Research

The Consumer-Oriented Ambulatory Network

    The Consumer Oriented-Ambulatory Network

    To thrive in the consumer-oriented ambulatory market, providers need to meet three consumer demands: service affordability, on-demand access to care, and a more tailored service approach.

    This study outlines how to profitably meet these demands by building a competitive, coordinated, and high-performing ambulatory network.

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    Preserve share through affordability

    Rising consumer price sensitivity has spurred many organizations to react with global price cuts—a strategy that can undermine system growth. Instead, offering targeted discounts that price-sensitive patient can self-select into can actually help sustain revenue.

    There are two steps to creating a tailored pricing option. First, providers need to establish a less-expensive service option. Second, providers need to make information available for price-sensitive patients seeking affordability. Read more

    Drive volumes with on-demand access

    Primary care and the emergency department are too inconvenient or too overpowered for immediate, lower-acuity patient needs. As retail clinics, urgent care centers, and virtual visits continue to attract business, providers will need to carefully select the asset or corporate partner that appeals to target populations, and then integrate that asset into the broader health system.

    On-demand care sites can contribute to health system growth in two ways: through immediate profit accrued at the point of service, and by converting patients to necessary downstream services or ongoing system relationships. Read more

    Unlock value through tailored service

    Primary care delivery for ongoing or routine services is too inflexible to suit variable patient demands for customized care. Some patients want quicker, remote appointments for low-severity conditions, while others prefer lengthier in-person consults with a physician for most needs.

    Despite their differences, both groups are equally willing to pay for a better and more customized service standard—a clear opportunity for systems to grow market share and revenue. Health systems can employ two strategies to meet these demands and grow their business. First, systems can increase per patient direct revenues via premium payment models—such as concierge care and virtual care paid for out-of-pocket. Learn more and see examples

    Second, systems can increase the supply of clinical care to satisfy demand for basic primary care services. By offering virtual visits for conditions that do not warrant an in-person visit, systems can make room for new patient volumes while delivering benefits to existing patients and physicians. Learn more and see examples

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