bottom of the welfare pyramid is, for instance, also described by Prahalad (2009).
27.
http://www.wamda.com/2012/11/cashless-in-kenya-a-mobile-money-experiment-using-M-PESA.
28.
http://blog.usaid.gov/2013/04/video-of-the-week-animating-M-PESA/.
29.
http://www.cgap.org/blog/10-things-you-thought-you-knew-about-M-PESA.
30.
http://www.pharmaccess.org/RunScript.asp?page=24&Article_ID=254&NWS=NWS&ap=NewsDetail.asp&p=ASP\~Pg24.asp.
31.
Peter Diamandis, A World of Abundance, 21 November 2013, Carré Amsterdam.
32.
http://webcolleges.uva.nl/Mediasite/Play/e4832ffc580f49cf84e59e11f776e8e11d.
33.
http://www.fsdkenya.org/pdf_documents/11-02-14_Mobile_payments_in_Kenya.pdf.
34.
http://www.businessdailyafrica.com/Corporate-News/Vodafone-takes-home-Sh2-3bn-of-M-PESA-revenue/-/539550/1852810/-/m9igv0/-/index.html.
35.
Rhyne (2009).
36.
Meenu (2009).
37.
Patel (2011).
38.
http://msmunited.com/uncategorized/sudha-chandran-inspiring-story-dancer-part-1.
39.
Meenu (2009).
40.
Menon and Kumar (2008).
41.
Mack et al. (2003).
42.
See: http://www.jaipurfoot.org/who_we_are/vision _and_mission.html op Jaipur Foot (2013).
43.
See: http://www.jaipurfoot.org/images/JAIPUR_FOOT_KNEE-LIMB_BROCHURE.pdf op Jaipur Foot (2013).
44.
Kanani (2011).
45.
Idem.
46.
To understand the meaning and the role of a bottleneck, see for instance the standard work on this topic by <Author-Query></Author-Query>Goldratt and Cox (1986).
47.
Pearson (2012).
48.
Christensen (1999, 2009).
49.
See: http://jaipurfoot.org/what_we_do/prosthesis /stanford_jaipur_knee.html at Jaipur Foot (2013).
50.
Kanani (2011).
51.
Mack et al. (2003).
52.
Idem.
53.
Idem.
54.
https://www.solidairmetindia.nl/uploads/newsletter/128d816e04c4aa95345ba7c35564d08c0a506087.pdf.
55.
Prahalad (2009).
56.
Christensen (1997, 2009).

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Zilveren Kruis, Achmea, Amsterdam, The Netherlands
Jeroen Kemperman
&samhoud, Utrecht, The Netherlands
Jeroen Geelhoed
Achmea, Tilburg, The Netherlands
Jennifer op ‘t Hoog

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Jeroen Geelhoed
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Zilveren Kruis, Achmea, Amsterdam, The Netherlands
Jeroen Kemperman
&samhoud, Utrecht, The Netherlands
Jeroen Geelhoed
Achmea, Tilburg, The Netherlands
Jennifer op ‘t Hoog

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Kemperman, J., Geelhoed, J., op ‘t Hoog, J. (2017). Breakthrough: Deploying Services and Instruments to Help Customers Take Control. In: Kemperman, J., Geelhoed, J., op ‘t Hoog, J. (eds) Brilliant Business Models in Healthcare. Springer, Cham. https://doi.org/10.1007/978-3-319-26440-0_8

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DOI: https://doi.org/10.1007/978-3-319-26440-0_8
Published: 19 November 2016
Publisher Name: Springer, Cham
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