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How to Attract More Patients, Increase Profit, and Build An Irresistible Medical Tourism Brand
Published in Frederick J. DeMicco, Ali A. Poorani, Medical Travel Brand Management, 2023
The early adopters are those visionaries who have medical centers who already welcome international patients or patients who have traveled from afar within one’s own country. Those early adopters are going to win. That could be you. You have already seen the opportunity and are therefore nowhere reading this book. You already recognize that the global patient is the patient of the future. It is still very early in the game. True, it has already become a multi-billion-dollar industry, but it still is early.
Doctorpreneur
Published in Emma Stanton, Claire Lemer, MBA for Medics, 2021
The adoption of innovation can be visualised as a normal distribution curve. Figure 13.1 illustrates Rogers’ (1962) basic segmentation of adopters of innovation. The different categories of adopters vary according to resources, affinity for risk, knowledge, socio-economic status, need and interest in the product. Moore’s (1991) chasm is highlighted. The chasm is a crucial opportunity for entrepreneurs. The transition from early adopters to an early majority frequently requires a leap in competencies and a different product concept, either in training or pricing or service support. The model of diffusion in Figure 13.1 also applies to the diffusion of quality improvement approaches, discussed in the preceding chapter.
Adapt and survive
Published in Amar Rughani, Joanna Bircher, The Leadership Hike, 2020
Being decisive and proactive also lets us take advantage of the funds and support that are offered to early adopters to prime new initiatives. Being an early adopter can be a game-changer for the practice by introducing new processes, technology or skills. This helps the process of change to be more manageable and less disruptive overall.
Exploring real-world experiences of early PrEP adopters in southern Germany
Published in AIDS Care, 2021
Anna-Sophie Plomer, Megan McCool-Myers, Christian Apfelbacher
This qualitative study explored the experiences of early adopters of PrEP in southern Germany as they navigated PrEP initiation, adoption and routine care. For nearly all participants, PrEP initiation was self-motivated rather than provider-motivated. This coincides with previous studies describing the high demand for PrEP among HIV-negative MSM in Germany, even prior to EMA approval in 2016 (Grov & Kumar, 2018; Spinner et al., 2018). This gap between demand and implementation has contributed to the non-prescription use of PrEP in Germany, e.g., accessing PrEP through friends, other countries in Europe; a study from 2018 estimated that 60% of PrEP users in Germany accessed the medication through alternative means (Werner et al., 2018). While all participants in the current study were receiving prescription PrEP, German providers should be aware of and receptive to those patients who have found alternative access points to PrEP, demonstrating greater initiative to link these individuals into routine care.
SERIES: eHealth in primary care. Part 4: Addressing the challenges of implementation
Published in European Journal of General Practice, 2020
Anke Versluis, Sanne van Luenen, Eline Meijer, Persijn J. Honkoop, Hilary Pinnock, David C. Mohr, Ana Luisa Neves, Niels H. Chavannes, Rianne M. J. J. van der Kleij
To enable the successful implementation of eHealth applications in practice, the correct implementation strategies must be chosen. Implementation strategies refer to the ‘methods or techniques used to enhance the adoption, implementation, and sustainability of a clinical programme or practice’ [21]. A comprehensive list of 73 implementation strategies is provided by Powell et al. [22] (e.g. promote adaptability, centralise technical assistance, identify and prepare champions). Strategies can be used individually or combined into a multi-component implementation approach, which allows users to target the different relevant domains simultaneously (e.g. organisational, individual, or policy level). When choosing implementation strategies, it is crucial to ensure that they fit the phase of the implementation process (i.e. adoption phase vs implementation phase) and the specific context (e.g. characteristics of the GP practice and stakeholders involved). More specific, certain implementation strategies may be better suited for the adoption phase of implementation (e.g. developing a formal implementation blueprint). In contrast, other strategies can better be applied when implementation has already started (e.g. identifying early adopters).
Interorganizational Context When Implementing Multisector Partnered Programs: A Qualitative Analysis of Veteran Directed Care
Published in Journal of Gerontological Social Work, 2020
Alecia S. Clary, Kathleen R. Perry, Merle Edwards-Orr, Edward J. Miech, Courtney VanHoutven, James L. Rudolph, Kali S. Thomas, Nina Sperber
Our study had several limitations. We conducted this evaluation with a subset of VAMC sites that had adopted VDC between the span of two years, and we were limited to the sites from that subset that agreed to participate in our study. Given that the VDC program had been up and running since 2009, these programs would be classified as “late adopters.” It is unclear if these findings are generalizable to “early adopters.” Additionally, there may have been other relevant factors affecting implementation not addressed in the interviews. Finally, other observed and unobserved program characteristics may have impacted the program’s willingness and ability to implement VDC. For example, most VAMCs are located in urban areas, so it is not unexpected that urban VAMCs were solely represented in this sample of programs that began delivering the program over a two- year period; nevertheless, respondents clarified that these VAMCs and ADNAs served a significant number of rural Veterans who might otherwise not have access to long-term care and support services in their homes. Future research could incorporate other factors such as quantitative or qualitative ratings of the quality of the communication between partners. Finally, we focused on the implementation context. Future research should evaluate the influence of these determinants on implementation outcomes (e.g., penetration), or program outcomes (e.g., Veteran satisfaction) and incorporate other factors such as quantitative or qualitative ratings of the quality of the communication between organizational partners.