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Getting consumers to use a mobile app to play games or communicate through social media is one thing. Getting them to use a healthcare-related app is another.
Giles Shih, President and CEO of BioResource International, is one of the entrepreneurs featured in the video interviews. In these three videos, Shih discusses his company strategy, the effects of his education and his journey as an entrepreneur.
Healthcare entrepreneurs can see the potential for a product's success in the raw concept, but the product must go through a critical testing phase to reach that potential.
Innovation is often called "disruptive" in the healthcare industry, and the first step toward making that innovation successful is to get a product's targeted users to accept change. Founder of Fitzeal, Clifton Dawson, found a way to get people to use his product by focusing on a strong user support system.
The founding team behind CyberDoctor wanted to make sure the product addressed a common need before launching it, and talking to patients was crucial to that.
It is common for startups to focus on a specific group for the target market for their product, but developing an innovation that benefits the direct user as well as the indirect users can go a long way during an entrepreneur's journey.
Dr. Joshua Landy understands the importance of sharing medical experiences with other physicians. He wanted to take it a step further and make those experiences valuable to a greater range of healthcare professionals. Landy decided to launch Figure 1, hoping that it would change the way physicians worked day-to-day, and also make their daily work more accessible to their peers.
There are a great number of healthcare apps available to different players in healthcare. When it comes to the patient market for healthcare apps, a quality experience and a way for patients to be involved are the key.
Partnerships in innovation development phases can offer a wide range of benefits in the healthcare industry where experience can simplify complex processes.
More and more successful companies are taking a holistic approach to serve specific market niches or verticals. Instead of offering a broad-based horizontal solution that may service a larger market, but require more customization and will likely involve competition from larger players, these companies are finding success 'below the radar' by staying focused on a narrower segment.
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