I think another part of their operations is how well designed their products are. They know their users and how they will use their gear. In fact, their employees are some of their heaviest users. They allow their employees to leave the office and go hang out at the crag for a week to test gear, connect with nature, and remember why they do what they do. This results in happy employees, great designs, and ultimately happy customers. See: https://www.washingtonpost.com/business/a-company-that-profits-as-it-pampers-workers/2014/10/22/d3321b34-4818-11e4-b72e-d60a9229cc10_story.html
Very interesting perspective on the health care space. I’m happy to see payors getting on board with this model, but I worry about some of the incentives created. While creating incentives for preventative care are great, if a patient is beyond that and the team has to choose between treatment A and B for their disease, will the price play a greater role than the efficacy of the procedure? What is Iora doing to ensure that their team is choosing the best treatment for the patient, even when it isn’t the best for their bottom line? The old model had higher prices for more expensive procedures, what can Iora do in their model?
I found this very interesting as the company I profiled uses Amazon Web Services. I think one of the strongest appeals that you mention is the ability to focus on other operational matters instead of managing web servers. This is incredibly valuable in the start up stage of a company where iterating on the front end user experience is much more valuable than the back end. I am curious whether AWS has introductory pricing to try to attract some of the future start ups that may become retained clients.
Ultimately, as it fits into Amazon as a whole, I am intrigued by how much of their business is made up by AWS now and in the future. Would or could they ever spin it off?