Tribridge, an award-winning provider of cloud services specifically designed for Microsoft ERP solutions, needs to decide how to move its Health360 platform forward. Of particular concern was deciding how to position it with respect to Microsoft, who supplied the underlying platform on which the application was built.
After a conference call with a team of his business consultants, Damon Auer, Vice President of Health and Life Sciences at Tribridge, pondered on the challenges facing his team as they tried to expand sales of Tribridge’s new Microsoft cloud based software platform–Health360. Damon, an expert in transformational Enterprise Resource Planning (ERP) and Customer Resource Management (CRM) programs, specialized in helping organizations achieve business performance improvements. He had already grown a $30 million company that was acquired by Tribridge in 2009 and he was instrumental in the development of Tribridge Health360.
Damon had worked at Tribridge, an award-winning provider of cloud services specifically designed for Microsoft ERP solutions, for over 8 years. Tribridge provided consulting, implementation and systems integration services for all four lines of Microsoft Dynamics ERP applications. Microsoft partnered with Tribridge to offer Health360 in the MS AppSource marketplace and Tribridge offered the platform through sales teams in six countries and many other parts of the world showed interest in the technology.
Damon and his team had conceived of the idea for Tribridge Health360, a patient-centric, population health management solution built on the Microsoft Dynamics CRM platform, in 2011. It was inspired by the transformational impact of the changing economic model (from volume to value) initiated by the U.S. Affordable Care Act (ACA) and their experience helping a major metropolitan healthcare provider enable the largest commercial Accountable Care Organization (ACO) in the US. It had its first customer in 2013 and was a solution that responded to the trend of moving away from the traditional claims payments and a
provider-centric (physician) care model to one that was patient-centric and focused on quality of care. The potential advantage of this approach using the Tribridge platform was that it permitted the healthcare system to proactively and personally coordinate care for individuals.
Auer looked out his office window and pondered the full platform commercialization effort building upon eight sales “pods” of four people each in the US and five other countries. Further engagement with Microsoft was an opportunity for his teams to increase their international presence, generate revenue, and develop more collaborations. But there were many players and potential partners in the healthcare space. As Auer thought about the decision, he realized he had a lot of questions. Should Tribridge invest in increasing sales in the international markets and to what extent? How would the technology need to
change, and would changes like developing different versions of the software in different languages even be possible? Should Tribridge partner with other organizations abroad?
Authors:Jerome Hubbard, Devrell Hughes, Paula De Carvalho Moreno, Titilope Ogunbiyi, Larysa Shlyapina
Cite as:Hubbard, J., Hughes, D., De Carvalho Moreno, P., Ogunbiyi, T., and Shlyapina, L. (2018). Tribridge Health360: A Platform for Quality Care. 3(1). 1-19. Retrieved from: http://pubs.mumacasereview.org/2018/MCR-03-01-Hubbard-Tribridge-p1-19.pdf