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The note explains how bundled health care payment differs from fee-for-service payment; provides examples of the difference between the two; describes early innovators in bundling and their results; provides guidance on how to make it happen; and elucidates the legal issues bundling raises. Bundled payment will replace virtually all other health care payment formats. This note explains how and why.

Dr. Edson Bueno created Amil, Brazil's largest health insurer. Unlike many others, it is vertically integrated. Dr. Bueno has two opportunities for growth. Which, if any, should he pursue?

The note on Social Media in Health Care describes different educational and collaborative social media firms that affect 1) consumers, 2) physicians, 3) medical centers, 4) life science firms, and 5) employers and their employees.

Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna's offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care.

Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna's offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care.

Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna's offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care.

How to replicate a 'one of' social entrepreneurship effort: To cure blindness, Seva took the Aravind Eye Hospital & scaled it up to 100 hospitals globally.

Cathy Hoffmann has rapidly grown her novel facilities for day care therapy for elders with mild cognitive and physical problems. But she needs to decide whether to franchise or own the next expansion.

U.S. healthcare is currently a poor value proposition in relation to its cost. This must change. Driven by the fundamental forces of financing, consumer preferences, and technology, the U.S. is heading for a profound revolution in healthcare, one that will affect not only the system itself but also the larger U.S. business community. This new healthcare system will create vast opportunities and commensurately large risks for healthcare innovators. The outcomes of the present healthcare reform debate will either liberate or further shackle these innovators. Reforms that depend on governmental controls are more likely to dampen innovation than those achieved through control by consumers, and given the profound ramifications of healthcare reform outcomes, policy makers would be well-advised to harness the forces of consumerism in fashioning reform.

Vitality is part of a $2 billion start-up South African and U.K. health insurance firm. It has achieved excellent results in rewarding people for promoting their health. It is now contemplating how to enter the U.S. market.

This note provides background in all the modalities of telemedicine. It accompanies the cases "Medtronic: Patient Management Initiative" (A) and (B), HBS Nos. 302-005 and 309-064.

After its successful new U.K. venture, the Hospital for Special Surgery wants to do more of the same, without decimating its core New York City facility. The case provides considerable details about the different options it is exploring.

How should the co-founders of an organization that provides patient sign-in and billing services scale their company after five years of successfully targeting small private physician practices? Phreesia had deployed a direct mail and sales force strategy that resulted in more than 10 million patient check-ins across 2,400 practices by its fifth year, but co-founder and CEO Chaim Indig knew that the company's venture funding was drying up and its Board was expecting new growth initiatives. Should Phreesia stick to its core competencies in the small practice or market, or should the company expand its services to urgent care centers, payers, and hospitals? Will its ad-based revenue model continue to thrive, or should the company proactively decrease its revenue concentration by shifting resources toward monthly subscription fees and claims processing? Perhaps Phreesia should simply lean into its original strategy and avoid the pitfalls of scaling a venture after a successful startup phase.

Should this gene detection firm enter the business of providing tests for the detection of genetic diseases? If so, how should it prioritize the tests it could develop?

The (B) case provides the denouement to the (A) case about Medtronic's introduction of the Chronicle and remote monitoring business.

This note explains how health care providers, health insurers, and consumers are held accountable for their performance and the entrepreneurial opportunities thus created.

Background notes for MedVal and Fortis case studies.

Is medical travel a viable business opportunity? A group of MBA students consider the pros and cons of starting a business that would send people from the U.S. to India for elective non-emergency surgeries.

Describes the U.S. Health Care industry and WellPoint's background, market growth strategies, and potential as an investment option.

This note describes the current state of information technology connectivity in the health care sector.