Innovating Wellness App

Innovating Wellness App
The 15-year-old Anastasia Health System (AHS) has a clientele base of 750 hospitals and over 100 health
centers. Its staff strength is over 10,000, with more than 1,000 affiliated medical doctors. Their primary goal is
to deliver health care services to meet the health needs of their target market including the distribution of
medical equipment, products, and prescriptions.
To diversify its services, AHS recently developed the “I-Relax” app designed to help health-conscious people
do three things:
Track diet and exercise
Monitor blood sugar levels and blood pressure
Find doctors, read real reviews, and book appointments instantly.
Using I-Relax, patients are now able to monitor their health status on-the-go. Data trends from patients’
continuous usage facilitate a follow-up response from a pharmacist, a doctor, or even a health coach. The
success of the I-Relax app has led to the introduction of several other technology-driven platforms targeted at
specific health issues. These new programs seem to be working well, and users are happy.
The management of AHS was concerned that their novel health-tracking app, I-Relax has not generated quick
returns on investment and were reluctant to continue to fund such technology. However, being innovative as
part of its brand proposition and the company was gradually being known as a leader in healthcare and
technology.
Discussion Question
Should AHS continue with the app at a loss, or develop other programs that may be financially sustainable? Is
launching a marketing campaign for I-Relax going to attract users, or should AHS limit its distribution to certain
clientele3 just as they would do with other medical products or prescriptions? What marketing strategies can be
put in place to increase visibility, improve market share, and ensure the profitability of an innovative product.