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Toyoda, who described Toyota as a large department store, said the company's goal "remains the same, pleasing the widest possible range of customers with the widest possible range of powertrains." Those powertrains will include hybrids and plug-in hybrids like the Prius, hydrogen fuel cell vehicles like the Mirai and 15 all-electric battery models by 2025.

"Just like the fully autonomous cars that we are all supposed to be driving by now, EVs are just going to take longer to become mainstream than media would like us to believe," Toyoda said in a recording of the remarks to dealers shown to reporters. "In the meantime, you have many options for customers."

"At Toyota, we like to keep our head down and not talk about our success," Toyoda said before reenacting the dance on stage. "But when I heard you became No. 1 in the U.S. last year, I actually did a little happy dance in my office."

This step-change, borne out of necessity, was enabled by these factors: 1) increased consumer willingness to use telehealth, 2) increased provider willingness to use telehealth, 3) regulatory changes enabling greater access and reimbursement. During the tragedy of the pandemic, telehealth offered a bridge to care, and now offers a chance to reinvent virtual and hybrid virtual/in-person care models, with a goal of improved healthcare access, outcomes, and affordability.

As the investment into virtual health companies continues to grow at record levels, so does the pressure on the companies within the ecosystem to innovate and find winning models that will provide sustainable competitive advantage in this quickly evolving space. This is good news for consumers and patients, as we are likely to continue seeing increased innovation in the virtual care delivery models.

In order to fully realize the potential of virtually enabled care models, both payers and providers should consider these new delivery models part of the core day-to-day value proposition to consumers across three areas:

We identified five models for virtual or virtually enabled non-acute care and analyzed the full potential of healthcare volume and spend that could be delivered this way. These models of virtual care have increasing requirements to engage broader and broader portions of the healthcare delivery system, going from offering one-off urgent visits, to building omnichannel care models that deliver a large portion of office visits virtually or near virtually, to embedding virtual services in home care models. They include:

Scaling telehealth does more than alleviate patient and provider concerns over the next 12 to 18 months until a COVID-19 vaccine is available. Telehealth can increase access to necessary care in areas with shortages, such as behavioral health, improve the patient experience, and improve health outcomes. Fundamentally, the integration of fully virtual and near-virtual health solutions brings care closer to home, increasing the convenience for patients to access care when they need it and the likelihood that they will take the right steps to manage their care. These solutions can also make healthcare more efficient; evidence prior to COVID-19 shows that telehealth solutions deployed for chronic populations can improve total cost of care by 2 to 3 percent. 21 21. McKinsey 2019 Digital Healthcare Value Opportunity Assessment. The actual opportunity is likely greater once stakeholders embed telehealth as the new normal (for example, driven by improved abilities to manage chronic patients, potential increases in provider productivity).

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The Galaxy S9 and S9+ hit the market with a reported 20 percent thicker glass and a stronger, AL 7003 middle frame. But how does it compare to previous models and its Apple competitors? SquareTrade®, the highly-rated protection plan provider trusted by millions of happy customers, put the latest Galaxy generation through a gamut of tests and found while the Galaxy S9 is slightly more durable than the S8 and iPhone X, its all-glass design is still highly vulnerable to damage. 2b1af7f3a8

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