Yes, it is a virtuous cycle. By being the best club in Germany, FCB attracts the best German players and further strengthens its supremacy in Germany.
Yes, completely agree. I think FC Barcelona is very good example of great talent development. In 2012, a spectacular five La Masia graduates were nominated for the Ballon d’Or (Messi won). I also think by developing talents internally the club is be able instill a certain philosophy of playing football in the players. In Barcelona’s case it is the Tiqui-Taca way of playing football.
Very interesting case! Investors have taken a big bet on Oscar. You are absolutely right – Oscar seems to be more of a technology / product-driven company than a traditional insurer. I believe that the first years will be hard, as Oscar will compete with insurers that enjoy massive scale effects (eg when negotiating with provider networks on reimbursement). However, the fundamental thesis – help patients to engage more with their health through digital tools, and thereby help them live healthier (and save cost for the payor) – can help Oscar to develop a longterm, sustainable and substantial advantage. Also, it will be interesting to see if/how Oscar can leverage new insights to behavioural nudging to help its patients live healthier. All in all, I agree – health insurance is a field desperately in need of disruption!
Hugely interesting topic! Indeed, Iora Health is a hot topic among the VC community ($ 28MM Series C funding.)
You posed exactly the right question – How scalable is the model? Can quality be ensured in a franchise model?
I would love to hear your thoughts on competitive threats (how will large providers systems react to Iora expanding?)
Spot on analysis on the benefits of longterm alignment of client/consultant interests. Also, great job in highlighting how Accretive combines both components, service (eg consulting services) and product (eg IT platform), into one value propositions. Would love to hear your thoughts: on scalability of Accretive’s model (ie service vs product components), competitive pressures (eg EMR vendors moving to consulting and vice versa) and legislative risks /opportunities (new drive for cost cutting measures, etc).