Ringing in right ear sinus pressure,earrings holder,cure tinnitus forever 6.0 - Step 1

Author: admin, 30.12.2014
Shane Snow is a Mashable contributor and co-founder of Contently, a marketplace that helps journalists and brand publishers build their brands. Somehow the relief allowed me to finally collapse into dreamland — where I ate pizza with some zebras, I'm pretty sure.
In 2007, McKinsey consultant Cyrus Massoumi (left) packed his basketball player frame into a plastic seat on a plane home to New York from Seattle.
As the plane descended, he felt a stabbing pain, like an ice-pick was being jammed in his ear. On the ground, the half-deaf consultant, son of a physician himself (an orthopedic surgeon), couldn't find a doctor who would look at his oozing ear. Fellow McKinseyan Oliver Kharraz (right), a neurologist turned healthcare IT consultant, quit, too. Calling themselves ZocDoc, the trio labored frantically to build a functional website in time for a startup competition they planned on entering in September 2007. Building a two sided marketplace — between doctors and patients, for example — is a classic chicken and egg problem. But first, he had to get the security guards at Manhattan doctors' offices to stop throwing him out. America is short about 13,000 doctors, according to the Association of American Medical Colleges. The first thing to break will be wait time.The average delay to get into a doctor's office in New York is 19 days, according to a 2009 survey by Merritt Hawkins. And yet, between 14 and 42% of patients cancel appointments at the last minute or are no-shows, depending on the field. Between 8 and 27% of emergency room visits could be handled by regular doctor appointments, and for much cheaper, according to various studies by the Center for Disease Control and Health Affairs.
Faced with a three-week wait for something that's hurting you now, the instant gratification of the ER is undeniably tempting.
Before the Internet, booking a flight required either hiring an agent or placing lots of phone calls to different airlines.
Saying that the health care market does not operate at 100% efficiency is like saying dental drills are uncomfortable. Given the reality of the current health crisis, adding scheduling efficiency may do more to prevent disaster than anything we've tried to implement so far. But given the archaic, bureaucratic and stressed nature of the health care industry, such depressurization may be more akin to a popped eardrum than a satisfying belch.
Prepared to take on this weighty task, and with a few doctors finally on board, the ZocDoc team launched its website. The walk from Franklin Street to Lafayette Street in Lower Manhattan is just a few blocks, but the exhausted ZocDoc team looked like refugees as they wheeled their $100 office chairs and computer servers through Chinatown. The solution to ZocDoc's chicken-egg situation had been one part targeting specific users, like dentists, whose patients book appointments far in advance, and one part desperate persuasion. Through such doggedness, Massoumi the salesman signed on enough doctors to present a viable set of appointment options to NYC-based patients encountering the site.
As Massoumi sold, Kharraz trained doctors to use the service correctly and Ganju squashed technical bugs, user demand slowly snowballed. What they lacked in space (and still do, at 320 people, now in SoHo), they made up for with happiness. But compared to nearly anyone else in the health care business, ZocDoc managed to establish itself as the "good guy" very quickly.
As a cash-strapped startup in a delicate industry, the only marketing ZocDoc could afford was word of mouth. Every time the sales team closed a new doctor, the ZocDoc team, packed together like sardines, would do a victory dance. Despite the growth, the life-changing feedback and a happy team, investors weren't falling over themselves for a piece of the company.
The mood-lit room is filled with journalists, startup founders, nerds and probably a few free-boozers.


However, electronic records don't make doctors money in the short run; digitizing archives is a time-consuming task that actually costs a medical practice money. On the other hand, booking more appointments, filling schedule gaps and making more money happens to be an instantly interesting sales proposition to most doctors. By stretching every dollar of their meager funding, plus $100,000 in winnings from a competition, ZocDoc launched sales crews into Washington D.C. A year later, Goldman Sachs and Digital Sky Technologies put in another $75 million to help ZocDoc cover the entire country. ZocDoc returned several pages of available doctors, sortable by average review or soonest appointment.
While EMR startups fight to get in the door with doctors, perhaps the plumbing ZocDoc's built will one day be the unifying framework for a single medical record system, or at least a platform where such systems can interface.
Today, ZocDoc occupies the ninth floor of perhaps the hottest startup building in SoHo, if not all of Manhattan. As I stand in the lobby, the ZocDoc crew gathers for a celebration in honor of the launch of their 21st city: Portland, Ore.
As employees grab lunch from a buffet line, a projector screen shows Saturday Night Live's Fred Armisen, extolling the great city of Portland.
He recites some stats about company growth and reiterates his gratitude for everyone's hard work.
Outside the 19th floor window of my doctor's waiting room, I can see people in winter hats having a lot more fun than me, playing on the boulders of Central Park. By focusing on the white space between doctors and patients — rather than on record digitization like everyone else — ZocDoc has permeated the medical industry, allowing people like me to get a checkup more quickly than before, and permitting people like my doctor to fill empty slots and make more money. But as ZocDoc saturates the scheduling market, it has the opportunity to devour much more of the medical world. As regular consumers, we don't know the details of what politicians and administrators and insurers are debating regarding the future of health care.
I mention my current interest in startups like ZocDoc that operate two-sided marketplaces and manage to innovate in the midst of our current economic challenges. It feels like I'm breathing lava through a coffee straw while Bobby Flay dices my esophagus like a yellow pepper. In my misery the night before, I'd thumbed in the 10 characters to pull it up, then selected "Primary Care," "Aetna" insurance and my zip code. The changing pressure had ruptured his eardrum, muting all sound but for a terrible ringing. Along with Nick Ganju (below), a technical wizard with whom Massoumi had worked as a young graduate, they set adrift promising careers to create the service Massoumi wished existed when his eardrum had burst. Their site would allow users to see doctors in New York by earliest availability and book appointments online, similar to making reservations on OpenTable. PowerPoint in hand, his goal was to get 50 physicians to list their unfilled appointment times on the site.
It's worse in some states, such as Tennessee, where one Blue Cross Blue Shield study indicated that more than half of emergency room visits were for non-emergencies.
However, misuse leads to higher prices and, it's generally agreed, deaths in the waiting room. Because of the information asymmetry, people generally ended up paying higher prices than they ought to. You called a few clinics, waited on hold and finally just accepted whatever appointment you could get, usually in about three weeks.
The new 2,000 square foot space — a palace compared to Ganju's apartment and the subsequent desks at a Franklin Street co-working space — was perhaps the cheapest office space south of Harlem. ZocDoc used that demand to capture more New York doctors, eventually, as fast as the company could hire salespeople.
Doctors not making good on appointments, patients not showing up, a handful of physicians campaigning against ZocDoc for fear of being disintermediated.
Only the "old guard" in medicine is paper files, telephones and lack of time for process innovation.


In an effort to push medicine into the 21st century, Uncle Sam is requiring physicians to switch from paper files to electronic medical records (EMR) by 2015, or else penalties will ensue.
With that proposition, and with a simple monthly fee, a ZocDoc salesperson can bring on a dozen doctors a month (and sometimes twice that). Sandwiched between Thrillist, the nationally popular daily email that helps twenty- and thirty-something men find bars, and Foursquare, the geo-location pioneer that helps twenty- and thirty-something men find bars, ZocDoc's 350 employees cheerfully tap away at their computers, operating a beehive that has helped secure next-day throat appointments for tech journalists and has saved more than a few lives. A few weeks earlier he told me he was hoping to throw a "boozy launch" for this event, the day ZocDoc was finally "legal." In the hustle and bustle to bring city No. Powered by its own proprietary technology, Mashable is the go-to source for tech, digital culture and entertainment content for its dedicated and influential audience around the globe.
The receptionist, a well-dressed young man with a cacophony of earrings, greets me by name as I walk in, motioning me to relax in the stylish waiting area overlooking New York City's Central Park. The resulting page showed me that my doctor, a five star-reviewed physician I'd found on ZocDoc a few months before, was available in the morning. Though some groups are quick to blame Obamacare, the reality is new patients covered by the Affordable Care Act will only require about 8,000 additional doctors in the next decade. Then came Travelocity, et al, empowering the consumer with price and quality comparison information. You had no idea that the doctor on the other side of town just had two appointments cancel this morning.
But if we could schedule cavities as they formed, we'd not only depressurize the doctor shortage, but also prevent a lot of emergency — and faux emergency — root canals. By increasing transparency (allowing patients to review doctors and surface the best) and aggregating data about supply (showing schedule openings in real time), they hoped to assuage a notoriously overloaded system. But two weeks later, as a trickle of users tried out the site, one doctor failed to put a ZocDoc-booked appointment on the calendar.
Workers sat on opposite sides of single-person desks, inches from each other, and Kharraz built a scale model of the space to try to figure out how to squeeze in more people.
Where profits were once derived from asymmetric information, bundling, gatekeepers and cumbersome logistics, efficient software companies will soon dominate.
Because of this sudden "demand" for digital record tech, a bagillion startups and existing health companies are racing to own the EMR space.
According to the Center for Disease Control, the average person makes 3.4 doctor visits a year, which means it's likely that 4-5% of America uses ZocDoc somewhat regularly.
The jazz playing in the waiting room starts to drum solo as the doctor calls me back to her office. The modern painting of a crumbling rock face reminds me of what's inside my throat as I sit, across from a tray of crystal glasses and carafe.
Aging baby boomers, retiring doctors and population growth will fuel the other 90% of the doctor deficit. Massoumi's office was the storage closet, where he conducted job interviews, sitting on a box of toilet paper. It's a (forced) growth area, and investors understand the market opportunity size (all doctors) very well. This rinse-and-repeat helped them nab $15 million in investment in July 2010, which in turn helped them expand to the top 10 cities in America.
ZocDoc digitally transfers the info to doctors, so patients can get in and out more quickly.
Accessing doctors when we need them, knowing our alternatives, understanding who the good guys and the bad guys are — that's what we want. Had the website not informed me this place accepted Aetna, I'd be worried how much my visit was going to cost.



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