Innovative Healthcare Delivery
Go-to-market strategies for healthcare delivery

Despite leading the world in advanced treatments for health conditions such as cancer, the US has failed to leverage its technological advantages to modernize more basic primary and acute care to improve the health of the masses. Healthcare in America is expensive, difficult to access, and often inconvenient in ways that lead to delayed care and poor outcomes. This has become a recognized opportunity for healthcare innovators who are looking to combine telehealth and convenient in-person care to create flexible, integrated and affordable models of care at a population level.  

As the convenient care market has continued to evolve, with consolidation among major telehealth platforms and increasing competition among traditional payers and providers to capture a share of the market, competition has become fierce. Recognizing an opportunity to disrupt this market with an innovative and truly consumer-oriented offering, a leading technology company approached Camber for thought partnership in defining the market entry and expansion strategy for its new convenient care model.  This model is seeking to achieve a multi-billion dollar share of the care delivery market in providing affordable and convenient access to high-quality and integrated primary, behavioral and specialty care.  

Camber worked closely with the client and its internal teams to build an ambitious but practical go-to-market strategy across five customer segments and >50 initial target geographies.  This required analysis of addressable market-size by targeted sub-segments, mapping the competitive landscape, profiling key customer and partnership targets, incorporating regulatory considerations and constraints, and anticipating financial and operational contingencies.  

Camber’s involvement culminated in the completion of submission of the business plan to executive-level leadership, resulting in subsequent approval of the pilot and launch of the new business. Our team was subsequently re-engaged to evaluate market demand, capability gaps, financial implications, and feasibility for accelerating the launch timeline of one of the priority service offerings.