Heart of the matter

As the health sector’s center of gravity shifts toward customers, savvy new player is moving fast to capitalize on the change. This new entrant is poised to shake up the industry, drawing billions of dollars in revenue from traditional healthcare organizations while building lucrative new markets in the burgeoning New Health Economy.

Executive summary

The $5.5 trillion US healthcare industry is being upended by companies attuned to the needs and desires of empowered consumers. These new entrants are nibbling at the edges of the traditional healthcare ecosystem, setting the stage for a New Health Economy. These new entrants — from the retail, technology, telecommunications, consumer products and automotive industries — are fashioning the contours of this expanding market. They regard their global reach, customer insights, commitment to transparency and trusted brands as critical assets to capture and dominate the fragmented health sector.

Consumers are readyto move; billions of dollars up for grabs.

As healthcare’s incumbents inch toward a value-driven world, their customers — employers and individuals — are signaling they may not wait. Every new survey fnds that consumers are willing to abandon traditional care venues for more affordable and convenient alternatives. Nearly one in two respondents said they would choose new options for more than a dozen common medical procedures, such as using an at-home kit to diagnose strep throat or having chemotherapy administered at home. This simple shift in the market threatens at least $64 billion of traditional provider revenue. More will follow. The neighborhood drugstore is a leading indicator of the consumer migration to more affordable and convenient care options. “Five years ago, hardly anyone went to a drugstore for a fu shot,” Walgreen Co. President and CEO Gregory Wasson told investors at the JP Morgan Healthcare Conference in January.1 Today, Walgreen’s share of the $10 billion immunization market is 4%, with room to grow. “We intend to continue to grow share not only in this growing pharmacy market, but as well in the largerand growing healthcare space,” said Wasson, whose company now offers a wide range of medical services, from lab testing to school physicals to chronic condition management.

Building a new health economy centered around the consumer, transparency, convenience and prevention.


Today the health sector faces a daunting new digital challenge: unleashing the power of technology to fundamentally reinvent how care is delivered. In the New Health Economy, digitally- enabled care is no longer a nice-to-have, but rather a fundamental business imperative.

After years of dating, it’s time for medicine and technology to marry. Healthcare companies should fgure out how to harness mutual interests for mutual gain as they build care delivery models with patients — not patient encounters — at their center. The companies that will emerge as winners in this new marketplace will be those that can articulate how technology can add value, align incentives, strategically share and analyze data, and redeploy, extend and expand their workforce to embrace digital enablers.

• Understanding which digital health technologies both physicians and consumers value should shape digital strategies.

• Generating meaningful, actionable insights through analytics will focus investments and yield better, faster results.

• Figuring out what motivates both caregivers and consumers to adopt and continue to use digital technology is critical for sustainability.

• Rethinking the workforce and informing workfows will fuel the digital health return on investment.

The healthcare deliver Model of the future

Physicians today are feeling pressure almost everywhere they turn. How they are paid is increasingly based on how well they perform rather than how much. Face-to-face time with patients is decreasing. Differing state scope-of-practice laws for non- physician caregivers such as nurse practitioners, physician assistants, and pharmacists make it difcult for physicians to fully integrate those employees into their practices.

Electronic health records (EHRs) while transformative in their own right — have not turned out to be a panacea for coordinating care or engaging patients more fully in their healthcare. Privacy and security concerns often stall efforts to share patient data outside the practice and stymie innovative technologies that can enable more efcient care. Consumers, who are now paying more of the healthcare tab, are demanding transparency, convenience, and value. They are starting to vote with their feet in record numbers by opting for lower-cost, more convenient retail clinics. The care models of yesterday are inadequate to satisfy growing industry and consumer expectations

“ Understanding which digital health technologies both physicians and consumers value should shape digital strategies.”

Electronic health records (EHRs)

Tomorrow’s successful healthcare delivery models are expected to be:

Focused on the patient as a consumer.

Personalized, transparent, convenient, and on- demand, tomorrow’s models will focus on customer experience and understanding patients in their everyday lives. Health systems will use customer relationship management technology to generate and manage demand.

Predictive and precise.

Analytics will enable caregivers to develop customized care plans for individuals, while also managing care for and improving the health of patient populations. Analytics will help caregivers identify high-risk patients and anticipate problems.

Integrated and transparent.

Health systems will migrate away from an environment of incentives built on charges, admissions, patient days and billing codes to one that focuses on consistent delivery of evidence-based care at the right time, in the right environment, using the right people.


Health systems will shift care from interaction among the patient and the physician to interaction among patients and a broader clinical team. They will disseminate superior standards of care through a team- based operating model with clear roles and accountability based on clinical quality, clinical efciency, patient satisfaction and fnancial performance. They will use digital technology as a tool to design work processes and protocols that allow all clinicians to practice at the top of their license.


Health systems will operate on a well-orchestrated system of care rather than one based on siloed clinical and administrative departments, achieving sustainability by integrating processes, technology, and people. They will transform clinical departments into broader business units focused on the consumer.

Quality-based and efcient.

Health systems will manage their fnancial health based on a new healthcare economy that supports different types of risk- and quality- based care models. They will tie quality measures to reimbursement, which will promote clinical expertise throughout the system of care.

Generating meaningful, actionable insights through analytics will focus investments and yield better, faster results.

While EHRs have come a long way during the past five years-many now act as central data repositories for clinical and genomics data, information exchanges with other EHRs, and tools for performing basic analytics — industry professionals agree that they cannot stand alone.

A large opportunity exists for integrating EHRs with other databases and devices, such as those used for customer relationship management, billing, research and development, and mobile health and analytics. Acting in concert, these tools can give caregivers a more complete portrait of patient care. In the future, patients will expect to see their data, and this will drive more data standards, which will in turn drive physicians to exchange more information with each other. approaches during the next fve years will be using analytics software to manage large volumes of data to predict patterns such as the likelihood of acquiring a disease or being admitted or readmitted to a hospital based on a variety of health, genetic, environmental, and social factors. Being able to merge information about a patient’s fnancial status, home life, and other social and environmental factors is essential for establishing a personalized care approach and determining which digital interventions will work most effectively for that individual. By anticipating medical problems, healthcare companies can protect at risk revenue.

The last thing people need is 400 apps that confuse the patient even more

The market for services offering transparency in healthcare pricing and quality is embryonic, yet growing. New entrants and traditional businesses, particularly insurers, are grappling for share in this new area. In three years, venture capital frms have invested $400 million in start-ups targeting price transparency, while companies such as Aetna, Cigna and UnitedHealth Group have launched their own tools for members. Most of these services allow consumers to compare prices and various quality measures for healthcare services, physicians, drugs and procedures. Some offer Yelp-style user reviews. Still to come: a national comprehensive shopping option.

The hunger for transparent pricing may partially explain the popularity of retail clinics, which prominently display price lists. The digital world has trained consumers to believe they don’t need to pay much for many online services.

Start with the consumer and work backwards.

● Be fexible. All organizations should develop strategies for both fee-for-service medicine and value-based models.

● Don’t go it alone. beneft from smart alliances. As partners, traditional healthcare companies can serve as guides to the regulatory and payment maze.

● Integrate. Skeptics point out that an a la carte medical system will undermine efforts to integrate care if data are not readily available to all caregivers.

● Business model innovation is a complex process with no single recipe for success

Litra Blockchain



Early investors: August 14, 2017

ICO Event: August 30, 2017- September 30,2017

Litra Trading : Oct 30, 2017


- Limited supply.

- Minting by block reward as in Bitcoin.

- Backed by useful day to day services: Demand for healthcare service drive demand for the coin.


- Bitcoin to the address assigned.

- Ether to the address assigned.

- Bank transfer to accounts assigned.

Litra Symbol: À

Litra short: LTA


1 Litra is made from 1000 Dollars.

1 Dollar is made from 100 cents.

1 Cent is made from 10 pennies.

1 Litra is made from 1,000,000 pennies.

- À 99,999,99 Litra coins are created.

- À29,999,997 will be for sale pre & during ICO.

- Litra coin is valued as 1 USD.

- Bonus based on USD invested.

EHR Individuals (20%):

Every US citizen, permanent resident or a foreigner has health record in US upon signing up to our beta registry launch will receive 1 Litra, for free to spend in the ecosystem, it will hold 1 USD value, and any increase in Litra value will be refected on it.

Litra Distribution

Our ecosystem will have healthcare products include pharmacy and health goods, virtual healthcare, and future partners.

Healthcare providers (20%):

Including the hospitals, clinics, research centers, and pharmaceuticals.

ICO Investors (30%):

- R&D Product development

- Marketing and Exposure

- Initial Capex: including licenses and compliances.

- Working Capital

Reserved (10%):

These Litra coins will be not sold during ICO and will be locked. If at some point it seems advisable to sell more, or to direct it to EHR Individuals pool we may do.

Litra Miners (10%):

For providing maintaining the blockchain, distributing data, and more.

Team (10%):

Support, public work, network governance, and more.

Litra Roadmap




MY ETH WALLET : 0xAAdB2C462a98fB6c4Ddc055fa4A0baE6832076E1

MY BITCOIN PROFILE LINK :;threads;u=1029866

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