Personalized Care Models (PCMs) or Today’s More Contemporary Version of Concierge Medicine

• PCMs (as we’ll refer to them here for simplicity) have taken a decidedly middle-class and upper middle class practice model (est. 2,000+/- doctors): Today’s most common iteration of modern-day subscription or membership-based healthcare is business model — and like some executive health programs, it remains quietly unconcerned about bespoke or low-cost cash only (i.e. DPC-style) options. These practice models do very little advertising and have patient panels between 200-600 patients and range between $1,500-$2,800 per year. Think of it as the sweet spot in the marketplace. It is also believed that there are around 2,000+/- practices aligned with national enterprises and organizational consultancies that assist Physicians in moving into compliant concierge-style practice models. Today, there are likely 30,000 or more cash healthcare practices in the US.

• Business Models Used By Physicians In PCM-style models: Segmented; Hybrid; Full Conversion (SignatureMD; 2025) and click here to learn more and get connected with industry experts and leaders to get started.

• Background (More Middle-Class Patients Than Ever): “Although Concierge Medicine started out as a concept for the affluent nearly 20 years ago, over time, the PCM models in the subscription-based and membership medicine space have taken a decidedly middle-class turn and a lot of people don’t recognize that” says the Editor of Concierge Medicine Today, the industry’s healthcare trade publication. “Today, we can see impressions of old-fashioned medical care where a doctor carries a medical bag into your home or visits you when you’re in the hospital because it’s simply the right thing to do. In the past several years, we’ve observed that there are countless people (i.e. prospective patients) searching for these types of doctors every day because their current plan reimbursed, traditional doctor’s office isn’t providing the level of time, attentiveness and relationship they desire from their doctor. The average consumer today no longer equates concierge medicine with only the affluent. From the mid 1990’s to present day, Concierge Medicine has matured into countless less expensive and affordable subscription-based healthcare delivery service variations within our local communities. Annual fees today in most concierge medicine practice environments simply reflect the level of personal attention and service that a doctor provides and noticeably, patients are deciding to make a personal investment in their own healthcare. It’s no longer about being the best Doctor in world, it’s about being the best Doctor FOR the world, FOR your patients and FOR your local community.”

• Most Common Myth: “If you were to ask me how most headlines about concierge medicine should accurately read, I would say this: ‘The existence of a wealthy clientele in urban areas prompts a few healthcare practices to develop and promote luxury health services – but there’s also less expensive and very affordable programs and practices out there too!’“ says the Editor of Concierge Medicine Today, the industry’s healthcare trade publication.

• Target Audience or Demographics of "Personalized Care Models: Middle and Upper Middle-Class Patients or individuals seeking high-quality, individualized attention; Chronic Disease Patients or those needing tailored management of health conditions; Health-Conscious Individuals or proactive patients looking for customized care; and, Aging Populations and older adults needing specialized care for multiple conditions. (Ralston, R.; 2021; Journal of Personalized Medicine; "Personalized Medicine: A Paradigm Shift in Healthcare."; Zhai, P., & Harris, J.; 2020; American Journal of Managed Care; "The Future of Personalized Healthcare.")

• Disruptively Innovative: “No matter how one perceives or understands concierge medicine, along with its subscription and membership options today, most people's first reaction to these novel healthcare delivery concepts is typically curiosity. However, it can also be met with preconceived opinions and criticism,” stated the Editor-in-Chief of Concierge Medicine Today to a gathering of physicians in Atlanta last October. “It's no surprise that much of the criticism directed at these business models comes from a small group of entrenched healthcare professionals who overlook a well-known and essential business principle: ‘disruptive innovation.’ This concept, introduced by Clayton Christensen in the 1990s, explains how smaller companies with limited resources can challenge established businesses by creating new markets or transforming existing ones with simpler, more affordable alternatives. These innovations typically emerge in neglected market segments and gradually ascend, displacing established competitors. Examples include Top Golf revolutionizing the driving range and entertainment sector, Netflix disrupting video rental services, and Uber reshaping the taxi industry — all underscoring the importance of adaptability and innovation for maintaining a competitive edge (Christensen, C. M.; 1997; Christensen, C. M., Horn, M. B., & Johnson, C. W.; 2008; Schindler, R. M., & Pelsmacker, P. De.; 2017; Koller, T., & Wutz, A.; 2018; and Teece, D. J.; 2010). A mentor of mine years ago once shared a thought that has remained with me: ‘Someone is already creating a uniquely better approach, product, environment, or model. There’s someone out there redefining the rules of the current model of whatever it is you do. The aim [he said] isn't necessarily to be the first to create something uniquely better, but rather to be positioned both organizationally and personally to recognize ‘unique’ it when it comes along.’ While I appreciate the altruistic mission of the healthcare field, I observe that much of the criticism aimed at concierge medicine — whether it be the bespoke versions or the more contemporary iterations — originates from within the healthcare system itself. Patients, like myself, generally embrace and appreciate these models. The next generation of patients will require healthcare to innovate as well. While some may dissent ideologically on these models, my experience shows that when the term ‘concierge medicine’ is mentioned, curiosity usually outweighs criticism by both Patients and Physicians. Looking at the bigger picture, I believe we are discouraging more doctors who bring innovative ideas and inadvertently pushing them away when we should be inviting them to the table and expressing interest in their fresh ideas for unique healthcare delivery alternatives. The concept of fairness has not proven effective in healthcare. We must move beyond fairness and actively engage with those waiting on the other side of the exam room or service window today. Ignoring what capable doctors envision for their patient communities benefits no one. The overly complex healthcare marketplace we have today is not truly healthcare; it’s ‘sick care’ and it’s complicated. This ‘sick care’ environment presents numerous reasons for doctors to feel disheartened and potentially leave the medical profession altogether. Concierge medicine (in all of its iterations) has revitalized the careers of many physicians, and to those who argue that it worsens the physician shortage, I would emphasize that five words from my doctor carry immense weight — they are likely one of the most influential voices in my life, second only to my wife and children. It costs little to support a physician's entrepreneurial ideas. When we critique, discourage and fold our arms and stand at the back of the room new ideas in healthcare based solely on fairness regarding shortages, it can come off as simply out of touch and intransigent— so by not listening and failing to encourage innovation in healthcare, we risk losing more physicians to burnout (or worse). Let’s not be in a position where we may overlook the next disruptive innovation, whatever it’s called.”

  Growth Expectations

  In an article by HealthTech written by Brian Eastwood in December of 2022, Grand View Research estimates that the concierge medicine market will grow more than 10 percent annually each year until 2030. The consultancy cites several factors, including a continued increase in patient volume that started during the pandemic, greater financial stability due to limited reliance on insurance reimbursement, and improved quality of life for physicians. (Eastwood; 2022)

  However, the industry’s trade publication, Concierge Medicine Today, has a slightly more conservative estimate of 6-7% growth rate year over year, based on industry observations, physician interviews and experts’ outlook.

  Future Forecasts & Trends

  According to Precedence Research, a worldwide market research and consulting organization in December of 2023 in a press release (click here) published on Globe Newswire, the U.S. concierge medicine market size accounted for USD 6,633.91 billion in 2023 and grew to USD 6,958.51 million in 2024, expanding at a CAGR of 5.70% between 2023 and 2032. The press release by Precedence Research also said the global concierge medicine market size is projected to surpass USD 34.27 billion by 2032, increasing from USD 19.12 billion in 2023 and is expanding at a CAGR of 6.7% from 2023 to 2032 (Precedence Research; 2023).

  STUDIES and DATA SUPPORTING THE PCM or today’s more contemporary concierge medicine and membership MODEL(s)

  With the trust gap widening between patients and physicians, it was recently found that 60% of primary care physicians feel they need to earn trust back with patients post-pandemic (MDVIP; 2025) and 1 in 3 reaching “burned out” status – on the Patient Frustration Index, which measures common healthcare pain points across major population groups (MDVIP; 2024). What’s even more remarkable is that around half of these practitioners mentioned have been actively learning from currently successful practices, affiliated organizations and pioneering physicians in the field and experimenting with various subscription and membership pricing models of their own. What’s even more encouraging is that data and studies from the industry reveal some surprising findings:

  1. One study from MDVIP shows personalized primary care reduces ER visits, hospitalizations and outpatient expenditures for diabetic population. The study found that the MDVIP model substantially decreases costs in the diabetic population by year five of enrollment in the preventive care program. After the first post-enrollment year, the mean costs continue to rise for the comparison population, while flattening for MDVIP beneficiaries. The study found decreased unplanned hospital admissions, emergency room visits and outpatient expenditures. At year five, MDVIP patients have statistically significant lower Medicare expenditures. These patients also showed increases in primary care office visits, as their physicians spend more time coaching and monitoring their progress (MDVIP; 2020).

  2. Another study notes that personalized preventive care yields decreased costs and better health management. A study in Population Health Management from MDVIP (MD-Value In Prevention) highlights how a primary care model based on personalized preventive care achieves definitive cost savings and improved health management within three years of adoption. The study, appearing in the February 2016 edition of the peer-reviewed journal, reinforces earlier research published in 2012 in the American Journal of Managed Care (AJMC) proving the efficacy of the MDVIP model(MDVIP; 2016).

  3. And finally, another study proves dramatic reduction in hospitalizations and $300 million savings for MDVIP's Personalized Healthcare Model. MDVIP-affiliated physicians have the time to focus on acute, chronic and preventive health issues, and this increased physician contact time results in improved outcomes for patients and ultimately lowers healthcare costs (MDVIP; 2012, 2013).

• How would you some experts define today’s more contemporary version of concierge medicine (present day)? For one last industry perspective, a CEO of one of the conversion companies had this to say to Medical Economics when asked ‘How would you define concierge medicine?’ The CEO said “I would define it simply by saying that physicians elect to reduce their patient panels to much more manageable sizes so they can provide the care their patients deserve. Patients who join the practice pay a membership fee either annually, semiannually or quarterly. In exchange for that membership fee, the patients maintain (or gain) that deep, intimate relationship with their doctor, receive the ability to schedule same-day or next-day appointments and have longer, more comprehensive office visits and annual exams. The practice size typically is reduced from 2,000 to 3,000 patients to 300 to 500. The practice becomes more manageable at that size, and as our affiliated doctors tell us, they have the time to think, plan, dig deeper with their patients and really focus on health, wellness and disease management, not just the symptom of the day. I would [also] say, it’s not for every physician. We receive dozens of inquir­ies every week from doctors all over the U.S. and engage with between 5% to 8% of them. The ideal candi­date is a doctor who’s in internal medicine, family practice or another specialty where there is an ongoing physician-patient relationship. Being located in a market where they’ve been practicing for at least five years is also key. Once they have a following of patients and longer-term relationships, they develop a depth of intimacy with their patients. Also important is that the market where they practice has a median household income above a certain level — and let me add that this is not just for wealthy people. A median household income above $75,000 and median household net worth of $250,000 has proven to be sufficient for patients to make this valuable investment in their health. I don’t want anyone thinking this is only for people in Beverly Hills or New York City. So if it’s the right doctor, in the right market, with the right specialty, today physicians must also have high patient ratings on Google and Healthgrades. Due diligence by both the doctor and the concierge medicine management company must be completed and if everything meets expectations; a detailed plan must be constructed. It takes between 90 and 120 days from the signing of the agreement to the time the concierge practice opens. There are many steps before launch including … ongoing patient communication and engagement, developing a customized website, creating a crystal clear message, confirming a vision for the practice, and training the staff.” (Mazzolini; 2023)

• The Industry’s C-Suite Experts Weigh-In Over the Years: For more about the history of personalized care models, click here.

• More In-Depth History: For more about the history of personalized care models, click here.