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1. What are the most important things for your business to succeed?

Please choose and rank them in order of importance (i.e. most important first).

Drag items from the left-hand list into the right-hand list to order them.

  • Ability to attract qualified staff
  • Ability to train staff
  • Effective knowledge management
  • Process management competencies, i.e. lean management, six sigma, etc.
  • Effective change management
  • Ability to initiate and manage partnerships
  • Ability to scale your business model, e.g. across borders, in other market
  • Structured innovation processes, e.g. regular meetings, innovation circles, etc.
  • Ability to attract more investments/investors

2. Over the next five years, how big a threat will each of the following be to your organization?

  •  

    Not a threat

    Small threat

    Moderate threat

    Significant threat

    Don´t know

  • Disintermediation by rating sites, patient platforms and other players

  • Existing regional and/or national competitors

  • MedTech offering healthcare services

  • Foreign healthcare providers, e.g. hospital groups, lab chains, entering your market

  • Competition from medical tourism players for your patients

  • Government rationing

  • Liability issues/lawsuits

  • New treatments and technology which beats your service options

  • Restrictions imposed by medical professions

  • Inability to leverage the potentials of digitalization due to lacking resources and competencies

  • Lack of qualified medical staff (doctors/nurses)

  • Inability to support population health management

  • The change from volume-based, fee-for-service reimbursement to reimbursement based on patient outcomes

  • Inability to keep up with digital and technological changes that impact how my business success is measured

  • Inability to analyze data effectively

  • Telemedicine or other non-traditional point of care services

3. Roughly, what ANNUAL growth rate in percent do you forecast over the next five years?

  • For your market

  • For your company's revenue (including acquisitions and organic/ greenfield growth)


4. What percentage of your growth estimated above will come from M&A, as opposed to organic growth?

  • M&A


5. What is your current payor/customer revenue mix?​

(Note: Values will be normalized if they do not sum up to a total of 100%.)

  • Public payors (statutory insurers/NHS funds etc)

  • Private medical insurers

  • Public sector hospitals

  • Employers/companies

  • Paid by the patient in cash


6. What will be your payor/customer revenue mix in 5 years?

(Note: Values will be normalized if they do not sum up to a total of 100%.)

  • Public payors (statutory insurers/NHS funds etc)

  • Private medical insurers

  • Public sector hospitals

  • Employers/companies

  • Paid by the patient in cash

7. Compared to your current strategy, how will the importance of each of the following change over the next 5 years?

  •  

    Not important at all

    Declining importance

    Of the same importance as today

    Increasing importance

    Main strategy

  • Extend your part in the patient journey, for example moving from diagnosis to treatment or from inpatient to also covering outpatient

  • Focus only on existing specialities

  • Adding new specialities

  • Focus on delivering higher outcome quality

  • Expanding into more countries

  • Launching services paid for by the patient in cash or through subscriptions

  • Penetrating existing regional and existing national market, e.g. create regional networks

  • Building a poweful (healthcare) brand

  • Reaching out to new/more patients by using e-health/telehealth

  • Establishing hub-and-spoke structures of service provision

  • Cooperation with other service providers

8. In your 5-year strategic plan, how will the importance of the following types of partners change over time?

  •  

    Not important at all

    Declining importance

    Of the same importance as today

    Slight increase in importance

    Strong increase in importance

  • App/Digital health providers

  • IT-Provider: enterprise IT providers (such as SAP or IBM)

  • Strategic Consultants

  • Implementation consultants

  • Academic medical centers (Mayo, Cleveland, etc)

  • Big Pharma companies

  • Big MedTech companies

  • 3rd party providers to whom you can outsource medical processes, e.g. imaging and lab services

  • Establishing 3rd party providers to whom you can outsource non-medical processes, e.g., laundry services, catering

  • Public sector providers

Which of the following best describes your organization?*

Which of the following best describes your position level?*