US Connected Care Market - Industry Outlook Forecast 2020-2025 Arizton

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U.S. CONNECTED CARE MARKET
INDUSTRY OUTLOOK & FORECAST

2020−2025
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CONNECTED CARE MARKET
TABLE OF CONTENTS
1 RESEARCH METHODOLOGY .............................................................................................................................. 12
2 RESEARCH OBJECTIVES ....................................................................................................................................... 13
3 RESEARCH PROCESS.............................................................................................................................................. 14
4 SCOPE & COVERAGE ............................................................................................................................................. 15
4.1 MARKET DEFINITION ......................................................................................................................................................... 15
4.1.1 INCLUSIONS .......................................................................................................................................................... 15
4.1.2 EXCLUSIONS ......................................................................................................................................................... 15
4.2 BASE YEAR ............................................................................................................................................................................. 15
4.3 SCOPE OF THE STUDY......................................................................................................................................................... 16
4.4 MARKET SEGMENT ............................................................................................................................................................. 17
4.4.1 MARKET SEGMENTATION BY TYPE ............................................................................................................... 17
4.4.2 MARKET SEGMENTATION BY COMPONENT ............................................................................................... 17
4.4.3 MARKET SEGMENTATION BY END-USE........................................................................................................ 17
4.4.4 MARKET SEGMENTATION BY DELIVERY...................................................................................................... 17
5 REPORT ASSUMPTIONS & CAVEATS ............................................................................................................... 18

5.1 KEY CAVEATS ....................................................................................................................................................................... 18
5.2 CURRENCY CONVERSION ................................................................................................................................................. 19
5.3 MARKET DERIVATION ....................................................................................................................................................... 20
6 MARKET AT A GLANCE ........................................................................................................................................ 23

7 INTRODUCTION ...................................................................................................................................................... 32
7.1 OVERVIEW ............................................................................................................................................................................. 32
7.2 STATE OF THE US ECONOMY ........................................................................................................................................... 33
7.3 TECHNOLOGIES THAT ENABLE CONNECTED CARE ................................................................................................ 37
7.4 SUCCESS STRATEGIES ......................................................................................................................................................... 39
8 MARKET OPPORTUNITIES & TRENDS ............................................................................................................ 42

8.1 AI TRANSFORMING CARE ................................................................................................................................................. 42
8.2 LESS INVASIVE, MORE INVISIBLE .................................................................................................................................... 45
8.3 RISE OF PERSONAL HEALTHCARE COMPANIONS AND VIRTUAL ASSISTANTS............................................... 48
8.4 BYOD AND WEARABLES GAIN MOMENTUM .............................................................................................................. 51
9 MARKET GROWTH ENABLERS........................................................................................................................... 54

9.1 COVID-19 DRIVES RECONFIGURATION OF THE HEALTHCARE SYSTEM............................................................. 54
9.2 SHIFT FROM REACTIVE TO PROACTIVE HEALTHCARE ........................................................................................... 57
9.3 MEDICATION NON-ADHERENCE ................................................................................................................................... 60
9.4 CONSUMERIZATION AND PERSONALIZATION OF HEALTHCARE ...................................................................... 64
10 MARKET RESTRAINTS .......................................................................................................................................... 68

10.1 DATA SECURITY & REGULATORY RISKS ....................................................................................................................... 68
10.2 RELUCTANCE HINDERS ADOPTION .............................................................................................................................. 71
10.3 LACK OF RELIABILITY ........................................................................................................................................................ 74
10.4 USABILITY ISSUES BEYOND TYPICAL DESIGN CHALLENGES ................................................................................ 77
11 MARKET LANDSCAPE ........................................................................................................................................... 81

11.1 MARKET SIZE & FORECAST............................................................................................................................................... 81
11.2 FIVE FORCES ANALYSIS ..................................................................................................................................................... 86
2 www.arizton.com Arizton 2020

11.2.1 THREAT OF NEW ENTRANTS ........................................................................................................................... 87

11.2.2 BARGAINING POWER OF SUPPLIERS ............................................................................................................. 87
11.2.3 BARGAINING POWER OF BUYERS .................................................................................................................. 87
11.2.4 THREAT OF SUBSTITUTES.................................................................................................................................. 87
11.2.5 COMPETITIVE RIVALRY ..................................................................................................................................... 87
12 TYPE ............................................................................................................................................................................. 90
12.1 MARKET SNAPSHOT & GROWTH ENGINE ................................................................................................................... 90
12.2 MARKET OVERVIEW ........................................................................................................................................................... 91
12.3 RPM .......................................................................................................................................................................................... 93
12.3.1 MARKET SIZE & FORECAST .............................................................................................................................. 93
12.4 PERS ......................................................................................................................................................................................... 97
12.4.1 MARKET SIZE & FORECAST .............................................................................................................................. 97
12.5 CONNECTED MEDICATION MANAGEMENT ............................................................................................................. 100
12.5.1 MARKET SIZE & FORECAST ............................................................................................................................ 100
13 COMPONENT .......................................................................................................................................................... 106

13.1 MARKET SNAPSHOT & GROWTH ENGINE ................................................................................................................. 106
13.2 MARKET OVERVIEW ......................................................................................................................................................... 107
13.3 SOFTWARE AND SERVICES ............................................................................................................................................. 109
13.4 HARDWARE ......................................................................................................................................................................... 112
14 END-USE ................................................................................................................................................................... 116

14.2 MARKET OVERVIEW ......................................................................................................................................................... 117
14.3 HOME CARE SETTINGS .................................................................................................................................................... 119
14.4 HOSPITALS/ CLINICS ....................................................................................................................................................... 121
14.5 OTHERS ................................................................................................................................................................................. 125
15 DELIVERY ................................................................................................................................................................. 128

15.2 MARKET OVERVIEW ......................................................................................................................................................... 129
15.3 ONSITE .................................................................................................................................................................................. 131
15.4 MOBILE ................................................................................................................................................................................. 133
16 COMPETITIVE LANDSCAPE .............................................................................................................................. 136

16.1 COMPETITION OVERVIEW .............................................................................................................................................. 136
16.1.1 SUCCESS STRATEGIES....................................................................................................................................... 136
16.2 MARKET RANKING ANALYSIS ...................................................................................................................................... 138
17 KEY COMPANY PROFILES .................................................................................................................................. 139

17.1 KONINKLIJKE PHILIPS ...................................................................................................................................................... 139
17.1.1 BUSINESS OVERVIEW ....................................................................................................................................... 139
17.1.2 PRODUCT OFFERINGS ...................................................................................................................................... 140

17.1.3 KEY STRATEGIES ................................................................................................................................................ 140

17.1.4 KEY STRENGTHS ................................................................................................................................................ 141
17.1.5 KEY OPPORTUNITIES ........................................................................................................................................ 141
17.2 RESMED ................................................................................................................................................................................ 142
17.2.3 KEY STRATEGIES ................................................................................................................................................ 143
17.2.4 KEY STRENGTHS ................................................................................................................................................ 143
17.2.5 KEY OPPORTUNITIES ........................................................................................................................................ 143
17.3 BOSTON SCIENTIFIC.......................................................................................................................................................... 144
17.3.3 KEY STRATEGIES ................................................................................................................................................ 144
17.3.4 KEY STRENGTHS ................................................................................................................................................ 145
17.3.5 KEY OPPORTUNITY ........................................................................................................................................... 145
17.4 MEDTRONIC ........................................................................................................................................................................ 146
17.4.3 KEY STRATEGIES ................................................................................................................................................ 147
17.4.4 KEY STRENGTHS ................................................................................................................................................ 147
17.4.5 KEY OPPORTUNITY ........................................................................................................................................... 147
17.5 CONNECT AMERICA ......................................................................................................................................................... 148
17.5.3 KEY STRATEGIES ................................................................................................................................................ 148
17.5.4 KEY STRENGTHS ................................................................................................................................................ 148
17.5.5 KEY OPPORTUNITY ........................................................................................................................................... 149
18 OTHER PROMINENT VENDORS....................................................................................................................... 150

18.1 ADHERETECH ..................................................................................................................................................................... 150
18.1.3 KEY STRATEGIES ................................................................................................................................................ 150
18.1.4 KEY STRENGTHS ................................................................................................................................................ 150
18.2 A&D MEDICAL .................................................................................................................................................................... 152
18.2.3 KEY STRATEGIES ................................................................................................................................................ 152
18.2.4 KEY STRENGTHS ................................................................................................................................................ 153
18.3 ANELTO ................................................................................................................................................................................ 154
18.3.3 KEY STRATEGIES ................................................................................................................................................ 154
18.3.4 KEY STRENGTHS ................................................................................................................................................ 155
18.4 BIOTRONIK .......................................................................................................................................................................... 156

18.4.3 KEY STRATEGIES ................................................................................................................................................ 156

18.4.4 KEY STRENGTHS ................................................................................................................................................ 156
18.5 COHERO HEALTH.............................................................................................................................................................. 158
18.5.3 KEY STRATEGIES ................................................................................................................................................ 158
18.5.4 KEY STRENGTHS ................................................................................................................................................ 158
18.6 ESSENCE GROUP ................................................................................................................................................................ 159
18.6.3 KEY STRATEGIES ................................................................................................................................................ 159
18.6.4 KEY STRENGTHS ................................................................................................................................................ 160
18.7 GE HEALTHCARE............................................................................................................................................................... 161
18.7.3 KEY STRATEGIES ................................................................................................................................................ 162
18.7.4 KEY STRENGTHS ................................................................................................................................................ 162
18.8 GREATCALL......................................................................................................................................................................... 163
18.8.3 KEY STRATEGIES ................................................................................................................................................ 163
18.8.4 KEY STRENGTHS ................................................................................................................................................ 163
18.9 LOGICMARK ........................................................................................................................................................................ 164
18.9.3 KEY STRATEGIES ................................................................................................................................................ 164
18.9.4 KEY STRENGTHS ................................................................................................................................................ 164
18.10 MOBILEHELP ....................................................................................................................................................................... 165
18.10.1 BUSINESS OVERVIEW .................................................................................................................................. 165
18.10.2 PRODUCT OFFERINGS ................................................................................................................................. 165
18.10.3 KEY STRATEGIES........................................................................................................................................... 165
18.10.4 KEY STRENGTHS ........................................................................................................................................... 166
18.11 MYTREX ................................................................................................................................................................................ 167
18.11.3 KEY STRATEGIES........................................................................................................................................... 167
18.11.4 KEY STRENGTHS ........................................................................................................................................... 167
18.12 NORTEK SECURITY & CONTROL ................................................................................................................................... 168
18.12.3 KEY STRATEGIES........................................................................................................................................... 168
18.12.4 KEY STRENGTHS ........................................................................................................................................... 169
18.13 FREEUS .................................................................................................................................................................................. 170
18.13.3 KEY STRATEGIES........................................................................................................................................... 170
18.13.4 KEY STRENGTHS ........................................................................................................................................... 170

18.14 MASIMO ................................................................................................................................................................................ 171

18.14.3 KEY STRATEGIES........................................................................................................................................... 171
18.14.4 KEY STRENGTHS ........................................................................................................................................... 171
18.15 PILLSY ................................................................................................................................................................................... 172
18.15.3 KEY STRATEGIES........................................................................................................................................... 172
18.15.4 KEY STRENGTH ............................................................................................................................................. 172
18.16 RESIDEO ................................................................................................................................................................................ 173
18.16.3 KEY STRATEGIES........................................................................................................................................... 173
18.16.4 KEY STRENGTHS ........................................................................................................................................... 174
18.17 SMRXT ................................................................................................................................................................................... 175
18.17.3 KEY STRATEGIES........................................................................................................................................... 175
18.17.4 KEY STRENGTHS ........................................................................................................................................... 175
18.18 VALUED RELATIONSHIPS ............................................................................................................................................... 176
18.18.3 KEY STRATEGIES........................................................................................................................................... 176
18.18.4 KEY STRENGTHS ........................................................................................................................................... 176
19 REPORT SUMMARY .............................................................................................................................................. 178

19.1 KEY TAKEAWAYS .............................................................................................................................................................. 178
19.2 STRATEGIC RECOMMENDATIONS................................................................................................................................ 178
20 QUANTITATIVE SUMMARY .............................................................................................................................. 179

20.1 MARKET BY GEOGRAPHY ............................................................................................................................................... 179
20.2 MARKET BY END-USE ....................................................................................................................................................... 179
20.3 MARKET BY DELIVERY ..................................................................................................................................................... 180
20.1 MARKET BY COMPONENT .............................................................................................................................................. 181
21 APPENDIX ................................................................................................................................................................ 182

21.1 ABBREVIATIONS ................................................................................................................................................................ 182

LIST OF EXHIBITS
EXHIBIT 1 SEGMENTATION OF CONNECTED CARE MARKET IN US .................................................................................................. 16
EXHIBIT 2 MARKET SIZE CALCULATION APPROACH 2019 ................................................................................................................... 20
EXHIBIT 3 FACTORS INFLUENCING CONNECTED CARE MARKET..................................................................................................... 32
EXHIBIT 4 PRESCRIPTION DRUG EXPENDITURES 2011-2027 ($ BILLIONS) ......................................................................................... 34
EXHIBIT 5 CONSUMER FAMILIARITY WITH CARE-HEAVY CONDITIONS 2019 ................................................................................ 36
EXHIBIT 6 A CONSUMER PERSPECTIVE ON ROLE OF TECHNOLOGY IN THEIR CARE .................................................................. 37
EXHIBIT 7 IMPACT OF AI TRANSFORMING CARE ................................................................................................................................... 42
EXHIBIT 8 IMPACT OF LESS INVASIVE, MORE INVISIBLE ...................................................................................................................... 45
EXHIBIT 9 IMPACT OF RISE OF PERSONAL HEALTHCARE COMPANIONS AND VIRTUAL ASSISTANTS.................................. 48
EXHIBIT 10 IMPACT OF BYOD AND WEARABLES GAIN MOMENTUM ................................................................................................. 51
EXHIBIT 11 IMPACT OF COVID-19 DRIVES RECONFIGURATION OF THE HEALTHCARE SYSTEM................................................ 54
EXHIBIT 12 IMPACT OF SHIFT FROM REACTIVE TO PROACTIVE HEALTHCARE .............................................................................. 57
EXHIBIT 13 THE CASE FOR PROACTIVE HEALTHCARE 2019 ................................................................................................................... 58
EXHIBIT 14 IMPACT OF MEDICATION NON-ADHERENCE ...................................................................................................................... 60
EXHIBIT 15 US MEDICATION NONADHERENCE STATISTICS 2019 ........................................................................................................ 61
EXHIBIT 16 IMPACT OF CONSUMERIZATION AND PERSONALIZATION OF HEALTHCARE ......................................................... 64
EXHIBIT 17 STATISTICS ON CONSUMER MOTIVATIONS WITH RESPECT TO HEALTHCARE AND PERSONALIZED CARE
2019 .................................................................................................................................................................................................... 66
EXHIBIT 18 IMPACT OF DATA SECURITY & REGULATORY RISKS ......................................................................................................... 68
EXHIBIT 19 IMPACT OF RELUCTANCE HINDERS ADOPTION................................................................................................................. 71
EXHIBIT 20 IMPACT OF LACK OF RELIABILITY ........................................................................................................................................... 74
EXHIBIT 21 IMPACT OF USABILITY ISSUES BEYOND TYPICAL DESIGN CHALLENGES ................................................................... 77
EXHIBIT 22 CONSUMER READINESS WITH RESPECT TO TECHNOLOGY 2019 .................................................................................... 82
EXHIBIT 23 CONNECTED CARE MARKET IN US 2019–2025 ($ MILLION) ............................................................................................... 83
EXHIBIT 24 CONNECTED CARE MARKET IN US 2019–2025 (MILLION USERS)..................................................................................... 84
EXHIBIT 25 FIVE FORCES ANALYSIS 2019...................................................................................................................................................... 86
EXHIBIT 26 INCREMENTAL GROWTH BY TYPE 2019–2025 ........................................................................................................................ 90
EXHIBIT 27 CONNECTED CARE MARKET IN US BY TYPE ($ MILLION)................................................................................................. 91
EXHIBIT 28 CONNECTED CARE MARKET IN US BY TYPE 2019 & 2025 (% SHARE) .............................................................................. 92
EXHIBIT 29 CONNECTED CARE MARKET IN US BY RPM 2019–2025 ($ MILLION) ............................................................................... 94
EXHIBIT 30 CASE FOR PERS 2020...................................................................................................................................................................... 97
EXHIBIT 31 CONNECTED CARE MARKET IN US BY PERS 2019–2025 ($ MILLION) .............................................................................. 99
EXHIBIT 32 CONNECTED CARE MARKET IN US BY CONNECTED MEDICATION MANAGEMENT 2019–2025 ($ MILLION) .. 101
EXHIBIT 33 INCREMENTAL GROWTH BY COMPONENT 2019 & 2025 .................................................................................................. 106
EXHIBIT 34 CONNECTED CARE MARKET IN US BY COMPONENT ($ MILLION) .............................................................................. 107
EXHIBIT 35 CONNECTED CARE MARKET IN US BY COMPONENT 2019 & 2025 (% SHARE) ........................................................... 108
EXHIBIT 36 CONNECTED CARE MARKET IN US GROWTH COMPARISON BY COMPONENT 2019–2025 .................................... 108
EXHIBIT 37 CONNECTED CARE MARKET IN US BY SOFTWARE AND SERVICES 2019–2025 ($ MILLION) .................................. 109
EXHIBIT 38 CONNECTED CARE MARKET IN US BY HARDWARE 2019–2025 ($ MILLION) .............................................................. 112
EXHIBIT 39 INCREMENTAL GROWTH BY END-USE 2019 & 2025 ........................................................................................................... 116
EXHIBIT 40 CONNECTED CARE MARKET IN US BY END-USE ($ MILLION) ....................................................................................... 117
EXHIBIT 41 CONNECTED CARE MARKET IN US BY END-USE 2019 & 2025 (% SHARE) .................................................................... 118
EXHIBIT 42 CONNECTED CARE MARKET IN US GROWTH COMPARISON BY END-USE 2019–2025 ............................................. 118
EXHIBIT 43 CONNECTED CARE MARKET IN US BY HOME CARE SETTINGS 2019–2025 ($ MILLION) .......................................... 120
EXHIBIT 44 HEALTHCARE ORGANIZATION USE OF RPM STATISTICS 2019...................................................................................... 121
EXHIBIT 45 CONNECTED CARE MARKET IN US BY HOSPITALS/CLINICS 2019–2025 ($ MILLION).............................................. 122
EXHIBIT 46 CONNECTED CARE MARKET IN US BY OTHERS 2019–2025 ($ MILLION) ...................................................................... 125

EXHIBIT 47 INCREMENTAL GROWTH BY DELIVERY 2019 & 2025 ......................................................................................................... 128

EXHIBIT 48 CONNECTED CARE MARKET IN US BY DELIVERY ($ MILLION) ..................................................................................... 129
EXHIBIT 49 CONNECTED CARE MARKET IN US BY DELIVERY 2019 & 2025 (% SHARE) .................................................................. 130
EXHIBIT 50 CONNECTED CARE MARKET IN US GROWTH COMPARISON BY DELIVERY 2019–2025 ........................................... 130
EXHIBIT 51 ONSITE CONNECTED CARE MARKET IN US 2019–2025 ($ MILLION) ............................................................................. 131
EXHIBIT 52 MOBILE CONNECTED CARE MARKET IN US 2019–2025 ($ MILLION) ............................................................................ 133

LIST OF TABLES
TABLE 1 KEY CAVEATS ................................................................................................................................................................................ 18
TABLE 2 CURRENCY CONVERSION 2013−2019 ....................................................................................................................................... 19
TABLE 3 MARKET RANKING ANALYSIS 2019 ....................................................................................................................................... 138
TABLE 4 PHILIPS: MAJOR PRODUCT OFFERINGS ................................................................................................................................ 140
TABLE 5 RESMED: MAJOR PRODUCT OFFERINGS ............................................................................................................................... 142
TABLE 6 BOSTON SCIENTIFIC: MAJOR PRODUCT OFFERINGS ........................................................................................................ 144
TABLE 7 MEDTRONIC: MAJOR PRODUCT AND SOLUTION OFFERINGS....................................................................................... 147
TABLE 8 CONNECT AMERICA: MAJOR PRODUCT OFFERINGS ....................................................................................................... 148
TABLE 9 ADHERETECH: MAJOR PRODUCT OFFERINGS ................................................................................................................... 150
TABLE 10 A&D MEDICAL: MAJOR PRODUCT OFFERINGS .................................................................................................................. 152
TABLE 11 ANELTO: MAJOR PRODUCT OFFERINGS .............................................................................................................................. 154
TABLE 12 BIOTRONIK: MAJOR PRODUCT OFFERINGS......................................................................................................................... 156
TABLE 13 COHERO HEALTH: MAJOR PRODUCT OFFERINGS ............................................................................................................ 158
TABLE 14 ESSENCE GROUP: MAJOR PRODUCT OFFERINGS............................................................................................................... 159
TABLE 15 GE HEALTHCARE: MAJOR PRODUCT OFFERINGS ............................................................................................................. 161
TABLE 16 GREATCALL: MAJOR PRODUCT OFFERINGS ....................................................................................................................... 163
TABLE 17 LOGICMARK: MAJOR PRODUCT OFFERINGS ...................................................................................................................... 164
TABLE 18 MOBILEHELP: MAJOR PRODUCT OFFERINGS ..................................................................................................................... 165
TABLE 19 MYTREX: MAJOR PRODUCT OFFERINGS............................................................................................................................... 167
TABLE 20 NORTEK CONTROL: MAJOR PRODUCT OFFERINGS .......................................................................................................... 168
TABLE 21 FREEUS: MAJOR PRODUCT OFFERINGS ................................................................................................................................ 170
TABLE 22 MASIMO: MAJOR PRODUCT OFFERINGS .............................................................................................................................. 171
TABLE 23 PILLSY: MAJOR PRODUCT OFFERINGS .................................................................................................................................. 172
TABLE 24 RESIDEO: MAJOR PRODUCT OFFERINGS .............................................................................................................................. 173
TABLE 25 SMRXT: MAJOR PRODUCT OFFERINGS.................................................................................................................................. 175
TABLE 26 VALUED RELATIONSHIPS: MAJOR PRODUCT OFFERINGS .............................................................................................. 176
TABLE 27 CONNECTED CARE MARKET IN US BY TYPE ($ MILLION)............................................................................................... 179
TABLE 28 CONNECTED CARE MARKET IN US BY TYPE (%)................................................................................................................ 179
TABLE 29 CONNECTED CARE MARKET IN US BY END-USE ($ MILLION) ....................................................................................... 179
TABLE 30 CONNECTED CARE MARKET IN US BY END-USE (%) ........................................................................................................ 180
TABLE 31 CONNECTED CARE MARKET IN US BY DELIVERY ($ MILLION) ..................................................................................... 180
TABLE 32 CONNECTED CARE MARKET IN US BY DELIVERY (%) ...................................................................................................... 180
TABLE 33 CONNECTED CARE MARKET IN US BY COMPONENT ($ MILLION) .............................................................................. 181
TABLE 34 CONNECTED CARE MARKET IN US BY COMPONENT (%) ............................................................................................... 181


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AT A GLANCE

1 RESEARCH METHODOLOGY
This step involves identification of several

primary and secondary data research
sources, including Arizton’s internal data
sources. The primary sources consist of
Identification in-depth discussions and interviews with
of data policy makers, industry experts, and data
evaluators, whereas secondary sources
include a thorough study of market
journals, press releases, annual reports,
and government and non-government
agencies websites.
This phase includes a detailed evaluation

of several factors that are likely to affect
the market dynamics. It involves a Evaluation of
comprehensive assessment of major
market pain points, drivers, and trends. It
Market Dynamics
also comprises a detailed study of
research plans and methodology.
This process consists of gathering data,

accessing proprietary databases, and
reaching out to key industry participants
Collection of Data that operate in the market across the value
chain. It also involves studying several
patterns in the historical data and
comparing it with the current scenario.
This stage involves the validation of data

and arrival at actual statistics, and
evolution of the market over the years. It
entails the study and analyzes various
Collaboration of
segments and verticals of the market. An Data
impact analysis is also performed to
observe which factors will affect the
market in the next few years.
This is the final stage, which involves both

quantity and quality checks. Although the
Verification and process of data verification is an integral
Analysis part of the research process, all data points
and statistics and figures are re-checked to
uphold their authenticity and validity.

2 RESEARCH OBJECTIVES
To outline and forecast the To offer wide-ranging

Connected Care market market statistics with
detailed classification along
based on XX segment, yy
with the respective market
segment, zz segment, and
size of each segment
geography
To analyze several
micro-market indicators
To provide comprehensive
considering growth factors,
information about factors that
market prospects, and
affect market dynamics
contribution to the market
strategically
To study market To examine the competitive

opportunities for scenario such as joint
participants and collaborations, mergers and
stakeholders by identifying acquisitions, R&D activities,
high growth sectors in the and advanced development
global market
in the market
To analyze key strengths,

To predict the market opportunities, and strategies
size in geographical of major companies
regions: US
operating in the market

3 RESEARCH PROCESS
CLIENT SPECIFICATIONS BACKGROUND STUDY

Secondary Research
Review and analyze client
Data collections from
requisites
Company Annual Reports
Discussion of all the project PROJECT
Associations
requirements and queries SCOPE
Journals
FLEXIBILITY CHECK
Magazines
Perform through feasibility Regulatory Bodies
research
Analyst Reports
Finalizing tentative project design Other Paid Wall Source
PROJECT
Structuring project proposal with Press releases
KICKOFF
scope, timeline and pricing Conferences
Blogs
Newsletters
White Papers
Primary Research
Research discussion with
PRELIMINARY manufacturers, distributors,
RESEARCH suppliers, regulatory associations,
Analyzing market dynamics end user to validate insights
Determination of key drivers, Validation and triangulation of
restraints influencing market secondary and primary research
data
Monitoring market trends
Market size estimation &
MARKET
forecast
ANALYSIS &
Estimation of historical market SEGMENTATION
revenues based on secondary data
and primary insights
Anticipating market recast by Data collation
assigning weightage to market
forces (drivers, restraints, Cumulating all the essential
opportunities) qualitative and quantitative data
REPORT
Freezing historical and forecast SYNTHESIS Generation of report in client
market size estimations based on requested format by research
evolution, trends, outlook and analysts
strategies
Reviews by expert analysts
Consideration of geography
specific revenues, region-specific Proof-reading by editors
product/service demand for Report formatting by specialist
geographic market segmentation REPORT
graphic designers
DELIVERY
Consideration of product Final quality check
utilization rates, product demand
outlook for segmentation by
application or
end-user type
Clarifying queries (if any)
POST-SALE Receiving feedback
SERVICE
Ensuring satisfaction
Future research scope initiations

4 SCOPE & COVERAGE

4.1 MARKET DEFINITION
According to the WHO, Connected Care is defined as “The delivery of healthcare services, where distance is
a critical factor, by using information and communication technologies for the exchange of valid information
for diagnosis, treatment and prevention of disease and injuries.”
Connected care is a real-time delivery of care that is independent of place; it is carried

out across a variety of settings through laptops, iPads, and smartphones
electronically between a patient and provider and links all aspects of healthcare,
ensuring both parties have access to the complete healthcare information. This
empowers patients to engage in the delivery of their own care. It includes remote
patient monitoring, telehealth, and more, enabling patients with limited access to
healthcare providers to seek care that is more accessible and less expensive.
4.1.1 Inclusions
› Remote and home-use based connected care devices
4.1.2 Exclusions
› Patient monitoring devices
4.2 BASE YEAR
The report considers 2019 as the base year. All calculations involving
quantitative data are based on 2019. The values represented in the report are actual
values for 2019, whereas the values are estimated for the period 2020−2025.
2019 2020 2020-2025
Base Year Actual Year Forecast Period

4.3 SCOPE OF THE STUDY

The report considers the present scenario of the connected care market in the US and
its market dynamics for the period 2020−2025. It covers a detailed overview of several
market growth enablers, restraints, and trends. The study covers both the demand
and supply side of the market. It also profiles and analyzes leading companies and
several other prominent companies operating in the market
Exhibit 1 Segmentation of Connected Care Market in US
SEGMENTS
Type Component End-use Delivery
› RPM › Software and › Home Care Settings › Onsite

Services › Hospitals / Clinics › Mobile
› Connected
Medicated › Hardware › Others
Management
› PERS

4.4 MARKET SEGMENT

4.4.1 Market Segmentation by Type
› RPM: This includes solutions such as monitoring services and medical devices that use
digital technologies to aid in remote care and management of patients
› PERS: This includes medical alert systems
› Connected Medication Management: This includes medicine holding/dispensing

devices such as pillboxes, dispensers pill bottles, vials caps, inhalers, injection devices,
insulin pumps, and more
4.4.2 Market Segmentation by Component
› Software and Services: This includes apps, support services, and management software
› Hardware: This includes an assortment of devices in the connected care market.
4.4.3 Market Segmentation by End-use
› Home Care Settings: This includes devices and software for home use. They are intended
for patients in any environment that isn’t a professional healthcare facility.
› Hospitals / Clinics: This includes onsite-furthered use of devices and software. Users are
typically clinicians or healthcare staff
› Others: This includes connected care use in long-term care centers, senior living centers,
and independent living facilities.
4.4.4 Market Segmentation by Delivery
› Onsite: This includes devices that are standalone, often have a base and are used in
stationary settings
› Mobile: This includes portable devices

5 REPORT ASSUMPTIONS & CAVEATS

5.1 KEY CAVEATS
Table 1 Key Caveats
PARAMETERS ASSUMPTIONS
While forecasting the market outlook, no macroeconomic

Economic collapses and recessions are predicted about the global
Outlook economic landscape
Market forecasting was carried out under the assumption

Currency that the value of the USD ($) is likely to remain constant
Fluctuation during the forecast period
While arriving at the market size, the global political

Political environment was assumed to remain stable during the
Outlook forecast period
Revenues and segment-specific information were derived

Data from annual reports of respective companies. The information
Authenticity is assumed to be authentic. However, revenues for the non-
listed companies were derived from various authentic
All figures mentioned in the study were rounded to the

Accuracy nearest decimal place. Thus, the summation of figures and
& Reporting percentages may differ by a margin of 0.01
This report provides a list of vendors, which are active in the

market. It includes vendors across all geographical regions. The
Vendor
report identifies vendors on the based on their market revenue
and dominance in terms of market experience, regional
presence, the portfolio of their products, financials, expenses on

5.2 CURRENCY CONVERSION

The standard currency used throughout the report is the USD ($). However, in the
case of other currencies, the annual average currency rate (January 1 to December 31)
is used for conversion. These conversion rates are rounded to the nearest decimal
place. The chart below represents the standard conversion rates used in the report.
Table 2 Currency Conversion 2013−2019
Currency
2013 2014 2015 2016 2017 2018 2019
Conversion
/ USD/EUR 0.7532 0.7535 0.8969 0.8988 0.8605 0.8566 0.8914
/ USD/GBP 0.6395 0.6072 0.6526 0.7309 0.7607 0.7586 0.7860
/ USD/JPY 98.58 105.84 120.9 107.5269 113.8867 111.0019 109.0025
/₭ USD/SEK 6.5127 6.8587 8.404 8.9328 8.4135 8.8826 9.4494
/A$ USD/AUD 1.0362 1.1094 1.3112 1.343 1.3042 1.3578 1.4354
USD/RMB
/ (CNY)
6.1905 6.1432 6.1606 6.61 6.6294 6.6675 6.8926
Source: Arizton
*The above exchange rate is the mean of month-end exchange rates computed for the last 12 months

5.3 MARKET DERIVATION
Exhibit 2 Market Size Calculation Approach 2019
1 2 3 4
Revenues of RPM,
Connected Overall Total PERS, Connected
Care Market Revenues of Estimated Medication
in US Connected Market Management;
Care Market Share of Software and
Services, Hardware;
Major
Home Care Settings,
Vendors Hospitals / Clinics,
Others; Onsite,
Mobile
The chart above shows the approach adopted to arrive at the market size of the US
market in 2019 and the segments that are considered to derive the market value.
› Market size figures are primarily arrived through the bottom-up approach and are then
validated through the top-down approach
› Sales of major service/product providers were aggregated to arrive at an estimate of the

market size in terms of revenue. The same approach was used to calculate the market size
in terms of volume. An estimated 85–90% of vendors’ capacities are mapped and
considered in the report calculations
› Segmental volumes were calculated through the bottom approach, which involves the
analysis of segment-wise financials of the key market players. The data is either derived
from their annual filings or through primary research in the absence of the former.
› Price trends for key-related commodities were analyzed for the past few years and given
due consideration to derive the projections for the forthcoming six years using a set of
forecasting techniques.

› Also, innovation and R&D efforts of several market players were studied and weighed in
before arriving at the projections as they can potentially disrupt the market both in terms
of consumption and purchasing patterns.
› The effect of several macroeconomic and meso factors is also considered at each interval
while arriving at the forecast.

MARKET AT A GLANCE
6 MARKET AT A GLANCE
MARKET SIZE
INSIGHTS 01 (REVENUE)
CAGR
2019-2025
16.66%
$ 29,016 MN
$ 17,221 MN
$› 11,513 MN
›
2019 2022 2025

›
COMPONENT SEGMENTATION
INSIGHTS
› 02 (2019)
SOFTWARE AND SERVICES

$8,288 MN
HARDWARE
$3,225 MN

DELIVERY SEGMENTATION
INSIGHTS 03 (2019)
DELIVERY
SEGMENTATION
ONSITE MOBILE
$ 10,089 MN $ 1,424 MN

INSIGHTS 04 TYPE SEGMENTATION

(2019)
XX SEGMENTATION
INSIGHTS 16 (2019)
TYPE
SEGMENTATION
PRODUCT TYPE
SEGMENTATION
RPM PERS
$8,798 MN $ 1,935 MN
DRAW-BASED GAMES DESKTOP- BASED

$3.05 BN $3.57 BN
CONNECTED
MEDICATION
MANAGEMENT
$780 MN

END-USE SEGMENTATION
INSIGHTS 05 (2019)
HOME CARE SETTINGS HOSPITALS / CLINICS

$5,873 MN $3,107 MN
OTHERS
$ 2,533 MN

›
INSIGHTS 06 MARKET OPPORTUNITIES
& TRENDS
›
1
AI Transforming Care
› The healthcare industry is marked by customized solutions that tend to
individualized health using AI. Supported by the growth of wearables, AI-
› based remote measurement and analysis of patient data in real time is
becoming a common phenomenon. Using AI, health practitioners diving
› deeper in the health of their patients in real time, improving the accuracy and
speed of diagnosis, decreasing lengths of stay and hospital readmissions, and
› better managing complex diseases.
2
Less Invasive, More Invisible
› Heavy, bulky medical alert devices and invasively implanted devices
monitoring technologies are growing obsolete in the connected care market.
› Technological advances, particularly in the consumer space, have breathed
new life into the market. The trend of miniaturization has been evolving and
there are efforts to make solutions less invasive and smarter. As a result, smart
› devices or sensors that can be embedded into the environment are finding
their way into patients lives in more convenient ways.
›
›
3
Rise of Personal Healthcare Companions and Virtual Assistants
› The severe physician shortage in the US healthcare system has forced
providers to shed some of its care-pathways to mechanize through AI. Self-
› directed systems and robotics are coming into the market and helping patients
elevate their comfort, independence, rehabilitation, and abilities by offering
› more personalised care via social or assistive technologies.
›
›
4
BYOD and Wearables Gain Momentum
› Wearable medical technology innovations such as patches, watches, and
bands, chips are uplifting continuous real-time monitoring and advancing
› healthcare. The decreasing cost of sensor technology and the ease of access of
wearable devices has rendered BYOD and wearable trends successful. They
› are expanding in scope to play key roles in the healthcare cycle.

›
INSIGHTS
› 07 MARKET GROWTH ENABLERS
1
COVID-19 Drives Reconfiguration of the Healthcare System
› The pandemic and its social distancing measures have forced consumers to
shelter in place, putting their health at risk. It has prompted the healthcare
system to find ways to handle a situation where the vulnerable patient
› population can be treated with safety. As a result, connected care, a digitally
led care delivery concept is being adopted for people in quarantine,
› isolation, and high-risk patient groups.
›
›
2
Shift From Reactive to Proactive Healthcare
The medical system in the US has been heavily treatment focused and is
›
extremely expensive. Consequently, the system is marked by a heavy
› dependence on healthcare. However, it is still not as efficient owing to the
presence of fragmented health systems that fail to meet the rising healthcare
› challenges. However, with patients coming in with more chronic diseases,
this system is no longer only serving those with infectious diseases, as it did
decades ago.
3
Medication Non-Adherence
Medication non-adherence is costing the US healthcare system billions of
dollars. This points to gaps in care that can ensure patients stay on track with
their medication. While the entire care system ensures patients get their
medications as due, patients often struggle to take their medications as
prescribed. The phenomenon of medication nonadherence thereby occurs.
4
Consumerization and Personalization of Healthcare
Consumers are increasingly empowering themselves to own their conditions,
in part because of payers. Consumer health is no longer simply in the hands
of professionals but is being looked at as individual responsibility more and
more. As a result, care has become more deliberate, pervasive, and
integrative. There is a lot more encouragement for patients to be involved in
their own care to promote health and independence.

›
INSIGHTS
›
08 MARKET RESTRAINTS
›
Data Security & Regulatory Risks
›
A connected care environment warrants mutually exclusive and disparate groups
of operators such as payers, HIFs, care providers, medical device and
› manufacturers, working collaboratively. Furthermore, connected care requires
access to sensitive, confidential health data of patients and unrestricted sharing
› of data forms the base for its implementation. However, organizational policies,
cultural beliefs, additional instances of exposure, and legislation protect the
› unlawful use and distribution of personal information is a significant challenge
in the market.
›
Reluctance Hinders Adoption
› The healthcare landscape is skeptical about the connected care technology despite
there being an understanding that it can add value. This is also attributed to
› cultural inhibitors, the lack of understanding, and knowledge of the technology
and its advantages to the health systems.
›
›
›
Lack of Reliability
› Beyond ensuring security, it is also important that connected care systems allow
immediate access to patient history and data to care providers and reports and
› reliability of collected data to help users such as ACOs to develop metrics of
quality to measure performance. However, like any other technology, connected
care has a reliability problem that stems from the use of web portals, mobile apps,
› wearable sensors, and home monitoring devices.
Usability Issues Beyond Typical Design Challenges

Smart devices have developed a perception of connectedness and related
devices. While it has brought with it significant advantages, there are also some
annoyances such as complicated user interfaces, poor signal strength, constant
upgrades, and other concerns that have hindered connected care device
adoption and consistent use particularly in continuous applications and longer
term use. Wearability is another hindrance.

INTRODUCTION
7 INTRODUCTION
7.1 OVERVIEW
The novel coronavirus crisis has put an unprecedented burden on the healthcare
industry, thereby compelling the sector to seek ways that help to effectively
overcome some of this stress on its systems. As a result, connected care is gaining
traction as it provides the means to ensure better patient-to-physician rations, work
out better at-home care, increase efficiency, and allows clinicians to use technologies
to identify, heal, and prevent predictable medical conditions to improve workloads.
Exhibit 3 Factors Influencing Connected Care Market
Source: Arizton
Furthermore, the loss of trust in the healthcare industry following unscrupulous

practices to light and the EpiPen disaster has led patients to get actively involved and
informed with regards to their treatment plants, driving an ecosystem which is
heavily patient-centric. Patients are no more passive care receivers, but equally
responsible partners in their own health. The slow adoption of novel technologies in
the industry is, however, holding the industry back. On the bright side, new systems,
data-based advances, and technologies such as AI and voice-first devices are being
engineered to support and leverage care and offer the right capabilities to make care
more manageable in complex environments. These advances are empowering both

stakeholders and patients and addressing unmet needs and challenges spanning
engagement and adherence. Going forward, the value of connected care is going to
expand its scope and application in the healthcare system.
7.2 STATE OF THE US ECONOMY

The state of the US economy can help determine the growth of the connected care
market. The economy in the near future appears to be a mixed bag. On one side,
another recession is looming, while on the other side, the economy is expected to
continue to be slow. However, past performances are a window into how the market
could pan out in the future. Historically, long term health improvements have been
linked to economic growth via three factors: enhancements in public health
infrastructure, better nutrition, and better medical technology. The connection
between wealth and health seems obvious, considering those with higher average
incomes tend to have a longer life. With
the recession looming, the healthcare
industry is expected to witness a
shortage of healthcare workers; lower
demand for certain healthcare services
as consumers defer healthcare due to
worse-off finances; decrease in the
number of privately-insured and
employer-sponsored patients; increase in patients with significant stress symptoms;
and the development of new health issues from avoiding preventive healthcare
measures.
The US healthcare system is the only one in the industrialized world that does not
have universal health coverage. It has the highest healthcare spends in the world as
a share of GDP and in absolute terms, along with the most government spending on
healthcare per person. The US spends approximately 17% of its annual GDP on
health. The annual spend on US healthcare is approximately $3.2 trillion and is
expected to grow at an average rate of 6.2% annually. As a hybrid system, there are
disparities in insurance coverage, and prohibitively high costs are closely linked
economically. The primary reason for this is the high cost of new prescription drugs
and technologies. In 2019, almost 500 medications witnessed price hikes.
Furthermore, healthcare spending on development remains high due to the
accessibility to state-of-the-art, expensive medical technologies and drugs.
Healthcare spends are pegged twice the average per capita than other industrialized

countries. In 2018, the US spent around $10,600 per capita on healthcare, the highest
across the OECD. Although changes in the legislation in 2010 brought the US closer
to attaining universal healthcare, healthcare spends have still risen, driving spends
on prescription drugs. Pharmacy costs represent almost 32% of the total health care
spends, and this expenditure will grow more than two times during the forecast
period. In addition, insurance administration costs are high. For employer-sponsored
health plans, the average annual health insurance premiums for family coverage hit
$20,000 for the first
time in 2019. It has
increased by more
than 20% over the last
half of the decade,
higher than inflation
or workers’ wages.
While a large
population of US
consumers has health insurance, premiums for insurance policies are rising.
However, they are not in sync with the quality.
Exhibit 4 Prescription Drug Expenditures 2011-2027 ($ billions)
700
600 576.7
542.9
511.1
481.2
500 452.4
425.2
400.4
400 378.9
344.5 360.3
324.5 332.0 333.4
297.9
300 258.8 259.2 265.2
200
100 59.5 62.8 66.4 70.1 74

45.3 45.1 43.6 44.8 45.5 46.7 46.7 47.3 49.2 51.2 53.4 56.6
-
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Total Out-of-pocket payments
Source: Office of the Actuary in the Centers for Medicare & Medicaid Services

According to the Congressional Budget Office, nearly 26 million people in the US are
still uninsured. In addition, while public spending in the US is in line with other
countries, its private sector spending is almost three times that of similar countries.
While the quality of acute care in the healthcare system in the US has high standards,
the system is not doing well in terms of circumventing hospital admissions for
consumers that have chronic
diseases. The population in the US
is aging. They have multiple
chronic conditions and are poorly
managed. Acute diseases have
become chronic diseases. Spends
on this complex population is
growing tremendously as they
increasingly rely on
pharmaceuticals for disease
treatment, which span over
decades. HIV/AIDS, heart
diseases, and cancers rely on
drugs as a way of treatment. In addition, a large percentage of the population has
more than two diseases and has chronic diseases such as obstructive sleep apnea,
which requires long-term treatment, leading to patients taking many prescriptions,
driving polypharmacy, and being subject to multidisciplinary management. All this
is translating to a future riddled with a high-cost burden on plan sponsors, health
systems, and patients. Moreover, patients are aware of diseases, and their
repercussions and the clinical improvements that care can bring.
This indicates that the healthcare landscape is changing rapidly, driving the need for
new thinking and approaches that can keep the use of medications down, optimize
insurance, positively influence out-of-pocket costs, and enhance overall health.
Connected care plays a significant role in improving patient outcomes by supporting
better clinical results for patients through self and remote monitoring tools. Further,
it is also creating efficiencies for the clinician through devices and system integration
and leveraging advanced clinical informatics and physiological monitoring through
connected care. This is driving better management of chronic diseases and benefitting
the overall healthcare industry and population.

Exhibit 5 Consumer Familiarity with Care-heavy Conditions 2019
Source: Arizton

7.3 TECHNOLOGIES THAT ENABLE CONNECTED CARE

Technology plays a huge role in connected care, and consumer acceptance of
technologies can provide insight into their adoption.
Exhibit 6 A Consumer Perspective on Role of Technology in their Care
Source: Arizton
Digital innovations are driving the connected care industry mainstream in office and
home health settings, clinics and hospitals, leaving traditional delivery systems
behind. They are typically being used to successfully manage quality and care
coordination, cost and network management, and physician understanding
variations in practice patterns and their performance. The host of technologies are
backing connected care as we know it today:
The Internet of Things (IoT) cloud
IoT technology allows clinicians to view data in real-time on sensors and monitoring
devices. This data is also parallelly stored onto a well-guarded cloud storehouse for

further analysis. Although sometimes in cases of extremely remote areas where data
cannot be streamed in real-time, it has the ability to collect and organize the data into
parts, which has the potential to be time-stamped for sorting and analyzed.
Independent, protractile cloud platforms
Developments in digital health over the next decade is expected to lead to the issue
of interoperability between various applications, systems, and connected medical
devices that store patient data. Quite a few product developers are designing and
developing healthcare-based IoT-enabled devices devoid of an accepted standard for
data transfer and communication between devices. As a result, several advantages of
the connected health care environment are being lost. Furthermore, as patient data
increases, it becomes more complex and fragmented, it will also drive up IT costs,
making it tedious for data administrators to manage and maintain it. This is making
it important to facilitate self-management of data apart from ensuring apps, EHRs
and wearable connected devices can interface freely. Autonomous technologies that
allow back-end technology such as database and analytics to automate
administrative tasks are increasingly enabling shifting the focus onto work that helps
gain better insights and consecutively improves treatments and patient health
outcomes.
Artificial Intelligence (AI), analytics, machine learning:
IoT, when paired with AI and machine learning, can generate data to enhance the
benefits of connected care. With its capability to look into previous time-series data,
sort large data volumes, identify and associate patterns or trends, it allows healthcare
professionals to make informed decisions using real-world data. Some of the
possibilities with AI include:
› Scouring patient data for predicting who could be at risk of serious chronic conditions
such as heart diseases and diabetes
› The ability to target and prioritize patients that would require immediate intervention
first as compared to those that may only need monitoring for the time being.
Although it is not expected to replace healthcare professionals, its capability to

transform ways in which data collection and patient interactions are leveraged for
better health outcomes make it a reason to see a rise in usage throughout healthcare
settings.

7.4 SUCCESS STRATEGIES

Healthcare systems seek to leverage innovation to improve patient experiences and
focus on avoiding death occurrences because of trial and error. Therefore, taking
measures that ensure RPM successfully delivers provider needs are outlined below:
Chart out essential features while developing technology
Solutions that enable flexible implementation and can leverage gathered data in a
way that enhances the quality of patient care should be considered. Furthermore,
provisions for incorporating this into health systems’ EHR while also supporting
several service lines and disease states is vital.
Create formal processes that include quality scores
Given that stakeholders in the healthcare industry are skeptical of ROI putting in
place systems that help highlight the quality and savings that the technology could
render would enable healthcare authorities to look beyond just the expenses aspect
of its investment. MedTech representatives can step in to enlighten the authorities in
organizations with a defined process for the same.
Integrate user feedback into the business model
User feedback can improve user experience and minimize errors in a way that ties a
patient population to a product. Not only will it help with app refinements, bug fixes,
and further updates, it can also ensure non-compliant users receive more support in
terms of training.
Focus on user behavior and understand care expectations
In the healthcare industry, stakes are always high. As a result, the right user
experience is critical. Designing and developing digital devices that are focussed on
creating tools specialized to specific conditions is essential for the success of the
market. From the gamification of MedTech to creating unobtrusive designs to
making the technology automatic, the appropriate user behavior can be modeled in
multiple ways. Adopting a design thinking could potentially become an influential
tool in brooding creative solutions and advance healthcare equity. Gen X,
Millennials, the Silent Generation, and the Baby Boomers, all consume care
differently. There is a need for operators in the industry to consider the complete
stakeholder experience across all generations and mirror demand for the ease and

similarity from other IoT devices consumers use but simultaneously tend to higher
expectations from in terms of safety and security.
Facilitate a hassle-free onboarding
Seeing as older populations are the biggest cohort of end-users for connected care,
enhancing their experience is crucial. For instance, the increasingly improving
cellular connectivity offers a more user-friendly experience as compared to
Bluetooth.

MARKET DYNAMICS
8 MARKET OPPORTUNITIES & TRENDS

8.1 AI TRANSFORMING CARE
Exhibit 7 Impact of AI Transforming Care
OPPORTUNITY & TREND Impact of AI Transforming Care
YoY Impact of Market Opportunity & Trend
2019
2021
2023
2025
KEY
The magnitude of the competitive factor has been categorized and described below:
VERY STRONG MODERATELY MEDIUM LEVEL LOW IMPACT, NEGLIGIBLE OR

IMPACT, HIGH IMPACT IMPACT, on the market
with radical NO IMPACT,
On the market on the market on the
influence on the
growth of the market landscape
market
Source: Arizton

The healthcare industry has made a seismic shift by bringing in a new era of
customized solutions that tend to each patient’s individualized health using AI. The
entry of wearables furthered AI-based remote measurement and analysis of patient
data in real-time. Using AI, health practitioners can build deeper patient profiles in
real-time, improve the accuracy and speed of diagnosis, decrease lengths of stay and
hospital readmissions, and better manage complex diseases. It will ultimately drive
improved patient outcomes through process automation, at sustainable costs, while
reducing the reliance on the already short human resources. Connected care is
increasingly finding the entry of AI-based solutions to:
› Determine health situations and conditions that may warrant medical intervention using
advanced analytics that processes active and passive data to predict patient deterioration
› Enable therapeutic intervention and optimize treatment by relying on modular treatment

algorithms basis the health condition of the patient, ensuring the right dosage at the right
time
› Tailored patient feedback via patient-facing app to engage, educate, and circumvent
adverse health issues by triggering behavioral changes in terms of adherence to treatment
› Detect emotional and physical indicators to generate insights on risk factors for poor
medical compliance, activity levels, adverse events, sleep quality, falls, irregularities, and
dehydration
As a result, numerous MedTech vendors have introduced applications and features

that make use of AI and machine learning to improve patient care.
› In 2020, Somatix, an AI software company launched a version of the SafeBeing, a real-

time remote monitoring platform that leverages machine learning and big data analytics
to deliver actionable insights and predictive analytics around fall risk, sleep quality, fall
detection, drinking/hydration, activity patterns, wandering, UTI risks and more. It uses
an enterprise dashboard, smart band, mobile user app and caretaker/family app.
› AltumView Systems developed a smart medical alert system for senior care, which
includes a cloud server, the Cypress smart visual sensor, and a mobile app. The sensor is
a smart IoT device that carries an AI chip, which runs advanced deep learning algorithms
to monitor seniors’ activities and detects fall emergencies.
› Biofourmis’ remote patient-monitoring and AI-based analytics technology, Biovitals, a

platform that offers personalized, predictive care by leveraging passive and active data
gleaned from clinical-grade patient wearables and patient-captured data from a mobile

app to predict decompensation in patients and allow for earlier interventions by

constantly keeping a tab on over 20 physiological parameters.
› Current Health offers an AI-enabled RPM platform that monitors several vital signs using
an AI engine in instances concerning procedures, such as chemotherapy and surgery and
infectious diseases.
› CarePredict’s offering constitutes of deep learning neural nets that give complex insights
on everything from symptoms of depression and self-neglect, to indications of gait
changes, malnutrition, urinary tract infection, and other really common senior health
challenges. It also uses location-tracking along with kinematics of the dominant arm
indoors in real-time to gather data on everyday activities such as grooming, bathing,
eating, sleeping, cooking, walking, and standing.
Since AI allows for a broad picture of patient health by turning data into predictive
knowledge, it is finding its way across segments of connected care. It has simplified
the whole care journey for physicians and patients alike as it enables them to identify
trends, understand how the current health issues/statistics are going to pan in the
future and is thereby being used to increase efficiency.

8.2 LESS INVASIVE, MORE INVISIBLE
Exhibit 8 Impact of Less Invasive, More Invisible
OPPORTUNITY & TREND Impact of Less Invasive, More Invisible
2019
2021
2023
2025
KEY
VERY STRONG MODERATELY MEDIUM LEVEL LOW IMPACT, NEGLIGIBLE OR

IMPACT, HIGH IMPACT IMPACT, on the market
with radical NO IMPACT,
On the market on the market on the
influence on the
market
Source: Arizton

Long gone are the days of chunky medical alert devices and invasively implanted
device-monitoring technologies. Over the past couple of years, technological
breakthroughs have continued to push boundaries. The trend of miniaturization has
been evolving, and there are efforts to make solutions less invasive and smarter. This
is translating to the introduction of smart devices or sensors that can be embedded
into the environment. The beginning of this trend has been witnessed in technologies,
such as electronic skin patches. Bio-patches, the latest revolutions, are non-invasive
wearables that can help medical professionals monitor and measure ECG, heart rate,
respiration rate, variability, and activity. Non-invasive devices are replacing
implantable devices and proliferating rapidly.
Medical devices can be conspicuous, compelling senior patients to feel stigmatized

for using these devices and losing their sense of independence. Hence, vendors are
creating medical alert devices and sensors that integrate with smartwatches and offer
more discretion. Operators, at present, use IoT to embed sensors in consumer
products, collect data and track usage patterns unnoticeably at homes and outside.
The trend, thus, is towards smaller devices with multiple connections.
› TruSense Passive Monitoring is a home sensor safety net that integrates with smart home-
connected devices such as the EchoDot and gives at-risk individuals an on-demand
emergency response.
› Canary Care offers discrete battery-powered wireless sensors in place of a wearable

device, which can be placed in different locations at home. The hub uses mobile data to
send information to caregivers
› Dexcom, a San Diego-based RPM company, is partnering with Alphabet's life sciences
unit, Verily to iterate on its existing technologies and bring new smaller and less-intrusive
implantable diabetes sensors that use Bluetooth to transmit health data to a monitoring
device or smartphone
› Vitls, another company offering continuous monitoring solutions, captures multi-

parameter vital sign data with an unobtrusive, thin device that monitors heart rate, RR
interval, body temperature, respiration rate, sleep cycles, pulse ox (SpO2), and movement
(including fall detection)
› Abbott Laboratories introduced the Confirm Rx insertable cardiac monitor (ICM) in 2019
for better arrhythmia detection. It constitutes a paperclip-sized implantable device that
can be inserted just under the skin in the chest with a quick, minimally invasive outpatient
procedure. It is combined with smartphone connectivity and continuous remote

monitoring to track unpredictable heart rhythm problems. Its app eliminates the need for
an additional transmitter.
› InfoBionic’s MoMe Kardia 3-in1 monitor claims to be the first non-invasive remote
cardiac monitor to offer full disclosure, heartbeat-to-heartbeat through non-intrusively
recording, storing and analyzing cardiac activity over the Cloud
These solutions also do away with the problem of personal design choices and allow
for care in a non-intrusive wave, thus helping the market grow.

8.3 RISE OF PERSONAL HEALTHCARE COMPANIONS AND

VIRTUAL ASSISTANTS
Exhibit 9 Impact of Rise of Personal Healthcare Companions And Virtual Assistants
Rise of Personal Healthcare Companions & Virtual

OPPORTUNITY & TREND
Assistants
2019
2021
2023
2025
KEY
VERY STRONG MODERATELY MEDIUM LEVEL LOW IMPACT NEGLIGIBLE OR

IMPACT HIGH IMPACT IMPACT on the market
with radical NO IMPACT
on the market on the market on the
influence on the
market
Source: Arizton

The US healthcare system experiences a severe shortage of physicians, which

compels providers to offload some portions of the care-pathways to automatization
that is hinged on AI. Autonomous systems and robotics are a means of helping
patients in improving their independence, rehabilitation, comfort and abilities by
offering more personalized care via social or assistive technologies. They are either
people-focused smart sensor systems or robots that support long-term care patients
affected by multi-morbidities via social and cognitive means at home as opposed to
a healthcare facility. The lack of skilled caregivers who can tend to independently
living seniors who need daily assistance has led to the space for robotic sidekicks
grow. Furthermore, they are also focused on reducing loneliness and isolation in
elderly people and actively connecting them to the outside world and families. This
marks a shift from digital assistants to digital companions. Unlike virtual assistants,
these intelligent, friendly, and inquisitive companions designed to proactively
engage with users as opposed to passively acting on a prompt. Some of the voice-
first virtual assistants and personal healthcare companions launched by several
healthcare companies are as follows:
› Voice-first virtual assistants such as Orbita Health and Amazon Echo are using AI to
enable care coordination and medication adherence for seniors
› Careangel has taken it one step further and has developed Angel, the world’s first AI &
voice-powered virtual nurse assistant powered by Care Angel’s SmartCare CaaS (Care as
a Service) platform, which monitors, engages, and manages large, at-risk populations
with chronic complex conditions beginning with a text-based or phone call-based care
conversation
› Catalia Health has developed Mabu, a personal healthcare companion that creates
conversations tailored to each patient by learning about their personality, interests, and
treatment challenges over time, driving patient engagement
› Pillo Health also offers a robotic companion and facial recognition technology, with a
hands-free, HIPAA-compliant platform for medication dispensing at home. It is a voice-
enabled tabletop robot that gives caregivers insights into a patient’s adherence to both
over-the-counter and prescribed medication therapy. The system also uses voice
command to offer a built-in camera for two-way video calls and fast access to caregivers
or family. It enables expanding caregiving, allowing clinicians and family members to
push content, such as a nutritional plan or side effects or a nutritional plan into the device.
› In 2020, MobileHelp and LifePod launched a voice-first service with natural language
processing that is combined with emergency response, to serve patients and seniors aging

at home with a caregiving solution. It leverages the iHome iLP14 smart speaker to provide
patients, and seniors access to LifePod’s and reactive and proactive-voice dialog
management platform. Users can summon help from family or an emergency responder
using the voice search option. When the LifePod speaker perceives a call for help, such as
Hello LifePod, I need help now! It confirms with the patient/senior if they have a medical
emergency.
Besides robots and virtual assistants, chatbots from companies such as Conversa
Health have been delivering timed and personalized reminders for appointments,
medications, and more. Patients can also communicate with the chatbot and describe
their symptoms and get priority access to a doctor based on the analysis. Both unpaid
and paid caregivers are fueling the demand for these services to help care and
monitor for family and clients. This is expected to lead to new innovations in the
space.

8.4 BYOD AND WEARABLES GAIN MOMENTUM
Exhibit 10 Impact of BYOD And Wearables Gain Momentum
OPPORTUNITY & TREND Impact of BYOD And Wearables Gain Momentum
2019
2021
2023
2025
KEY

on the market on the market on the market
influence on the
growth of the landscape
market
Source: Arizton

Patch, watch, bands, chips are wearable medical technology innovations that are
setting new standards in continuous real-time monitoring. Accelerated by clinical
users who want everything to flow to a single device, wearables and BYOD have
paced up by the decreasing costs of sensor technology and increasing accessibility of
wearable devices. Wearables are expanding in scope to play key roles in the full care
cycle. Central monitoring systems with BYOD-based apps are proliferating among
healthcare practices, which are licensing care management applications and handling
RPM-based patient data. Medical centers and MedTech companies are quickly
becoming the standard wearable producers. The clinical application of these
technologies is rapidly developing, owing to partnerships between healthcare
organizations and technology companies. Skin-attachable and other wearable
devices to measure vital and sleep statistics, continuous temperature monitoring,
painless glucose monitoring, earbuds/headbands to measure discomfort in
electroencephalography system to manage pain, smartwatches for sleep apnea
patients, more wearables are being deployed for patient use.
The BYOD connectivity trend is emerging where

mobile devices double up as health hubs and do
not require dedicated hardware or subscriptions.
These connections witness single-digit growth.
However, attention on patient-centric
engagement programs to manage conditions,
such as asthma and diabetes, will drive the
segment. This trend is also gathering momentum
because it is more cost-efficient and reliable, and
younger chronic disease patients are hesitant to
carry a devoted device for RPM. Some of the
wearables and BYOD solutions launched by
players in the market include:
› GPS SmartSole offers a hidden water-

resistant wearable tracker that sits in a shoe or a slipper, combination of GPS, cellular,
Bluetooth, and Wi-Fi technology and monitors anyone who can wander or become lost
such as seniors with Alzheimer’s
› In 2o2o, Trapollo launched a BYOD solution where healthcare systems can enable their
clinicians and physicians and COVID-positive patients to keep atop concerning changes
to a patient’s condition via the m.Care technology, which constitutes an app.

Furthermore, using GPS location capability HCPs can keep track of their patients’ acuity
levels in a specific geography and help identify illness levels and emerging hot spots
Tracing the spirit of wearables are innovative digital therapeutics and medication
compliance technologies. While not the same, they are taking the convenience of
BYOD and wearables and extending it to create new ways of monitoring. For
instance, Otsuka America Pharmaceutical launched a digital version of its
antipsychotic drug called Abilify MyCite, indicated for those with bipolar one
disease, schizophrenia, and major depressive disorder and comprises of an ingestible
device that tracks whether the medication was consumed. Overall, this trend has
opened new prospects for improvements in workflow, communications, and clinical
applications and has the potential to become indispensable care tools.

9 MARKET GROWTH ENABLERS

9.1 COVID-19 DRIVES RECONFIGURATION OF THE
HEALTHCARE SYSTEM
Exhibit 11 Impact of COVID-19 Drives Reconfiguration of The Healthcare System
Impact of COVID-19 Drives Reconfiguration of The

GROWTH ENABLER
Healthcare System
YoY Impact of Market Growth Enabler
2019
2021
2023
2025
KEY
VERY STRONG MODERATELY MEDIUM LEVEL NEGLIGIBLE OR

IMPACT HIGH IMPACT IMPACT LOW IMPACT NO IMPACT
with radical on the market on the market on the market on the market
influence on the landscape
growth of the
market Source: Arizton

As the pandemic has forced consumers to shelter in place and practice social
distancing, the healthcare system is grappling with the identification and
prioritization of patients that are at risk or critically ill patients at home but need
medical attention. The system is under immense pressure to optimize and scale care
delivery under new circumstances to people in quarantine, people in isolation, and
high-risk patient groups. It has prompted the healthcare system to find new tools and
ways to handle a situation where vulnerable patients can be treated safely. This is
because connected care allows healthcare providers to do the following:
› Monitor and manage patients under fully controlled settings
› Build a comprehensive overview of related symptoms of critically ill patients
› Follow communication with patient’s basis priority
› Asynchronously communicate with patients when required
It is emerging as a key technology for triaging and accessing healthcare. Furthermore,

specialty staff shortage has forced medical students that are just about to complete
their studies and clinicians whose specialties lie outside of respiratory illnesses to go
beyond their usual roles to tend to infected COVID-19 patients. Medtech services
help clinicians that have nil to little experience in the respiratory space, with the easy-
to-digest information and decision support to take appropriate action and tend to
these patients.
These factors are driving the demand for virtual care, especially during the novel
coronavirus crisis. Online treatment and remote care demand have soared to a level
that may not have otherwise been reached for years. The demand for virtual care
visits has further paced up as public health officials are pushing US citizens to use
virtual care services to get individuals to stay home, and several health plans have
waived off consumer cost-sharing. Health insurers such as Humana, Cigna, and
Aetna, have waived off costs for telemedicine visits for a short period. Teladoc, a
telehealth company, saw that more than 50% of the patient visits in March were from
first time users, driving an unprecedented daily visit volume. The company has only
witnessed more growth since. In another instance, the Alliance for Integrated Care of
New York (AICNY) oversees the healthcare needs of around 6,000+ dually eligible
Medicare and Medicaid beneficiaries with developmental and intellectual
disabilities, expanded access to its telemedicine kiosks to health center provider to
reduce community exposure and travel. Beyond that, the Coronavirus Preparedness
and Response Supplemental Appropriations Act has given leeway on some

restrictions, allowing Medicare beneficiaries to receive telemedicine services

irrespective of whether they are in rural communities.
This has also forced those operating in the healthcare space to innovate and keep
pace with the sudden growth in demand. Philips, for instance, witnessed the growth
of orders at its connected care unit go up significantly for the treatment of COVID-19
- patient monitors, certain diagnostic modalities, and hospital ventilators were in
huge demand in the first and the beginning of the second quarter. This pushed the
company to pump in $110 million to scale up operations. However, such companies
might take quite some time to deliver them and can fail to convert new business if
they lag on them. Vendors need to figure out ways to reduce the delivery time to
keep up with orders.
Overall, this model is expected to become a mainstay as it continues well beyond the
resolution of the pandemic with the healthcare system and patients alike adapting to
this way of health care delivery.

9.2 SHIFT FROM REACTIVE TO PROACTIVE HEALTHCARE
Exhibit 12 Impact of Shift from Reactive To Proactive Healthcare
Impact of Shift from Reactive To Proactive

GROWTH ENABLER
Healthcare
2019
2021
2023
2025
KEY

IMPACT HIGH IMPACT IMPACT on the market NO IMPACT
with radical on the market on the market on the market
growth of the
market
Source: Arizton

The medical system in the US has largely focused on disease treatment and is
extremely expensive. Preventing, reversing, and arresting health conditions, wasn’t
necessarily the route the system took for a long time. A lot of the times, patient visits
went up only when a health problem cropped up, and the patient thought it needed
addressing. This created a gap that forced a heavy dependence on healthcare. It is
further comprised of “fragmented health systems” that fail to meet the rising
healthcare challenges. The system is no longer only serving those with infectious
diseases, as it did decades ago. Long-term social, economic and demographic
changes have led to hospitals and public health systems dealing with a bigger, sicker
population that is living longer and dealing with long-term illnesses such as diabetes
and cancer that have a heavy dependence on the system and its employees.
Exhibit 13 The Case for Proactive Healthcare 2019
Source: Arizton
While increasingly effective medicines have been rolled out, they routinely cost
thousands of dollars each month. All this has led to an increased need for
responsiveness and resilience as well as capacities. Furthermore, by 2025, evolving
consumer expectations and a shortage of caregivers are changing the way in which

healthcare is viewed and dealt with. At the current moment, inflexible care models,
inconvenient hours for physicians, incomplete coverage, physician burnout, uneven
distribution of physicians, and inefficient use of physical labor have created
inefficiencies in healthcare processes and increased the time to receive care and
treatment. There is thus a need for more efforts to fix the fundamental drivers of
healthcare costs, and the healthcare system is being heavily scrutinized, putting it
along a trajectory of massive change as governments seek solutions to improve
healthcare for its people.
In the wake of these issues, accountability is coming to the forefront, driving the shift
from reactive to proactive healthcare. The industry is shifting from fee-for-service to
a value-based system. Since a lot of chronic diseases arise can be intervened before it
becomes more acute, treatment is more efficient when health is continuously
monitored. This reduces the number of people requiring expensive interventions and
hospitalization. The healthcare industry (payers, providers, manufacturers, and
physicians) is collectively looking to control healthcare costs, particularly for chronic
disease management. Improving interoperability and integrated systems are
climbing the list of priorities in the market. Furthermore, operators in the industry
are looking to transition patients with chronic conditions more easily from hospital
to home and thus reduce pressure on clinics and hospitals while serving them well.
These factors are making a case for the adoption of the use of technology and
consequently greater connectivity as it makes triage and care delivery for many
patients easier by:
› Increasing patient access to a wider cohort of physicians using telehealth and remote
consultations, thus reducing wait times
› It is maximizing physician utilization by optimizing resource use by allowing doctors to

see patients remotely. Doctors can thereby see more patients in shorter periods
While not all patients or conditions can be treated remotely, the use cases for
telehealth and connected care are growing, thus allowing physicians to work more
efficiently without sacrificing the quality of care. By leveraging these technologies to
optimize doctors’ and other caregivers’ time, healthcare providers are able to increase
the number of patients they are able to treat, reduce wait times for appointments, and
at least partially offset the shortage of physicians. As the reimbursement system also
moves further towards value-based care, the market is expected to witness growth.

9.3 MEDICATION NON-ADHERENCE
Exhibit 14 Impact of Medication Non-Adherence
GROWTH ENABLER Impact of Medication Non-Adherence
2019
2021
2023
2025
KEY
VERY STRONG MODERATELY MEDIUM LEVEL NEGLIGIBLE OR

IMPACT HIGH IMPACT IMPACT LOW IMPACT NO IMPACT
Source: Arizton
with radical on the market on the market on the market on the market
growth of the
market
Source: Arizton

The US healthcare system loses billions of dollars to medication non-adherence,

signaling gaps in care that can ensure patients stay on track with their medication.
Doctors prescribe medications, pharmacists provide access to them, and plan
sponsors enable their purchase by covering some part of them. Beyond that, though,
patients often struggle to take their medications as prescribed, which gives rise to
medication nonadherence. Medication non-adherence has several reasons ranging
from a health condition, socio-economic, therapy-related, healthcare system, and
other factors. Patients that follow complex medication regimens are particularly at a
higher risk of medication non-adherence since managing multiple daily medications
can be challenging, particularly when the prescription for a member is carried out by
several physicians.
Exhibit 15 US Medication Nonadherence Statistics 2019
Source: Arizton

The phenomenon can account for up to half of treatment failures since it leads to
disease recurrence, poorly managed symptoms, morbidity, and fatality. It has been
degrading the quality of health outcomes for patients and ultimately driving up
overall costs. There is also a general lack of accountability that is sufficiently patient-
oriented. In the wake of these issues, the healthcare industry is in a challenging
position to ensure healthcare is not only delivered but received as well. Not only does
it affect patient health, but it also has repercussions that extend throughout the
supply chain, from pharma companies, through healthcare services, to doctors.
Pharmaceutical companies lose almost $200 billion in revenue annually due to the
impact of poor adherence from unfulfilled prescriptions. The stakes are thereby high,
and so is the demand for support for adherence. Stakeholders are thereby looking to
change behavior using appropriate interventions.
A digital health approach can address adherence woes, rein in costs, and enhance
overall health management by effectively targeting the patient population that
records non-adherence. It offers the possibility of monitoring non-adherence, which
often occurs due to the conflict with image and lifestyle, patients feeling better,
forgetfulness, and more and, in some ways, goes beyond to provide incentives and
motivate taking medications as required, on-time. Connected medication
management solutions offer patient populations with the medicating prompts and
healthcare providers and physicians real-time access to information, thereby driving
the following:
› Early intervention
› Higher levels of engagement in patients, keeping them on track
› Improved dose adherence
› Improved health outcomes
This will drive down chronic diseases, related hospitalizations and reduce healthcare
costs for physicians, patients, and insurers. These factors are driving demand for
connected care across the board, particularly when it comes to the health system’s
most frequent users – those with chronic conditions. Telehealth and telemedicine
technologies have thus come to the forefront. The pharma industry and payers such
as Humana have also entered the space with apps such as the RxMentor designed to
deliver timely messages and help members stay on top of their medications. Players
such as ResMed have seen 75% of its patients remotely monitored via its provider-
facing connected platform AirView being adherent to therapy compared to 50% of

patients that are not on cloud-connected PAP devices. Almost 90% of patients were
adherent when they were self or remote-monitored and engaged with their own data
using the company’s patient engagement app, myAir. Others, such as Pillsy, have
smart pill caps based on the 3 R's of the habit formation loop – Reminder > Routine
> Reward to help develop habits around taking pills correctly. Such platforms and
technologies are helping patients abide by their life-saving therapies.

9.4 CONSUMERIZATION AND PERSONALIZATION OF

HEALTHCARE
Exhibit 16 Impact of Consumerization and Personalization Of Healthcare
Impact of Consumerization and Personalization of

OPPORTUNITY & TREND
Healthcare
2019
2021
2023
2025
KEY

on the market on the market on the market
influence on the
growth of the landscape
market
Source: Arizton

Caring for patients has become more intentional, pervasive, and integrative. No
longer is consumer health outsourced solely to professionals but is being looked at
as individual responsibility more and more. There is a lot more encouragement for
patients to be involved in their own care to promote health and independence. This
is not just through lifestyle choices, but how consumers interact with healthcare
systems. It is a continuing trend from the previous years where apps and gadgets
such as fitness banks and BP monitors worked as enablers for people to the following:
› Monitor their own health
› Make information more transparent
› Provided tools at consumer disposal
› Motivate to make behavioral changes for improving health
This sets the tone for better health management at home. Furthermore, since the
Trump administration took over, the number of people who are underinsured or
uninsured is rising, with the highest increases being witnessed among women and
millennials. Consumers are thus feeling the burden of high hospital costs and rising
prescription drug prices. They, thus, seek to be in control of their health, driving a
consumer revolution and demanding easier, more convenient, and high-quality
healthcare experiences as technologies become more user-friendly.
More than 50% of US consumers watch over their health with a minimum of one digital data collection tool
This is forcing the industry to rethink and transform how it delivers care and is
expected to result in a tiered supply model where patients carry out their own
frontline triage to establish the right healthcare.
Furthermore, personalized care is becoming popular as the stakes are incredibly high
in terms of health and resource wastage. This is driving emphasis on the correct
treatment at the correct time for each patient, arising from fundamental human
biology and these economic realities. The shift toward value-based care has led to the
evolution of incentives, which are further fueling the need to unearth a uniform way
to provide tailored care.

Exhibit 17 Statistics on Consumer Motivations with Respect to Healthcare and Personalized Care 2019
Source: Arizton
With the population only diversifying, looking beyond homogeneity and toward
individuality is becoming the need of the hour. There is an increased affinity for
offering standardized care and treatments, but in a way that they efficiently manage
and improve health outcomes. It places emphasis on the myriad determinants for
each person, taking into account different health statuses, ethnicities, and
backgrounds and helps eliminate the lack of oversight, translating into better health
outcomes. Another reason for the need for tailoring is that a lot of patients historically
felt unwelcomed when it comes to the healthcare industry and do not trust the

system. This is primarily due to the skyrocketing costs and unethical practices for
commercial gains that have marred the reputation of operators in the industry.
Healthcare organizations have become more irrelevant than ever, and are losing out
due to the propensity of individuals to avoid seeking treatment, negatively impacting
the healthcare business down the line. Since personalization can help regain this trust
by helping patients and members lead a better quality of life with reduced spends,
more health care payers are aware that they can create success by encouraging these
practices.
As connectivity empowers patients with both acute and non-acute conditions to

manage self-care processes; maintain independence; reduce costs and complications;
communicate with physicians and nurses and access information; use support tools
and interactive training by HCPs; it is an answer to these changes and challenges.
Since it also has the potential to detect patterns or changes in health through the
evaluation of vital data over time, it allows clinicians to improve the effectiveness of
treatment and predict health issues on an individual/patient-level. This is driving
the connected care transformation to deepen and widen.

10 MARKET RESTRAINTS
10.1 DATA SECURITY & REGULATORY RISKS
Exhibit 18 Impact of Data Security & Regulatory Risks
MARKET RESTRAINT Impact of Data Security & Regulatory Risks
YoY Impact of Market Restraint
2019
2021
2023
2025
KEY
VERY STRONG MODERATELY KEY LEVEL

MEDIUM LOW IMPACT NEGLIGIBLE OR
IMPACT
The magnitude ofHIGH
the competitive
IMPACT factorIMPACT
has been categorized and
on the described below:
market NO IMPACT
with radical on the market on the market
influence on the on the market
growth of the
market
LOW IMPACT,
on the marke Source: Arizton

A connected care environment warrants mutually exclusive and disparate groups of

operators such as payers, HIFs, care providers, medical devices and manufacturers,
working collaboratively. It requires access to sensitive, confidential health data of
patients, and unrestricted sharing of data forms the base for its implementation.
However, organizational policies, cultural beliefs, additional instances of exposure,
and legislation that are in place to protect the unlawful use and distribution of
personal information is a significant challenge in the market.
While medication data can be used to help patients better their healthcare outcomes
through improved care and monitoring; anonymized records of a larger cohort can
be used to mine disease-specific insights to monitor trends and treat diseases better,
consumers are wary of its abuse among patients and healthcare professionals alike
as it is transferred through commercial technologies, making it less secure. The
possibility of identity theft is also likely to go up as connected care becomes
widespread, particularly when controls and access systems are not established in the
beginning. The proliferation of mobile apps is hard to regulate despite a growing
number of apps being approved for use in medicine, facilitated by the evolution of
stronger guidance and development. However, since by nature software systems are
constantly updated, revalidating them with every new release is cumbersome.
Patient data has been used without consent in the past, and this has led to patients
not trusting the system and become reluctant to
comprehensively disclose medical information.
While eventually, patients will remain the
owners of their data and will be required to
decide whether they want to opt-in to apps that
require use or access of their data, restrictive
data privacy standards stand in the way. Along
with that, cybersecurity problems keep data and
AI from being used to their fullest potential and
aiding with predictive diagnoses. It is further
restricted by the absence of standards for
interoperability among disparate healthcare
systems where data resides in silos, limiting the sharing of patient medical records
and, consequently, their use. This is leading to a situation where the synergies stay
untapped. If there were standards to data generation and the creation of a
comprehensive healthcare platform, wearables and medical systems and devices

would contribute to data collection, which can be harnessed to keep abreast of

changes in health and detect patterns that can help identify latent patient risks. State
and federal regulatory and legal issues have a massive influence on where and how
players will offer connected care services.
As the market grows rapidly, several players across verticals such as healthcare,
digital app makers, service providers device makers, and other affiliates that
contribute to the healthcare ecosystem will feed the data pool. In order to ensure trust
and credibility and stay safe from legal ramifications, there is a need for the
establishment of trust among care providers, patients, and digital apps and services
via consent management and authenticated identities. It is essential to put across
transparently the use of data and convince patients to accept platforms after putting
in place a strong regulatory framework and guaranteeing the security of data. It is
also equally important that healthcare operators come to a consensus with regards to
standards that measure and monitor the quality of care and create a conducive and
compliant IT process and systems environment. They must also keep user control
restricted to ensure authorized third parties do not have access to any more
information than they require.

10.2 RELUCTANCE HINDERS ADOPTION
Exhibit 19 Impact of Reluctance Hinders Adoption
MARKET RESTRAINT Impact of Reluctance Hinders Adoption
2019
2021
2023
2025
KEY

IMPACT
the competitive
IMPACT factorIMPACT
market NO IMPACT
influence on the on the
growth of the market
market
LOW IMPACT,
on the market Source: Arizton

Connected care is witnessing some initial bouts of hesitation. The healthcare

landscape is skeptical about the connected care technology despite there being an
understanding that it can add value. This is also attributed to cultural inhibitors, the
lack of understanding and knowledge of the technology and its advantages to the
health systems. Since physicians have historically been trained to and have been
making decisions with respect to care basis their own assessment and judgment, they
are finding it hard to adapt to and take into account the insights delivered from
masses of patient data or inputs of physicians and staff from other healthcare
organizations.
Others see connected care no more than a fail-safe telehealth method, limiting its
potential in terms of patient engagement and truly delivering value. Many
consumers think that technology will not enhance/improve the current process,
postponing implementation. As a result of this perspective and reluctance to work in
tandem with other care providers, organization-level implementation issues have
cropped up. Consumers that consider implementing the technology are fraught by
legacy technology or lack the budget for a full-scale deployment.
Given the understanding of the value in preventative care, almost two-third HCPs state connected care
technology is almost never used for patients who do not have any reported medical conditions
This reluctance to adopt is not restricted only to providers but to patients as well.
Only 23% of patients think they have enough knowledge about connected care
technologies. Seniors, in particular, fear using telehealth services because of the view
that it does not allow for a physical exam, which is linked to high-quality care. They
are also perplexed by the technology and perceive it as being technical and not
having the same privacy. However, advances in technology and increasing
experience with it are driving more comfort, thereby reducing the barriers. Even
though more than one-third of patients more likely to adopt digitally connected care
tools when given the guarantee of data security and their doctor’s recommendations,
a lot of HCPs are not discussing options with patients as almost 50% state lack of
knowledge/ familiarity with the technology.
Overall, patient-driven adoption and shared industry practices are expected to be the
answer to this challenge. Moreover, COVID-19 has forced nursing homes and
hospitals, which were slow in embracing connected care, are changing sides. As HME
providers and healthcare professionals are being pushed to make the system more
efficient, it is likely to reduce the reluctance. For instance, CMS is using penalties to

clamp down hospitals that are registering unnecessarily high COPD readmissions,
driving the need for connected care technology to tend to patients outside of the
health system. By large, for connected management to make its impact, top
management will have to drive cultural and clinical change by realigning current
care processes to allow for physician collaboration across the board. HCPs will have
to be educated and made more comfortable with the technology to drive patient
adoption.

10.3 LACK OF RELIABILITY
Exhibit 20 Impact of Lack of Reliability
MARKET RESTRAINT Impact of Lack of Reliability
2019
2021
2023
2025
KEY

IMPACT
the competitive
IMPACT factorIMPACT
market NO IMPACT
influence on the on the market
growth of the
market
LOW IMPACT,
on the market Source: Arizton

Beyond ensuring security, it is also important that connected care systems allow for
immediate access to patient history and data to care providers and reports and
reliability of collected data to help users such as ACOs develop metrics of quality to
measure performance. However, like any other technology, connected care has a
reliability problem that stems from the use of web portals, mobile apps, wearable
sensors, and home-monitoring devices.
From errors in data handling to the wrong inputs have increased the risk associated
with the use of connected care and created quality challenges, it impedes confident
clinical use of these devices. In quite a few of these systems, patients feed in medical
data, i.e., general or specific aspects of their health at their homes without any
supervision, as opposed to being collected by healthcare providers in a controlled
medical environment using certified medical devices. While it increases the
usefulness of the device in terms of designing personalized interventions, reliability
concerns with respect to the data hinder RPM use as part of routine clinical practices.
Among the primary reasons for this is that healthcare stakeholders do not follow a
clear quality assurance or management approach. Furthermore, patients are not often
fully aware of all the considerations that ensure quality. The following are the key
factors negatively influencing reliability:
› Wearable accuracy affected by the patient’s illness or other conditions such as

dehydration, which affect the sensor functionality while collecting data from the patient.
Device diversity has also made it difficult to standardize data collected from different
wearables onto a single platform
› Difficulty in data interpretation since it contains large amounts of raw data that needs to
be cleaned, processed, managed, and analyzed prior to its appropriate use in decision
support despite the presence of established guidelines. This is often because of data
overload, lack of interoperability, co-interpretation, data governance, and timeliness-
related challenges. There is also a high degree of heterogeneity due to differences in the
follow-up periods and types of devices used.
› Low digital health literacy is owing to a lack of advice/support for patients on how to
use devices all through the learning curve and collect data.
› Lack of health data integration with electronic medical record systems largely hindered
by the dearth of the right infrastructure or lack of expertise or funding

› In the event patients change their RPM device, it is hard for HCPs to gain access to new
data
› There is also the problem of data being safe from hackers
In order to truly personalize care, it is important that operators in the market work
with stakeholders to systematically ensure that the data collected is complete,
accessible, accurate, rightly used, and comprehensible. It also requires focusing on
device design factors, wider appreciation of human factors and trust, and willingness
among healthcare systems to implement guidelines and processes that can ensure
reliability. However, overall, these systems are not reliable all by themselves and
require a combination of both traditional care and contactless systems to ensure they
are.

10.4 USABILITY ISSUES BEYOND TYPICAL DESIGN

CHALLENGES
Exhibit 21 Impact of Usability Issues Beyond Typical Design Challenges
Impact of Usability Issues Beyond Typical Design

MARKET RESTRAINT
Challenges
2019
2021
2023
2025
KEY

MEDIUM LOW IMPACT, NEGLIGIBLE OR
IMPACT,
the competitive
IMPACT factorIMPACT,
on the described NO
market below:
IMPACT,
influence on the on the
growth of the market
market
LOW IMPACT,
on the ma Source: Arizton

Smart devices have developed a perception of connectedness and related devices.

While it has brought with it significant advantages, there are also some annoyances
such as complicated user interfaces, poor signal strength, constant upgrades, and
other concerns that have hindered connected care device adoption and consistent
use, particularly in continuous applications and longer-term use. Wearability is
another hindrance. These factors translate to the low quality of experience and
quality of service and eventually lack of efficiency, uptake, adherence, and
effectiveness.
Among the main reasons for this is that often, connected care devices depend on
those designed for the consumer industry. While this bears the advantage of
familiarity, separating medical elements from general user elements in a way that it
caters to various digital literacy levels, involves end-users in all the stages though
and understanding of the context of use and users’ needs is essential for ensuring it
fits into the clinical workflow and drives adequate use. There is also the problem of
alert fatigue with respect to medical alerts. Monitoring a huge patient data becomes
burdens the staff, resulting in alert fatigue for both patients and providers.
While usability has been a major focus in recent years and has advanced remarkably,
owing to the impetus provided by regulators, HCPs and patients, most of these
systems are still add-ons requiring users to fit them onto inhalers and injectors,
adding to their barriers of use. In addition, while devices have become more user-
friendly, a lot of the apps have low design quality, reducing their usability and are
ineffective at boosting patient engagement. There is also a dearth of contextual
information that tells patients why some data entry points were vital. Lack of system
transparency, non-intuitive wording and icons, explicit control issues, are among
other subtle issues.
Operators need to focus on the end user-perceived quality, improving user

interactions and supporting continual lifecycle management. There are also new
usability testing approaches that are being considered while developing connected
care devices in a bid to make more advanced patient-centric products. For instance,
in a pilot study, the SmartPilot for YpsoMate used eye-tracking technologies to track
usage and make therapy-relevant injection data available to caregivers, providers,
and healthcare professionals and also figure how to make the process of guiding
patients on how to administer drugs step-by-step more efficient. This form of
usability testing also shows promise in the development of other connected devices
to orchestrate the interaction between varying user interface elements. Many

significant advances in interface designs have taken place over the last couple of
years in providing appropriate instructions for easier navigation and ensuring
buttons are sufficiently big, but for patient engagement, creating an environment that
makes them better through the right experience interventions and prompts as
opposed to just focusing on buttons and superficial interactivity can translate to
improved outcomes.

MARKET LANDSCAPE
11 MARKET LANDSCAPE
11.1 MARKET SIZE & FORECAST
Connected care is bringing together patient engagement and clinical management across the care continuum
by linking caregivers, payers, physicians to patients from across clinics, hospitals, and homes. It is driving
the development of care through proven clinical care pathways and better workflows.
The growing enthusiasm for telehealth has seen a lot of interest and investment from
major health systems such as Mayo Clinic, Kaiser Permanente, and Intermountain
Healthcare. From teleneonatology programs to virtual hospitals, these systems have
prompted the transition to digital health and beyond that, connected care while
addressing population health issues. Furthermore, the COVID-19 crisis has driven a
new reality in the healthcare industry of interoperability and agility. The need for
remote collaboration across healthcare facilities and patients has given connected
care a faster momentum. The growth of the market is rooted in telehealth and is
largely known to constitute RPM and telehealth. However, the trend towards virtual
medicine, increasingly streaming video, patient data, and test results straight to
clinicians have opened up new frontiers. The concept is wider and includes
population health, virtual medicine, long-term patient engagement and care
coordination. Since it has the potential to play a huge role in health and disease
prevention by pulling together patient-specific diagnosis, treatment, and monitoring
information and reducing readmissions, it is reducing the need to fall back on an
expensive healthcare system. It is also tending to the problems of uneven distribution
of healthcare in rural areas, allowing clinicians to give patients real-time feedback
with regards to their treatments, improving quality of care and providing specialist
access faster and more conveniently. This is using technology, an element that
consumers are embracing more than ever.
Consumers seem to welcome more aspects of technology when it comes to their

health. This is largely because the lines between consumer devices are beginning to
blur. Consumers are increasingly looking for connected technologies in everything
all kinds of products and that they interact with. This is driving the growth of the
Internet of Medical Things (IoMT) and the connected care market. Furthermore,
given that most consumer mobile devices are equipped with Near Field
Communication (NFC) and Radio Frequency Identification (RFID) tags, they can
communicate with IT systems. High-speed internet expansion and access, as well as
favorable government regulatory policies, have also contributed to the growth of IoT

adoption. As the 5G broadband service has more coverage, provides more

bandwidth and higher speeds, the market is witnessing more support.
Exhibit 22 Consumer Readiness with Respect to Technology 2019
Source: Arizton
Furthermore, beyond caregivers and patients, connected care has a lot of business
value. Since it provides both bottom- and top-line financial benefits by reducing per
capita costs, patient experience, and driving up clinician satisfaction, the technology
is being viewed as a potential revenue source for pharma companies. Virtual
medicine is likely to become a popular top-line revenue stream. Connected care will
aid better assessment of patients, and pharma companies create more effective
products while also developing new treatment options driving success. This is
because Pharmacovigilence can be improved using more accurate information on
dose timing, levels, frequency, and locations. This can also help determine if there is
a connection between drug intake and adverse events.
Building service models over drug delivery is another realm that is finding business
interest as value-based models, and outcomes-based payment becomes more
common. Pharma companies gain incentives from adopting support services that
ensure end-users stay on track with their prescriptions. Adoption of this service
model is spilling over into other specialists service centers such as dialysis centers as

well, where treatment includes service delivery and medication. Even health systems
can benefit using real-world feedback, which can help HCPs create smaller, more
precise therapeutic indexes for particular groupings of patients and drive up
treatment efficacy and, as a result, patient satisfaction, leading to more revenues for
hospitals and clinics. This drives relevance for improving care, and connected care
technologies are at an advantageous position and offer more scope.
Exhibit 23 Connected Care Market in US 2019–2025 ($ million)
35,000 25%
30,000
20%
25,000
15%
CAGR 20,000
16.66% 15,000
10%
10,000
5%
5,000
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 11,513 13,093 14,933 17,221 20,305 24,125 29,016
Growth Rate 13.72% 14.05% 15.32% 17.91% 18.81% 20.27%
Source: Arizton
The connected care market in the US was valued at $11,513 million in 2019 and is
expected to reach $29,016 million by 2025, growing at a CAGR of 16.66%.
The connected drug delivery devices space is also being boosted by the positive
movement of FDA regulations. It has been proactively working on enhancing the
regulatory models for the data management that is linked to that generated by
connected medication management devices and software as it did with the 2019
Software Precertification Pilot Program. On another note, the alignment of incentives
among stakeholder’s basis outcomes and quality has led to pharmaceutical
companies entering into value-based contracts. Connected medication management
devices are thereby becoming crucial to these companies as they offer the possibility
to generate evidence on the administration of medication as prescribed.
However, the market faces significant challenges. From the lack of clear boundaries
of ownership, strong data management practices, and immutable security protocols,
there are a lot of qualms surrounding the risk of implementing connected care.

Another issue is the possibility of corruption of existing patient records when

connected care technologies such as RPM are added to the mix. In a lot of healthcare
systems, outdated software, and a maze of various systems do not allow for systems
integration without interference.
Exhibit 24 Connected Care Market in US 2019–2025 (million users)
50 25%
45
40 20%
35
30 15%
CAGR 25
19.18%
20 10%
15
10 5%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 16.3 19.0 22.4 26.6 31.7 38.2 46.7
Growth Rate 16.56% 17.89% 18.75% 19.17% 20.50% 22.25%
Source: Arizton
The connected care market witnessed 16.3 million users in 2019 and is expected to
reach 46.7 million users by 2025, growing at a CAGR of 19.18%.
Another challenge is that it is hard for operators to build a strong business case
around connected care, particularly RPM. From a larger perspective, it seems like
connected care rakes up costs but without driving up revenues and reducing funding
for these programs. Players that can launch minimal viable products rapidly and
deploy them for use among patients where the revenue is realized through the
delivery of strong benefits are likely to find success sooner. That being said, since it
has relatively long development cycles and tight regulation on patient safety, players
often focus on fewer cycles and look to extract as much as possible from each. Players
are focused on lifecycle extensions of products already in the market to build pilot
systems for connectivity.
Among trends, players are exploring the possibilities of all-in-one mobile wellness,
health, and personal safety solutions. For instance, Numera focuses on providing a
complete wellness solution that is aimed at promoting healthy living through early
intervention. Furthermore, vendors are becoming increasingly data-driven. From

investing in analytics to conducting analysis from multiple sources, players are

aiming to provide greater value using more reliable insights. For instance,
AdhereTech pulls data from three feeds – from the pill bottles, from insights captured
by pharmacies and from insights captured when the company reaches out to a patient
through phone calls or text messages to understand why a specific medication might
have been missed.
Vendors are also looking to differentiate their products using various technologies.
These include introducing confirmations that a dose is dispensed to the correct
person at the correct time using facial recognition, detecting falls and sending
information to telecare providers without wearable devices using a 3D imaging
technology (Essence Group). Going forward, continuous monitoring, digital
therapeutics, and diagnostics are going to witness high momentum.

11.2 FIVE FORCES ANALYSIS
Exhibit 25 Five Forces Analysis 2019
Threat of Rivalry
(Moderate)
Bargaining Power Bargaining Power

of Suppliers of Buyers
(Moderate) (Moderate)
FIVE FORCES
ANALYSIS
Threat of Threat of New

Substitutes Entrants
(Moderate) (Moderate)
Source: Arizton

11.2.1 Threat of New Entrants
Digitization is lowering entry barriers and enabling the creation of new business
models. The market faces significant threats from consumer-oriented companies that
already have offerings in wellbeing and general health and can leverage that
expertise to enter the connected care space. However, the ability to scale and
regulatory restrictions that can be hard to navigate, lack of medical expertise,
disproportionate efforts to achieve high-quality standards are significant entry
barriers. The overall threat of new entrants is thereby moderate.
11.2.2 Bargaining Power of Suppliers
Global markets have intensified supplier diversity and competition. There is the ease
of substitutability and a huge selection, reducing the bargaining power of suppliers.
That being said, forward integration and switching costs often hinder the change of
suppliers, increasing their hold. The bargaining power is thus moderate.
11.2.3 Bargaining Power of Buyers
Buyers of connected care are losing their bargaining power owing to increased
consolidation in the industry. However, with medical reimbursement policies
evolving, they are in a favorable position. Furthermore, while medication
management and fall detection devices tend to be lighter on the pocket, allowing
possibilities of switching at low costs, it is not the same case for a lot of the RPM
technologies, reducing buyer power. The bargaining power is thus moderate.
11.2.4 Threat of Substitutes
Substitutes range from traditional care to alternative therapies for disease states from
non-medical device companies that could be used to defer the use of connected care
solutions. However, they often do not offer the convenience and mobility that
connected care solutions offer to render the threat of substitutes as moderate.
11.2.5 Competitive Rivalry
Operators in the market encounter significant competition across product lines with
varying levels of sales, financial, and marketing resources. The breadth and depth of
product portfolio have allowed some MedTech companies such as ResMed and
Medtronic, to retain leadership positions. However, startups can generate value
while providing better cost savings and improving outcomes giving major players

good competition. In addition, the inclination toward bettering patient engagement

and orientation has given these players who are leveraging their user-driven
platforms and direct customer relationships a competitive edge. That being said,
smaller players find it hard to comply with the high regulatory standards owing to
lower access to financial resources. The competitive rivalry is thus moderate.

CONNECTED CARE BY TYPE

12 TYPE
12.1 MARKET SNAPSHOT & GROWTH ENGINE
Exhibit 26 Incremental Growth by Type 2019–2025
Type 2019 2025 CAGR
RPM $8,798 MN $23,260 MN 17.59%
PERS $1,935 MN $3,556 MN 10.67%
CONNECTED
MEDICATION $780 MN $2,200 MN 18.87%
MANAGEMENT
INCREMENTAL GROWTH
INCREMENTAL GROWTH
TOP 3 CONTRIBUTORS
ABSOLUTE GROWTH
152% $ 14,462 MN
$1,621 MN
Y
BN
$1,420 MN
X
BN
CONNECTED
RPM
MEDICATION PERS
2019 2025 MANAGEMENT

12.2 MARKET OVERVIEW

The connected care market in the US is segmented into the following segments, based
on the type:
› RPM
› Connected Medication Management
› PERS
Exhibit 27 Connected Care Market in US by Type ($ million)
25,000
20,000
15,000
10,000
5,000
-
2019 2020 2021 2022 2023 2024 2025
RPM 8,798 10,079 11,580 13,457 16,035 19,207 23,260
PERS 1,935 2,106 2,293 2,512 2,783 3,114 3,556
Connected Medication Management 780 908 1,060 1,252 1,487 1,804 2,200
Source: Arizton
IoT-powered connected health technologies are gaining vital status to mass-deliver

personalized care and aid patients, particularly older patients, who live
independently through increased autonomy and have better access to care.
Connected health wearables, devices, mPers, have all evolved to serve this purpose.
RPM
This includes solutions such as monitoring services and medical devices that use
digital technologies to aid in remote care and management of patients. They
essentially gather health data from patients remotely, inside or outside of a health
system and transmit it to caregivers and health care providers in healthcare settings
for assessment and decision making. They constitute solutions such as wearable ECG
monitors, patch biosensors, wearable BP monitors and more for patients who have

COPD, asthma, arrhythmia, chronic kidney disease, heart diseases, diabetes,

obstructive sleep apnea, hypertension, and more.
Given that it improves the efficiency of treatments using easy-to-use devices that ease
drug administration by allowing medicines to be taken in the home setting, the
healthcare industry is using it to reduce the burden on clinics and hospitals. In
addition, it also offers continuous monitoring, which allows for additional coaching
support and picking up on health issues before they exacerbate.
PERS
This includes medical alert systems that enable seniors and patients to get help fast
when an emergency occurs. They typically constitute solutions such as standalone
devices, belt clips, necklaces, and more that raise the alarm either through a sensor-
based detection or on the press of a button.
Connected Medication Management
This includes medicine holding/dispensing devices such as pillboxes, dispensers pill

bottles, vials caps, inhalers, injection devices, insulin pumps, and more that use
digital technologies to link to a monitoring platform and ensure medication is taken
as required.
Users of the three types of connected care solutions often overlap.
Exhibit 28 Connected Care Market in US by Type 2019 & 2025 (% share)
2019 2025
Connected Medication
Management Connected Medication
6.77% Management
7.58%
PERS
PERS 12.26%
16.81%
RPM
76.42% RPM
80.16%
Source: Arizton

12.3 RPM
12.3.1 Market Size & Forecast
Disappointments with the healthcare system include perceptions of feeling

undervalued as patients and high expenses and hassles of healthcare - pushing
consumers to consider treating and diagnosing on their own despite holding primary
care providers as important. As the market witnessed the entry of several solutions
that aided with all the four main goals of better clinical and patient experience, lower
costs and better outcomes, RPM technologies are becoming popular. Furthermore, in
2019, several clients carried out pilot RPM programs that they expanded swiftly in
2020, driving the demand for specialized monitoring systems.
Care automation is coming to the forefront with the pandemic. Furthermore,

healthcare providers have traditionally not shown interest in using RPMs owing to a
lack of a financial incentive. However, this attitude is changing since the US Proposed
Rule in 2019 announced care remotely delivered through connected devices would
be reimbursed because they allow for first-rate, high-impact care. Furthermore, the
fact that Medicare has 55 million patients with 80% having more than one
comorbidity and the introduction of new Medicare codes that reimburse physicians
for connected RPM solutions are expected to drive the market significantly.
The CMS has constantly been expanding reimbursement options for remote patient
monitoring. In a system that is heavily swayed by incentives, this offers more wiggle
room for technology. The department also announced Medicare Advantage plans for
2020 that allow plans permission to cover supplemental benefits that have a
reasonable expectation of improving or maintaining the health or overall function of
the chronically ill enrollee. This can encompass remote monitoring and telehealth. In
June 2020, a new bill was introduced in the Congress that proposed a $50 million
telehealth fund to launch RPM pilot programs in rural America.
The growth in funding for telehealth programs by the Federal Communications

Commission (FCC) amidst the pandemic ($200 million in funding, appropriated by
Congress as part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act)
and the changes in reimbursement specifications indicate an accelerated growth
trajectory.

Exhibit 29 Connected Care Market in US by RPM 2019–2025 ($ million)
25,000 25%
20,000 20%
15,000 15%
CAGR
17.59%
10,000 10%
5,000 5%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 8,798 10,079 11,580 13,457 16,035 19,207 23,260
Growth Rate 14.56% 14.89% 16.21% 19.16% 19.78% 21.10%
Source: Arizton
The connected care market in the US by RPM was valued at $8,798 million in 2019
and is expected to reach $23,260 million in 2025, growing at a CAGR of 17.59%

during the forecast period.
The most popular application in this segment is sleep therapy compliance

monitoring. Over the past two decades, obstructive sleep apnea (OSA) has grown to
affect 25 million people in the US, driving demand for airflow generators. Given that
it can lead to serious health issues, including stroke, chronic heart failure, high blood
pressure, and can be fatal, staying compliant with therapy is high on the priority list.
However, poor compliance and abandonment of therapy is a major problem as
patients often find it difficult to sleep with their CPAP equipment. As a result, payers
are increasingly warranting compliance for reimbursement of the device. As a result,
HME providers are adopting connected care technologies. The sub-segment is
expected to retain its popularity as sleep patient volumes are anticipated to grow at
13.8% over 2020, and airflow generator prices stabilize. The biggest players in the
space, ResMed and Philips Respironics are witnessing more competition from
smaller players.
The other popular application is RPM via implantable cardiac rhythm management
(CRM) devices, thanks to:
› An aging population

› Heart disease being among the leading causes of death
› Emerging availability of diagnostic means
› Increasing life expectancy
› Huge R&D infusions from leading biotech firms
In 2019, Both the previous and this application accounted for more than 80% of the
market in terms of the users. CRM devices have evolved beyond managing and
monitoring cardiac issues, to focus on repair, healing, and restoration. With growing
indications and accessibility to CRM and cardiac implantable electronic devices
(CIEDs), the patient volume requiring CIED follow-ups and alternatives to in-office
patient care is going up.
In 2019, quite a few CRM devices witnessed approvals such as Acticor and Rivacor
along with Medtronic’s CareLink SmartSync Device Manager, infusing new vigor in
the market. Furthermore, as recent studies have established smart wearable device
efficacy for efficient screening and detection of atrial fibrillation, new opportunities
have presented themselves. Telehealth and glucose level, blood pressure monitors,
among others, account for the smallest subsegments in terms of user volume.
Simplifying Bluetooth technology is expected to be crucial to mainstreaming the

adoption of these technologies. Furthermore, tablets and smartphones are coming to
the front and center as they can be linked to healthcare wearables and telehealth
video conferencing and allow for the implementation of electronic health record-
based patient portals. Players are also working on improving signal quality.
The latest innovations in the market are focused on widening applications in a single
device, so patients with more than one chronic condition do not have to handle
multiple devices. Some players are making their monitoring more efficient by adding
more capabilities/tracking more than one vital to manage a single condition. For
instance, in 2019, ForaCare launched FORA GTel, a new glucose monitoring system
that monitors both blood glucose and blood ketone, unlike other solutions that
measure blood glucose alone.
One major hindrance is that consumers often are not able to link how IoT technology
can improve their actual treatment. Furthermore, for RPM to be fully effective, the
hospital provider system and patient relationships need to be revisited and realigned
since it is a departure from the traditional face-to-face, the passive patient norm. This
is creating new challenges for care delivery through connected solutions. They can

be fixed using new technology approaches that ease implementation and are broad
enough to serve specific needs, and through changing business management styles.
In rural America and small healthcare institutions, the market is held back by the lack
of technology, slow development of the broadband network, collaboration, and
fractured local laws and regulations.

12.4 PERS
The market for medical alert systems has significantly grown and changed in the
recent past, with the senior population growing rapidly. Aging in place is an
emerging trend as seniors are looking to keep their independence intact, driving the
need for medical alert systems. Caregiving is also increasingly relegated to providers.
Compared to half a decade ago (18%), a bigger number of caregivers of adults are
providing care to multiple people, with 24% caring for two or more people in 2020,
according to the AARP. Among the main reasons attributed to this is are the
workforce shortages or limitations in the health care or long-term services and
supports (LTSS) formal care systems and a growing number of state-initiated efforts
to facilitate community- and home-based services. This is leading to a heightened
need for PERS systems to ease the caregiving process with adequate and affordable
support and services in place. There is also an increasing trend where clinicians,
home and healthcare professionals, and case managers are advocating the use of
devices among seniors at a younger age, driving volume growth.
Exhibit 30 Case for PERS 2020
Source: Arizton

The market has made a massive shift from landline to mobile PERS over the last half
of the decade as consumers increasingly get rid of landline phones, and less than 50%
of homes have a landline. The share of mobile PERS has crossed 50%. This has also
increased flexibility and freedom for users as a lot of the equipment is simple enough
to use, install and activate by the user. In addition, maintenance has been simplified
to a great extent. Furthermore, as medical alert systems offer HME, it provides a
reasonable recurring revenue stream allowing for retention of clients.
Technology improvements are panning out in many ways, from expanding

capabilities to improving detection. Growing in popularity is the practice of
Bluetooth-enabled remote biometric data collection across devices such as
smartwatches and tablets. Players, such as MobileHelp, are offering capabilities that
include vital sign monitoring by connecting wirelessly to an ecosystem of devices,
such as a weight scale, pulse oximeter, blood pressure monitor, and glucometer.
There are quite a few innovations infusing dynamism in the market. The company
has patented a mPERS, a smart wearable that, along with providing medical alerts,
also plays a part in advancing wellness through the management and keeping health
optimal. This is being used by athletes who require access to emergency care when
training in strenuous environments, demonstrating bigger opportunities for the
market.
Yet others have focused on engineering a better fall detection technology. Numera’s
Libris 2 mPERS device identifies over 3,000 different fall algorithms. The company
has also worked on using algorithms to sense falls based on real human falls as
opposed to detecting when a device is dropped on the ground. This has increased
the accuracy and reliability of detection. Players, such as Essence Group, have
worked on enhancing fall detection by offering multi-sensor devices by using radar
technology that can track the positioning of seniors and give immediate detection if
a fall occurs.
The connected care market in the US by PERS was valued at $1,935 million in 2019


Exhibit 31 Connected Care Market in US by PERS 2019–2025 ($ million)
4,000 16%
3,500 14%
3,000 12%
2,500 10%
CAGR 2,000 8%
10.67%
1,500 6%
1,000 4%
500 2%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 1,935 2,106 2,293 2,512 2,783 3,114 3,556
Growth Rate 8.84% 8.88% 9.55% 10.79% 11.89% 14.19%
Source: Arizton
In addition, many players are focused on seniors as the standard customer in the
past. There is a shift in strategic thinking at present as newer companies are
leveraging opportunities outside of senior care and marketing to a wider audience.
However, there is a perception that a lot of these devices, such as pendants, are still
a little backward when compared with personal devices in terms of the accelerometer
sensor technology, which tends to be inadequate in its fall detection capabilities. A
lot of the devices either do not detect falls or give false positives, driving the increase
of false alarms and cause undue convenience for end-users. The market is also held
back by limited connectivity.

12.5 CONNECTED MEDICATION MANAGEMENT

The connected medication management segment is tackling medication non-

adherence through hardware, software, and combined solutions. It is still at its
infancy but ripe for astonishing growth, owing to the presence of a huge efficacy-to-
effectiveness gap. It is being propelled forward by its significance in the trend toward
home-based care, which has been put in motion by patients and healthcare providers,
presenting strong prospects for dispensing solutions in place of manual labor.
Given that specialty drugs have outpaced all the other elements of healthcare costs,
combined with a vigorous product pipeline constituting several innovative drug
therapies, the segment and its
associated costs are keeping payers on
edge. Since adherence can lower total
healthcare expenditures by non-
compliance related indirect costs,
particularly when it is borne from side
effects of these medicines, this technology shows immense promise and is used a lot
more frequently for patients on specialty medication.
Advances in the market have accelerated its growth. While earlier, the focus was on
providing the means to increase patient adherence, solutions necessitated a lot of
action on the patient’s part, such as having to download an app. Not only were they
hard to get used to, but they also tended to be inaccurate because there were several
possible points where something could go wrong. However, players such as
AdhereTech have focused on making these devices easy and straightforward to use.
The focus is on passivity, a patient does not need to go through a learning curve when
it comes to using the device or even know how to use a cell phone to use the product.
Since most patients who use these technologies average 70 years, this simple tactic
has driven immense value in the market, creating heightened opportunities for
growth.
Another area of value that has recently cropped up is a high focus on capturing data
through the technology so it can be analyzed back end. Both clinical and patient
stakeholders are seeing promise in the delivery of the right interventions to the
patient at the right time, driving higher adoption in the market.

Exhibit 32 Connected Care Market in US by Connected Medication Management 2019–2025 ($ million)
2,500 25%
2,000 20%
1,500 15%
CAGR
18.87%
1,000 10%
500 5%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 780 908 1,060 1,252 1,487 1,804 2,200
Growth Rate 16.41% 16.74% 18.11% 18.77% 21.32% 21.95%
Source: Arizton
The connected care market in the US by connected medication management was
valued at $780 million in 2019 and is expected to reach $2,200 million in 2025,
growing at a CAGR of 18.87% during the forecast period.
Insulin dosing systems and tools providing connectivity for diabetes have been the
most popular and longstanding in this segment since they have achieved broad
pharma and patient success. The market has been boosted by:
› Large population base with diabetes
› Constant stream of advances in IoT and design of insulin injection pens
› Complexity, frequency, and variability in treatment
› Possibilities of leading to fatal conditions
› Widespread understanding that if it is not treated, it poses a huge threat and other
debilitating conditions such as vision and mobility loss
› Presence of proper drug treatment classes
› Presence of large companies in the market such as AstraZeneca and Glooko that have
focused on pushing for connectivity
This sub-segment is constantly evolving as vendors experiment with new

approaches. In 2018, Haselmeier, a manufacturer of innovative self-injection devices
and Common Sensing, a smart injector monitoring and support solutions company,

entered a partnership to create smart connected monitoring and support solutions

for users of injectable medicines. It
developed Gocap, an advanced insulin
support tool that does not require
patients to use an insulin pump to be
connected. The combined injector pen-
Gocap platform records the time and
amount of every injector dose, along
with storage temperature, type, and
time of insulin doses, and transmits it
wirelessly to members of the healthcare
team in real-time.
Beyond, injectors, however, the demand

for digital solutions such as smart
inhalers and those for pills are gaining
ground as newly approved products are
entering the market and others in line
are pending approval. Several large
pharma leaders and their partners such
as GSK, AstraZeneca, Biocorp, and
Adherium have pushed to introduce
connected inhalers, for asthma and
COPD relatively recently because of the
following:
› Inhalation can often be a hard

method to medicate and requires more effort
to adhere, increasing the need for
connectivity
› Almost double the deaths due to

diabetes are attributed to COPD, according
to the CDC. Overall, the economic burden in terms of ER visits and hospitalizations tends
to be really high in COPD and asthma.
› Asthma and COPD patients feel the commencement of physiological shifts and thereby
seek treatment and have the motivation to use connected devices
› They are interested in anonymized patient outcome and use data

Players are further capitalizing on this momentum by introducing new innovations.

In 2020, a new product launch by Cognita Labs’ CapMedic claims to be the first
device that can communicate with patients directly through visual, audio, and haptic
signals and ensure more effective inhaler use. It is aimed to increase the dose of
medication sent to the lungs, which is often lower than required among patients
because they use it incorrectly.
Along the same lines of diabetes, the motivation that failure to treat other severe
conditions such as certain cancers or endocrine deficiencies, where compliance, care,
management is essential to ensure it does not lead to grim consequences, is
presenting opportunities for connectivity. Medication dispensers, pill bottles and
caps, among others, stand to benefit. Operators foraying into this market can benefit
from an early mover advantage, and the fact that the regulatory landscape still has
to catch up.
The segment has opened up the connected care market to companies from a range of
markets. The connected medication management solutions segment is witnessing a
lot of interest from new players, driving the entry of start-ups who are mostly
offering add-on/separate devices. Add-ons for devices, such as inhalers, tend to be
generic. There are also opportunities in pharma companies bundling these solutions
with specific prescription drugs.
However, until now, limited availability of clinical proof on the remarkable

improvement of patient outcomes and lives owing to some of these adherence
solutions and their ability to reduce total healthcare costs is holding the market back.
There are qualms about the real benefit that these connected devices can provide.
However, that is changing as data sets are emerging. Devices, such as connected
bottles, including hardware and software, make less sense in terms of the profit they
generate by increased adherence and are unable to justify the provision of smart
bottles.
Another area that has a scope for improvement is increasing partnerships between
the players in the market, such as data platform companies, platform-as-a-service
providers, medical device companies, and particularly ties to consumers and payers.
Operators will also benefit from linking their custom-built platforms and embedded
devices through interoperability. Both these factors allow for more control over data
and open up the ecosystem for their reimbursement when bundled with drugs, thus
consequently driving more demand in the market.

Players, such as Nemera, also heavily focus on patient centricity. It consults patients
and physicians in its early developmental phases to gather insights on the needs for
aesthetics and functionality. Others, such as E3D, have created autoinjectors that are
sustainable as they reduce the waste and storage footprint owing to their re-usability.

COMPONENT SEGMENTATION
13 COMPONENT
Exhibit 33 Incremental Growth by Component 2019 & 2025
Type 2019 2025 CAGR
SOFTWARE AND
$ 8,288 MN $20,052 MN 15.86%
SERVICES
HARDWARE $3,225 MN $8,964 MN 18.58%
INCREMENTAL GROWTH
INCREMENTAL GROWTH
TOP 2 CONTRIBUTORS
ABSOLUTE GROWTH
152%
$11,764 MN
$5,739 MN
Y
HARDWARE SOFTWARE
AND SERVICES
2019 2025


on the component:
› Software and Services
› Hardware
Exhibit 34 Connected Care Market in US by Component ($ million)
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2019 2020 2021 2022 2023 2024 2025
Software and Services 71.99% 71.40% 70.58% 69.81% 69.53% 69.32% 69.11%
Hardware 28.01% 28.60% 29.42% 30.19% 30.47% 30.68% 30.89%
Source: Arizton
Hardware
This includes an assortment of devices in the connected care market. These units
collect information and relay it across secure internet connection to caregivers.
Software and Services
This includes apps, support services, and management software.
Digital transformation has driven a paradigm shift in the way digital tools and
technologies are interacted with. This is particularly true in the case of software-
augmented multi-element product systems, such as mobile-based ECG monitoring
devices and smart inhalers, which constitute both digital and mechanical elements
that come together to materialize advanced user feedback.
Technologies are bringing both hardware and software seamlessly together to widen
market capabilities. Advanced cloud-sharing platforms are increasingly allowing

providers to offer monitoring programs for patients since it gives them the space to
integrate numerous devices and better handle patient data.
Exhibit 35 Connected Care Market in US by Component 2019 & 2025 (% share)
2019 2025
Hardware
Hardware
30.89%
28.01%
Software Software
and and
Services Services
71.99% 69.11%
Source: Arizton
Exhibit 36 Connected Care Market in US Growth Comparison by Component 2019–2025
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2019 2020 2021 2022 2023 2024 2025
Software and Services 71.99% 71.40% 70.58% 69.81% 69.53% 69.32% 69.11%
Hardware 28.01% 28.60% 29.42% 30.19% 30.47% 30.68% 30.89%
Source: Arizton

13.3 SOFTWARE AND SERVICES

The software and services segment has been witnessing significant progress in the
recent past owing to heightened acceptance for connected care and increased
demand for better data collection. Connected devices have come to both collect data
through platforms, analyze and display them and analyze self-reported data from
patients as well. Furthermore, the drug delivery ecosystem is witnessing
convergence in a way that every element of disease management state is integrated,
thus enhancing the value and efficacy of the software and service ecosystems. For
instance, the Bigfoot Biomedical connected diabetes management ecosystem
interweaves the Abbott Diabetes Freestyle Libre sensor-based glucose management
technology into Bigfoot insulin pens and pumps. The former company also worked
with Novo Nordisk to integrate, addressing common device components and
workflow constraints.
Exhibit 37 Connected Care Market in US by Software and Services 2019–2025 ($ million)
25,000 25%
20,000 20%
15,000 15%
CAGR
15.86%
10,000 10%
5,000 5%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 8,288 9,348 10,539 12,022 14,119 16,723 20,052
Growth Rate 12.79% 12.74% 14.07% 17.44% 18.44% 19.91%
Source: Arizton
The connected care market in the US by software and services was valued at $8,288
million in 2019 and is expected to reach $20,052 million in 2025, growing at a CAGR
of 15.86% during the forecast period.

The future presents possibilities of platform device ecosystems that can construct
devices such that the connected technology is inside the device. While it could
translate to a ton of regulatory issues, patient experiences that include analytics and
connectivity supported by Google cloud platforms or Amazon Web Services show
massive potential in offering better experiences and results for end-users.
The regulatory environment is also showing signs of becoming more favorable,

making it easier for players to navigate the market and roll out new solutions. For
instance, the 2019 Software Precertification (Pre-Cert) Pilot Program is reimagining
how it regulates digital health by focusing on certifying the organization that is
launching the product as opposed to the product itself. It takes into account the
iterative, rapid, continuous nature of software.
Furthermore, players are increasingly looking at points of differentiation to elevate

their standing in the market from employing new technologies in their software to
reduce the general ness of solutions. For instance, MyNotifi focused on
customization, thus allowing tailoring range of motion and strengthening exercises
to help seniors prevent falls. AiCure has introduced software that uses the
smartphone camera to reliably track patients and to verify that they take their
medication.
Partnerships in the market are also trending among operators who seek to achieve
success by creating a more robust digital health strategy. For instance, ResMed
launched a joint venture with Verily to leverage its sophisticated health data analytics
and build software to facilitate improved diagnosis and treatment of breathing-
related sleep disorders.
However, the low ability of transference of technology across several therapy areas
is another challenge that is reducing implementation in the market. Furthermore, a
lot of apps are basic and narrowly focused and connect to one or a limited number of
devices. This is rendering these digital elements inadequate when it comes to
assuming improved health and cost reductions on a large-scale. There is a need for
multi-condition platforms that scale population health delivery while keeping
proving to be economical. This also means that it should have the intelligence that
can filter incoming data to reduce noise.
Opportunity-wise, the methods available to pharmaceutical companies and device

suppliers to support the patient journey and experience are offering more
possibilities than ever before. Players have moved beyond concentrating on simply

transmitting information from connected devices, focusing on optimizing

administration tasks, and reducing error risk to how to support patient needs more
broadly by meeting the evolving needs and expectations of users. They are achieving
this through longitudinal methods of engagement, which cover the entire patient
journey from the beginning through the various stages; value-added packaging; and
more sophisticated training, particularly geared at early-stage decision-making.
As value-based care gets adopted, the use of self-engagement apps that are hinged
on behavioral analytics and coach patients on condition management provides the
impetus for those seeking new revenue streams. Opportunities for enhancing
effectiveness and growing access to consumer home care also lie in creating tools that
can work on established platforms. For instance, in China, healthcare tools are being
linked to WiiChat, which has millions of users. It can unlock new potential owing to
integration, allowing users to capture health data and share with caregivers and
physicians or clinicians. Combining these tools with social media by building forums
such as PatientsLikeMe can also create possibilities with respect to more community-
based care, particularly in home environments where isolation is common. There is
also the opportunity to take advantage of the mass technology platforms to serve
seniors. This will eventually make these services the key points of differentiation.

13.4 HARDWARE
The market for connected care devices has expanded to include more simple
wristband devices that patients and caregivers are accustomed to, to more
technologically-advanced FDA regulated class II medical devices that caregivers and
clinicians use for diagnosis, virtual examinations, and treatments over the last couple
of years. The number of product approvals has gone up over the last couple of
months, fueling the growth of the segment. The acute care domain is already well
established with sufficient demand and a huge number of players offering solutions.
There is, however, a lot of new demand in the non-acute care space for devices meant
for chronic disease management.
Exhibit 38 Connected Care Market in US by Hardware 2019–2025 ($ million)
10,000 25%
9,000
8,000 20%
7,000
6,000 15%
CAGR 5,000
18.58%
4,000 10%
3,000
2,000 5%
1,000
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 3,225 3,745 4,394 5,199 6,186 7,402 8,964
Growth Rate 16.12% 17.33% 18.32% 18.98% 19.66% 21.10%
Source: Arizton
The connected care market in the US by hardware was valued at $3,225 million in
2019 and is expected to reach $8,964 million in 2025, growing at a CAGR of 18.58%
Each sub-segment is moving at different speeds and focusing on different aspects.

Almost two-thirds of connected medical monitoring devices are based on cellular
technologies, and this has become the standard for in-home products. Since

familiarity breeds comfort, it drives patient comfort and enhances the chances of
patient engagement.
Reducing the size of monitors and improving ease of use in a variety of clinical
settings is also a key focus area for a lot of players. For instance, the BIOMONITOR
III by BIOTRONIK was given FDA clearance in 2019, and it is an injectable cardiac
monitor (ICM) that documents unexplained syncope or suspected arrhythmia with
increased clarity. It is also 60% smaller than its predecessor, BIOMONITOR II and
comes with an injection tool that does not require assembly, making the insertion
process easier.
Across PERS, base station-based products are likely to find competition from
wearable devices with a two-way voice built into the device as it offers for higher
convenience. Players, such as Anelto Health, are focusing on replacing mobile
technologies with a two-way communications hub, which tracks vital signs and
activity trackers to detect the risk of a fall and make it more accessible specifically to
seniors who are not so tech-savvy.
Design is increasingly coming to the fore, and players are taking new approaches to
delivering their services. For instance, in the pill space, apart from the development
of smart bottles, players such as PillDrill have focused on creating a device that
appears non-medical and tracks pills via sensor-embedded labels when placed next
to them. Players are also upping the quality of the hardware for consumer-oriented
m-health devices to a level similar to that of hospital-grade devices.
However, perceptions that require complex technologies related to the addition of

electronics and sensors without having a bearing on-device functions, and impacting
workflow are hindering the demand for add-on devices. The cost, however, makes it
an attractive product in the market. On the other hand, integrated design approaches
are being increasingly launched and more preferred in design development
processes, meaning operators are tasked with jumping through more hoops,
including evidence generation, regulatory filings, and drug-device combination
testing. Among the more complex challenges is the concern with regards to data
accuracy and the widespread perception of the same both among medical staff and
patients. Patients are wary of a small piece of hardware that deliver more accurate
data to HCPs. However, HCPs sometimes question the strength of data delivered by
these devices.

On the bright side, new communication protocols are opening up new avenues for
advances. While a lot of connected care systems use Wi-Fi or Bluetooth, which can
be riddled with connectivity issues, low-power IoT chipsets that use 4G LTE-M and
NB-IoT are witnessing increasing coverage and are replacing the short-range wireless
capabilities. This is eliminating dependability for a device to be added to a local
network or connected through the phone. This is presenting new opportunities for
devices to provide better consumer experiences by allowing lower power locations
of devices, eliminating the requirement for multiple platform apps (such as Android
or Apple), offering more space for tighter data security control on the device and
increasing opportunities for including new features.

END-USE SEGMENTATION
14 END-USE
Exhibit 39 Incremental Growth by End-use 2019 & 2025
END-USE 2019 2025 CAGR
HOME CARE SETTINGS $5,873 MN $15,685 MN 17.79%
HOSPITALS / CLINICS $3,107 MN $7,602 MN 16.08%
OTHERS $2,533 MN $5,729 MN 14.57%
INCREMENTAL GROWTH
INCREMENTAL GROWTH
TOP 3 CONTRIBUTORS
ABSOLUTE GROWTH
152 %
$ 9,812 MN
$4,495 MNY
$3,196 MN
X
OTHERS HOSPITALS / HOME CARE

CLINICS SETTINGS
2019 2025


on the end-use:
› Home Care Settings
› Hospitals/Clinics
› Others
Exhibit 40 Connected Care Market in US by End-use ($ million)
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
-
2019 2020 2021 2022 2023 2024 2025
Home Care Settings 5,873 6,655 7,550 8,722 10,485 12,722 15,685
Hospitals/Clinics 3,107 3,585 4,149 4,815 5,603 6,525 7,602
Others 2,533 2,853 3,234 3,684 4,217 4,878 5,729
Source: Arizton
Home Care Settings: This includes devices and software for home use. They are
intended for patients in any environment that is not a professional healthcare facility.
Users are family members, caregivers, and care recipients that directly use the device
or offer assistance
Hospitals/ Clinics: This includes onsite-furthered use of devices and software. Users
are typically clinicians or healthcare staff
Others: This includes connected care use in long-term care centers, senior living
centers, and independent living facilities. Users tend to be qualified staff

Exhibit 41 Connected Care Market in US by End-use 2019 & 2025 (% share)
2019 2025
Others Others
22.00% 19.74%
Home
Care Home
Settings Care
Hospitals/Clinics 51.01% Hospitals/Clinics Setting
26.99% 26.20% s…
Source: Arizton
Exhibit 42 Connected Care Market in US Growth Comparison by End-use 2019–2025
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2019 2020 2021 2022 2023 2024 2025
Home Care Settings 51.01% 50.83% 50.56% 50.65% 51.64% 52.73% 54.06%
Hospitals/Clinics 26.99% 27.38% 27.78% 27.96% 27.59% 27.05% 26.20%
Others 22.00% 21.79% 21.66% 21.39% 20.77% 20.22% 19.74%
Source: Arizton

14.3 HOME CARE SETTINGS

Enthusiasm for home care is mounting, fueled by a growing number of organizations

that are debuting and scaling models to move acute, primary, and palliative care at
homes. As healthcare increasingly shifts into homes owing to population health
efforts, demand for personalized healthcare and more medical devices are being
designed for use within that setting or anywhere a patient is outside of a healthcare
facility. The passing of the Affordable Care Act increased the number of patients who
could afford in-home care, thus enabling connected care technology to find its way
in leading the market to where it is today. While the use of these devices, in-home
care settings is not restricted to specialty areas, the development of new drug
delivery devices, particularly combination devices, is moving at a rapid pace.
Furthermore, the home hospital trend is becoming more routine for patients.
Players in the market are working on making devices automatic and invisible in
terms of design that they can integrate seamlessly into consumers’ lives. For instance,
Athelas, an immune-monitoring device, which measures platelets, lymphocytes,
white blood cells (WBCs) and more, has, in some ways, mirrored the looks of
Amazon’s Alexa. Moreover, many providers are aiding caretakers with solutions that
are designed in a way they can be securely and easily integrated within their
Electronic Health Records to give caretakers an overview of insights and data in these
records in conjunction with other patient’s health information. Another focus is on
automation in terms of measuring and transmitting health data. Diabetes monitors
have particularly made headway when it comes to automatically read glucose levels
and enabling the right dosage.
However, there are quite a few challenges in the market that setback device adoption.
Even though awareness is growing, perceived sophistication and cost are hindering
volume growth. Caregivers are often not comfortable with maintaining and setting
up these technologies. Selecting networks, registering new devices, and multiple
steps in the setup, or even needing to turn a switch reduce adoption and interrupt
compliance. Vendors, though, are working to eliminate these blocks post-human
factors research. For instance, ResMed cloud connects its CPAP sleep apnea
treatment devices prior to patient uses, using them the first time, increasing
compliance.

Exhibit 43 Connected Care Market in US by Home Care Settings 2019–2025 ($ million)
18,000 25%
16,000
14,000 20%
12,000
15%
CAGR 10,000
17.79% 8,000
10%
6,000
4,000 5%
2,000
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 5,873 6,655 7,550 8,722 10,485 12,722 15,685
Growth Rate 13.32% 13.45% 15.52% 20.21% 21.34% 23.29%
The connected care market in the US by home care settings was valued at $5,873
of 17.79% during the forecast period. In addition, payers are focused on figuring
out the costs associated with aging in place adults, carrying out pilots to figure out
the ROI of these devices and solutions. A UnitedHealthcare study on fall in the home
came to the conclusion that it was often more economical to do interventions such as
replacing carpets with hardwood or tile floors than to reimburse for repeated falls.
This can hinder the adoption of the market.
On the other hand, the market around personal health and aging-in-place
technologies appears lucrative for investors and retailers alike, and this is expected
to infuse more dynamism in this space. For instance, in 2018, BestBuy acquired
GreatCall. Investors are also betting money on home-based care technologies such as
patient empowerment tools, which are hinged on telehealth, patient engagement,
health systems, and more. While aging-in-place has been at the core of investments,
driven by older consumers and those with disabilities who are moving toward to
receive care at home, home health products that cater to a wider market constituting
all age groups and demographics are gaining traction. Furthermore, extending
beyond technologies, delivery formats are investing in. Delivering virtual care
through video consults is another area of interest in the market. For instance, in 2018,
MobileHelp Healthcare embedded American Well's consumer offering, Amwell, into
its Touch platform to give patients the ability to better manage health using direct
voice or video connection to healthcare providers in their state.

14.4 HOSPITALS/ CLINICS

Given that the healthcare infrastructure is well-established and sophisticated, and it

allows users to perform diagnostic and therapeutic procedures safely and effectively
often in a less invasive manner, the demand for connected care is high in this
segment. Health systems are constantly reinstituting and redirecting care programs
and treatments for their patients, triggered by the pandemic. Since virtual
care/telehealth services are bringing sustainable revenue streams for single-
physician clinics to large health systems, they are becoming and subsequently
connected care is serving as a solid extension and augmentation. This contributes to
better clinical insights between virtual or office visits and provides a more
longitudinal care model. Among other drivers, patient preferences for treatment for
acute illness is leaning toward hospitals with more than 50% older adults favoring
care from hospitals over home-based care. Non-invasive RPM technologies have thus
become popular and are being interwoven into disease management to provide
supplementary patient information.
Exhibit 44 Healthcare Organization Use of RPM Statistics 2019
Source: Arizton

Among the main reasons are avoiding reminders of illness from care at home and
fears over neglect. To a certain extent, clinicians are also wary of home-based care
owing to a longer time for visits and thereby reduced possibilities of seeing more
patients. There are also some outdated restrictions on telehealth and RPM
technologies and equipment that have been annulled and can now be reimbursed. A
huge portion of health systems and hospitals have either already invested or intend
to invest in RPM programs as they shift toward a value-based care model and aim to
cut down on the use of more expensive services such as the Emergency Department.
All these factors are driving the demand for connected care from hospitals and
clinics.
Exhibit 45 Connected Care Market in US by Hospitals/Clinics 2019–2025 ($ million)
8,000 17%
7,000 16%
16%
6,000
16%
5,000
CAGR 4,000
16%
16.08% 16%
3,000
15%
2,000
15%
1,000 15%
0 15%
2019 2020 2021 2022 2023 2024 2025
Revenue 3,107 3,585 4,149 4,815 5,603 6,525 7,602
Growth Rate 15.38% 15.73% 16.05% 16.37% 16.46% 16.51%
Source: Arizton
The connected care market in the US by hospitals/clinics was valued at $3,107

of 16.08% during the forecast period.
Since health systems such as hospitals have become cost centers, they are drawn to
services such as Health Harmony from Care Innovations, which offer solutions that
are instantly applicable. This means that they can help hospitals optimize revenues
in a pressurized environment where greater demand for services and higher volumes
have pushed these systems to find ways to keep patients out and still deliver high-
quality services. These systems are looking to have patients that are profitable and

actually need hospital beds as opposed to giving it to patients that can be managed
at home. Players offering solutions are focused on utilizing patient messaging,
enhanced healthcare metrics, in-home–focused monitoring solutions and mobile
device integration.
Vital signs monitors account for most of the share in the market owing to their
significance in cost efficiencies and keeping a tab on clinical data in high-risk,
complex care patients to shorten hospital stays, reduce hospitalizations and
emergency department visits. Connected care solutions have popularly been used
within the hospital/clinic space to assess the value-based risk of remote patients with
severe illnesses. End-users have heavily invested in mobile devices, particularly
tablets, as they allow for communication between patients and physicians post-
release from the hospital.
There has been a slew of novel devices in this sub-segment in recent times with a
focus on clinical applications spanning condition management screening, pre-
surgical baseline assessments, and active monitoring. For instance, the single-use
vital signs remote patient monitoring on-body sensor BioSticker, a medical device
that measures respiratory rate, heart rate at rest, and skin temperature, received the
510(k) clearance by the US FDA in 2020.
Furthermore, COVID-19-related lung and cardiac complications have also stimulated

a strong uptick in new, less common RPM solutions among hospitals and clinics,
driving heightening manufacturing and investments in the market. To that end,
Koninklijke Philips N.V. received 510(k) clearance from the US FDA to market its
ultrasound solutions for the management of COVID-19-related complications. These
solutions are expected to be the driving force in this segment over the course of 2020
and 2021, depending on when vaccinations or a cure becomes available. Special
monitors account for less than 18% of the market owing to a smaller patient
population.
Also, offering versatility is becoming a priority for top vendors. For instance, in 2019,
Connect America expanded HUB options to enhance its highly customizable
ConnectVitals RPM. It offers a choice in the form of either a state-of-the-art PERs
device or a 4G tablet HUB with a marked differentiation in terms of ease-of-
implementation.
However, difficulties determining baseline measurement cost is a significant concern

in the market, and as a result adoption among rural hospitals and clinics is hindered.

In primary care, low-profit margins generate a de-prioritization of investments

compelling health systems to maintain an equilibrium between remaining
competitive by shifting to value-based care and reassuring revenue streams from fee-
for-service. Hence, the processes that actually assess and procures technology are ill-
defined and have led to frustrations among those inside the system, vouching for
connected care. This is leading to conflicting objectives and needs and has often
ended up in pilot connected care projects that do not scale owing to not being
supported by the proper tools by healthcare executives right in the beginning.
Furthermore, a lot of physicians lack adequate training in areas such as analytics and
big data interpretation.

14.5 OTHERS
The growing geriatric population and the increase in senior living communities is
fueling demand in this segment. Further, the introduction of care models such as the
Program of All-Inclusive Care for the Elderly (PACE) has made coordinated,
comprehensive care more accessible. Healthcare delivery systems such as Trinity
Health that operates continuing care locations in hospice, and senior living facilities,
and PACE, have been focussed on moving a larger share of revenue to value-based
reimbursement. To that effect, it aggressively implemented RPM programs to reduce
the number of Pro re nata (PRN) (when necessary/unplanned) visits and reducing
readmissions. Features such as video calls are highly valued, driving demand for
RPM devices that are enabling it. Another driving factor is the belief that high-tech
means high occupancy. Technology use in senior living facilities is being used to
communicate the standard of care and has driven the use of smart sensor
technologies, which offer continual monitoring, such as QuietCare.
Exhibit 46 Connected Care Market in US by Others 2019–2025 ($ million)
7,000 20%
18%
6,000
16%
5,000 14%
12%
4,000
CAGR 10%
14.57% 3,000
8%
2,000 6%
4%
1,000
2%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 2,533 2,853 3,234 3,684 4,217 4,878 5,729
Growth Rate 12.63% 13.35% 13.91% 14.47% 15.67% 17.45%
Source: Arizton
The connected care market in the US by others was valued at $2,533 million in 2019


On the other hand, medical alert systems have a lower demand. Even though around
one million seniors live in a senior living community, which is expected to double by
2030, a lot of them rely instead on pull cords or call bells. While this challenge is
expected to remain as is, medication management gaps are being compounded in
assisted living facilities. A higher number of seniors are coming to these facilities in
a medically fragile, clinically complex state and the industry and is marked by a
clinical vacuum of sorts. Further, according to the National Center for Assisted
Living (NCAL), over 82% of the assisted living caregivers are aide-level employees.
Thereby a lot of the living communities do not offer pharmacy services themselves
but rely on external providers to manage residents’ medication needs, much of which
are not charted by caregivers. Further, polypharmacy and over the use of drugs are
common, and all these factors are together driving the consideration of medication
management systems.
Among the most recent trends is the elevated marketing and demand for care
solutions that offer predictive analytics and passive monitoring to nursing homes
and senior living facilities for use during the Coronavirus situation. For instance, the
SafeBeing platform, which provides information on a resident’s well-being using a
smart band, enterprise dashboard, mobile app, etc. was recently deployed at the Holy
Family Senior Living facilities in Pennsylvania during the stay-at-home orders owing
to a flu outbreak and patients were remotely monitored.

DELIVERY SEGMENTATION
15 DELIVERY
Exhibit 47 Incremental Growth by Delivery 2019 & 2025
DELIVERY 2019 2025 CAGR
ONSITE $10,089 MN $26,208 MN 17.25%
MOBILE $1,424 MN $2,808 MN 11.98%
INCREMENTAL GROWTH
INCREMENTAL GROWTH
TOP 2 CONTRIBUTORS
ABSOLUTE GROWTH
152%
$16,119 MN
$1,384 MN
Y
MOBILE ONSITE
2019 2025


on the system:
› Onsite
› Mobile
Exhibit 48 Connected Care Market in US by Delivery ($ million)
30,000
25,000
20,000
15,000
10,000
5,000
-
2019 2020 2021 2022 2023 2024 2025
Onsite 10,089 11,537 13,221 15,317 18,157 21,686 26,208
Mobile 1,424 1,556 1,712 1,904 2,148 2,439 2,808
Source: Arizton
The decentralization of care and the focus on improving the quality of life of young
and old has propelled the use of sensor-based wearable and mobile devices.
Traditional operators are witnessing new market pressure from giants like Google,
Amazon, and Apple. And while they necessarily haven’t penetrated the market with
highly competitive solutions as yet, the disruption potential is huge. For instance,
Amazon’s Haven project, which it worked on with Berkshire Hathaway and JP
Morgan Chase to enhance primary care access, make prescription drugs more
affordable among other objectives, demonstrates their entry into the overall care
market. Backed by solid technology and massive R&D budgets, these companies are
set to give players in the market a run for their money.
Onsite: This includes devices that are standalone, often have a base and are used in
stationary settings
Mobile: This includes portable devices typically used on-the-go

Exhibit 49 Connected Care Market in US by Delivery 2019 & 2025 (% share)
2019 2025
Mobile Mobile
12.37% 9.68%
Onsite Onsite
87.63% 90.32%
Source: Arizton
Exhibit 50 Connected Care Market in US Growth Comparison by Delivery 2019–2025
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2019 2020 2021 2022 2023 2024 2025
Onsite 87.63% 88.12% 88.54% 88.94% 89.42% 89.89% 90.32%
Mobile 12.37% 11.88% 11.46% 11.06% 10.58% 10.11% 9.68%
Source: Arizton

15.3 ONSITE
The growth of the virtual hospital, thanks to the development of IoT, is driving the
demand for onsite connected care. The market is supporting more use cases for both
non-acute and acute care and is also being considered as a way of bringing more
patients into an HCP’s delivery system. Because more than 800,000 US people suffer
a stroke annually, but only one-third of them are treated within the ‘Golden Hour.’
As a result, improving stroke outcomes is among the use cases that are witnessing
more attention, particularly among underserved remote and rural populations. New
use cases are continually emerging, such as patient monitoring in skilled nursing
facilities to pediatric cardiology monitoring for babies with heart defects.
Onsite care has found its footing primarily in pre/post-operative and post-discharge
applications and chronic disease monitoring. Chronic conditions, including
cardiovascular diseases, respiratory diseases and metabolic diseases, have been the
focus of non-invasive digital RPM interventions across traditional healthcare and
home settings. In the recent past, in-home connected care solutions have focussed on
comfort, low power usage, and flexibility. Among these technologies, sensor-based
wearables that are extremely targeted, though less commercially mature, such as
continuous glucose monitoring, are growing at a strong pace and seeing more
relevance than ever.
Exhibit 51 Onsite Connected Care Market in US 2019–2025 ($ million)
30,000 25%
25,000
20%
20,000
15%
CAGR 15,000
17.25% 10%
10,000
5%
5,000
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 10,089 11,537 13,221 15,317 18,157 21,686 26,208
Growth Rate 14.35% 14.60% 15.85% 18.54% 19.44% 20.85%
Source: Arizton

The onsite connected care market in the US was valued at $10,089 billion in 2019
and is expected to reach $26,208 billion in 2025, growing at a CAGR of 17.25%

Smart home devices are slowly coming to the fore, specifically for medical alerts.
While they are not considered substitutes, devices such as the Amazon Echo are ideal
for seamless medication reminders, among other typical smart home device
functionalities. An indication of this trend is the 2020 MobileHelp and LifePod
collaboration, where the latter, a proactive-voice caregiving service, leverages the
iHome iLP14 smart speaker to provide seniors with access to LifePod’s reactive- and
proactive-voice dialog management platform, enhanced with the MobileHelp PERS.
It provides alerts such as medication alerts and appointments, check-ins and access
to fall detection and health monitoring, apart from books and music on nothing but
a voice command. The lack of curated sets of connected care technologies that can be
connected seamlessly, leading to more hassles and spends is another major challenge.
Conversely, dedicated patient portals that help patients take more control by both
gaining access to and feeding in their health information and images is a rising trend.
Opportunities in the market lie in going beyond traditional patient care and
expanding into therapy, combining it with RPM platforms to monitor their patients’
progress. Efforts in the telehealth space indicate new avenues for offering value and
driving revenues through platforms. For instance, XRHealth, an Israeli company, is
offering personalized VR therapy using online platforms to help patients with a
variety of concerns, including behavioral health issues such as stress and anxiety,
pain management, cognitive function issues related to stroke and traumatic brain
injury and stroke, and neurological disorders and neck, shoulder and spinal cord
injuries. Players can leverage partnerships or expand the capabilities of their
platforms to take advantage of these prospects.

15.4 MOBILE
Technology is becoming easier, smaller, lighter and more efficient, paving the way
for computers and sensors into drug delivery devices. Connected care is expected to
grow more mobile going forward, tending to a patient, caregiver, and clinician needs
as the demand for solutions that meet them are growing. As wireless networks have
rolled out fifth-generation (5G) broadband services rapidly, bringing with them
higher bandwidth for data usage and faster speeds, the connectivity essential to
support care has improved. By the end of the decade, the coverage is expected to be
significant. The market has also witnessed leaps in technology, such as GPS tracking
and geofencing, which alert caregivers if the user travels out of a pre-defined area.
Another trend that is becoming popular is alerting features that warn loved ones if
the user is immobile for a long time.
Exhibit 52 Mobile Connected Care Market in US 2019–2025 ($ million)
3,000 16%
14%
2,500
12%
2,000
10%
CAGR 1,500 8%
11.98%
6%
1,000
4%
500
2%
0 0%
2019 2020 2021 2022 2023 2024 2025
Revenue 1,424 1,556 1,712 1,904 2,148 2,439 2,808
Growth Rate 9.27% 10.03% 11.21% 12.82% 13.55% 15.13%
Source: Arizton
The mobile connected care market in the US was valued at $1,424 million in 2019
However, error margins in popular fitness wearables can show up to 25%. Similarly,
there is a lot of doubt about the reliability of mobile alert systems and data from RPM

solutions. Furthermore, mobile networks are not always failsafe owing to their
spotted availability, and the timely and reliable delivery of alerts and data is crucial
in emergency situations.
The blending of health and fitness trackers and smartwatches and medical alert
devices is the main trend in the mobile space. For instance, MobileHelp Smart
combines a smartphone-independent, fully-functional medical alert system with the
Samsung Gear S3. Medical Guardian also introduced the Freedom Guardian, a
smartwatch that combines medication alerts, location tracking, and messaging along
with an emergency help button. All these factors have made mobile solutions less
clunky and more attractive. Mobile phones are finding their way in as well, with
GreatCall’s Jitterbug Flip and Jitterbug phones, including a 5* emergency button that
provides immediate access to emergency help, circumventing the prerequisite to
wear a traditional device.

COMPETITIVE LANDSCAPE
16 COMPETITIVE LANDSCAPE
16.1 COMPETITION OVERVIEW
The connected care market is moderately fragmented. While there is a handful of
leading players in each segment, there are quite a few mid- and small-sized players
that compete across product lines. They either operate in one segment or sell either
one or a limited number of products in more than one segment. Recent entrants that
have made a mark in the market are few and offer novel solutions with new
technologies such as IoT, AI, and predictive analytics. However, they are still looking
for innovative ways of gleaning and managing data. Simultaneously, medical device
players are also shifting into provider business. Players are expected to witness a
more competitive and challenging atmosphere due to increased new regulatory
pressure, legal scrutiny and due to the forces of new, innovative players in the health
care space.
Going forward, the market competition is expected to play out in one or more of these
ways. Technology and MedTech players can differentiate their offerings and occupy
exclusive areas in the market; provide fragmented service and product offerings;
bring everything within the company by creating an in-house data platform that can
connect to several devices; offer advanced predictive diagnosis and user-friendly
devices but keep the health-based data within the MedTech ecosystem. Overall
though, patient empowerment is at the heart of all these advances.
16.1.1 Success Strategies
› Players will have to consider differentiating their products and solutions from fitness and
lifestyle devices by elucidating their market expertise and quality with the same level of
customer experience.
› Entering into partnerships inside and outside of the industry can help establish a
competitive edge and ward off competition from start-ups.
› Players can also establish an edge by augmenting internal processes and work with their
end-users to enhance engagement and efficiency through task duplication and error
reduction
› Differentiate their offerings based on digital maturity and age groups of patients. Not all
markets are likely to operate the same. For instance, consider younger patients will focus

more on prevention and thereby require holistic comorbidity management and develop
solutions accordingly.
The influential factors in selecting a connected care solution include:
› Effective use of technology
› Cost-effectiveness
› Clinical and economic outcomes
› Ease of use
› Comparative effectiveness
› Reliability
› Physician familiarity
› Transparency
› Responsiveness
› Innovation
› Breadth of care
Economically-motivated buyers, increased competition, growing prevalence of

national and regional tenders, consolidation among healthcare providers, and
increased competition among the present managed care players are based on price,
value, reliability, and efficiency.
Players competitiveness depends on:
› Create or acquire innovative, scientifically advanced technologies
› Apply our technology and solutions cost-effectively and with superior quality across
product lines and markets
› Develop or acquire proprietary products and solutions,
› Constantly improve quality systems
› Responsiveness to demands
› The marketing of products and services
› The cost and scope of offerings
› The development of healthcare platforms to collect patient data

16.2 MARKET RANKING ANALYSIS
› Koninklijke Philips is a leading player in the market and employs approximately 81,000
employees with sales and services in more than 100 countries
› ResMed is among the largest players in the market. It has an employee base of 7,500 and
caters to patients in over 140 countries, tending to more than 15 million people.
› Boston Scientific has represented in around 120 countries and has 36,000 employees. In
2019, the company marketed products and solutions to approximately 37,000 hospitals,
clinics, outpatient facilities and medical offices.
› Medtronic is another large player that has operations in 150 countries, offers products
that treat 70 health conditions and caters to 75 million people annually. The company has
90,000+ employees
› Connect America is also a huge player that serves over a million people and is sold
through a network of over 1000 healthcare providers
Table 3 Market Ranking Analysis 2019
COMPANY NAME HEADQUARTERS RANKING*
MEDTRONIC Minneapolis, Minnesota, US 1
Koninklijke Philips Amsterdam, Netherlands 2
Boston Scientific Berlin, Germany 3
RESMED San Diego, California, US 4
connect America Bala Cynwyd, Pennsylvania, US 5

Source: Arizton
*The market ranking is derived based on overall global revenues.

17 KEY COMPANY PROFILES

17.1 KONINKLIJKE PHILIPS
17.1.1 Business Overview
Philips is a health technology company that serves both consumer and professional
markets. It caters to the entire health continuum from healthy living and prevention,
to diagnosis, treatment, and home care. The company was established in 1891 and is
based in Amsterdam, the Netherlands.
It offers products under the following segments:
› Personal care
› Household products
› Mother & child care
› Health
› Lighting
› Sound & vision
› Automotive
› Accessories
Philips offers enterprise monitoring and patient care solutions in the areas of critical
care, general ward, and anesthesia, and more.
› Patient monitors
› Continuous monitoring
› Fetal and maternal monitors
› MR compatible monitors
› Patient-worn monitors
› Vital signs monitors
› Central monitoring
› Workflow solutions
› Mobile patent monitoring solutions
› Data integration

› Networking infrastructure
› Mounting solutions and supplies
› Software Evolution Services
› Corrective Maintenance Services
› Clinical Decision Support
In the RPM market, the company offers tools such as the eCareCoordinator clinical
dashboard and eCareCompanion patient app. This remote patient-monitoring
software relies on connected devices and patient-reported data. Under Philips
Lifeline, it offers medical alert devices.
17.1.2 Product Offerings
Table 4 Philips: Major Product Offerings
Particulars Product Offerings
› Patient Monitoring
Systems › Enterprise
Interoperability
› Philips Intellivue
Patient Monitoring › Interoperable Vital
Signs
Connected Care › Next Generation
Central Station › Early Intervention
› Digital Charting › Alarm Management
› GoSafe 2 › HomeSafe with

AutoAlert
› HomeSafe Standard
Note: The list is not exhaustive.
Source: Company Websites & Arizton
17.1.3 Key Strategies
› The company focuses on designing RPM solutions for frequent hospital fliers, given that
the cost burden and hospital readmissions associated with them are high. It has also
finalized deals with VitalHealth (2017), which operates in population health technology
to fortify its RPM offerings for chronic disease populations, including patients with
congestive heart, diabetes, and COPD conditions. It is also shifting focus from its other
operations (consumer appliances division) and investing $109 million to ramp up
production of ventilators and other devices that have found increased demand due to the
novel coronavirus crisis.

› Philips is transitioning into a health technology company and is using the care continuum
as its guiding strategy to create solutions that are networked, value-based, consumer-
centric, digital and consolidated, and leveraging digital technologies. The company is
introducing new business models and moving towards outcomes-oriented models of care
delivery
17.1.4 Key Strengths
› Philips is the biggest provider of connected airflow generators, priming it for growth is
among the biggest segments in the market.
› Philips has created a legacy in the IT space and shifted from product-based propositions
to AI and digital technology-backed solutions in line with the recent trends in the
healthcare space. It has also engaged with other stakeholders and dove into the solution-
co-creation ecosystem. This is putting the company at the forefront of MedTech.
17.1.5 Key Opportunities
› Expanding further in the several areas it operates in Personal Health, Connected Care,
Precision Diagnosis and Image-Guided Treatment and expanding focus beyond
traditional healthcare systems hospitals, and into community care, primary care, clinics,
and home care.

17.2 RESMED
ResMed offers cloud-connected medical devices for patients with sleep apnea, COPD
and other chronic diseases. It provides out-of-hospital software platforms to aid
caregivers and professionals at home or in care settings. Its product segmentation is
as follows:
› Masks
› Devices
› Dental
› Oxygen
› Accessories
ResMed offers Air Solutions and operates in the following areas under the sleep
therapy device segment:
› Diagnosis and screening
› Treatment and monitoring
› Patient engagement and compliance
ResMed, through its home sleep testing device ApneaLink Air uploads test results to
a cloud-based database, which is referred to as care providers. At the start of therapy,
it allows for remote management through its AirSense 10 and AirCurve 10 patient
therapy devices. AirView, a cloud-based patient management system for online
patient monitoring, enables collaboration between physicians, clinicians, and care
providers through the storage of the patient’s diagnostic, prescription, and therapy
information in one location.
Table 5 ResMed: Major Product Offerings

› AirView
Connected Care
› ResScan patient management › myAir
system

› ResMed implemented cellular IoT connectivity across its Air Solutions line, driving
enhanced differentiation and bumped up its position in the RPM space
› The company is focused on increasing high-margin market opportunities through

acquisitions to expand its products and services and extend its leadership position in
respiratory care. For instance, in 2018, it acquired Propeller Health, a provider of sensors
attached to inhalers with an app, to boost its position in the COPD space.
› ResMed is among the largest player in connected healthcare globally, with more than 100
million individuals in its digital health network. This has also given the company a
competitive advantage in terms of a significant volume of data that can give insights to
providers for improving outcomes
› ResMed has consistently received recognition in the healthcare industry. For instance, in
2019, it was awarded the “Dealmaker of the Year” by Medtech Insight for advancing its
business through investment deals. In 2018, it was named Top-20 Corporate Citizen by
Forbes
17.2.5 Key Opportunities
› The company can ward off heightened competition from smaller competitors in the sleep
tech space by leveraging referral growth

17.3 BOSTON SCIENTIFIC

Boston Scientific is a provider of medical solutions used across several interventional

medical specialties. The company’s seven core businesses are organized into three
reportable segments:
MedSurg: Urology and Pelvic Health, Endoscopy
Rhythm and Neuro: Neuromodulation, Electrophysiology, Cardiac Rhythm

Management
Cardiovascular: Interventional Cardiology, Peripheral Interventions
The company was established in 1963 and is headquartered in Berlin, Germany.
Table 6 Boston Scientific: Major Product Offerings
› LATITUDE NXT
Patient Management
System › LATITUDE Consult
› Heart Connect System System
Connected Care › LATITUDE › LATITUDE Link Data

Programming System Management System
Model 3300 › MyLATITUDE Patient
› ZOOM LATITUDE App
Programming System
Model 3120
› The company’s five strategic imperatives include
› Strengthen category leadership
› Expand into high growth adjacencies
› Drive global expansion

› Fund the journey to fuel growth
› Develop key capabilities
› It has held collaboration at the heart of innovation with respect to bringing new
treatments and increasing the pace of discoveries at its global design centers in the US,
China, Puerto Rico, the UK, Ireland, India, and Costa Rica. It combines internally
developed products and technologies with those it obtains externally through alliances,
strategic acquisitions, and other investments.
› Boston Scientific is among the legacy companies that have achieved technology leader
status in the medical solutions market since it has made huge strides in the space.
› The company is at the helm of accelerated growth as it invested over a billion dollars in
R&D in 2019 in order to fuel its pipeline and expects to introduce new solutions by 2022
17.3.5 Key Opportunity
› Expanding its product portfolio across other segments of the RPM market can offer new
opportunities for growth

17.4 MEDTRONIC
Medtronic is a provider of medical technology, services, and solutions. Its products

include cardiac devices, cranial and spine robotics, insulin pumps, surgical tools,
patient monitoring systems, and more. The company operates in the following
business segments:
CARDIAC AND VASCULAR GROUP
› Aortic, Peripheral, and Venous
› Atrial Fibrillation Solutions
› Cardiac Rhythm and Heart Failure
› Coronary and Structural Heart
DIABETES GROUP
› Advanced Insulin Management
› Automated Delivery Systems
› Multiple Daily Injection Solutions
› Customer Retention & Experience
› Non-Intensive Diabetes Therapies
MINIMALLY INVASIVE THERAPIES GROUP
› Renal Care Solutions
› Respiratory, Gastrointestinal, and Informatics
› Surgical Innovations
RESTORATIVE THERAPIES GROUP
› Spine
› Brain Therapies
› Pain Therapies
› Specialty Therapies
The company is headquartered in Minneapolis, Minnesota, US.

Table 7 Medtronic: Major Product and Solution Offerings
Particulars Product and Solution Offerings

› NetResponse Mobile
Platform
› Vital Sync Virtual
Connected Care
› Peripheral Devices: Patient Monitoring
Weight scales, Platform
glucometers, blood
pressure monitors, and
› MCMS platforms
pulse oximeters
› Medtronic has been focusing on responding swiftly to market changes by devising

remote solutions. It launched a set of new remote-monitoring solutions in 2020 to help
overburdened health systems, such as the COVID-19 Virtual Care Evaluation and
Monitoring solution that allow patients who have concerns about the novel coronavirus
use a virtual assistant to give a symptom survey online leading to further review when
required
› Its strategies for future growth include globalization, therapy innovation, and a leading
player status in value-based healthcare. Medtronic is also focused on the disruption of its
existing markets
› The company focuses on high-leverage training to support healthcare professionals and

help attain strategic business objectives, driving a competitive edge in the market
› Medtronic offers the entire set of patient-facing platforms designed to facilitate education,
engagement, and collection of health information, creating a strong proposition in the
market
› The company leads in terms of the development of new business models that help bring
to life the economic value of its technology
› The company has a huge opportunity to grow on its current efforts during the pandemic
and leverage its strong ventilator sales and cross-sell its connected care solutions

17.5 CONNECT AMERICA

Connect America is a connected care solutions company that offers a range of

healthcare technologies. Its solutions include medical alert systems, remote patient
monitoring and medication management. It partners with Medicaid agencies,
drugstore chains, hospitals, managed care apart from other healthcare organizations
and home healthcare. It also has support offices across the US, some of which include
California, Colorado, Florida, Hawaii, Kansas, Massachusetts, and Illinois. The
company is based in Belmont Ave, Bala Cynwyd, Pennsylvania.
Table 8 Connect America: Major Product Offerings
› At Home Systems
which include Landline
system and Cellular
System
› MedReady
Connected Care › On-the-Go Systems › ConnectVitals
which include Mobile
and Mobile LTE › ConnectPORTAL
› Fall Detection Pendant
› Connect America works particularly with homecare organizations in formal and informal
arrangements and is focused on aiding clients of partners
› Its key strategy is portfolio diversification into high growth adjacencies and
establishment category leadership in prominent markets
› Connect America is among the largest independent providers of PERS in the US. It has
also been recognized for its advanced solutions. For instance, it was awarded the Top 10
Most Innovative Home Healthcare Solution Provider title for the second year in a row in

2020 by Healthcare Tech Outlook magazine for Pioneering the Future of Connected Home
Care. In 2019, Connect America was also called Best Home Healthcare Solutions Provider
for its ConnectVitals telehealth solution, featuring unique patient and provider portals
› The company has pushed boundaries and become a pioneer in the market, offering
unique solutions. For instance, its ConnectVitals integrates multi-channel (e.g.,
biometrics, video, chat, and fall detection) remote monitoring into a variety of healthcare
programs, offering better patient engagement, access to care responsiveness, and clinical
touchpoints while improving patient outcomes.
› Since its solutions are not tied to a specific technology or vendor, the company has
significant opportunities to leverage new advances or updated versions in the technology
and offer a better experience to both caregivers and patients

18 OTHER PROMINENT VENDORS

18.1 ADHERETECH
AdhereTech is a provider of smart devices and digital support in the connected care
market. Its customer segments include pharmaceutical manufacturers for multiple
specialty medications with distribution from specialty pharmacies. It was founded in
2011 and is based in New York, US.
Table 9 AdhereTech: Major Product Offerings
Connected Care › Smart Pill Bottle
› The company primarily focuses on entering partnerships with healthcare companies that
have high standards in place, driving a heavy emphasis on compliance with all safety
standards and other requirements from regulatory bodies such as the FDA and HIPAA.
› Its growth strategy is also rooted in improving patient experiences through patient-
centric design, and this has become part of its identity. By designing a bottle that does not
require additional steps such as downloading an app to offering a long battery life
spanning months and charging just like a smartphone, the company has elevated its value
through design
› The company’s patient-centric design approach has driven recognition. Its devices have
been exhibited at some of the world’s top museums, such as The Carnegie Museum of
Art, The Cooper Hewitt Smithsonian Design Museum, The Vienna Technical Museum,
and The Nelson Atkins Museum of Art. Furthermore, it has also won accolades from
organizations such as The Cleveland Clinic, Janssen Healthcare Innovation, Boehringer

Ingelheim, The Chicago Athenaeum: Museum of Architecture and Design, A’ Design, The
Henry Ford Innovation Institute, The LIVESTRONG Foundation, The New York City
Economic Development Corporation (NYCEDC), and more
› The company has received strategic investments in the past that have allowed it to expand
its capabilities and distribution, while also having a robust IP portfolio and a large
customer base across several continents

18.2 A&D MEDICAL

A&D Medical offers biometric-monitoring solutions including, weight scales, blood

pressure monitors, activity monitors, and other health-monitoring devices. It serves
bots in the consumer and professional markets. It offers telehealth products to enable
at-home patient care and monitoring of chronic conditions, such as diabetes,
hypertension, COPD, and others that involve monitoring weight and blood pressure.
A&D Medical is a division of A&D Company, a global manufacturer of measurement
equipment, with operations in APAC, Europe, Russia, and the Americas. The
company was founded in 1977. A&D Medical (Americas) is based in San Jose,
California, US.
Table 10 A&D Medical: Major Product Offerings
› Premium Wireless
Weight Scale UC-
352BLE › Premium Wireless
› PROCONNECT Blood Pressure
Wireless Weight Scale Monitor UA-651BLE
Connected Care
UC-351PBT-Ci › Premium Wireless
› Premium Wireless Blood Pressure
Weight Scale with Monitor UA-767PBT-Ci
Extra Wide Base UC-
355PBT-Ci
› It has worked on complimenting its devices and providing more support through at-
home monitoring apps such as A&D Connect devices that enable patients to connect their
health data with providers and healthcare providers and family updated on patient
health. Its app features an intuitive dashboard, which has features such as goal setting
and displays trends

› The company has entered partnerships in response to the increased demand for
telehealth. For instance, in 2018, it partnered with Health Recovery Solutions (HRS) to
offer biometric monitoring equipment to patients using the HRS platform
› A&D Medical is among the top players in connected health and biometric measurement
devices and services for chronic condition management and consumer wellness spaces.
It is among the most trusted players in the market with strong brand awareness

18.3 ANELTO
Anelto offers services and technologies in health, safety and wellness for seniors. It
offers solutions in the areas of:
› Personal safety systems - PERS, mPERS, Lone Worker, Security
› Anelto Health - RPM
› Wellness - Activity, Lifestyle, Prescription Adherence
It was founded in 2012 and is based in The Colony, Texas, US.
Table 11 Anelto: Major Product Offerings
Particulars Product and Service Offerings
› HomeAssure
› On the Go Lite 4G
Connected Care › On the Go Lite Plus
› RemoteCare247
4G/WiFi
› Fall Detection/ PERS

› On the Go Elite 4G
› The company has worked on offering a complete, comprehensive solution in the market
based on three factors - ease to use, ease of set up and communication-based. It has been
enhanced to provide an integration of a voice hub, which enables two-way
communication between caregivers and patients, allowing for more seamless
communication during emergencies and in day-to-day monitoring
› It has partnered with AT&T for cellular connectivity to do away with the reliance on WiFi
and provide a secure mobile network for transmission of the patient’s health data and
activity information to the healthcare provider

› Its differentiation in terms of being geared at seniors through a solution with heightened
ease of use for older patients, many of whom feel uncomfortable using smartphones and
tablets, has led to the company standing out in the market.
› Even though the telemedicine space is inundated with new players, Anelto has cemented
its place and has witnessed rapid growth, finding a place in several large home health
agencies. Its growth has accelerated during the pandemic where seniors are the at high
risk

18.4 BIOTRONIK
BIOTRONIK is a medical device company that serves patients with cardiovascular

and endovascular diseases. Its product portfolio constitutes services/solutions,
cardiac rhythm management; and vascular intervention segments. BIOTRONIK has
offices in New York City and Lake Oswego, Oregon.
Table 12 BIOTRONIK: Major Product Offerings
Connected Care › BIOTRONIK Home .

Monitoring
› BIOTRONIK has a heavy focus on R&D aimed at improving the diagnosis, treatment, and
prevention of cardiovascular and endovascular disease, and has thereby been a pioneer
in these areas
› The company has worked on extending its portfolio of cardiovascular solutions to offer
more support for the provision of care early on. For instance, in 2018, it became the
exclusive US distributor for InfoBionic’s MoMe Kardia external cardiac diagnostic
monitor. The monitor gives access to workflow efficiencies and critical data to aid
physicians with the identification and prevention of cardiac events
› The company was among the first to integrate medical technology with
telecommunication to allow for the automated, routine transmission of clinical and device
data from patients to physicians, leading to an early mover advantage. It claims to be the
first in
› Offering worldwide cellular connectivity
› Offering mobile patient transmitter

› Developing an intelligent traffic light system for efficient alert management
› BIOTRONIK’s Home Monitoring technology is reputed for being user-friendly, reliable,

and clinically actionable, and has thereby gained widespread recognition through
awards. Millions of patients, physicians and clinics worldwide rely on home monitoring.
› The company’s RPM solution is also the only one that is FDA-approved for early
detection and as a substitute for device interrogation during follow-ups in the physician’s
office, driving more opportunities in the market

18.5 COHERO HEALTH

Cohero Health offers integrated hardware and software to track asthma medication
use, lung function, symptoms and environmental conditions. It is based in New York,
US.
Table 13 Cohero Health: Major Product Offerings
› BreatheSmart App
mSpirometer Sensor
Connected Care
› HeroTracker Sensor
› Cohero Health is focused on helping patients build better habits while also keeping the
caregivers in the know
› It markets its solutions directly to patients unlike a lot of other players in the connected
medication management market
› Cohero Health is among the more established players offering smart inhalers, marketing
its solutions directly to patients

18.6 ESSENCE GROUP

Essence Group is a provider of connected solutions for home and business security,
and senior living care. Its expertise lays in security, telecare, cyber, and skincare. It
offers solutions in the areas of:
› Security
› Communication
› Insurance
› Healthcare
› Energy
It was founded in 1994 and had locations in Hoboken, New Jersey, US; Madrid,
Spain; with the head office in Herzliya, Israel.
It has focused on creating AI and voice-based remote monitoring solutions for

seniors. The Care@Home platform is combined with wearable and non-wearable
technology, and a fall detection device.
Table 14 Essence Group: Major Product Offerings
› Care@Home Enhanced
Connected Care Telecare Services
Platform
› The company has worked on innovating to tighten protection and ensure the privacy of
its customer and user base by maintaining high levels of cyber-security across its range
of platforms. It has committed to:
› Privacy is a strategic imperative
› Committed protection of the privacy and security of homes and families

› Product design focusing on customer privacy protection
› Exceeding industry standards
It has established a cyber-security subsidiary that develops to protect IoT networks an

devices
› It has been working on its motion detection technology, constantly innovating new
solutions in the space
› Essence Group has been in the consumer-facing connected devices segment for over two
decades and catering to a huge customer base with 50 million devices deployed globally
› The company’s Care@Home Multi-Service Platform has won accolades for its product in
the home care monitoring space, indoors and outdoors. For instance, in 2018, Essence
Care@Home Communicator has won the 2018 ESX Innovation Award for the PERS
category. In 2020, its 4D multi-sensor passive fall detection technology won the
Residential Systems Picks Award for its potential impact on the custom installation
industry from the perspective that it is designed to help deliver immediate assistance for
the elderly at home in the case of potentially debilitating falls. It also won the IoT Health
& Wellness Safety Solution of the Year as part of the IoT Breakthrough awards for 2020
at CES.

18.7 GE HEALTHCARE
GE Healthcare is the healthcare division of GE, offering medical technology and

digital solutions. It dabbles in intelligent devices, data analytics, applications, and
services, supported by its Edison intelligence platform. The company offers products
in two segments:
Products: Accessories and supplies; advanced visualization; anesthesia delivery;

bone and metabolic health; computed tomography; contrast media; diagnostic ECG;
Edison platform; fluoroscopy systems; GoldSeal - refurbished systems; healthcare IT;
interoperability; interventional image-guided systems; invasive cardiology;
magnetic resonance imaging; mammography; maternal-infant care; molecular
imaging; nuclear imaging agents; patient monitoring; radiography; surgical imaging;
ultrasound; ventilators; and virtual care solutions
Service & Support; clinical network solutions; digital solutions; medical affairs;
healthcare technology management; service agreements; service enablers; services
segments; support documentation library; service shop
GE Healthcare was founded in 1994.
Table 15 GE Healthcare: Major Product Offerings
› CARESCAPE B850 › B105 and B125 Patient

Monitor Monitors
› CARESCAPE B650 › CARESCAPE VC150
monitor Vital Signs Monitor
Connected Care
› CARESCAPE B450 › CARESCAPE VC150
› Mobility solutions Vital Signs Monitor
› ApexPro FH telemetry › CARESCAPE Central

solutions Station

› GE Healthcare is swiftly scaling technologies to help clinicians deliver care in the times
of the pandemic. To that effect, it has partnered with Microsoft to provide clinicians and
health systems with software such as the Mural Virtual Care Solution in the treatment of
ventilated COVID-19 patients and those in the ICU, at scale, aggregating near real-time
data to keep them acquainted with patients' conditions
› The company is looking to address cybersecurity vulnerabilities within certain clinical

information stations to minimize the risk of remote or local network attacks
› The company has over a century worth of experience in the healthcare industry and a
huge base of 50,000 employees globally, working in areas of digitizing healthcare,
precision health, productivity-driving strategies and outcome improvement for patients,
health systems, physicians, and researchers. This has cemented its standing in the market
› GE’s aim of creating GE Healthcare as a standalone, pure-play company has allowed the
company to have more flexibility to engage in future growth opportunities, invest in
innovation and respond swiftly to industry changes

18.8 GREATCALL
GreatCall is a provider of senior cell phones, medical alert systems, and mobile
medical alerts geared at the safety of seniors. It offers solutions in the areas of:
› Phones
› Devices
Its products and services include Lively Mobile, Jitterbug Flip, Jitterbug Smart2,
Lively Wearable, Lively Home and health, safety, and wellness apps such as Urgent
Care, GreatCall Link, MedCoach and 5Star Urgent Response Service. It was founded
in 2006 and is San Diego-based.
Table 16 GreatCall: Major Product Offerings
Connected Care › Lively Mobile Plus › Lively Wearable2
› The company has promotions in place to drive volume growth. For instance, it offers a
discount for AARP members with savings on $60 per year on certain Health & Safety
Packages
› It has adopted a Lean development methodology to test new products, technologies

concepts, and more to understand consumer behavior with regards to barriers,
motivations, and willingness to adopt PERS products
› Post-acquisition by Best Buy in 2018, GreatCall has been put in a new league with a higher
potential for commercial business growth in the senior living and healthcare space.
› The company’s subscribed customer base includes around 1 million people in part owing
to strong customer service and experience customized to the target group

18.9 LOGICMARK
LogicMark is a provider of PERS systems. The company produces lifestyle products

catering to singles, the aging population and more. It offers monitored, un-
monitored, and mobile solutions. It offers its products through dealers/distributors
and the United States Department of Veterans Affairs.
It was launched in 2006 and is a wholly owned subsidiary of NXT-ID. It is based in

Louisville, Kentucky.
Table 17 LogicMark: Major Product Offerings

› Notifi911+ › Non-Monitored
› Life Sentry Devices:
Connected Care
› Sentry Pal › Freedom Alert
› Caretaker Sentry › Guardian Alert 911
Note: The list is not exhaustive. Source: Company Websites & Arizton
› The company has aimed at setting itself apart by offering some of its PERS solutions
without charging a monthly fee
› LogicMark has been focused on expanding its direct-to-consumer sales to increase

availability. In 2019, its Notifi911, was added to Walmart.com to its national retail
distribution
› LogicMark’s parent company Nxt-ID has widespread experience in biometric and

behavior-metric identity verification, security and privacy, encryption and data
protection, and sensor technologies, among other things, creating a strong base for its IoT
applications and payment solutions. This allows for LogicMark to leverage the expertise
to create better products
› LogicMark has gained a huge customer base owing to the affordability and value of its
products

18.10 MOBILEHELP
MobileHelp’s main business function is the design and development of medical alert
systems and health management solutions. It offers products in three segments, In
Home, Complete Protection, and On The Go. It was founded in 2006 and is based in
Boca Raton, Florida, US.
Table 18 MobileHelp: Major Product Offerings
› MobileHelp Classic › MobileHelp Duo

Connected Care › MobileHelp Wired › Mobile Duo
› MobileHelp Solo
It also offers MobileHelp Connect, event notification and online tracking platform for
families and caregivers. It also offers proactive health management services, such as
Activity Tracking and Medication Reminders.
› The company has a strong focus on innovation. It has worked on setting itself apart by
offering new value – for instance, products with nationwide wireless voice and data and
GPS technology to provide location tracking and real-time medical monitoring services
for accelerated personal emergency assistance
› The company is collaborating with others in the technology space to develop its solutions.
For instance, it partnered with Samsung Electronics America to blend the Samsung Gear
S3 smartwatch advanced app and form factor with its mPERS capabilities to develop an
efficient device. This has even driven demand outside of its primary customer base, for
instance among athletes requiring access to emergency care when training in vigorous
environments

› MobileHelp is among the better-known players in the Mobile-Personal Emergency

Response System (M-PERS) technology space owing to a strong reputation for quality
with high value and affordability and a variety of products on the market. Since it
manufactures its own equipment along with for other players as well, it is able to have a
cost and thereby price advantage in the market
› The company’s products also have a strong USP, making it a standout brand in the
market. For instance, MobileHelp Duo, which it claims as to the first fully integrated
medical alert system with GSM/GPS technology
› The company has received recognition for its products, driving awareness and increasing
sales for the player. For instance, in 2019, Frost & Sullivan recognized MobileHelp with
the 2019 North American Product Leadership Award for enabling older adults with better
independence by combining advanced PERS and health-monitoring solutions in the
MobileHelp Smart and the MobileHelp Touch. The company was also named Best
Medical Alert System by Caring.com in 2019.

18.11 MYTREX
Mytrex operates in the PERS realm. It is based in South Jordan, Utah, US, and was
founded in 1986.
Table 19 Mytrex: Major Product Offerings
› MXD
Connected Care › myActive Alert
› MXD3G
› The company has a strong Made in USA focus, which it markets to demonstrate a
commitment to a stronger economy and a better quality of life for local workers
› The company has laid many claims from offering the first completely VoIP compatible
traditional PERS on the market to the first cellular medical alarm in the industry to
provide a 3G cellular connection. This is aimed at creating an elevated positioning for its
products
› Mytrex has a strong background in terms of knowledge and experience in designing not
only PERS, but the relevant monitoring hardware and software, creating better
opportunities for designing an effective solution that can be monitored, serviced, and
maintained by any central station and/or PERS provider
› The company is among the leading players in the medical alert systems market with a
solid user base and a strong brand awareness

18.12 NORTEK SECURITY & CONTROL

Nortek Security & Control is a provider of smart connected devices and systems for
residential, security, access control, AV distribution and digital health markets. It
offers a family of brands including 2GIG, ELAN, GoControl, Linear, Mighty Mule
and Numera. The company caters to national telecoms, big box retailers, OEM
partners, service providers, security dealers, technology integrators, and consumers.
It offers PERS products under its Numera brand. It was founded in 1961 and is
headquartered in Sea Otter Place, Carlsbad, California, US.
Table 20 Nortek Control: Major Product Offerings
› Numera Libris 2 › Numera Home Safety

Connected Care MPERS pendant Hub - PERS-4200;
PERS-4200X;
› EverThere FallDetectionPendant.
› Numera has a strong focus on steering away from reactive, home-based solutions and
toward proactive complete wellness solutions that are aimed at promoting healthy living
through early intervention. This has been integrated into its product development
strategy wherein its solutions enable users to combine their Numera Libris mPERS device
and the Numera EverThere web-based platform to keep caregivers and family informed
about the health of users. It allows the creation of routine check-ins that elevate social
engagement and can aid in reducing emergencies
› Numera has focused on leveraging peers, caregivers, family, and other groups, objective
and subjective health information, and the ability to make this information actionable via
scalable, mobile and branded solutions to extend the health and lifespan of people
› It has aimed at constantly improving products, enhancing its call and audio quality,
charging capability, and cellular coverage

› Nortek Security & Control is a global leader who has deployed over 20 million security
and home control sensors and peripherals and 4 million connected systems, giving it an
upper hand in the market
› Numera has solid expertise in developing applications and platforms in health and safety.
The company has been leading the telehealth industry for over a decade in terms of
technology

18.13 FREEUS
Freeus is a provider of mPERS. It works as a wholesaler and caters to the mobile

medical alert; security; healthcare; hospitality; real estate; construction; utilities &
energy; military; and schools & university markets. It is based in Ogden, Utah, US.
Table 21 Freeus: Major Product Offerings

› Products
› Orion IoT Platform
› Belle 4G LTE Mobile
› Central Station
Connected Care Medical Alert
Monitoring
› Belle+ with Fall
› Check Coverage
Detection & GPS
› The company has worked on enhancing value. For instance, it’s Orion platform has been
created not just for powering its own devices but help dealers provide caregivers with
location tools and manage their dealer businesses by offering a way to remotely activate
and manage devices
› It constantly upgrades its products to offer more comfort, usability, and advanced
technology. For instance, in 2019, it redesigned its Belle products smart charging cradle
and an interchangeable belt clip and lanyard to make it more easily portable and
wearable. It also updated its product with 4G.
› Freeus has received accolades for its Orion, a cloud-based IoT platform.
› In 2018, it received IoT Platforms Leadership Award from IoT Evolution World
Magazine
› The company was also named in MountainWest Capital Network’s 2018 list of
fastest-growing companies in Utah

18.14 MASIMO
Masimo is a global medical technology company that designs and develops non-
invasive patient monitoring technologies. It offers sensors and medical devices.
Masimo was founded in 1989.
Table 22 Masimo: Major Product Offerings
› Masimo SafetyNet › Medication Dispenser

Connected Care
› Vitals Monitoring › Root patient
program monitoring
Note: The list is not exhaustive. Source: Company Websites & Arizton
› The company focuses on developing non-invasive monitoring solutions that improve

patient outcomes and reduce the cost of patient care. It aims to
› Expand its market share in pulse oximetry
› Expand the use of rainbow technology in the non-hospital setting
› Continue to innovate and maintain its technology leadership position
› It also aims to reduce clinician cognitive overload and reduce errors of omission through
Hospital Automation solutions via connectivity, predictive algorithms, and decision
support
› The company has licensing agreements that allow its technology to work inside
monitoring devices from a host of manufacturers, including Atom, Philips, Mindray
North America, GE Medical, Spacelabs, and Zoll, creating a conducive environment for
its future growth
› It is a global medical technology company and has found awareness and strong brand
affinity as a provider of a range of monitoring technologies such as sensors, patient
monitors, and automation and connectivity solutions

18.15 PILLSY
Pillsy offers an enterprise-grade platform, smart medication packaging, and mobile

applications for remote patient support and connected medication experiences. The
company was founded in 2015 and is based in Seattle, Washington, US.
Table 23 Pillsy: Major Product Offerings
Connected Care › Pillsy Smart Cap
› It caters to providers, payers, pharmacists, and researchers with its Pillsy web app to
manage medication adherence for populations of patients and also works with pharma
companies to drive patient adherence and engagement
18.15.4 Key Strength
› Pillsy’s connected omnichannel approach that uses behavioral science and offers a
HIPAA-compliant clinical support portal to allow for social accountability has driven its
success in the market

18.16 RESIDEO
Resideo is a provider of home automation solutions, offering smart thermostats,

security cameras and more. Resideo is a spin-off of Honeywell America. It is based
in Austin, Texas. It offers a full set of products and software for remote patient
monitoring under its Life Care Solutions division and has been around since 1999.
The LifeStream software collects data from Resideo devices such as blood pressure
monitors and presents them in a dashboard for the clinician to view.
Table 24 Resideo: Major Product Offerings
Care Provider Dashboad
› LifeStream Web
Clinical Services
Clinical Dashboard
› Integrated Video Visits

› Training
Connected Care Patient Devices › Clinical Support

Select Services
› Genesis Touch
› Peripherals &
› Clinical Monitoring
Services
Accessories
› Genesis DM
› Its main aim is to create seamless, advanced RPM solutions for care providers and has
constantly been making changes to its offerings for the same. In 2019, it announced a
refresh of the company's LifeStream telehealth software platform to manage remote
patient care which featured updates such as a pain monitoring scale, patient health
surveys, educational videos, and an updated user interface to help healthcare
professionals improve patient care, reduce readmission rates and drive efficiencies
› The company has been on an acquisition spree, making a few since its spin-off from
Honeywell

› The company has found recognition as a provider of top-of-the-line solutions known for
its integrated and advanced solutions. It is among the few players that offer complete
solutions for RPM from telehealth to telecare, including remote patient management
applications, monitoring services, decision support, and evidence-based disease
management
› It has been built on a 130-year heritage, has 13,000 employees globally and has deployed
over 70,000+ monitors offer the industry’s most advanced and integrated solutions at
home and beyond

18.17 SMRXT
SMRxT offers clinical programs and adherence tools to facilitate medication

adherence. It serves health plans, specialty pharmacies and pharmaceutical
companies. It was founded in 2010 and is based in New York, New York.
Table 25 SMRxT: Major Product Offerings
Connected Care › Nomi
› It is developing through constant collaboration with innovators for the development of

new solutions, programs, and devices
› It is constantly working toward refining Adherence Media, its messaging platform, to

better patient outcomes by communicating across a range of platforms such as desktop
computers, smartphones, and tablets, to families, patients, caregivers and clinicians. The
company has focused on enabling customization, testing and advancing intervention
material and protocols on an individual patient level
› The company has a solid client base spanning large providers of specialty pharmacy and
infusion services
› SMRxT has differentiated its product through its companion software Nomi which turns
data into actionable information for patient interventions and engagement, driving
demand in the market

18.18 VALUED RELATIONSHIPS

Valued Relationship is a provider of remote patient monitoring systems. It partners

with individuals and their Support Team, Government agencies, health plans, and
care partners. It was founded in 1989 and is based in Franklin, Ohio, US.
Table 26 Valued Relationships: Major Product Offerings
› Medical Alert Program

Connected Care
› Vitals Monitoring › Medication Dispenser
program
› The company has steered away from long-term contracts allowing anytime cancellation,
and no replacement, installation, or shipping fees for providing more value in the market
› Valued Relationships has a strong customer base, catering to more than 150,000 clients
nationally
› The company offers a comprehensive range of solutions spanning emergency response,

fall detection, activity monitoring, medication management, vitals monitoring and care
traffic control, and is thereby among the more well-established companies in the
connected care market

REPORT SUMMARY
19 REPORT SUMMARY
19.1 KEY TAKEAWAYS
› Remote patient monitoring has newfound relevance inpatient care delivery during the
pandemic, and as a result, clinical-grade sensor-based digital tools are monitoring and
collecting information on physiological signals to help with clinical decision-making and
also helping gain insights on the coronavirus
› High-quality broadband and connected device expansions, approvals on reimbursements

with respect to RPM, digitized patient data, new reimbursement models, enhancements
in audio-visual consultations have become vital for providing personalized care,
connecting patients in remote areas, and delivering care to underserved populations. This
has driven the evolution of the market from basic to mainstream virtual care
› Since provider incentives are shifting, providers are more willing to take risks and are
thus showing interest in remote monitoring solutions to help their long, medium- and
short-term revenue optimization
› Medication management is expected to be among the fastest-growing segments in the

market along with adoption in Home Care Settings
19.2 STRATEGIC RECOMMENDATIONS
› Health systems are finding it hard to introduce effective patient monitoring programs
because they are unable to combine continuous patient monitoring data with an EHR
platform, which is still centered around episodic care. Vendors need to focus on filling
these gaps and building customized programs that can meet the patient treatment goals
and meet health system needs
› Gen X, Millennials, the Silent Generation, and the Baby Boomers, all consume care
differently. There is a need for operators in the industry to consider the complete
stakeholder experience across all generations and mirror demand for the ease and
similarity from other IoT devices consumers use, but simultaneously tend to higher
expectations from in terms of safety and security
› As the market grows rapidly, several players across verticals such as healthcare, digital
app makers, service providers device makers, and other affiliates that contribute to the
health care ecosystem will feed the data pool. In order to ensure trust and credibility and
stay safe from legal ramifications, there is a need for the establishment of trust among
care providers, patients, and digital apps and services via consent management and
authenticated identities.

20 QUANTITATIVE SUMMARY
20.1 MARKET BY GEOGRAPHY
Table 27 Connected Care Market in US by Type ($ million)
TYPE 2019 2020 2021 2022 2023 2024 2025 CAGR
RPM 8,798 10,079 11,580 13,457 16,035 19,207 23,260 17.59%
PERS 1,935 2,106 2,293 2,512 2,783 3,114 3,556 10.67%
CONNECTED 780 908 1,060 1,252 1,487 1,804 2,200 18.87%

MEDICATION
MANAGEMENT
TOTAL 11,513 13,093 14,933 17,221 20,305 24,125 29,016 16.66%
Source: Arizton
Table 28 Connected Care Market in US by Type (%)
TYPE 2019 2020 2021 2022 2023 2024 2025
RPM 76.42% 76.98% 77.55% 78.14% 78.97% 79.61% 80.16%
PERS 16.81% 16.08% 15.36% 14.59% 13.71% 12.91% 12.26%
CONNECTED 6.77% 6.94% 7.10% 7.27% 7.32% 7.48% 7.58%

MEDICATION
MANAGEMENT
TOTAL 100% 100% 100% 100% 100% 100% 100%
Source: Arizton
20.2 MARKET BY END-USE
Table 29 Connected Care Market in US by End-use ($ million)
END-USE 2019 2020 2021 2022 2023 2024 2025 CAGR
HOME CARE SETTINGS 5,873 6,655 7,550 8,722 10,485 12,722 15,685 17.79%
HOSPITALS/CLINICS 3,107 3,585 4,149 4,815 5,603 6,525 7,602 16.08%
OTHERS 2,533 2,853 3,234 3,684 4,217 4,878 5,729 14.57%
TOTAL 11,513 13,093 14,933 17,221 20,305 24,125 29,016 16.66%
Source: Arizton

Table 30 Connected Care Market in US by End-use (%)
END-USE 2019 2020 2021 2022 2023 2024 2025
HOME CARE SETTINGS 51.01% 50.83% 50.56% 50.65% 51.64% 52.73% 54.06%
HOSPITALS/CLINICS 26.99% 27.38% 27.78% 27.96% 27.59% 27.05% 26.20%
OTHERS 22.00% 21.79% 21.66% 21.39% 20.77% 20.22% 19.74%
TOTAL 100% 100% 100% 100% 100% 100% 100%
Source: Arizton
20.3 MARKET BY DELIVERY
Table 31 Connected Care Market in US by Delivery ($ million)
DELIVERY 2019 2020 2021 2022 2023 2024 2025 CAGR
ONSITE 10,089 11,537 13,221 15,317 18,157 21,686 26,208 17.25

%
MOBILE 1,424 1,556 1,712 1,904 2,148 2,439 2,808 11.98

%
TOTAL 11,513 13,093 14,933 17,221 20,305 24,125 29,016 16.66

%
Source: Arizton
Table 32 Connected Care Market in US By Delivery (%)
DELIVERY 2019 2020 2021 2022 2023 2024 2025
ONSITE 87.63% 88.12% 88.54% 88.94% 89.42% 89.89% 90.32%
MOBILE 12.37% 11.88% 11.46% 11.06% 10.58% 10.11% 9.68%
TOTAL 100% 100% 100% 100% 100% 100% 100%
Source: Arizton

20.1 MARKET BY COMPONENT
Table 33 Connected Care Market in US by Component ($ million)
COMPONENT 2019 2020 2021 2022 2023 2024 2025 CAGR
SOFTWARE AND SERVICES 8,288 9,348 10,539 12,022 14,119 16,723 20,052 15.86%
HARDWARE 3,225 3,745 4,394 5,199 6,186 7,402 8,964 18.58%
TOTAL 11,513 13,093 14,933 17,221 20,305 24,125 29,016 16.66%
Source: Arizton
Table 34 Connected Care Market in US by Component (%)
COMPONENT 2019 2020 2021 2022 2023 2024 2025
SOFTWARE AND SERVICES 71.99% 71.40% 70.58% 69.81% 69.53% 69.32% 69.11%
HARDWARE 28.01% 28.60% 29.42% 30.19% 30.47% 30.68% 30.89%
TOTAL 100% 100% 100% 100% 100% 100% 100%
Source: Arizton

21 APPENDIX
21.1 ABBREVIATIONS
› 5G - Fifth-generation
› AARP - American Association of Retired Persons
› BLE - Bluetooth Low Energy
› BYOD - Bring Your Own Device
› CaaS - Care as a Service
› CARES - Coronavirus Aid, Relief, and Economic Security Act
› CES - Consumer Electronics Show
› CMS - Centers for Medicare & Medicaid Services
› COPD - Chronic Obstructive Pulmonary Disease
› CPAP - Continuous Positive Airway Pressure
› ECG - Electrocardiogram
› FCC - Federal Communications Commission
› HIE - Health Information Exchanges
› HIPAA - Health Insurance Portability And Accountability Act
› ICM - Injectable Cardiac Monitor
› ICU - Intensive Care Unit
› IoMT - Internet of Medical Things
› IoT - Internet of Things
› NCAL - National Center for Assisted Living
› NFC - Near Field Communication
› NGO - Non-Governmental Organization
› NYCEDC - New York City Economic Development Corporation
› PACE - Program of All-Inclusive Care for the Elderly
› PAP - Positive Airway Pressure
› PERS - Personal Emergency Response Systems

› PRN - Pro re nata
› RFID - Radio Frequency Identification
› WBC - White Blood Cell

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5 REPORT ASSUMPTIONS & CAVEATS ............................................................................................................... 18

6 MARKET AT A GLANCE ........................................................................................................................................ 23

8 MARKET OPPORTUNITIES & TRENDS ............................................................................................................ 42

9 MARKET GROWTH ENABLERS........................................................................................................................... 54

10 MARKET RESTRAINTS .......................................................................................................................................... 68

11 MARKET LANDSCAPE ........................................................................................................................................... 81

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11.2.1 THREAT OF NEW ENTRANTS ........................................................................................................................... 87

13 COMPONENT .......................................................................................................................................................... 106

14 END-USE ................................................................................................................................................................... 116

15 DELIVERY ................................................................................................................................................................. 128

16 COMPETITIVE LANDSCAPE .............................................................................................................................. 136

17 KEY COMPANY PROFILES .................................................................................................................................. 139

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17.1.3 KEY STRATEGIES ................................................................................................................................................ 140

18 OTHER PROMINENT VENDORS....................................................................................................................... 150

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18.4.3 KEY STRATEGIES ................................................................................................................................................ 156

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18.14 MASIMO ................................................................................................................................................................................ 171

19 REPORT SUMMARY .............................................................................................................................................. 178

20 QUANTITATIVE SUMMARY .............................................................................................................................. 179

21 APPENDIX ................................................................................................................................................................ 182

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EXHIBIT 47 INCREMENTAL GROWTH BY DELIVERY 2019 & 2025 ......................................................................................................... 128

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Top leadership having more

A rich repository of 12 countries

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This step involves identification of several

This phase includes a detailed evaluation

This process consists of gathering data,

This stage involves the validation of data

This is the final stage, which involves both

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To outline and forecast the To offer wide-ranging

To study market To examine the competitive

To analyze key strengths,

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CLIENT SPECIFICATIONS BACKGROUND STUDY

Future research scope initiations

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4 SCOPE & COVERAGE

Connected care is a real-time delivery of care that is independent of place; it is carried

› Remote and home-use based connected care devices

› Patient monitoring devices

4.2 BASE YEAR

2019 2020 2020-2025

Base Year Actual Year Forecast Period

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4.3 SCOPE OF THE STUDY