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The Resource Briljante Businessmodellen : Get Inspired to Cure Healthcare

Briljante Businessmodellen : Get Inspired to Cure Healthcare

Label
Briljante Businessmodellen : Get Inspired to Cure Healthcare
Title
Briljante Businessmodellen
Title remainder
Get Inspired to Cure Healthcare
Creator
Contributor
Subject
Language
eng
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Briljante Businessmodellen : Get Inspired to Cure Healthcare
Label
Briljante Businessmodellen : Get Inspired to Cure Healthcare
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4745992
Publication
Copyright
Related Contributor
Related Location
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Foreword -- Contents -- Introduction -- Why, What? -- And Now Healthcare -- Guide for Your Reading Enjoyment -- Conceptual Framework for Brilliant Business Models -- Part I: The Framework for Brilliant Business Models in Healthcare -- Chapter 1: What Are the Cornerstones of a Brilliant Business Model? -- 1.1 Vision -- 1.2 Brand Positioning -- Chapter 2: What is a Business Model? -- 2.1 Market Segments -- 2.2 Customer Value -- 2.3 Delivery -- 2.4 Operation -- Chapter 3: Value Creation and Overall Framework -- 3.1 Value Creation for All Stakeholders -- 3.2 Conceptual Framework and Phasing -- 3.3 Permanent Brilliance? -- Chapter 4: Challenges for Brilliant Business Models in Healthcare -- 4.1 Good, Affordable, and Widely Accessible Healthcare Is Unique -- 4.2 Cost Increases Put Accessibility, Quality, and Healthcare Systems at Risk -- 4.3 Desired Breakthroughs in Healthcare -- Part II: Brilliant Cases Involving Brilliant Business Models in Healthcare -- Chapter 5: Breakthrough: Strengthening Mutual Caring and Sharing -- 5.1 Algemeen Ziekenfonds Amsterdam (A.Z.A.) -- 5.1.1 The Cornerstone: "The Little Man and the Doctor" -- 5.1.2 The Business Model: Solidarity-Based Exclusivity -- 5.1.3 The Result: "The Little Man, the Doctor and the City Taken Care of" -- 5.1.4 The Brilliant Lessons of A.Z.A. -- 5.2 DHAN -- 5.2.1 The Cornerstone: Empowering the Poor to Help Themselves -- 5.2.2 The Business Model: Self-Management -- 5.2.3 The Result: The Value of Sustainable Poverty Reduction -- 5.2.4 The Brilliant Lessons of DHAN -- 5.3 Courtyard Houses -- 5.3.1 The Cornerstone: Acts of Mercy -- 5.3.2 The Business Model: Self-Sufficient Within the Own Group -- 5.3.3 The Result: Altruism and Self-Financing Complement One Another -- 5.3.4 The Brilliant Lessons of Courtyard Houses -- 5.4 Stiftung Liebenau -- 5.4.1 The Cornerstone: Value for Every Individual
  • 5.4.2 The Business Model: Lebensräume für Jung und Alt -- 5.4.3 The Result: A Positive Spiral -- 5.4.4 The Brilliant Lessons of Stiftung Liebenau -- Chapter 6: Breakthrough: Letting Prevention and Self-{u00AD}Management Work -- 6.1 Discovery -- 6.1.1 The Cornerstone: Permanently Healthier -- 6.1.2 The Business Model: Prevention as Well as Insurance -- 6.1.3 The Result: Healthier Participants and Lower Costs -- 6.1.4 The Brilliant Lessons of Discovery -- 6.2 Healthways -- 6.2.1 The Cornerstone: A Healthier World, One Person at a Time -- 6.2.2 The Business Model: A Longer and Healthier Life -- 6.2.3 The Result: Equal Interests Among All Stakeholders -- 6.2.4 The Brilliant Lessons of Healthways -- 6.3 Kaiser Permanente -- 6.3.1 The Cornerstone: Prevention Is Better Than Cure -- 6.3.2 The Business Model: From Medical Care to Healthcare -- 6.3.3 The Result: A Healthier Population with Lower Costs -- 6.3.4 The brilliant lessons of Kaiser Permanente -- 6.4 PatientsLikeMe -- 6.4.1 The Cornerstone: "Live Better Together" -- 6.4.2 The Business Model: "To Get Paid for Making Patients Better"97 -- 6.4.3 The Result: Far-Reaching Value Creation -- 6.4.4 The Brilliant Lessons of PatientsLikeMe -- Chapter 7: Breakthrough: Patient-Centered Organization of Information and Everyday Care -- 7.1 UCLA's Value Quotient -- 7.1.1 The Cornerstone: "Measure and Motivate, Learn and Live" -- 7.1.2 The Business Model: "Redefine Value for Responsible Care" -- 7.1.3 The Result: "A Value Program with Essential Outcomes" -- 7.1.4 Brilliant Lessons to be Learned from UCLA's VQ Program -- 7.2 ParkinsonNet -- 7.2.1 The Cornerstone: Putting the Parkinson's Patient in Control -- 7.2.2 The Business Model: Self-Management in a Network -- 7.2.3 The Result: Self-Management Key to Alleviate Pressure on the Healthcare System -- 7.2.4 Brilliant Lessons to Be Learned from ParkinsonNet
  • 7.3 Laastari Lähiklinikka -- 7.3.1 The Cornerstone: Real Entrepreneurs Spy a Market -- 7.3.2 The Business Model: Predictable Healthcare for a Low Fixed Price -- 7.3.3 The Result: Benefits for Customers and for Society -- 7.3.4 Brilliant Lessons to be Learned from Laastari -- 7.4 Patrick Lund Dental Happiness -- 7.4.1 The Cornerstone: Dental Happiness -- 7.4.2 The Business Model: From Stress to Happiness -- 7.4.3 The Result: A Radiant Smile for All Stakeholders -- 7.4.4 Brilliant Lessons to be Learned from Patrick Lund Dental Happiness -- Chapter 8: Breakthrough: Deploying Services and Instruments to Help Customers Take Control -- 8.1 Ryhov -- 8.1.1 The Cornerstone: Always the Best for You -- 8.1.2 The Business Model: From Care Receiver to Cocreator -- 8.1.3 Result: Self-Care-A Value or Condition for Good Care -- 8.1.4 The Brilliant Lessons of Ryhov -- 8.2 BerylHealth -- 8.2.1 The Cornerstone: Connecting People to Healthcare -- 8.2.2 The Business Model: Two Target Groups with One Stone -- 8.2.3 Result: It Starts with Happy Employees -- 8.2.4 The Brilliant Lessons of BerylHealth -- 8.3 M-PESA -- 8.3.1 The Cornerstone: Simple, Efficient, and Customer-Oriented -- 8.3.2 The Business Model: Secure Banking and Living in Safety -- 8.3.3 Result: "Relax, You've Got M-PESA" -- 8.3.4 The Brilliant Lessons of M-PESA -- 8.4 The Jaipur Foot of Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) -- 8.4.1 The Cornerstone: A Prosthesis at Hand -- 8.4.2 The Business Model: Participating in Society Again -- 8.4.3 Result: Participation in Society -- 8.4.4 The Brilliant Lessons of Jaipur Foot -- Chapter 9: Breakthrough: Implementing Differentiation in Specialized Healthcare -- 9.1 Narayana Hrudayalaya -- 9.1.1 The Cornerstone: Why Bigger Is Better -- 9.1.2 The Business Model: When Bigger Is Better-Economies of Scale in Healthcare
  • 9.1.3 Result: The NH Cardiac Hospital: A Beating Heart in Cardiac Care! -- 9.1.4 The Brilliant Lessons of Narayana Hrudayalaya Cardiac Hospital -- 9.2 ThedaCare -- 9.2.1 The Cornerstone: Patient Centered Continuous Improvement -- 9.2.2 The Business Model: Lean, But for People -- 9.2.3 Result: You Get What You Measure -- 9.2.4 The Brilliant Lessons of ThedaCare -- 9.3 Princess Margaret Cancer Centre -- 9.3.1 The Cornerstone: "We Will Conquer Cancer in Our Lifetime" -- 9.3.2 The Business Model: Top Research in Practice -- 9.3.3 Result: What Is the Impact of Dedication Towards Science and the Patient? -- 9.3.4 The Brilliant Lessons of Princess Margaret Cancer Centre -- 9.4 Mayo Clinic -- 9.4.1 The Cornerstone: "The Needs of the Patient Come First" -- 9.4.2 The Business Model: "Care Should Be Available for Everyone" -- 9.4.3 Result: How Does Putting the Patient First, Pay Off? -- 9.4.4 The Brilliant Lessons of Mayo Clinic -- Chapter 10: Lessons for Creating Brilliant Business Models in Healthcare -- 10.1 Phase 1: Start from a Vision and Bring the Brand Positioning in Line with It -- 10.2 Phase 2: Persevere Consistently in the Conversion of the Vision into the Business Model -- 10.3 Phase 3: Use Pioneering Value Creation for All Stakeholders to Realize the Business Model -- 10.4 Phase 4: Retain the Core and Stimulate Progress in the Business Model -- About the Editors -- About the Case Authors -- Acknowledgment -- Key Terms and Definitions -- Sources -- Index
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{'f': 'http://opac.lib.rpi.edu/record=b4386616'}
Extent
1 online resource (438 pages)
Form of item
online
Isbn
9783319264400
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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