How to do the most valuable medical health technology?

In addition to Samsung, Withings, Fitbit, GArmin, and Jawbone, there are about 75 mainstream companies in the mobile health market, and they have each developed consumer applications. Many companies are entering this mass market, at least introducing a consumer electronics product, but they don't see technology as a key enabler, but rather to address unmet clinical needs.

There are some consumer devices, such as health trackers, that provide users with a fast feedback channel that stimulates users' interest in monitoring their daily activities. But if you want to provide real value to people, new health care applications need to prove clinical utility, in other words, they need to exist in a regulatory environment.

We can compare this value model to a pyramid. At the bottom of the pyramid is an easy-to-access, low-cost sensing technology that many vendors use to collect data from the client. At the next level, the data is synthesized into information, and the role becomes more effective. With this information, manufacturers can not only analyze the user's health habits to provide personalized recommendations, but also collect comprehensive data for a specific user group. When users, or those who care for patients, need to make choices around medical information or lifestyle, that information can be used to support decision making, and can improve clinical outcomes, and of course, the production of medical health equipment. The company can also make a profit.

However, climbing this value pyramid is not an easy task. Many manufacturers need to start from the lowest-level low-cost sensors in a strict regulatory environment and “crawl” to the top to get a profitable return. In addition, they need to Depends on many different skills and abilities. But for complex, high value-added clinical applications, they can not only address the various medical health issues of users and partners, but also be an important enabler of device manufacturer success. In the health care field, companies can target the development of health care app applications from the very beginning, or plan a business roadmap to start from the consumer terminal market (this requires manufacturers to work hard on rapid product prototype iterations) ). Once the technology and availability goals are met, these clinical applications can “crawl” to the top of the value chain and business revenues increase.

For example, there is a company called Proteus Digital Health who chose to enter the health care technology market and wants to enter the top of the pyramid. They developed an ingestible sensor for drug monitoring. Proteus has established partnerships with a number of pharmaceutical companies, including Otsuka Pharmaceutical Co., Ltd. and Novartis Pharmaceuticals of Switzerland. Through the clinical expertise and market access of these pharmaceutical companies, Proteus is able to expand its business. Proteus is well aware of the strength of these pharmaceutical companies, and they also need partners who have a system that can tap into the potential of clinical care, and Proteus is also highly positioned to share revenue with its partners.

Proteus Digital Health Clinical Care

There is also a company, Misfit Wearables, who follows a different path. The company is a wearable technology company and starts out from the bottom of the pyramid, offering wearables. Misfit focuses on developing consumer applications that design sleep and motion monitoring devices for consumers. In fact, they see value and potential from consumer feedback and rapid product iterative development. The company's business model is to develop and deploy clinical applications based on the consumer experience.

Misfit wearable motion detector

In general, the successful development of a company is not just about producing an electronic device that can report user behavior. If there is no support for the environment and executable advice, the meaning of these products is not really big, but they really want What we do is to work hard to drive clinical results. Of course, technology plays a very important role in it. It is not simply to provide users with a constant use experience, but more importantly, in all levels of the pyramid, technology can solve those unmet needs. In fact, technology still needs to be strengthened, provided that it has a deep understanding of the regulatory framework in order to provide more clinical value for the health care sector.

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