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dc.contributor.authorDe Vuyst, Josephine
dc.contributor.authorMoerman, Janssens, Marijke
dc.date.accessioned2022-04-28T07:16:47Z
dc.date.available2022-04-28T07:16:47Z
dc.date.issued2021
dc.identifier.urihttp://hdl.handle.net/20.500.12127/7029
dc.description.abstractThis in-company project aims to uncover business opportunities in the imaging and video market for robotic surgery for Orsi Academy. It was conducted by a team of two master students General Management from Vlerick Business School with a background in pharmaceutical sciences and a background in corporate finance. Orsi Academy is a center focused on training for robotic surgery, research and development (R&D) and data management where different stakeholders work together in order to contribute to the improvement of minimally invasive surgery (MIS). The center was founded in 2010 by Prof. Dr. Mottrie and is located in Melle, Belgium. Next to providing training, Orsi Academy is a unique center for different stakeholders where healthcare professionals (HCP’s), the medical devices industry and academics are brought together in a multi-disciplinary setting to benefit from each other and share their experiences and knowledge. In addition, Orsi Academy possesses a great number of images/videos of robotic surgery procedures which they believe could be of great value to companies for e.g., product development purposes. Partially due to the above-stated strong network of Orsi Academy, Orsi could possibly gain access to additional images/videos. Therefore, the purpose of this project is to construct a viable business model in which these surgical images/videos (originating from surgeons) are collected (input-side) by Orsi and can eventually be used for product development by companies in this market (output-side). To construct this business model, different questions have to be answered, which can be summarized in the following: 1. Product specification: What will be/are the exact product(s) offered to clients? 2. - Input-side: How will Orsi Academy obtain the(se) product(s)? 3. Output-side: Who will be the client group for the(se) product(s). Methodology. First, a literature review was conducted to gain a more elaborate understanding of the research subject. Second, extensive desk research was conducted to understand the market of surgical/videos and discover potentially interesting sectors (medical video hardware companies, robotic vendors, AI start-ups, training and e-learning platforms and (surgical) video platforms) and companies. Thereafter, it was decided to conduct semi-structured interviews with medical students, residents, surgeons and companies to gather information on both the input and output-side. Fourthly, a survey was sent to medical residents (from the 6th year onwards) and surgeons to support and further clarify several findings of the interviews. Lastly, all the insights and findings were combined in a plausible business model supplemented by practical recommendations for Orsi Academy. Results: Two main insights on the output-side could be deducted from the performed research. Firstly, the simulation companies, e-learning and training platforms and the surgical video platforms seem less interesting client groups to pursue due to multiple reasons (e.g., no need of videos, videos should have a specific template…). Therefore, it is recommended to focus on the other three client groups: the AI-start-ups, the medical video hardware companies, and the robotic vendors. Secondly, based on the interviews, two leads of clients were identified as useful contacts for a later phase of the implementation of the business model in practice: SurgicalScience and Incision. Concerning the input-side, several findings can be formulated. First, only a small percentage of the surgeons should be convinced to obtain a great number of videos which serve as input for a viable new business model. Second, it became clear that surgeons are willing to share their videos and images, but experience two main barriers associated with sharing: time-consuming (e.g., workload editing) and the legal/ethical questions. This of course creates opportunities for Orsi Academy to resolve their hassles. Next, when providing input to Orsi Academy which will be used by another company for product development, surgeons would prefer the following retributions: first access to (a part of) Orsi’s collection of videos and tools such as storage and editing, then incentive-based retribution 1and last commission-based retribution. Lastly, the interviews demonstrated that companies do not approach surgeons in a systematic way to obtain input for their product development. Conclusion. All these findings were combined into the following suggested business model. Surgeons provide Orsi Academy with own (surgical) videos and images. Orsi Academy creates a collection of videos of different surgeons and maintains a video library with this input. From this video library packages can be made for other companies, namely the AI start-ups, the medical video hardware companies and the robotic vendors. The companies pay a fixed price for the package of videos, depending on the number of videos, and optionally extra working hours if they request annotated videos. Orsi Academy rewards the surgeons for their input through an incentive or commission-based retribution model. This way value is created for all parties in this new business model for Orsi Academy.
dc.description.sponsorshipOrsi Academy
dc.language.isoen
dc.titleUncovering potential business opportunities in the imaging and video market for robotic surgery
dc.source.numberofpages73
vlerick.knowledgedomainSpecial Industries: Healthcare Management
vlerick.supervisorVan Dyck, Walter
dc.identifier.vperid31183
vlerick.companynameOrsi Academy
vlerick.companysupervisorDe Taeye, Niek
vlerick.programmeMGM Gent
vlerick.typebusresprojectIn-Company Project


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