Competition in the EMS market in the European UnionKenneth Kronohage
On February 17, the European Commission’s Expert Panel on ‘Effective Ways of Investing in Health’ (EXPH) approved their preliminary findings on policy options regarding competition for public hearing.
Their report indicated that the preconditions for effective competition in “pre-hospital emergency services” were not fulfilled, and therefore there is no propensity to develop effective competition in the “pre-hospital emergency services” market.
Puzzled that these conclusions did not correlate with their own extensive experience of delivering ambulance care in a number of EC states in which healthy competition has increasingly become the norm in recent years, Falck Emergency Europe commissioned leading Nordic Researchers, Quartz + Co, to independently analyse the data used by the EC expert panel to establish how this conclusion had been reached.
2010 Third-Party Logistics: Results and Findings of the 15th Annual StudyCapgemini Media
Discovering and exploring 3PL trends, issues and opportunities is the overall objective of the 2010 Third-Party Logistics Study. A web-based survey, desk research, focus interviews and workshops provide a well-rounded, diverse sampling of attitudes, ideas and results experienced by 3PL users, non-users and 3PL providers. Each year the study results also suggest trends that warrant closer examination. Included in the 2010 study are special topic reports on total landed cost, life sciences and fast-moving consumer goods. The study also provides some perspectives on what shippers and 3PLs are doing to improve and enhance their businesses and their business relationships.
http://3plstudy.com
Μάκης Παπαταξιάρχης - 6th Clinical Research ConferenceStarttech Ventures
Ομιλία: Μάκης Παπαταξιάρχης, Διευθύνων Σύμβουλος Janssen Ελλάδος, Pharmaceutical Companies of Johnson & Johnson, Πρόεδρος του PhRMA Innovation Forum, Πρόεδρος του AmCham Pharmaceutical Committee
Delivered by Mr David Gallagher, IPHA President, at the IPHA Annual Meeting 2010 during the Session entitled "Ensuring the best health outcomes for Irish patients while securing value for money".
Competition in the EMS market in the European UnionKenneth Kronohage
On February 17, the European Commission’s Expert Panel on ‘Effective Ways of Investing in Health’ (EXPH) approved their preliminary findings on policy options regarding competition for public hearing.
Their report indicated that the preconditions for effective competition in “pre-hospital emergency services” were not fulfilled, and therefore there is no propensity to develop effective competition in the “pre-hospital emergency services” market.
Puzzled that these conclusions did not correlate with their own extensive experience of delivering ambulance care in a number of EC states in which healthy competition has increasingly become the norm in recent years, Falck Emergency Europe commissioned leading Nordic Researchers, Quartz + Co, to independently analyse the data used by the EC expert panel to establish how this conclusion had been reached.
2010 Third-Party Logistics: Results and Findings of the 15th Annual StudyCapgemini Media
Discovering and exploring 3PL trends, issues and opportunities is the overall objective of the 2010 Third-Party Logistics Study. A web-based survey, desk research, focus interviews and workshops provide a well-rounded, diverse sampling of attitudes, ideas and results experienced by 3PL users, non-users and 3PL providers. Each year the study results also suggest trends that warrant closer examination. Included in the 2010 study are special topic reports on total landed cost, life sciences and fast-moving consumer goods. The study also provides some perspectives on what shippers and 3PLs are doing to improve and enhance their businesses and their business relationships.
http://3plstudy.com
Μάκης Παπαταξιάρχης - 6th Clinical Research ConferenceStarttech Ventures
Ομιλία: Μάκης Παπαταξιάρχης, Διευθύνων Σύμβουλος Janssen Ελλάδος, Pharmaceutical Companies of Johnson & Johnson, Πρόεδρος του PhRMA Innovation Forum, Πρόεδρος του AmCham Pharmaceutical Committee
Delivered by Mr David Gallagher, IPHA President, at the IPHA Annual Meeting 2010 during the Session entitled "Ensuring the best health outcomes for Irish patients while securing value for money".
Trailblazing scientists who are the backbone of our industry. These are the people that discover the molecules and develop the medicines to tackle the toughest diseases we face in society.
Putting innovation into practice (NHS vs Widnes Vikings)Richard Harding
Where is the Front Door to the NHS?
How do we procure innovation and innovate procurement in Health?
What does health want?
How does an SME leverage Local Infrastructure
Healthcare, from Products to Solutions Exploring some of the latest initiativ...Alix Aubert
with high-level healthcare executives. Today, through Life Science Talks, we have decided to make some of this information available
to the professional community at large, provided it is non-confidential, of public interest, and likely to spark interesting partnerships in
the future.
This white paper therefore condenses data drawn from a number of informative meetings with decision makers in the European
healthcare sector during 2013 and 2014. More specifically, it is the result of an edition of Life science Talks dedicated to this subject
and held in Paris, in May 2014.
The discussions at this event were admirably moderated by Silvia Ondategui Parra, partner at EY, and were punctuated by keynotes
from leading stakeholders in European healthcare: Emmanuel Gomez, CNAM-TS, Head of Disease Management Programmes; Dr Rick
Greville, ABPI, Director of Wales and International Affairs; Thierry Zylberberg, Orange, Head of Orange Healthcare; Miguel Bernabeu,
Alcon (Novartis), Global Head of Market Access, Pricing and HEOR; Yvoine McCourt, Air Liquide, Head of Home Healthcare
International Development; Olivier Croly, GE Healthcare IT, GM Europe. Again, we thank them for sharing their views, their concerns,
and for outlining their projects in Europe within our forum.
This document is one of a series of documents that was produced by the NHS Institute for Innovation and Improvement as part of the High Volume Care programme.
Produced by the Delivering Quality and Value Team, the aim of the Focus on series was to help local health communities and organisations improve the quality
and value of the care they deliver
Cogora in collaboration with NHS England conducted a series of in-depth interviews with the managing directors of 17 commissioning support units (CSUs) and the health leads at 23 independent sector providers of commissioning support services (CSSs).
The 2016 Impact Report – Improving Health and Promoting Economic Growth has been published today (13 June 2016) by the national Academic Health Science Network (AHSN) and outlines the work done by its 15 members over the last 12 months. The report outlines achievements by individual AHSNs , and where the different organisations have worked in partnership.
This is the impact report which outlines the collective impact each AHSN had both individually and collaboratively in 2015-16. The report features key forewords from national leaders and many case studies showing where the work of AHSNs is having a real impact in the health system, and therefore, on people's lives.
MMLP3.2InstructionsIn LP01.1, LP02.1, and LP03.1 you were aske.docxraju957290
MMLP3.2Instructions
In LP01.1, LP02.1, and LP03.1 you were asked to prepare milestones for a business plan. An executive summary, while written last, is the first part of a business plan. This document is what the executives will read to determine if the business plan has merit and may determine whether or not they will read the entire business plan. The executive summary covers all the key points of the business plan and should be 650-1,000 words. Must use 3 scholarly sources and cite APA.
Here are some helpful sources that discuss what to include in your Executive Summary:
· Chron
· SBA
REFERENCE ONLY: Below is the LP1.1 information
Description of the Business
Wickham Hospital is a rural hospital that provides quality healthcare services to the local community. Our mission is to engage in the promotion of healthier lives by providing quality healthcare services. This is to be executed in a fiscally responsible way that promotes the social, physical, spiritual and psychological wellbeing of the community and patients it serves. Further, the hospital aims at serving all members of the community regardless of their gender, religion, race or age.
Among the services provided by the hospital include outpatient and inpatient services, emergency services, primary care, skilled nursing care, center for rehabilitation medicine, a lung cancer center and surgical services. Our main competitors are some hospitals established within the same community. Among these are Greenview Hospital, Jordan Memorial Hospital and Sloan Hospital. These hospitals offer outpatient and inpatient services as well as other services such as primary stroke services, rehabilitation for pediatric polio patients.
Recommendations to Stand out of the Competition
To stay on top of the competition, Wickham Hospital needs to invest and adapt to the most recent technology to ensure efficient delivery of quality medical services. Further, all healthcare personnel needs to undergo further training through platforms such as seminars and online educational forums. This will promote safe and efficient delivery of services to patients as they promote the quality of life within the community. Besides this, management needs to be keener with the appropriate allocation and deployment of resources to ensure that all areas are sufficiently covered (Enthoven, 2014).
How to Accommodate a Global Business Environment
The hospital currently serves the adjacent community and a few consumers from the outskirts. To broaden into the global business environment, a few strides should be taken. For instance, a website should be created describing the business and services offered. This way, international consumers will seek the business even when they come visiting within the local community. Further, the organization could seek for international investors whose partnership or involvement would attract international healthcare consumers towards the organization (Lunt & Mannion, 2014). The business ...
Trailblazing scientists who are the backbone of our industry. These are the people that discover the molecules and develop the medicines to tackle the toughest diseases we face in society.
Putting innovation into practice (NHS vs Widnes Vikings)Richard Harding
Where is the Front Door to the NHS?
How do we procure innovation and innovate procurement in Health?
What does health want?
How does an SME leverage Local Infrastructure
Healthcare, from Products to Solutions Exploring some of the latest initiativ...Alix Aubert
with high-level healthcare executives. Today, through Life Science Talks, we have decided to make some of this information available
to the professional community at large, provided it is non-confidential, of public interest, and likely to spark interesting partnerships in
the future.
This white paper therefore condenses data drawn from a number of informative meetings with decision makers in the European
healthcare sector during 2013 and 2014. More specifically, it is the result of an edition of Life science Talks dedicated to this subject
and held in Paris, in May 2014.
The discussions at this event were admirably moderated by Silvia Ondategui Parra, partner at EY, and were punctuated by keynotes
from leading stakeholders in European healthcare: Emmanuel Gomez, CNAM-TS, Head of Disease Management Programmes; Dr Rick
Greville, ABPI, Director of Wales and International Affairs; Thierry Zylberberg, Orange, Head of Orange Healthcare; Miguel Bernabeu,
Alcon (Novartis), Global Head of Market Access, Pricing and HEOR; Yvoine McCourt, Air Liquide, Head of Home Healthcare
International Development; Olivier Croly, GE Healthcare IT, GM Europe. Again, we thank them for sharing their views, their concerns,
and for outlining their projects in Europe within our forum.
This document is one of a series of documents that was produced by the NHS Institute for Innovation and Improvement as part of the High Volume Care programme.
Produced by the Delivering Quality and Value Team, the aim of the Focus on series was to help local health communities and organisations improve the quality
and value of the care they deliver
Cogora in collaboration with NHS England conducted a series of in-depth interviews with the managing directors of 17 commissioning support units (CSUs) and the health leads at 23 independent sector providers of commissioning support services (CSSs).
The 2016 Impact Report – Improving Health and Promoting Economic Growth has been published today (13 June 2016) by the national Academic Health Science Network (AHSN) and outlines the work done by its 15 members over the last 12 months. The report outlines achievements by individual AHSNs , and where the different organisations have worked in partnership.
This is the impact report which outlines the collective impact each AHSN had both individually and collaboratively in 2015-16. The report features key forewords from national leaders and many case studies showing where the work of AHSNs is having a real impact in the health system, and therefore, on people's lives.
MMLP3.2InstructionsIn LP01.1, LP02.1, and LP03.1 you were aske.docxraju957290
MMLP3.2Instructions
In LP01.1, LP02.1, and LP03.1 you were asked to prepare milestones for a business plan. An executive summary, while written last, is the first part of a business plan. This document is what the executives will read to determine if the business plan has merit and may determine whether or not they will read the entire business plan. The executive summary covers all the key points of the business plan and should be 650-1,000 words. Must use 3 scholarly sources and cite APA.
Here are some helpful sources that discuss what to include in your Executive Summary:
· Chron
· SBA
REFERENCE ONLY: Below is the LP1.1 information
Description of the Business
Wickham Hospital is a rural hospital that provides quality healthcare services to the local community. Our mission is to engage in the promotion of healthier lives by providing quality healthcare services. This is to be executed in a fiscally responsible way that promotes the social, physical, spiritual and psychological wellbeing of the community and patients it serves. Further, the hospital aims at serving all members of the community regardless of their gender, religion, race or age.
Among the services provided by the hospital include outpatient and inpatient services, emergency services, primary care, skilled nursing care, center for rehabilitation medicine, a lung cancer center and surgical services. Our main competitors are some hospitals established within the same community. Among these are Greenview Hospital, Jordan Memorial Hospital and Sloan Hospital. These hospitals offer outpatient and inpatient services as well as other services such as primary stroke services, rehabilitation for pediatric polio patients.
Recommendations to Stand out of the Competition
To stay on top of the competition, Wickham Hospital needs to invest and adapt to the most recent technology to ensure efficient delivery of quality medical services. Further, all healthcare personnel needs to undergo further training through platforms such as seminars and online educational forums. This will promote safe and efficient delivery of services to patients as they promote the quality of life within the community. Besides this, management needs to be keener with the appropriate allocation and deployment of resources to ensure that all areas are sufficiently covered (Enthoven, 2014).
How to Accommodate a Global Business Environment
The hospital currently serves the adjacent community and a few consumers from the outskirts. To broaden into the global business environment, a few strides should be taken. For instance, a website should be created describing the business and services offered. This way, international consumers will seek the business even when they come visiting within the local community. Further, the organization could seek for international investors whose partnership or involvement would attract international healthcare consumers towards the organization (Lunt & Mannion, 2014). The business ...
Global new entrants are resetting the axes of the global healthcare and welln...PwC
New entrants from outside the traditional business of healthcare are redefining the US$9.59 trillion global healthcare market for consumers, providers, payers, and investors in both developed and developing nations. These “new entrants” are pioneering pathways into virtual healthcare, more affordable and convenient care options, wellness and fitness, and more.
In our report, PwC provides a global perspective on health's new entrants and how these savvy, entrepreneurial players are bringing consumer acumen, innovative business models and fresh ideas to address longstanding challenges. We explore:
The Leapfrog Effect: Why new entrants can innovate faster in developing countries
How new entrants are spurring the “virtual democratisation of care”
How new entrants are filling gaps in a global consumer health system
The path of least resistance: How the wellness and fitness industry may offer a more flexible entry for businesses considering ways to enter the healthcare sector
The report also includes case studies and business implications for new entrants, traditional healthcare organisations and the pharmaceutical and life sciences industry.
Global new entrants are resetting the axes of the global healthcare and welln...
CG22 M3AT 525448 PRO
1. Public Service Review: Central Government: issue 22
F
rom a company’s perspective,
the UK has one of the largest
medical device markets in the
world, valued at US$8.5bn in 2011,
and is also predicted to increase by
3.5% per annum to attain a value of
US$10.1bn by 2016. At the same
time, for many in the industry, the
NHS is perceived as a highly complex
bureaucracy.
The latest published government
plans involve a 9% cut in capital
health spending in 2011, and a
substantial reform programme for the
management of the NHS. Under it,
several layers of bureaucracy are to
be removed, and General Practitioners
given control of their own budgets.
This article describes M3AT’s thoughts
about the NHS in its attempts to
develop and fast track innovative
devices such as Urocomfor™ –
a new Urine Management System –
to NHS patients.
The NHS and national
contracts: working in close
collaboration with the
medical device industry
‘Our aim is to provide more than £1bn
of savings to the NHS by 2016 so that
resources are released for NHS trusts
and healthcare organisations to focus
on quality frontline patient care,
managing costs and achieving sustain-
able value. We provide end-to-end
supply chain services incorporating
procurement, logistics, e-commerce,
and customer and supplier support.
We manage the procurement, sourcing
and delivery of over 620,000 products
ranging from bandages to baked
beans, from gloves to implants, and
even diagnostic equipment such as
MRI scanners.’ (mission statement
NHS Supply Chain).
For everyone in the business, this is the
real starting point if you hope one day
to deliver your product(s) to NHS trusts.
On entering the NHS supply chain
website (www.supplychain.nhs.uk), one
cannot fail to notice the staggering
number of products (620,000) listed in
the NHS catalogue. Once you actually
open the (paper) catalogue, it seems
obvious that the current classification
should be re-thought, and the listed
products split into three groups: need
to have; nice to have; not needed any
more. Pruning the NHS catalogue
seems therefore to be a critical and
urgent task. But who could perform
such a task? The answer could be in
the creation of an independent and
transparent body whose values would
be to defend national public health
interests. This body could comprise
recognised medical device experts
within the NHS and would elaborate
and update key product specifica-
tions/criteria with the help of the
medical device industry and would
become the necessary medical back-
bone for national contracts, reducing
the number of products listed and
ultimately promoting essential,
innovative and up-to-date products
to NHS patients and staff.
The NHS Direct from
Manufacturer (DfM) model:
thinking differently
The NHS currently operates on a Full
Service Vendor (FSV) procurement
model, with around 85% of consum-
ables being manufactured offshore,
and then purchased through regional
and global suppliers. The delivery of
this service adds a further 20 to 30%
to the overall costs of these products.
Through their new Direct from
Manufacture (DfM) model, NHS
Supply Chain is also thinking about
how to eliminate this cost for NHS
trusts. In our opinion, this new inno-
vative NHS project is an interesting
idea but it seems unfortunately
under-managed and should probably
be handled by the same independent
body mentioned above.
The NHS and the medical
device industry: a missing link
‘If we – the staff, clinicians, managers
and leaders within the NHS – continue
to think as we have always thought,
we are likely to get the same results
we have done before.’ (NHS Institute
of Innovation and Improvement).
Start-up companies such as M3AT who
truly try to innovate find it sometimes
difficult and frustrating when eventually
told by the NHS Supply Chain that the
national contract is being extended
another year (therefore the product
cannot appear in the catalogue) and
that the DfM model can only apply
once we are on the national contract.
Conclusion
Innovation should not discriminate
against start-up companies with global
positive impact on patient safety,
patient care and patient dignity. We at
M3AT dare to think differently at all
levels of the company when it comes
to generating new ideas, putting them
into practice and developing cost-
effective products. We would hope
that the NHS Supply Chain would to
do the same – in the interests of NHS
patients and staff.
Case Study: making Urocomfor™
available to NHS patients
The Missing Link
in Urine Management
On 1st July 2010 M3AT won in the
United Kingdom the prestigious
PromoCon/ACA ‘Look Good, Feel
Good’ (LGFG) Award for Urocomfor™.
Patients who are continent and
conscious but bed or chair bound,
while enjoying a certain degree of
autonomy, need to pass urine regu-
larly and can experience frustration in
this situation. This can vary from mild
PROFILE
Dare to think differently
How innovative medical devices could reach NHS patients…
1
2. Public Service Review: Central Government: issue 22
irritation to extreme pain. They can
even, sometimes, be injured. Until
now, no suitable device/product
existed that genuinely met this vital,
personal, biological need: to pass
urine in a safe, discreet and conven-
ient way at any given time 24/7.
Urocomfor™ is a single use Poly
Ethylene (PE) bag mounted with a
semi-rigid sleeve for opening and a
free flow in, anti-reflux valve to
prevent retrograde urine back flow.
Urocomfor™ is for external use only
and intended for patients who are
bed or chair bound as a consequence
of illness, treatment or age. M3AT is
targeting nursing staff and clinicians
interfacing with these patients.
Key settings are: ambulance, A&E,
radiology, day time surgery, post-
surgery, rehabilitation centres, nursing
homes, home care.
Urocomfor™: enhancing patient
safety, autonomy and dignity
Urocomfor™ gives patients more
autonomy and dignity, ultimately
improving their perception of the
hospital experience. On a technical
level, it is:
■ Intuitive (easy to pass urine while
lying down);
■ Discreet;
■ Reliable, safe and easy to use.
Urocomfor™: empowering nurses
to deliver high-quality care
Urocomfor™ optimises hospital
efficiency by freeing nurses from an
unnecessary and outdated task. On
a medical level, it:
■ Alleviates painful chronic urine
retention;
■ Minimises risk of infections;
■ Restores and maintains normal
bladder function.
Urocomfor™: optimising
performance, costs and
hospital image
‘About 200,000 falls are reported in
acute hospitals across England and
Wales every year, with more than
36,000 in mental health units and
38,000 in community hospitals.’
(National Patient Safety Agency
(NPSA) 2010)
Urocomfor™ reduces nursing time,
hospital infection/accident related
costs and warehouse and logistic
costs. Hospitals will recoup their entire
initial investment within a few weeks by
purchasing Urocomfor™. In addition,
patient satisfaction will enhance
hospital image. On a financial level it:
■ Frees-up precious nursing time;
■ Reduces HAI related costs (antibi-
otics, lab tests);
■ Reduces accident related costs
(surgery, hospital stay).
The combination of the easy-to-use
leakage-proof system, disposable
concept and the compact design
provides a unique set of benefits for
patients, nurses as well as hospital
administration as described in Fig. 1.
Conclusion
We strongly believe that Urocomfor™
is a disruptive technology that will set
a new standard in the marketplace by
becoming the product of choice. Over
time it will replace traditional reusable
urinals and bed pans, single-use pulp
urinals and in some instances sheaths
(male external catheters), diapers and
urinary short-term Foley catheters.
M3AT
dudelzak@m3at.com
www.urocomfor.com
www.healthcareinnovationexpo.com/
exhibitors-m3at.asp
www.exhausmed.com
PROFILE
2
Swiss-based M3AT is an independent medical product manufacturing
company, with prime focus on developing and selling innovative,
single use products that meet unaddressed patient and clinical needs
with environmentally sustainable materials
(source: Journal of Hospital Infection (2008) 68, 130-136)
Fig. 1: A schematic overview of the benefits provided by UROCOMFORTM
from the patient’s, nurse’s and hospital’s point of view