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EST PRACTICES RESEARCH

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Background and Company Performance

Industry Challenges

The European market is an early adopter of connectivity in healthcare. With healthcare

systems in Europe facing rising costs, shortages of skilled labour, and a high incidence of

chronic diseases coupled with an aging population, using communication technology to

support healthcare services is more relevant than ever before. Strong government

encouragement is favouring market growth, and collaboration with key stakeholders in the

healthcare environment has been critical in developing sustainable business models. Apart

from the traditional healthcare information (IT) and medical device software companies,

telecom service providers have also realized the potential of the healthcare market, and

have tailored products targeting mHealth, telemedicine, remote patient monitoring,

chronic disease management, assisted living, and rural healthcare IT infrastructure.

Healthcare IT companies are facing the challenges of managing infrastructure and are also

finding it difficult to demonstrate return on investment for customers. Similarly, though

the telecom market in Europe is fairly well established, the growth of healthcare-related

services has been slower than expected, and this has resulted in few telecom service

providers re-evaluating their strategy in this space.

In this context, it becomes imperative to form strategic alliances between telecom and

healthcare companies, so that the partner companies can focus on their core

competencies, in addition to offering supplementary services to customers. It also helps in

tapping market opportunities by synergizing offerings from partners to maximize the value

generated for customers. The companies that utilize their core competencies and

customize their solutions to address gaps in the healthcare communications market will

emerge as front runners in this high-growth market.

Customer Value Excellence and Strategy Innovation of Orange-Weinmann Collaboration

Total Customer Experience

Orange Business Services and Weinmann have co-developed homecareONLINE, an

integrated telemedicine solution for monitoring patients suffering from the chronic condition

of sleep apnea. For management of the ventilation patterns of a patient suffering from sleep

apnea, there are two major factors. At one end of the value chain is the healthcare aspect

including the ventilation machine and other connected medical devices. On other end is the

IT aspect including infrastructure, machine-to-machine (M2M) and cloud. The France-based

leading telecommunication solution provider Orange has prominent healthcare

communication offerings with expertise in a wide range of eHealth technologies including

M2M, embedded devices, and networking. Weinmann, on the other hand, is a family-owned

business operating in Germany in the field of ventilation devices for both emergency care

and home care sectors. homecareONLINE was co-developed by the companies to collect

clinical data on sleep patterns using Weinmann Continuous Positive Airway Pressure (CPAP)

devices, which are hosted on “Flexible Computing Santé” using the M2M infrastructure from

Orange Business Services.


The collaboration between Orange and Weinmann has enabled the companies to leverage

each other’s areas of expertise, providing seamless condition management support to sleep

ventilation patients.

Product/Service Value

homecareONLINE has two critical components: a mobile station that is attached to the serial

interface of CPAP device with Velcro and a modem that sends information to the Orange

cloud once a day. Weinmann CPAP devices send data on device usage and clinical

information on sleep patterns through a communication module to the cloud-based

“Connected Health Center” using the secure Orange network infrastructure. The customer,

i.e., home care providers, can access this information either through a patient web portal or

data is send directly to the homecare provider systems from the Orange cloud. A key

advantage offered by the solution is that it is not necessary for homecare providers to log in

to portals of several device manufacturers, and instead can access data from a single portal.

Weinmann has an open solution and encourages competitors to send data to their web

portal, with the aim of creating a universal portal into which any system can be integrated.

The core competence offered by homecareONLINE is that it is an open solution, while many

other market participants are offering proprietary solutions. This value from Orange-

Weinmann collaboration enables them to offer holistic infrastructure service to healthcare

customers.

Service Experience

homecareONLINE solution is developed to meet the needs of homecare providers in

providing high quality care for their patients and to improve patient reimbursement. The

solution also assists providers in remotely managing their patients, especially as several

government and public health systems are encouraging remote monitoring of therapeutic

devices for understanding utilization patterns and tying this to the reimbursement model.

The homecareONLINE Web Portal allows homecare providers to have a clear overview of the

patient’s condition via a dashboard. Also, the solution comes with a reimbursement engine

that assists in managing the financial aspects of chronic condition management. Though this

feature is currently very much specific to the French market, it is a flexible and scalable

solution that can be customized for any other regional market within a short scale-up time.

Source: Weinmann company presentation


Furthermore, strong security measures including ASIP Santé-certified hosting and three

years’ storage of every single action and data, allows Orange-Weinmann collaboration to

provide superior service to its customers. Customer service is also provided through 24/7

Orange helpdesk that can be accessed through the web portal, e-mail, and telephone, and

help desk support is available in French and English.

With a presence in more than 50 countries, Orange-Weinmann collaboration offers its

customers a large network of customer service checkpoints for product advice, order

processing, and technical service. Pro-active monitoring of all services (e.g. connectivity,

hosting) is the unique value proposition offered by Orange-Weinmann collaboration and

this helps maintain a high level of satisfaction for their customers.

Navigational Positioning

homecareONLINE has more than 1,000 patients using the solution and caters to around 10

large homecare providers in France and the rest of Europe. The unique positioning of

Orange-Weinmann collaboration in homecare monitoring is its decision to move from a

completely proprietary solution to an open solution. Weinmann’s open solution has

provision for competitors to send data to its universal web portal, such that all of the

connected systems in the healthcare environment can be integrated. For this purpose, the

company is negotiating with several competitors to collaborate and is testing the solution

in several countries in Europe, Asia, Africa, and South America. By directing efforts in

requirement gathering and designing of work flows with respect to the regional healthcare

market, Orange-Weinmann collaboration intends to build effective business models for

specific markets that it plans to enter.

Orange-Weinmann collaboration’s positioning stems from its conviction that an

interoperable solution adds more value to customers than building multiple solutions on its

own platform. As a result, Orange-Weinmann collaboration has been able to make

homecareONLINE highly efficient and has been able to continuously deliver high-quality

service to its customers.

Execution Excellence

Though there are several homecare monitoring solutions available in the market, there are

few viable solutions for sleep apnea patients that ensure the patient’s compliance with the

solution, and enable effective monitoring by providers. The differentiating feature of

homecareONLINE is that the patient portal has a dashboard that highlights problematic

patients in case of compliance issues or therapy quality. This helps to drive the efficiency

of the sleep monitoring program so that homecare providers can give immediate attention

to problem cases. In the next phase, Weinmann plans to add a ventilation device to the

solution as life support ventilation along with remote monitoring can be used for providing

immediate breathing support to patients. Although currently only homecare providers

have access to the solution, in the future, Orange-Weinmann collaboration plans to extend

access to homecareONLINE to other stakeholders in the healthcare environment including

government agencies and regulatory authorities.


With this objective, Orange-Weinmann collaboration is working on collecting empirical

data from various countries to evaluate the requirements of regional healthcare markets

and regulatory environments so as to streamline product offerings.

The data collection on sleep patterns and sharing can be performed without

commissioning of a new web portal for each new provider, patient, or region that forms

part of the network, thereby enabling shorter time to market, and giving Orange-

Weinmann collaboration a distinct competitive edge.

Stakeholder Integration

Prioritizing the best interest of key stakeholders has been instrumental to the successful

collaboration between Orange Business Services and Weinmann. The decision to partner

with each other to co-develop homecareONLINE was done by careful evaluation of the

strengths and competencies that can be leveraged together to generate value. Weinmann

has been instrumental in developing a highly innovative M2M healthcare application that

addresses the need for healthcare quality, optimized costs, and compliance management.

Orange Business Services implements the M2M solution using its infrastructure, and

launched a highly scalable and agile cloud platform. Collaboration with Orange Business

Services gave Weinmann the advantage of having a single solution provider for a plethora

of tasks including SIM connection, application development and integration, hosting

services, as well as service management. Also, the global footprint and market reach of

Orange Business Services in providing uniform eHealth services across countries has been

a key factor for the collaboration. Apart from this, homecareONLINE is an open solution

that encourages other competitors to send data to the universal web portal to achieve

high level of interoperability, and both the companies are part of the Continua Health

Alliance for this objective. Further, homecareONLINE was designed by Weinmann keeping

users in mind (physicians and clinical staff) who will be managing the solution. Orange

Business Services provides the technology that enables it.

By integrating the various stakeholders and engaging them from a clinical as well as

technical perspective, Orange-Weinmann collaboration has been able to utilize individual

competencies to generate a collective benefit.

Conclusion

Frost & Sullivan’s research confirms that the collaboration between Orange Business

Services and Weinmann as a testament to effective competitive strategy that aligns with

its goal of providing value-added homecare monitoring services to sleep apnea patients

and homecare providers. Based on Frost & Sullivan's independent analysis of the

homecare monitoring market, Orange-Weinmann collaboration is recognized with the 2014

Europe Competitive Strategy Innovation & Leadership Award.


Significance of Competitive Strategy Innovation and Leadership

Any successful approach to achieving top-line growth must (1) take into account what

your competitors are, and are not, doing; (2) meet customer demand with a

comprehensive, value-driven product or service portfolio; and (3) establish a brand that

resonates deeply with customers and stands apart from other providers. Companies must

succeed at these three things—brand, demand, and positioning—to achieve best-practice

levels in Competitive Strategy Innovation and Leadership. This concept is explored further

below.


Understanding Competitive Strategy

As discussed on the previous page, branding, positioning, and meeting customer demand

all play a critical role in a successful competitive strategy. This three-fold focus, however,

is only the beginning of the journey and must be complemented by an equally rigorous

focus on innovation and leadership. Best-practice companies therefore look outward and

inward at the same time: outward to identify market opportunities, and inward to build

the vision and capabilities needed to take advantage of those opportunities.

This inward-outward duality enables companies to succeed in the “eat-or-be-eaten” world

of competitive markets. Identification of opportunities—and then the ability to act on

those opportunities—separates the predators from the prey. This dynamic is illustrated

below.


Frost & Sullivan’s Global Research Platform

Frost & Sullivan maintains more than 50 years in business and is a global research

organization of 1,800 analysts and consultants who monitor more than 300 industries and

250,000 companies. The Company’s research philosophy originates with the CEO’s 360

Degree Perspective, a holistic research methodology that encourages us to consider

growth challenges, and the solutions companies employ to solve them, from every angle.

This unique approach enables us to determine how best-in-class companies worldwide

manage growth, innovation and leadership. Based on the results of our research in

entrepreneurial excellence, Frost & Sullivan is proud to present the 2014 European

Competitive Strategy Innovation and Leadership Award in homecare monitoring to

Orange-Weinmann collaboration.

Key Benchmarking Criteria

For the Competitive Strategy Innovation and Leadership Award, we evaluated the total

client experience and strategy implementation excellence according to the criteria detailed

below.

Customer Value Excellence

Criterion 1: Total Customer Experience

Criterion 2: Product/Service Value

Criterion 3: Purchase Experience

Criterion 4: Ownership Experience

Criterion 5: Service Experience

Strategy Innovation

Criterion 1: Navigational Positioning

Criterion 2: Execution Excellence

Criterion 3: Technological Sophistication

Criterion 4: Executive Team Alignment

Criterion 5: Stakeholder Integration


The Intersection between 360-Degree Research and Best Practices Awards

Research Methodology

Frost & Sullivan’s 360-degree research

methodology represents the analytical

rigor of our research process. It offers a

360-degree-view of industry challenges,

trends, and issues by integrating all 7 of

Frost & Sullivan's research methodologies.

Too often, companies make important

growth decisions based on a narrow

understanding of their environment,

leading to errors of both omission and

commission. Successful growth strategies

are founded on a thorough understanding

of market, technical, economic, financial,

customer, best practices, and demographic

analyses. The integration of these research

disciplines into the 360-degree research

methodology provides an evaluation

platform for benchmarking industry players and for identifying those performing at best-

in-class levels.

Decision Support Scorecard and Matrix

To support its evaluation of best practices across multiple business performance

categories, Frost & Sullivan employs a customized Decision Support Scorecard and Matrix.

This analytical tool compares companies’ performance relative to each other. It features

criteria unique to each award category and ranks importance by assigning weights to each

criterion. The relative weighting reflects current market conditions and illustrates the

associated importance of each criterion according to Frost & Sullivan. This tool allows our

research and consulting teams to objectively analyze performance, according to each

criterion, and to assign ratings on that basis. The tool follows a 10-point scale that allows

for nuances in performance evaluation; ratings guidelines are illustrated below.

360-DEGREE RESEARCH: SEEING ORDER IN

THE CHAOS


Best Practice Award Analysis for Orange-Weinmann collaboration

Decision Support Scorecard: Customer Value Excellence

The Decision Support Scorecard, shown below, includes all performance criteria listed on

page 7 and illustrates the relative importance of each criterion and the ratings for each

company under evaluation for the Competitive Strategy Innovation and Leadership Award.

The research team confirms the veracity of the model by ensuring that small changes to

the ratings for a specific criterion do not lead to a significant change in the overall relative

rankings of the companies.

Finally, to remain unbiased and to protect the interests of all organizations reviewed, we

have chosen to refer to the other key players in as Company 2 and Company 3.

DECISION SUPPORT SCORECARD FOR COMPETITIVE STRATEGY INNOVATION AND

LEADERSHIP AWARD (ILLUSTRATIVE): CUSTOMER VALUE EXCELLENCE

Measurement of 1–10 (1 = poor; 10 = excellent)

Award Criteria

Customer Value Excellence Tota

l Custo

mer

Experi

ence

Pro

duct/

Serv

ice

Valu

e

Purc

hase

Experi

ence

Ow

ners

hip

Experi

ence

Serv

ice E

xperience

Weig

hte

d R

ati

ng

Relative Weight (%) 20% 20% 20% 20% 20% 100%

Orange-Weinmann collaboration 9 9.5 9 9 9 9.1

Company 2 8.5 9 8.5 8 8 8.4

Company 3 8 8 8 8 8 8

Criterion 1: Total Customer Experience

Requirement: Customers receive exceptional impression at every stage of the purchase

cycle

Criterion 2: Product/Service Value

Requirement: Products or services offer the best value for the price, compared to similar

offerings in the market

Criterion 3: Purchase Experience

Requirement: It is as simple for salespeople to sell the product or service as it is for the

customer to buy the product or service

Criterion 4: Ownership Experience

Requirement: Customers are proud to own and use the company’s product or service


Criterion 5: Service Experience

Requirement: Customer service is accessible, fast, and stress-free

Decision Support Scorecard: Strategy Innovation

DECISION SUPPORT SCORECARD FOR COMPETITIVE STRATEGY INNOVATION AND

LEADERSHIP AWARD (ILLUSTRATIVE): STRATEGY INNOVATION

Measurement of 1–10 (1 = poor; 10 = excellent)

Award Criteria

Strategy Innovation Navig

ational

Positio

nin

g

Execution

Excellence

Technolo

gic

al

Sophis

tication

Executive T

eam

Alignm

ent

Sta

kehold

er

Inte

gra

tion

Weig

hte

d R

ati

ng

Relative Weight (%) 20% 20% 20% 20% 20% 100%

Orange-Weinmann collaboration 9 9.5 9 9 10 9.3

Company 2 8.5 9 8 8 9 8.5

Company 3 8 8.5 8 8 9 8.3

Criterion 1: Navigational Positioning

Requirement: The ability to accurately describe the current location, as well as where the

company wants to be in the future.

Criterion 2: Execution Excellence

Requirement: Processes support the efficient and consistent implementation of tactics

designed to implement the strategy

Criterion 3: Technological Sophistication

Requirement: Systems enable companywide transparency, communication, and efficiency

Criterion 4: Executive Team Alignment

Requirement: The executive team is aligned on the organization’s mission and vision

Criterion 5: Stakeholder Integration

Requirement: Strategy reflects the needs or circumstances of all industry stakeholders,

including competitors, customers, investors, and employees


Decision Support Matrix

Once all companies have been evaluated according to the Decision Support Scorecard,

analysts can then position the candidates on the matrix shown below, enabling them to

visualize which companies are truly breakthrough and which are not yet operating at best-

in-class levels.


Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices

Our awards team follows a team 10-step process (illustrated below) to evaluate award

candidates and assess their fit with our best practice criteria. The reputation and integrity

of our awards process are based on close adherence to this process.

STEP OBJECTIVE KEY ACTIVITIES OUTPUT

1 Monitor, target, and screen

Identify award recipient candidates from around the globe

Conduct in-depth industry research

Identify emerging sectors Scan multiple geographies

Pipeline of candidates who potentially meet all best-practice criteria

2 Perform 360-degree research

Perform comprehensive, 360-degree research on all candidates in the pipeline

Interview thought leaders and industry practitioners

Assess candidates’ fit with best-practice criteria

Rank all candidates

Matrix positioning all candidates’ performance relative to one another

3

Invite thought leadership in best practices

Perform in-depth examination of all candidates

Confirm best-practice criteria Examine eligibility of all

candidates Identify any information gaps

Detailed profiles of all ranked candidates

4

Initiate research director review

Conduct an unbiased evaluation of all candidate profiles

Brainstorm ranking options Invite multiple perspectives

on candidates’ performance Update candidate profiles

Final prioritization of all eligible candidates and companion best-practice positioning paper

5

Assemble panel of industry experts

Present findings to an expert panel of industry thought leaders

Share findings Strengthen cases for

candidate eligibility Prioritize candidates

Refined list of prioritized award candidates

6

Conduct global industry review

Build consensus on award candidates’ eligibility

Hold global team meeting to review all candidates

Pressure-test fit with criteria Confirm inclusion of all

eligible candidates

Final list of eligible award candidates, representing success stories worldwide

7 Perform quality check

Develop official award consideration materials

Perform final performance benchmarking activities

Write nominations Perform quality review

High-quality, accurate, and creative presentation of nominees’ successes

8 Assemble board of advisors

Finalize the selection of the best-practice award recipient

Present candidates to a Board of Advisors

Build consensus Select winner

Decision on which company performs best against all best-practice criteria

9 Communicate recognition

Inform award recipient of award recognition

Present award to the CEO Inspire the organization for

continued success Celebrate the recipient’s

performance

Announcement of award and plan for how recipient can use the award to enhance the brand

10 Take strategic action

Share award news with stakeholders and customers

Coordinate media outreach Design a marketing plan Assess award’s role in future

strategic planning

Widespread awareness of recipient’s award status among investors, media personnel, and employees


Impact of Competitive Strategy Innovation and Leadership Award on Key Stakeholders

The Competitive Strategy Innovation and Leadership Award recognize Orange-Weinmann

collaboration’s accomplishments in Homecare Monitoring. Unbiased, third-party

recognition can help enhance credibility and brand value, thereby supporting Orange-

Weinmann collaboration’s standing in the market. By researching, ranking, and

recognizing those who define excellence in their respective endeavors, Frost & Sullivan

hopes to inspire and influence the following three constituencies:

Investors

Investors and shareholders always welcome

impartial third-party recognition. Similarly,

prospective investors and shareholders are

drawn to companies with a well-established

reputation for excellence. Unbiased validation

is a highly credible way to showcase an

organization worthy of investment.

Customers

Third-party validation can help assure

prospective customers of a company’s value

and reputation. It can also help lower the

level of risk that a customer may feel in

engaging for the first time with an

organization.

Employees

This Award represents the creativity and dedication of Orange-Weinmann collaboration’s

executive team and employees. Such public recognition can boost morale and inspire your

team to continue its pursuit of excellence in Competitive Strategy Innovation and

Leadership for Orange-Weinmann collaboration.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth

and achieve best in class positions in growth, innovation and leadership. The company's

Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined

research and best practice models to drive the generation, evaluation and implementation

of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in

partnering with Global 1000 companies, emerging businesses and the investment

community from 31 offices on six continents. To join our Growth Partnership, please visit

http://www.frost.com.

BEST PRACTICES LEVERAGE FOR

GROWTH ACCELERATION

http://www.frost.com/


Disclaimer

Quantitative market information is based primarily on interviews and therefore is subject

to fluctuation. Frost & Sullivan is not responsible for incorrect information supplied to us

by manufacturers or users. Our research services are limited publications containing

valuable market information provided to a select group of customers. Our customers

acknowledge, when ordering, subscribing or downloading, that Frost & Sullivan research

services are for customers’ internal use and not for general publication or disclosure to

third parties.

No part of this research service may be given, lent, resold, or disclosed to noncustomers

without written permission. Furthermore, no part may be reproduced, stored in a retrieval

system, or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording or otherwise, without the permission of the publisher.

For information regarding permission, write to:

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