Health sector
High potential sectors
Growth projections
Telemedicine (Mexico) - Millions
2019: US$ 150.14
2021: US$ 266.07
(CAGR 33.12%)
2019: US$ 150.14
2021: US$ 266.07
(CAGR 33.12%)
Digital Medicine (Mexico) - Billion
2021: US$ 1.24
2025: US$ 1.96
(CAGR 12.13%)
2021: US$ 1.24
2025: US$ 1.96
(CAGR 12.13%)
Retail clinics (Global)
2022 CAGR 8%
2022 CAGR 8%
Outpatient Behavioural Health (Global)
2022 CAGR 7%
2022 CAGR 7%
E-Commerce Health Sector (Global) - Billions
2022: US$ 315.8
2030: US$ 1,271.5
(CAGR 21.8%)
2022: US$ 315.8
2030: US$ 1,271.5
(CAGR 21.8%)
Competing in the Segment of Integrated or Specialised Practice Units implies taking advantage of the human capital that is already working in first level care and support services, mainly in the municipality of Tuxtla Gutierrez. As well as giving sustainability to the outpatient services that were opened during the COVID-19 pandemic.
On the other hand, the integration of technology and e-commerce to attract clients, through timely communication of the specific services offered in relation to a disease or condition, is imperative. Therefore, a comprehensive marketing strategy should be developed to promote these units in the Metropolitan region.
On the other hand, the integration of technology and e-commerce to attract clients, through timely communication of the specific services offered in relation to a disease or condition, is imperative. Therefore, a comprehensive marketing strategy should be developed to promote these units in the Metropolitan region.
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Health Sector Potential
The Metropolitan Region presents favourable conditions to compete in Integrated Practice Units, taking advantage of its existing and potential capacities to adapt to the comprehensive care of the region's most pressing diseases.
Innovation and Market Potential
Productive Vocation
Factor Condition
- Global Market with Retail Clinics CAGR of 8%.
- Mexico Telemedicine Market worth US$ 266 Million CAGR 33.1% (2019 - 2021)
- Mexico Telemedicine Market worth US$ 266 Million CAGR 33.1% (2019 - 2021)
- IEL in UE +1 and +2 in VACB in Outpatient Services (2018)
- Tuxtla Gutierrez concentrates 94% of the EUs.
- From 2013 to 2018 it increased 30% in UE and 38% of its VACB
- Tuxtla Gutierrez concentrates 94% of the EUs.
- From 2013 to 2018 it increased 30% in UE and 38% of its VACB
- Staffing per EU in Outpatient Services at the national level
- It has the infrastructure for gradual incursion into IPUs.
- It has the infrastructure for gradual incursion into IPUs.
- STEM Graduates of the State Total slightly below the national average
- Number of SNI Researchers concentrated in Tuxtla Gutierrez
- No CONACYT Centres
- Number of SNI Researchers concentrated in Tuxtla Gutierrez
- No CONACYT Centres
STI
- Prioritisation of diseases in the region
- Leveraging the installed base of first-level care for the provision of IPU services
- Leveraging the installed base of first-level care for the provision of IPU services
- Forecasting the human capital needed
- Promotion of careers related to health services
- Development of basic infrastructure for IPUs
- Promotion of careers related to health services
- Development of basic infrastructure for IPUs
Environment
Economic Activity
Medium term (2-4 years)
Environment
- Horizontal integration of IPUs with clinics and practices
- Provision of IPU services covering the patient cycle
- Development of IPU Telemedicine Business Models
- Provision of IPU services covering the patient cycle
- Development of IPU Telemedicine Business Models
- Partnerships with academia and industry
- Development of specialised skills in certified healthcare services
- Development and implementation of e-commerce positioning strategies
- Development of specialised skills in certified healthcare services
- Development and implementation of e-commerce positioning strategies
Economic Activity
Environment
- Vertical integration of IPUs with hospitals
- Incursion of IPUs into some phase of Telemedicine
- Incursion of IPUs into some phase of Telemedicine
- Development of omni-channel strategies
- Development and implementation by leveraging digital medicine
- Development and implementation by leveraging digital medicine
Long term (4 years)
Growth Scenarios
Economic Activity
Short Term (1-2 years)
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© 2021
Lic. Arantxa Domínguez Corzo
Lic. Felipe Casahonda Paredes