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Levy Rivers

Digital Health Trends in 2015 - 0 views

vts.inxpo.com/...Server.nxp

presentation customer growth

shared by Levy Rivers on 29 Jan 15 - No Cached
    • Levy Rivers
      Levy Rivers on 29 Jan 15
       
      The secondary medical devices < 8 bil investment > 64% increase in video visits Lifestyle device - hub for living Reimburse for chronic out of office support algorithmic secondary decisions convergence opportunities  clinical devices more and cheaper and connected 120 mil devices by 2018 70 % believe fitness should be a work concern risk management strategies 65% will want instant service option virtual visits weight remotely monitored and sent but the dr better customer relations will be improved through 4 bill is equal to the past three years - investment value based care - incentivised to produce 43 billion towards valued based care seamlessly integrated into lifestyle - partnerships trials using tactics of home connections  
  • Levy Rivers on 29 Jan 15
     
    The predictions for a positive year of growth and why those ideas make sense.
Levy Rivers

Design for Frugal Growth - 0 views

www.strategy-business.com/...rr00062

leadership marketing strategy

shared by Levy Rivers on 15 Oct 08 - Cached
  • The control of costs had been its greatest strength. But it was now the greatest weakness. The company had spent so many years trying to reduce expenses that this imperative was hardwired into its practices, processes, and organizational design. When executives tried to shift gears, to expand into new markets and introduce new products, those old ways of doing business also had to change.
  • Meanwhile, consumers were growing increasingly sophisticated. They wanted more information about Amberville’s products. So did institutional customers, such as schools and restaurant chains. Some Amberville marketers saw the opportunity to build Web sites and use other online channels to connect directly with consumers. But these efforts faltered amid the sheer complexity of multiple product categories. And their failure led many people in the company to conclude that even the business units that were closest to Amberville customers had lost their market focus and speed.
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