Integra Lifesciences's Strategic Intent

these devices. In so doing it had extended the lives, and improved the quality of life, for hundreds of

Initially, FastCat only had to compete with small health software companies. However, the changing market and trend for larger hospitals to take over smaller hospitals is eroding the current market. FastCat must now cater not to only larger customers, but also compete with new entries to the market, such as Microsoft and GE. This has a great potential to decrease our market share significantly. We currently possess about 3.75% of the total EHR market share, which could easily be decreased to 2% if we do not expand with the demands of the market. The current compensation system allows us only to be competitive with smaller software companies. Defining our market too narrowly impedes opportunities to attract and retain competent employees. We

McKesson, now “the world’s largest health care services company,” has a combined customer base of about 5000 hospitals, 25,000 retail pharmacies, 35,000 physician practices, 10,000 extended care sites, 450 pharmaceutical manufactures, and 2000 medical-surgical manufacturers (Chicago tribune 1998). Mckesson has a 13.2% market share of the Health Information Technology industry and employs roughly 37,000 people. Mckesson’s hospital information system solutions includes their electronic health record system (HER, Total Coordinated Care product suite, InterQual Decision support products,

In the field of health care, one of the environmental forces that drive organization development is the advancement of technology. In the previous topic, it has been identified that this factor is included in the external forces. The innovation in healthcare have had a great impact in providing better care for our patient but it also affect those who provide it such as the doctor and nurses positively and negatively. For those who experience it, it

The company can also differentiate itself from its competitors by offering the highest quality of treatment in specific areas by employing the best doctors from specific fields. For example, by recruiting the top brain surgeons in the country, the company can gain esteem in the field and an advantage over the competition. There is success and prestige in the healthcare industry that can be had by being able to provide top level procedurally specific care in high need areas such as cancer treatment, pain management and orthopedic surgery.

The health care industry is one of the most dynamic and delicate industries in the U.S. having experienced healthy and substantial changes for the last thirty years most of which have aimed to improve health care management and services delivery to the patients. The changes have enabled the integration of technology into the industry such as in the area of informatics, science and research and payment services and clinical treatments. The health care sector has introduced various changes to address disease and health care management such as the Modernization Act of 2003, the Patient Protection Act and Affordable Act, which aim at improving health provision and most

It will be a win-win strategy for every participant in the medical devices supply chain. In details, first, MTC could form a strategic alliance to hospital ‘innovators’, such as Cleveland Clinic, to develop new high tech device. Patent could create a new revenue stream for both parties. Moreover, MTC would know earlier and react faster about what surgeons really need from the company’s next devices. At the same time, hospitals would be willing to cooperate due to the gain through such early involvement program. Second, implementing low unit of measure (LUM) Lean/JIT systems between distributors and hospitals. RFID tags could provide information on locations of medical device. Accordingly, manufacturer/distributors would have visibility to hospital’s items and control the order lead time to maintain a least landed cost. It is a desired result for distributors since they are more willing to shift from the traditional bulk model of shipping inventory in full-case quantities of use. Third, a higher percentage of ‘on-contract’ purchase benefit the cost saving which has become an important supply chain metric in leading hospitals. Last, supply chain touch points create potential safety issues and unnecessary expenditure. MTC should give a scrutinize of current process, in addition, eliminate touch point such as off-site

Physician operated distributors have become more prevalent in the last ten years. Currently there are five leading companies in the spinal medical device industry. In 2004, 86% of the devices used in spinal surgeries belonged to those five companies, and the remaining 14% belonged to POD’s. In 2014, PODs shares grew to 33% and that number is expected to keep growing. In 2012, 1 in 5 spinal fusion surgeries billed government insurances used devices manufactured by PODs. In the United States there is a minimum of 20 states with confirmed POD’s, but due to a lack of regulation there is no way to know the exact number of POD’s that exist within the United States.

As it relates to the textbook, this describes some of the scope of the hospitals; which refers to the range of activities which the firm performs internally, the breadth of its product and service offerings, the extent of its geographic market and its mix of businesses. But unlike with the electric company, no regulator caps hospital profits. To the extent that author Steven Brill found any consistency among hospital charge-master practices, this is one of them: hospitals routinely seem to charge 2V2 times what expensive implantable devices cost them, which produces that 150% profit margin.

This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.

The vertical integration of J&J into health services was a win-win for the company, employers targeted as customers, and employees (Sarasohn-Kahn, 2008). The expanded growth capability through acquiring companies in the downstream will continue to help the organization offer more products and services. The current problem is that with various product offerings the quality and safety guidelines may have been overlooked. The product recalls have been a result of poor quality management and errors in the manufacturing process. The key benefits of backward vertical integration are: more control over the manufacturing of J&J products, advanced technology, and more trusted industry experience. If J&J has greater control over the upstream (selection of raw materials, production, manufacturing, marketing, and distribution) then greater stability and higher quality goods will be sent to retailers.

In the medical sales industry, most of the competitive advantage comes from the doctor preference. Because of the high cost and amount of time that it takes to learn how to use a different company’s medical equipment, most doctors use one company’s products for life. Stryker has always recognized the existence of brand loyalty and has made it a top priority to develop excellent relationships with its customers. Hospitals that use Stryker’s equipment are more likely to continue to buy from Stryker because of their diverse product offerings. The key factors that differentiate Stryker from its competitors are innovation, reliability, service and reputation. As of December 31, 2010, Stryker owned approximately 1,125 United

Boston Scientific is dedicated to changing the lives of patients treated and living with their devices, applying the growing knowledge of medicine and technology of today’s health conditions. The company believes that their success is driven by their ability to consistently deliver initiatives that grow profitability and market share. Boston Scientific does a great job focusing on improving the speed and performance of the business units by adding new capabilities, processes, and innovative technologies. Their products and technologies are used to diagnose or treat a wide range of medical conditions, including heart, digestive, pulmonary, vascular, urological, women's health, and chronic pain conditions. Products include anything from interventional

2. How has specialization resulted in challenges in developing Healthcare IT (HIT)? How has HIT evolved with different specialties and organizations? Challenges in developing Healthcare IT are time consumption related to documentation, cost, and physician resistance. Providers who specialize tend to have more comprehensive and meticulous notes, because of this it may take more time to complete a note in the electronic medical record (Lo, 2007). Because each specialty is different, the documentation related to the specialty is different. This makes it difficult to fulfill the needs of each specialty. The execution of the health information technology is costly. According to Shi and Singh (2013), there are increased cost associated with Healthcare IT in the areas of capital, training, labor, and inflated

This allows GEMS to employ low-cost talents. Since different markets would share different need and structure in medical industry but they still have some common needs and principles on product features, hence, R&D and product design are partly centralized to effectively utilize human capital and cost, and partly localized to meet the different needs and structures of medical industry in different markets.