The 10 Disruptive Digital Business Models For Health Insurers

Product Description

The impact of digital technology on health insurance is accelerating with the increasing adoption of health tracking sensors, mobile apps and telehealth service. The next wave of health insure-tech models is shifting the traditional role of health insurance company from a pure payer into a healthcare provider, creating opportunities for them to attract new members, generate additional revenue sources, reduce cost and increase the company evaluation.

Clearly however, becoming a digital health insurance requires more profound changes than moving the service offering online. It is about fully embracing a digital business model to interact with customers, generate revenue and gain competitive advantage rather than having the most advanced technology.

The report aims at providing an overview of ten digital enabled business models for health insurance companies that want to supplement their core business or completely transform the way they interact with members. Below ten principle business models are representing a new way of organizing and delivering health insurance business.

  1. Digital assisted member acquisition (freemium model)
  2. Mobile health concierge
  3. Peer-to-peer (P2P) insurance
  4. Mobile micro insurance
  5. Health insurance tech platform/white label
  6. On-demand insurance
  7. High risk patient preventive care
  8. Payer-care provider collaboration
  9. API health insurance model
  10. Direct primary care

The ten business model case study examples have explained how do the digital players do things differently, more efficiently, with less time and less anxiety. Special attention is paid to their service offering, revenue model, market performance, perceived market strategy, and technology innovations that will impact the insurance industry in the near future.

Industry Leader Testimonial

“Very insightful and inspirational reading for (health) insurers!”
Ingo Pischetsrieder Director Digitalization and Innovation at National Health Insurance Company – Daman a Munich RE company

Questions about the content of the report, the method or how to order – give us a call: ++49 (0)30 4004230

TABLE OF CONTENTS
1 Scope of the report

2 The 10 digital business models for health insurers
2.1 The six principles of new digital business models for health insurers
2.2 New digital business models
2.2.1 Digitally assisted member acquisition (freemium model)
2.2.2 Mobile health concierge
2.2.3 Peer-to-peer (P2P) insurance
2.2.4 Mobile micro-insurance
2.2.5 Health insurance tech platform/white label
2.2.6 On-demand insurance
2.2.7 High-risk patient preventive care
2.2.8 Payer-care provider collaboration
2.2.9 API health insurance model
2.2.10 Direct primary care

3 Business model examples
3.1 Oscar Health
3.1.1 Service offering and member story
3.1.2 Revenue model and evidence for success
3.2 Shuidi
3.2.1 Service offering and member story
3.2.2 Revenue model and evidence for success
3.3 ZhongAn
3.3.1 Service offering and member story
3.3.2 Revenue model and evidence of success
3.4 BIMA
3.4.1 Service offering and member story
3.4.2 Revenue model and evidence of success
3.5 Clover Health
3.5.1 Service offering and member story
3.5.2 Revenue model and evidence for success
3.6 Bright Health
3.6.1 Service offering and member story
3.6.2 Revenue model and evidence of success
3.7 Forward
3.7.1 Service offering and member story
3.7.2 Revenue model and evidence of success
3.8 Bind
3.8.1 Service offering and member story
3.8.2 Revenue model and evidence of success
3.9 Collective Health
3.9.1 Service offering and member story
3.9.2 Revenue model and evidence of success
3.10 Ottonova
3.10.1 Service offering and member story
3.10.2 Revenue model and evidence of success

4 Appendix
4.1 About research2guidance
4.2 List of figures and tables
4.2.1 List of figures
4.2.2 List of tables

LIST OF FIGURES
Figure 1 Six principles of digital health business models for payers
Figure 2 Overview 10 digital business models for health insurers
Figure 3 The impact of digital business models on the health insurance business
Figure 4 Oscar’s business model summary
Figure 5 Oscar’s financial performance & membership
Figure 6 Oscar’s funding status
Figure 7 Shuidi’s business model summary
Figure 8 Shuidi’s member base1
Figure 9 ZhongAn’s business model summary
Figure 10 BIMA’s business model summary
Figure 11 BIMA’s funding status
Figure 12 Clover’s business model summary
Figure 13 Clover’s financial performance & membership
Figure 14 Clover’s funding status
Figure 15 Bright’s business model summary
Figure 16 Forward’s business model summary
Figure 17 Forward’s clinic view
Figure 18 Bind’s business model summary
Figure 19 Bind’s funding status
Figure 20 Collective’s business model summary
Figure 21 Collective’s funding status
Figure 22 Ottonova’s business model summary
Figure 23 Ottonova’s funding status

LIST OF TABLES
Table 1 Oscar’s service offering
Table 2 Shuidi’s service offering
Table 3 ZhongAn’s service offering
Table 4 BIMA’s service offering
Table 5 Clover’s service offering
Table 6 Bright’s service offering
Table 7 Forward’s service offering
Table 8 Bind’s service offering
Table 9 Collective’s service offering
Table 10 Ottonova’s service offering

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