In this era of mergers and acquisitions, it is likely that an organization will need to merge multiple content libraries into Qvidian. Attend this session to learn how a Qvidian customer was able to accomplish this complex and daunting task with minimal disruption to all organizations involved. Learn how staff was trained, proposal strategies were consolidated, and greater process efficiencies were gained.

1. Merging Organizations (and
Disparate Libraries) into One
Qvidian
Jennifer Davies
Director, Business
Development Operations
Andrea Dunger
Staff Associate,
Contracts & Proposals
Susan Wan
Vice President,
Business Development

2. Susan Wan
Vice President, Business Development
• Background in Hospital Administration,
Contracting, Sales & Business Development
• Vizient employee for 15+ years
About Me

3. Jennifer Davies
Director, Business Development Operations
• Background in nursing, member sales support,
value analysis, proposal writing
• Vizient employee for 15+ years
LinkedIn to Connect afterwards
• https://www.linkedin.com/in/jennifer-davies-
835432100/
About Me

4. Andrea Dunger
Staff Associate, Contracts & Proposals
• Proposal writer for seven years
• Vizient employee for 15+ years
LinkedIn to Connect
• https://www.linkedin.com/in/andrea-dunger-cf-
apmp-29993b14/
About Me

5. In this era of mergers and acquisitions, it is likely that an
organization will need to merge multiple content libraries. Attend
this session to learn how a Qvidian customer was able to
accomplish this complex and daunting task with minimal
disruption to all organizations involved. Learn how staff was
trained, proposal strategies were consolidated, and greater
process efficiencies were gained.
Session Overview

6. • Who is Vizient?
• RFP management before Qvidian
• Selection process and how we made the decision to use
Qvidian
• Implementing Qvidian: building, training, using
• Maintaining and improving use
• Benefits and future plans
Agenda

7. • Health care’s largest member-driven
performance improvement company
• 3,100 health system members; $100 billion
in GPO purchases
Who is Vizient?
• Pioneers in health care with the insight, purchasing
power and expert connections to drive better results
for members

8. Four Companies Merge in 10 Months
Established in
1977; Nation’s first
hospital
membership
organization for
acute care
providers
Group Purchasing
Organization (co-
owned by VHA and
University
HealthSystem
Consortium)
Established in
1999; Healthcare
performance
improvement
company
VHA
University
HealthSystem
Consortium
Established in
1984; Alliance of
Academic Medical
Centers
Novation
MedAssets SCM
VHA
University
HealthSystem
Consortium
Novation
MedAssets SCM

9. Timeline Evolution of Vizient
January 2015
Staff notified of
intent to merge
VHA & University
Health System
Consortium
April 2015
VHA & University
Health System
Consortium
merger closes;
“VHA-UHC
Alliance”
Reorganization
and alignment of
programs with
“business as
usual”
April 2015 –
October 2015
Announcement of
VHA-UHC
Alliance purchase
of MedAssets
February 2016
Vizient completes
purchase of
MedAssets
January 2016
New Name
Announced –
Vizient, Inc.
March 2016
Reorganization
and alignment of
Vizient &
MedAssets
people and
programs. Equal
parts fast & slow
integration
November 2015

10. The Way We Were
Company RFP
Resources
RFP
‘Technology’
Company Solutions
VHA 1 person Email – ‘shot gun’
approach to content
gathering; Desktop
file storage
• VHA specific solutions
• Shared with Novation
• Shared with University
HealthSystem Consortium
University
HealthSystem
Consortium
3 people;
Hierarchy for
review;
collaborative
OneNote; SharePoint • University HealthSystem
Consortium specific
solutions
• Shared with Novation
• Shared with VHA
Novation 1 person
providing
content to VHA
& UHC
Windows/Word
Management
• Novation solutions were
foundation for University
HealthSystem Consortium
and VHA GPO
MedAssets 5 people;
individualized
with specialties
RFP Machine until
sunset; then Qvidian
(subscription ending
following M&A); No
Collaboration Site
• MedAssets solutions
• Solutions from various
business lines

11. Our Organizational Structure Today
Support Specialist; Design and
Formatting Lead; Project Manager of
Backend Proposal Management
Proposal & Project Management Leads;
Build Proposal Responses; Contributes to
Process and Performance Improvement
Efforts; Interacts with Sales/Client
Management on Proposal Development
Proposal Team Leader; Sets Strategy,
Leads Process & Performance
Improvement Efforts; Interacts with
Sales/Client Management on Overall
Financial Models
Susan Wan,
VP Business
Development
Jennifer
Davies
Jennifer
Fisher
Andrea
Dunger
Holly Proano

12. Selecting Qvidian
• Selected Qvidian
- With 2016 enhancement releases, Qvidian met our
immediate and longer term Proposal needs
• Basic review of each system,
pros, cons, functionality
• Reviewed corporate direction
- Marketing using Qvidian competitor for
Sales enablement
- Evaluated to determine parallel process
with Marketing/Corporate direction

13. Decision to Use: Two Months
First RFP Built
in Qvidian on
October 7, 2016
Evaluation
& Selection
June – July 2016
Qvidian Training
Begins
Folder Creation Content Review
July 25, 2016 August 4, 2016 August 2016
Ready to Use
September 2016
Move off
Transition
Agreement
July 31, 2016
Access to Legacy
Qvidian ceases
Content Upload
August 12, 2016 August 30, 2016

14. Implementing Qvidian
The Challenge:
Who Are We?

15. Implementing Qvidian
Customers
- Members
- VHA and University
HealthSystem
Consortium
Customer
- Members
- All sizes and
configurations of
hospitals
Customers
- Members
- Mainly Academic
Medical Centers
Customers
- Clients
- All sizes and
configurations of
hospitals
Membership based organizations; volume of RFPs didn’t
require a demand for automation and the ROI didn’t support
software purchases
Client Based organization; High
volume necessitated automation
University
HealthSystem
Consortium
Solutions
- Consulting
- Analytics (LYNX)
- Regional Groups
- GPO = Novation
Solutions
- Databases
- Analytics (LINK)
- Networking
- GPO = Novation
Solutions
- Contracts
- Sourcing Web Site
- Group Purchasing
Organization
Solutions
- Consulting
- Analytics
- Databases
- GPO
- Revenue Cycle

16. Building the Qvidian library
- Legacy VHA
- Legacy MedAssets
- Legacy University HealthSystem Consortium
- Ideally, highest level folder in any one topic holds the approved ‘go
forward’ content
I hate two
faced people...
It’s so hard to
decide which
face to slap
first.
• Realized we needed four ‘faces’
• Reviewed Legacy organization folder structure
• Evaluated (guessed) what would work for
Vizient
• Built the folder structure to accommodate the
New and the Old

17. Building the Qvidian library
• Content
- Extracted everything from legacy Qvidian system
- Tried to build all the content and thoroughly review/edit/approve
- Perfection Didn’t Work! – Get it all in and use Qvidian tools to manage
- We are ahead of the integration
• How did we do this in two months? (aka Divide and Conquer)
- Burning platform – slammed with RFPs and needed speed to value
- Made it a priority to import major content pieces
- Qvidian extracts
- Legacy MedAssets RFP and recreated it to Vizient
- Prioritized large content sections & prior RFPs
• First RFP
- As the RFP was built, missing library content was immediately
imported
- Same process with next in line RFPs; Goal = Get it in Qvidian

18. Having Qvidian and then Using Qvidian
• September 2016 – we were ready…and then we waited
• Personal & Department Goals established to use Qvidian
• ‘RFP1’ came in October 13, 2016 – deadline supported using/learning Qvidian
• Pulled out the Qvidian training guides and jumped right in
– Formatted RFP
– Loaded to “Create a New Format RFP Project”
– Used content that was in the library
– Searched for content that wasn’t in the library
– Loaded missing content immediately
– Finished Draft RFP and then Built the RFP
• Identified some missing pieces (back page, Executive Summary) and worked
with Qvidian/SalesEdge to correct

19. Maintaining the Library (Updating the content)
• Created Process for Timely Review of Content
- Marketing Liaison, Marketing Product Owner, Product
Owner, and RFP Team
- Marketing resources, time and attention
- Understanding the difference b/w RFP content and Sales
Slicks/Playcards
• Getting Buy-in from SMEs to update content – in
conjunction or separately from Marketing
• Build the Vizient voice – 4 to 3 to 2 to 1
- Ease of updating for next in line for the next RFP
- Complicated by the fact we are still integrating solutions

20. Our Benefits from Qvidian
• Ability to answer all RFP questions inside of one program
instead of using multiple tools and the “copy and paste”
method.
• Use the “Create a New Document” for total RFP build instead
of just content library
• Focus on strategy and not content
• Ease of updating content
– Search & Find
– Merge Codes
• One Platform keeps us in sync with constant changes
• Build folders for Low Frequency RFPs

21. Future Plans
• Use Q functionality to ease processes
- Use merge code and custom metadata
- Use contacts and report/filters
- Use export/mass checkout for marketing review
• Sort out SME emails and our firewall/SME recognition
• Keep up with integration timeline
- Educating the product owners/SMEs about the RFP needs
- Adjusting to constant changes
- New programs and approaches where sales is selling, we are writing, but Marketing
isn’t ready to release

22. Questions
Susan Wan
Vice President,
Business Development
Susan.Wan@vizientinc.com
312.775.4370
Jennifer Davies
Director, Business Development
Operations
Jennifer.Davies@vizientinc.com
312.775.4157
Andrea Dunger
Staff Associate, Contracts &
Proposals
Andrea.Dunger@vizientinc.com
573.837.1267

23. Tell Us What You Think!