The Impact of the AMP Final Rule: Legal, Operational, and Financial Considera...Epstein Becker Green
Part 1 of a webinar series that examines the average manufacturer price (“AMP”) Final Rule and its effect on drug pricing and contracting. Hosted by Epstein Becker Green and EBG Advisors.
The long-awaited issuance of the Final Rule addressing AMP under the Medicaid Drug Rebate Program has provided clarity in some respects but left other issues open to interpretation. In the wake of the Final Rule, other regulatory developments are already showing signs of further impacting many of the same issues.
Using the AMP Final Rule as a baseline, we will address the evolution of some of the most significant issues affecting drug pricing and contracting. We hope you can attend one or both of the sessions in this two-part series.
In this session, Constance A. Wilkinson, Member of the Firm at Epstein Becker Green, will address how the AMP final rule can impact your business. This discussion will examine various legal, operational, and financial factors, including the impact on fee-for-service arrangements with customers, value-based pricing, and reimbursement.
http://www.ebglaw.com/events/the-effect-of-the-average-manufacturer-price-final-rule-on-drug-pricing-and-contracting-part-1-the-impact-of-the-amp-final-rule-legal-operational-and-financial-considerations/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
El 22 de junio de 2015, el Catedrático de Economía de la Salud de la Universidad de Berkeley-California, Richard Scheffler, impartió en la Fundación Ramón Areces la conferencia: 'La financiación de la integración de servicios y el pago según calidad en la asistencia sanitaria', en colaboración con la Universidad Carlos III. Durante su intervención, ofreció previsiones sobre gasto sanitario en las próximas dos décadas en España.
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Implementation of a Perioperative Surgical Home (PSH)Wellbe
The PSH is a patient-centered, physician-led system of coordinated care that guides patients through the entire surgical experience. From the decision for surgery to 30-90 days post discharge from a medical facility, the PSH model of care is re-engineered to improve patient care and outcomes while decreasing total cost. Learn how your physicians can earn financial incentives from both the PSH and the new CMS requirements for Alternative Payment Models (APMs).
What does SGR Reform and PSH have in common? Dr. Mike Schweitzer, a national leader in PSH, will show you how physicians can leverage a PSH to meet the new APM requirements. The Medicare Access and CHIP Reauthorization Act (MACRA) replaces SGR with a new performance-based payment system and financial incentives for participation in alternative payment models. The law requires that major changes occur by January 1, 2017 – the measurement year for penalties and rewards in 2019. Dr. Schweitzer will describe how to develop a PSH program in your organization. He will share strategies to engage physician leaders to prepare for MACRA or Value Based Payments through PSH.
This webinar will enable you to:
- Identify the burning platform for a PSH
- Define the elements of a PSH
- Outline the infrastructure needed to implement a PSH
- Build and sustain the metrics to support a PSH
- Learn how to engage physician champions
About the Speaker:
Dr. Mike Schweitzer is the Vice President of Healthcare Delivery Transformation at VHA Southeast in Tampa, FL. Mike is also the Medical Director guiding the ASA-sponsored Perioperative Surgical Home Collaborative involving 44 healthcare organizations across the nation. Dr. Schweitzer is a nationally recognized speaker and has published many articles on the Perioperative Surgical Home.
Dr. Schweitzer previously served as the Chief Medical Officer for Northeast Baptist Hospital in San Antonio, TX where he was involved in the CMS Pilot for Acute Care Episodes, ACO development, and co-management programs.
Pandemic or Panacea? The Financial Impact of the ACA on the Modern Health Ca...Craig B. Garner
Four years into its evolution, the political debates surrounding the Affordable Care Act continue to engage the nation. From its inception, the impact of the ACA on the changes in health care for individuals has held center stage. However, what will be the fiscal ramifications for the health care industry as a whole? With a revamped emphasis on efficiency and quality of service on the part of providers, transparency for payers and the notion of patient responsibility, how will the industry fare as it transitions from its cost-based legacy toward a performance-based model? Like it or not, America’s new health care structure is here to stay, and so we must be mindful of the collateral damages faced by the industry as the ACA works through its growing pains, while paying special attention to the burdens placed on smaller systems, hospitals and providers who find themselves ill-prepared to weather such storms. This panel will discuss the impact of the ACA on the financial wellbeing of California’s hospitals and physicians.
The Impact of the AMP Final Rule: Legal, Operational, and Financial Considera...Epstein Becker Green
Part 1 of a webinar series that examines the average manufacturer price (“AMP”) Final Rule and its effect on drug pricing and contracting. Hosted by Epstein Becker Green and EBG Advisors.
The long-awaited issuance of the Final Rule addressing AMP under the Medicaid Drug Rebate Program has provided clarity in some respects but left other issues open to interpretation. In the wake of the Final Rule, other regulatory developments are already showing signs of further impacting many of the same issues.
Using the AMP Final Rule as a baseline, we will address the evolution of some of the most significant issues affecting drug pricing and contracting. We hope you can attend one or both of the sessions in this two-part series.
In this session, Constance A. Wilkinson, Member of the Firm at Epstein Becker Green, will address how the AMP final rule can impact your business. This discussion will examine various legal, operational, and financial factors, including the impact on fee-for-service arrangements with customers, value-based pricing, and reimbursement.
http://www.ebglaw.com/events/the-effect-of-the-average-manufacturer-price-final-rule-on-drug-pricing-and-contracting-part-1-the-impact-of-the-amp-final-rule-legal-operational-and-financial-considerations/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
El 22 de junio de 2015, el Catedrático de Economía de la Salud de la Universidad de Berkeley-California, Richard Scheffler, impartió en la Fundación Ramón Areces la conferencia: 'La financiación de la integración de servicios y el pago según calidad en la asistencia sanitaria', en colaboración con la Universidad Carlos III. Durante su intervención, ofreció previsiones sobre gasto sanitario en las próximas dos décadas en España.
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Implementation of a Perioperative Surgical Home (PSH)Wellbe
The PSH is a patient-centered, physician-led system of coordinated care that guides patients through the entire surgical experience. From the decision for surgery to 30-90 days post discharge from a medical facility, the PSH model of care is re-engineered to improve patient care and outcomes while decreasing total cost. Learn how your physicians can earn financial incentives from both the PSH and the new CMS requirements for Alternative Payment Models (APMs).
What does SGR Reform and PSH have in common? Dr. Mike Schweitzer, a national leader in PSH, will show you how physicians can leverage a PSH to meet the new APM requirements. The Medicare Access and CHIP Reauthorization Act (MACRA) replaces SGR with a new performance-based payment system and financial incentives for participation in alternative payment models. The law requires that major changes occur by January 1, 2017 – the measurement year for penalties and rewards in 2019. Dr. Schweitzer will describe how to develop a PSH program in your organization. He will share strategies to engage physician leaders to prepare for MACRA or Value Based Payments through PSH.
This webinar will enable you to:
- Identify the burning platform for a PSH
- Define the elements of a PSH
- Outline the infrastructure needed to implement a PSH
- Build and sustain the metrics to support a PSH
- Learn how to engage physician champions
About the Speaker:
Dr. Mike Schweitzer is the Vice President of Healthcare Delivery Transformation at VHA Southeast in Tampa, FL. Mike is also the Medical Director guiding the ASA-sponsored Perioperative Surgical Home Collaborative involving 44 healthcare organizations across the nation. Dr. Schweitzer is a nationally recognized speaker and has published many articles on the Perioperative Surgical Home.
Dr. Schweitzer previously served as the Chief Medical Officer for Northeast Baptist Hospital in San Antonio, TX where he was involved in the CMS Pilot for Acute Care Episodes, ACO development, and co-management programs.
Pandemic or Panacea? The Financial Impact of the ACA on the Modern Health Ca...Craig B. Garner
Four years into its evolution, the political debates surrounding the Affordable Care Act continue to engage the nation. From its inception, the impact of the ACA on the changes in health care for individuals has held center stage. However, what will be the fiscal ramifications for the health care industry as a whole? With a revamped emphasis on efficiency and quality of service on the part of providers, transparency for payers and the notion of patient responsibility, how will the industry fare as it transitions from its cost-based legacy toward a performance-based model? Like it or not, America’s new health care structure is here to stay, and so we must be mindful of the collateral damages faced by the industry as the ACA works through its growing pains, while paying special attention to the burdens placed on smaller systems, hospitals and providers who find themselves ill-prepared to weather such storms. This panel will discuss the impact of the ACA on the financial wellbeing of California’s hospitals and physicians.
Healthcare Price Transparency: Three Opportunities for TransformationHealth Catalyst
Price transparency has been an ongoing challenge for health systems, and upcoming legislation requiring increased visibility around hospital pricing adds pressure. Meeting the new price transparency requirements means legal compliance, but providing procedure costs, different payment options, and the reasoning behind prices set patients up for an optimal experience, increasing their likelihood to return for future care.
With the right tools, such as robust pricing transparency technology and a defensible price strategy, health systems can use the new mandate to take advantage of three key opportunities:
Satisfy increasing patient interest in cost of care.
Earn patient trust—a short- and long-term imperative.
Create the optimal patient experience.
Sharon Levine on integrated care - the role of multispeciality medical practi...The King's Fund
Sharon Levine, Associate Executive Medical Director of the Permanente Medical Group, outlines how the Kaiser Permanente integrated care system operates and describes the role of multispeciality medical practice in promoting integration.
Behavioral Health Industry Insights - 2016Duff & Phelps
This issue of Behavioral Health Insights details the impact of deinstitutionalization and the IMD Exclusion on the behavioral healthcare landscape. On April 25, 2016, the CMS issued a long-awaited official rule meaningfully changing the IMD Exclusion provisions in response to access concerns over inpatient psychiatric and substance use disorder services
Opportunities and Barriers in Pharmaceutical Pricing: Average Manufacturer Pr...Epstein Becker Green
Part 2 of a webinar series that examines the average manufacturer price (“AMP”) Final Rule and its effect on drug pricing and contracting. Hosted by an Epstein Becker Green and EBG Advisors.
The long-awaited issuance of the Final Rule addressing AMP under the Medicaid Drug Rebate Program has provided clarity in some respects but left other issues open to interpretation. In the wake of the Final Rule, other regulatory developments are already showing signs of further impacting many of the same issues.
Using the AMP Final Rule as a baseline, we will address the evolution of some of the most significant issues affecting drug pricing and contracting. We hope you can attend one or both of the sessions in this two-part series.
In this session, Dr. Samuel R. Nussbaum, M.D., Strategic Consultant at EBG Advisors, and Lesley R. Yeung, Associate at Epstein Becker Green, will examine the pay-for-value and alternative approaches to pharmaceutical pricing. The speakers will discuss opportunities and barriers as well as highlight real-world examples.
http://www.ebglaw.com/events/the-effect-of-the-average-manufacturer-price-final-rule-on-drug-pricing-and-contracting-part-2-opportunities-and-barriers-in-pharmaceutical-pricing/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Managed Care and Behavioral Health - Behavioral Health Crash Course Webinar S...Epstein Becker Green
Epstein Becker Green Webinar, with Attorney Jackie Selby - March 29, 2016
This webinar series should be of interest to providers, payors, private equity investors, and other health care and mental health stakeholders.
This webinar will provide:
* An overview of the unique contract issues related to behavioral health services
* Reforms in Medicaid managed care plans and behavioral health
http://www.ebglaw.com/events/managed-...
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
8 in 10 Hospitals Stand Pat on Population Health Strategy, Despite Uncertaint...Health Catalyst
A 2017 survey by Health Catalyst shows that despite uncertainty about the future of the Affordable Care Act, 80 percent of healthcare executives have not paused or otherwise changed their population health management strategy. 68 percent said that PHM is “very important” to their healthcare delivery strategy, while fewer than 3 percent said it was not important at all. The results show that executives view the move to value-based care as inevitable, and they view a PHM strategy as an integral part of their future efforts.
Health Care Fraud Investigations: What to Do When the Government KnocksEpstein Becker Green
Webinar with moderator Marcia Nusgart, R.Ph., of the Alliance of Wound Care Stakeholders, and attorneys George B. Breen, David E. Matyas, and Lynn Shapiro Snyder of Epstein Becker Green. August 17, 2016.
This webinar will provide insight into expanding government investigations and offer ways to enhance your compliance efforts including:
* High risk health care fraud issues
* How to manage a 'touch' by the government enforcement players such as the receipt of a subpoena, and
* The current enforcement climate
http://www.ebglaw.com/events/health-care-fraud-investigations-what-to-do-when-the-government-knocks/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Kaiser Permanente's Innovation Journey, presented by Marilyn Chow and Ted EytanTed Eytan, MD, MS, MPH
The Kaiser Permanente Innovation System is people, spaces, tools, networks, methodologies that an organization has in place to support continuous innovation. It’s in our DNA, which means that any problem we encounter, whether identified by our senior leaders or our frontline staff, is seen as an opportunity to make patient care better, more affordable, more accessible.
With that in mind, we would like to spend the next 30 minutes introducing you to five innovations that are portrayed on the Center’s digital walls, and to people here from Kaiser Permanente who you’ll want to meet and learn more from.
Presentation given at the DC Health Innovation Summit, part of DC Health Innovation Week, 2011 (http://tedeytan.com/tag/dc-health-innovation-week)
CVS Health 2015 Corporate Social Responsibility ReportCVS Health
Making quality health care affordable, accessible and sustainable is the driving force behind our Prescription for a Better World Corporate Social Responsibility strategy.
It starts with our company purpose: CVS Health is committed to helping people on their path to better health. To ensure we focus our resources in the most appropriate and impactful manner, we continually assess which issues are most material to address.
Each year, we release the results of this assessment in our Corporate Social Responsibility Report.
Now in its ninth year, the report focuses on three pillars that support our strategy: Health in Action, Planet in Balance, and Leader in Growth.
• Through Health in Action, we bring quality health care that is affordable and accessible to our communities.
• Planet in Balance captures our focus on operating an environmentally sustainable business.
• Leader in Growth highlights the value we place on conducting business with integrity.
We invite you to explore this year’s report and share your feedback with us at CSR@CVSHealth.com.
Strategies for Successful Human Factors Collaborations with Medical Device De...Eric Shaver, PhD
Human factors is vital for discovering, designing, developing, & deploying medical devices that are safe, effective, usable, and innovative. But, it can’t do it alone. Instead, it must successfully collaborate with numerous roles on the medical device development team.
Mercer Capital's Value Focus: Medical Technology | Mid-Year 2021Mercer Capital
Mercer Capital's Medical Technology Industry newsletter provides perspective on valuation issues. Each newsletter also includes macroeconomic trends, public market trends, and comparable public company metrics.
Healthcare Price Transparency: Three Opportunities for TransformationHealth Catalyst
Price transparency has been an ongoing challenge for health systems, and upcoming legislation requiring increased visibility around hospital pricing adds pressure. Meeting the new price transparency requirements means legal compliance, but providing procedure costs, different payment options, and the reasoning behind prices set patients up for an optimal experience, increasing their likelihood to return for future care.
With the right tools, such as robust pricing transparency technology and a defensible price strategy, health systems can use the new mandate to take advantage of three key opportunities:
Satisfy increasing patient interest in cost of care.
Earn patient trust—a short- and long-term imperative.
Create the optimal patient experience.
Sharon Levine on integrated care - the role of multispeciality medical practi...The King's Fund
Sharon Levine, Associate Executive Medical Director of the Permanente Medical Group, outlines how the Kaiser Permanente integrated care system operates and describes the role of multispeciality medical practice in promoting integration.
Behavioral Health Industry Insights - 2016Duff & Phelps
This issue of Behavioral Health Insights details the impact of deinstitutionalization and the IMD Exclusion on the behavioral healthcare landscape. On April 25, 2016, the CMS issued a long-awaited official rule meaningfully changing the IMD Exclusion provisions in response to access concerns over inpatient psychiatric and substance use disorder services
Opportunities and Barriers in Pharmaceutical Pricing: Average Manufacturer Pr...Epstein Becker Green
Part 2 of a webinar series that examines the average manufacturer price (“AMP”) Final Rule and its effect on drug pricing and contracting. Hosted by an Epstein Becker Green and EBG Advisors.
The long-awaited issuance of the Final Rule addressing AMP under the Medicaid Drug Rebate Program has provided clarity in some respects but left other issues open to interpretation. In the wake of the Final Rule, other regulatory developments are already showing signs of further impacting many of the same issues.
Using the AMP Final Rule as a baseline, we will address the evolution of some of the most significant issues affecting drug pricing and contracting. We hope you can attend one or both of the sessions in this two-part series.
In this session, Dr. Samuel R. Nussbaum, M.D., Strategic Consultant at EBG Advisors, and Lesley R. Yeung, Associate at Epstein Becker Green, will examine the pay-for-value and alternative approaches to pharmaceutical pricing. The speakers will discuss opportunities and barriers as well as highlight real-world examples.
http://www.ebglaw.com/events/the-effect-of-the-average-manufacturer-price-final-rule-on-drug-pricing-and-contracting-part-2-opportunities-and-barriers-in-pharmaceutical-pricing/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Managed Care and Behavioral Health - Behavioral Health Crash Course Webinar S...Epstein Becker Green
Epstein Becker Green Webinar, with Attorney Jackie Selby - March 29, 2016
This webinar series should be of interest to providers, payors, private equity investors, and other health care and mental health stakeholders.
This webinar will provide:
* An overview of the unique contract issues related to behavioral health services
* Reforms in Medicaid managed care plans and behavioral health
http://www.ebglaw.com/events/managed-...
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
8 in 10 Hospitals Stand Pat on Population Health Strategy, Despite Uncertaint...Health Catalyst
A 2017 survey by Health Catalyst shows that despite uncertainty about the future of the Affordable Care Act, 80 percent of healthcare executives have not paused or otherwise changed their population health management strategy. 68 percent said that PHM is “very important” to their healthcare delivery strategy, while fewer than 3 percent said it was not important at all. The results show that executives view the move to value-based care as inevitable, and they view a PHM strategy as an integral part of their future efforts.
Health Care Fraud Investigations: What to Do When the Government KnocksEpstein Becker Green
Webinar with moderator Marcia Nusgart, R.Ph., of the Alliance of Wound Care Stakeholders, and attorneys George B. Breen, David E. Matyas, and Lynn Shapiro Snyder of Epstein Becker Green. August 17, 2016.
This webinar will provide insight into expanding government investigations and offer ways to enhance your compliance efforts including:
* High risk health care fraud issues
* How to manage a 'touch' by the government enforcement players such as the receipt of a subpoena, and
* The current enforcement climate
http://www.ebglaw.com/events/health-care-fraud-investigations-what-to-do-when-the-government-knocks/
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Kaiser Permanente's Innovation Journey, presented by Marilyn Chow and Ted EytanTed Eytan, MD, MS, MPH
The Kaiser Permanente Innovation System is people, spaces, tools, networks, methodologies that an organization has in place to support continuous innovation. It’s in our DNA, which means that any problem we encounter, whether identified by our senior leaders or our frontline staff, is seen as an opportunity to make patient care better, more affordable, more accessible.
With that in mind, we would like to spend the next 30 minutes introducing you to five innovations that are portrayed on the Center’s digital walls, and to people here from Kaiser Permanente who you’ll want to meet and learn more from.
Presentation given at the DC Health Innovation Summit, part of DC Health Innovation Week, 2011 (http://tedeytan.com/tag/dc-health-innovation-week)
CVS Health 2015 Corporate Social Responsibility ReportCVS Health
Making quality health care affordable, accessible and sustainable is the driving force behind our Prescription for a Better World Corporate Social Responsibility strategy.
It starts with our company purpose: CVS Health is committed to helping people on their path to better health. To ensure we focus our resources in the most appropriate and impactful manner, we continually assess which issues are most material to address.
Each year, we release the results of this assessment in our Corporate Social Responsibility Report.
Now in its ninth year, the report focuses on three pillars that support our strategy: Health in Action, Planet in Balance, and Leader in Growth.
• Through Health in Action, we bring quality health care that is affordable and accessible to our communities.
• Planet in Balance captures our focus on operating an environmentally sustainable business.
• Leader in Growth highlights the value we place on conducting business with integrity.
We invite you to explore this year’s report and share your feedback with us at CSR@CVSHealth.com.
Strategies for Successful Human Factors Collaborations with Medical Device De...Eric Shaver, PhD
Human factors is vital for discovering, designing, developing, & deploying medical devices that are safe, effective, usable, and innovative. But, it can’t do it alone. Instead, it must successfully collaborate with numerous roles on the medical device development team.
Mercer Capital's Value Focus: Medical Technology | Mid-Year 2021Mercer Capital
Mercer Capital's Medical Technology Industry newsletter provides perspective on valuation issues. Each newsletter also includes macroeconomic trends, public market trends, and comparable public company metrics.
Rising Healthcare Costs: Why We Have to ChangeHealth Catalyst
With rising healthcare costs, we hear so often about rate pressures on hospitals and the risk these pressures pose for their future. With healthcare reform, the burden of rising healthcare costs is shifting from payers to providers. Hospitals need to move toward value-based reimbursement models or they will face a -15.8 operating margin by 2021.Over the last 15 years premiums and employee contributions for an average family with health insurance sponsored by an employer have risen 167%. Along with these facts, government payers are reimbursing at lower levels becoming a negative margin for hospitals. These changes are not necessarily easy and can seem overwhelming. The question is whether your hospital will be a pioneer on the trail or will delay until it’s too late. The best way to get started is to understand exactly where you are today—your current cost structure and how each area of your organization is performing in terms of quality and cost, using an EDW.
111Week 6 External and Internal Environment AssignmentYvonneBenitoSumpter862
1
11Week 6 External and Internal Environment Assignment
Yvonne Winn
BUS499 Business Administration Capstone
Professor Keller
February 13, 2021
Week 6 Assignment 2
This paper seeks to analyze CVS Corporation, a health organization located in Lowell, Massachusetts, the United States (CVS Health, 2). Specifically, the study's focus is to evaluate CVS Corporation's internal and external environments, which are essential in determining its success or failure. The study will analyze the general environment and establish how its various segments affect CVS corporation's operations. Forces of competition are central to a company's performance, and this study will review the various forces, both internal and external, that influence the organization's growth. The paper will also outline the company's strengths, weaknesses, capabilities, and core competencies, besides identifying appropriate strategies to capitalize on its strengths and tactics to fix its weaknesses. General Environment
The general environment in businesses consists of segments such as the political, economic, social, technological, environmental, and legal aspects. Among these segments, the two most influential ones affecting CVS Corporation are technological and social segments.
Technological Segment
Technological advancements have revolutionized healthcare operations, forcing firms to adopt new technologies to remain competitive (Hitt, Ireland, & Hoskisson, 1). Technological innovations have led to the establishment of electronic health records, wearable health devices, telemedicine, and remote monitoring appliances. Such technological advancements have increased competition in healthcare, which has forced CVS Corporation to respond appropriately by adopting technology in its operations to remain competitive. For instance, the company recently introduced a tool called Symphony, a medical alert system that helps caregivers remotely monitor their elderly loved ones' health. The tool has a suite of sensors to monitor room temperature, movement, fall, or any other unusual behavior (CVS Health, 2). Embracing technology in its operations has helped CVS Corporation remain competitive.
Social Segment
The social segment in healthcare includes social factors such as age distribution, lifestyle, education level, and spending habits that influence healthcare trends. The social segment undergoes continuous changes, and health organizations must always be aware of these changes to respond appropriately. For instance, chronic and lifestyle diseases are very prevalent in American society. Health organizations must find a way to address them as a way to meet their customer's needs. According to the Centers for Disease Control and Prevention (4), six in ten adults in the U.S. have a chronic disease, while 4 in every 10 have two or more diseases. The leading causes of chronic diseases are tobacco use and poor lifestyle behaviors. To respond to the needs of its social segments, CVS Corporation ...
111Week 6 External and Internal Environment AssignmentYvonneSantosConleyha
1
11Week 6 External and Internal Environment Assignment
Yvonne Winn
BUS499 Business Administration Capstone
Professor Keller
February 13, 2021
Week 6 Assignment 2
This paper seeks to analyze CVS Corporation, a health organization located in Lowell, Massachusetts, the United States (CVS Health, 2). Specifically, the study's focus is to evaluate CVS Corporation's internal and external environments, which are essential in determining its success or failure. The study will analyze the general environment and establish how its various segments affect CVS corporation's operations. Forces of competition are central to a company's performance, and this study will review the various forces, both internal and external, that influence the organization's growth. The paper will also outline the company's strengths, weaknesses, capabilities, and core competencies, besides identifying appropriate strategies to capitalize on its strengths and tactics to fix its weaknesses. General Environment
The general environment in businesses consists of segments such as the political, economic, social, technological, environmental, and legal aspects. Among these segments, the two most influential ones affecting CVS Corporation are technological and social segments.
Technological Segment
Technological advancements have revolutionized healthcare operations, forcing firms to adopt new technologies to remain competitive (Hitt, Ireland, & Hoskisson, 1). Technological innovations have led to the establishment of electronic health records, wearable health devices, telemedicine, and remote monitoring appliances. Such technological advancements have increased competition in healthcare, which has forced CVS Corporation to respond appropriately by adopting technology in its operations to remain competitive. For instance, the company recently introduced a tool called Symphony, a medical alert system that helps caregivers remotely monitor their elderly loved ones' health. The tool has a suite of sensors to monitor room temperature, movement, fall, or any other unusual behavior (CVS Health, 2). Embracing technology in its operations has helped CVS Corporation remain competitive.
Social Segment
The social segment in healthcare includes social factors such as age distribution, lifestyle, education level, and spending habits that influence healthcare trends. The social segment undergoes continuous changes, and health organizations must always be aware of these changes to respond appropriately. For instance, chronic and lifestyle diseases are very prevalent in American society. Health organizations must find a way to address them as a way to meet their customer's needs. According to the Centers for Disease Control and Prevention (4), six in ten adults in the U.S. have a chronic disease, while 4 in every 10 have two or more diseases. The leading causes of chronic diseases are tobacco use and poor lifestyle behaviors. To respond to the needs of its social segments, CVS Corporation ...
Top 7 Financial Healthcare Trends and Challenges for 2016Health Catalyst
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How Aligning To Your Brand Purpose Can Drive New Growth Opportunities Recasting CVS for Health Care Growth
1. How Aligning To Your Brand Purpose
Can Drive New Growth Opportunities
Recasting CVS for Health Care Growth
06.05.2015
2. Agenda
Today we’ll explore how CVSHealth leveraged its new brand purpose to recast itself for greater synergy
with profitable new healthcare opportunities and partners.
About CVS
Recasting Factors: Acquisitions, Merger, The Affordable Care Act, New Brand Purpose
Living the New Brand Purpose
Financial Impact of the New Brand Purpose
Future Growth Opportunities
CVSHealth Facts
2
3. About CVS
CVS, together with its subsidiaries, provides integrated pharmacy health care services in the U.S.
3
7,822
retail drugstores
860
healthcare clinics
SOURCE CVS Pharmacy, http://en.wikipedia.org/wiki/CVS_Pharmacy. CVS Health Corporation, Yahoo Finance, http://finance.yahoo.com/q/pr?s=CVS+Profile
Brand Purpose (2014)
We strive to improve
the quality of human life.
4. RECASTING FACTOR: ACQUISTIONS
CVS’ Becomes “Your Neighborhood Health Service Provider”
A clear strategic growth framework helped CVS forge a transformational path, moving away from your
corner drugstore to a health services provider and positioning itself to capitalize on the 42M new health
care consumers.
SOURCE CVS Pharmacy, http://en.wikipedia.org/wiki/CVS_Pharmacy. CVS Health Corp., bloomberg.com /research/stocks/snapshot/snapshot.asp
1990 ACQUIRES
Peoples Drug, expands new
mid-Atlantic market,
Washington, D.C., Pennsylvania,
Maryland and Virginia
1994 LAUNCHES
PharmaCare, a pharmacy
benefit management (PBM)
1998 ACQUIRES
Arbor Drugs, expands into MI
1999 ACQUIRES
Soma, first online pharmacy
1997 ACQUIRES
Revco stores, expands footprint to
Ohio Valley and Southeastern US
2004 ACQUIRES Eckerd drugs stores and health services, pharmacy
benefit management (PBM) business; expands into FL, TX
7/13/2006 ACQUIRES MinuteClinic, pioneer
and largest retail-based health clinic
1/23/2006 ACQUIRES Osco, Sav-On Drugstores
also includes Health'n'Home durable medical
equipment (DME) stores; expands into
Midwest and Southwestern U.S.
8/12/2008 ACQUIRES
Long Drugs, expands
in CA and HI
2000 ACQUIRES
Stadtlander pharmacy, becomes
largest U.S. specialty pharmacy
4
1990 1992 1994 1996 1998 2000 2002 2004 2006 20081990 1992 1994 1996 1998 2000 2002 2004 2006 2008
5. RECASTING FACTOR: MERGER
Fall 2006, Merger with Caremark
5
During Fall 2006, Caremark Rx, a pharmacy benefits management [PBM] company, was facing fierce
acquisition from Express Scripts, an opposing PBM.
CVS/Pharmacy entered into the sale for Caremark RX, offering a cash/stock mix, board seats, and
merged with CVS's existing Pharmacare PBM, becoming the nation’s largest pharmacy benefit
management company.
To reflect the merger of two equals, CVS changes it’s name:
6. RECASTING FACTOR: THE AFFORDABLE CARE ACT
Affordable Care Act Creates New Health Growth Opportunities
The Affordable Care Act made major changes to the health insurance:
SOURCE CVS Pharmacy, http://en.wikipedia.org/wiki/CVS_Pharmacy. CVS Health Corp., bloomberg.com /research/stocks/snapshot/snapshot.asp
2010 2011 2012 2013
3/23/2010 AFFORDABLE CARE ACT (ACA)
signed into law, includes Medicaid expansion, health
insurance requirement.
42M more Americans have access to healthcare
6/28/2012 ACA
UPHELD by U.S.
Supreme Court 10/1/2013
HEALTHCARE.GOV opens
6
Minimum Standards for Plans
Eliminated Pre-existing Conditions and Lifetime Limits
Individual Requirement; Tobacco Surcharge
Expanded Medicaid
No Cost Preventive Care Services for Adults,
Women and Children
Extended Dependent Coverage to Age 26
7. CVS Caremark’s Brand Purpose Didn’t Capture the
Company’s Health Focus
Brand Purpose
We strive to improve
the quality of human life.
Nationwide
Retail Drugstores
Health Clinics Nationwide Pharmacies
Durable Medical
Equipment
CVS had moved beyond “Your Neighborhood Drugstore” yet it’s Brand Purpose didn’t clearly capture
the company’s focus on improving your health.
Specialty Pharmacy
Pharmacy
Benefit Management
7
8. RECASTING FACTOR: NEW BRAND PURPOSE
New Brand Purpose Clearly States A Commitment to Health
Our purpose
Helping people on their
path to better health.
8
9. LIVING THE NEW BRAND PURPOSE
The $2B Aha Brand Purpose Moment: The Tobacco Decision
“Put simply, the sale of tobacco
products is inconsistent
with our purpose.” –
CVS President & CEO
Larry J. Merlo
SOURCE The Good and The Growth in Quitting, Larry Merlo, TEDxWakeForestU, https://www.youtube.com/watch?v=aM2ZtpqwYQs&list=PLvbq4puKKuEw20UM6aug-3AOmGkJ1i9zf&index=1. CVS Pharmacy, http://en.wikipedia.org/wiki/CVS_Pharmacy. CVS Health Corp., bloomberg.com
/research/stocks/snapshot/snapshot.asp
9
2012 2013 2014
2/5/2014
ANNOUNCES it will
Stop Selling Tobacco Products
6/28/2012
ACA UPHELD by
U.S. Supreme Court
10/1/2013
HEALTHCARE.GOV opens
4/1/2014
8M more Consumers
have healthcare coverage
as a result of ACA
CVS Tobacco Sales
$2B in Sales
$300M in Profit
10. Announcement Sends A Clear, Purposeful Message –
“We’re Committed To Bettering Health Care”
CVS’ move to stop selling tobacco products sent a clear purposeful message to consumers clarifying the
company’s purpose and differentiating itself from its competitors and giving CVS a unique opportunity
to increase sales.
81% CVS and Non-CVS shoppers Were Aware of the CVS’ Action
76% Agree
Decision will have minimal impact
on their shopping behavior
58% Agree
Decision helps me better understand
the company’s mission and purpose
SOURCE Why CVS May Not Get Burned by Its Tobacco Decision (Part 1), March 18, 20914. http://www.gallup.com/businessjournal/167870/why-cvs-may-not-burned-tobacco-decision-part.aspxGallup. Gallup results are based on a Gallup Panel Web study completed by 5,550 national adults, aged 18 and older, conducted
February 14-21
53% Agree
Decision helps me understand
what makes CVS different from
its competition
10
11. September 2014: Changes Name to CVSHealth to Reflect the
Company’s Broader Health Care Commitment
“For our patients and customers, health is everything and CVSHealth is changing the way health care is
delivered to increase access, lower costs and improve quality,” announced Larry J. Merlo, President and
CEO, CVSHealth.
SOURCE CVS Caremark Announces Corporate Name Change to CVS Health to Reflect Broader Health Care Commitment, Sept. 3, 2014, http://www.cvshealth.com/newsroom/press-releases/corporate-info-events/cvs-caremark-announces-corporate-name-change-cvs.
11
12. New Brand Purpose Created New Growth Opportunities –
“Your Neighborhood Retail Health Clinic”
About 16.4 Million people have gained health insurance coverage since the Affordable Care Act became
law nearly five years ago, according to recent government estimates.
SOURCE New Obamacare Numbers: 16.4 Million Covered, http://www.cnn.com/2015/03/16/politics/obamacare-numbers-16-million-insured-rate. MinuteClinic programs and services, http://www.cvs.com/minuteclinic/services.
New Health Service Programs
Monitor and manage health conditions
Expanded Health Services
ACA covers preventive care
at no cost to the consumer
12
13. CVSHealth Launches New Smoking Cessation Program Helping
Thousands Quit
Millions of Consumers received smoking cessation information at CVS/pharmacy and online Smoking
cessation counseling at CVS/pharmacy and MinuteClinic helping thousands of patients to quit for good.
Sept 2014
Launches Smoking
Cessation Program • Counseled more than 67K patients
filling a 1st RX for smoking cessation
• Consulted with thousands more
smokers seeking advice about over-
the-counter nicotine replacement
products (NRT)
CVS Pharmacists Counseled
& Consulted Consumers
Prescriptions for smoking cessation
medications have increased by 63
percent on a monthly basis in the
timeframe and visits to MinuteClinic
for smoking cessation counseling
were up 61% compared to the prior
eight months.
63% Increase in Smoking
Cessation Medications
Purchases of these products
increased 21 percent in
September through December
over the previous four months.
21% Increase in Over-the-
Counter NRT products
SOURCE CVS Health Announces Data from Smoking Cessation Outreach on One-Year Anniversary of Decision to Stop Tobacco Sales. Marketwatch.com, Feb 5, 2015. http://www.marketwatch.com/story/cvs-health-announces-data-from-smoking-cessation-outreach-on-one-year-anniversary-of-decision-to-stop-tobacco-sales-
2015-02-05
13
14. FINANCIAL IMPACT OF NEW BRAND PURPOSE
Going “Cold Turkey” Turns Out To Be Profitable
Even without the $2B in sales of tobacco products, CVS managed profitable growth due to strong
growth in its pharmacy services segment, including the company’s pharmacy benefit management
company.
2014 Q3
4.5% ↓ Front-of-Store Sales*
15.7% ↑ Pharmacy Services
9.7% ↑ Net Revenues
ahead of analysts’ expectations
by more than $250M
*Excluding tobacco and the estimated associated basket sales,
front-store same-store sales would have been approximately
480 basis points (bps) higher for the three months ended
September 30, 2014 and 2013.
2014 Q4
7.2% ↓ Front-of-Store Sales*
21.7% ↑ Pharmacy Services
12.9%↑ Net Revenues
*Front store same store sales would have been approximately
800 basis points higher if tobacco and the estimated associated basket sales were
excluded from the three months ended
December 31, 2014 and 2013
2014 Full Year Results
1.2% ↑ Net Income, $4.6B
9.9% ↑ Net Revenues
13.5% ↑ Adjusted EPS, $4.49
$139.4B Record Net Revenues
$3.6B Net New client business
SOURCE CVS Health Reports Strong Profit Growth For Full Year 2014; Fourth Quarter Adjusted EPS At High End Of Company's Expectations. Marketwatch.com Feb 10, 2015. http://www.marketwatch.com/story/cvs-health-reports-strong-profit-growth-for-full-year-2014-fourth-quarter-adjusted-eps-at-high-end-of-companys-
expectations-2015-02-10
14
15. FUTURE GROWTH OPPORTUNITIES
CVSHealth Becomes Health Management Company
CVS has continued it’s health care expansion through clinical affiliations and continued acquisitions,
becoming a full-service health management company.
SOURCE CVS Caremark Announces New Clinical Affiliation with MedStar Health,Aug. 27, 2014, http://info.cvscaremark.com/newsroom/press-releases/cvs-caremark-announces-new-clinical-affiliation-medstar-health. CVS Health Announces New Clinical Affiliations with Leading Louisiana and Kansas Regional Health Systems, Jan.
28, 2015, http://www.cvshealth.com/newsroom/press-releases/corporate-info-events/cvs-health. CVS Caremark Completes Acquisition of Coram Infusion Business from Apria Healthcare, Jan. 17, 2014, http://www.cvshealth.com/newsroom/press-releases/pharmacy-services-corporate-info-events/cvs-caremark-completes-
acquisition. CVS Health Agrees to Buy Omnicare in $12.7 Billion Deal, http://www.nytimes.com/2015/05/22/business/dealbook/cvs-health-agrees-to-buy-omnicare-in-12-7-billion-deal.html?_r=0
15
Expands into Infusion Services
Acquired Coram for specialty infusion
and nutritional services.
CVS can better manage the cost
of specialty drugs, including
infused therapies.
Patients get better clinical
outcomes, payers see lower total
health care costs.
Clinical Affiliations
Enhancing access to high quality, affordable care
with 50 major health systems and health care
providers across the country, including:
LSU Healthcare Network in New Orleans, LA.
Shawnee Mission Health, KS.
MedStar Health, health care system
Maryland and Washington, DC, region.
Expands Prescription Distribution
In May 2015, it acquired Omnicare, a distributor
of prescription drugs to long-term care industry.
Acquisition broadens CVS’ presence in in the
specialty pharmacy business, a booming
sector of the industry.
Creates new opportunities for CVS to extend
high-quality, innovative pharmacy programs
to a broader population of seniors and
chronic care patients as they transition
across the care continuum.
16. CVSHealth Facts (2015)
SOURCE CVS At a Glance, http://www.cvshealth.com/about-us/our-purpose/cvs-health-glance.
16
31 Specialty Pharmacies
that support individuals who require
complex and expensive drug therapies.
200,000 Colleagues
Employed in 46 states, the District of
Columbia and Puerto Rico.
Largest U.S. Pharmacy Based on Total Prescription Revenue
It’s retail pharmacy and pharmacy services businesses accounted for
22.6% of the nation’s total prescription revenues in 2013, according to
the 2013-14 Economic Report on Retail, Mail and Specialty Pharmacies.
68,000 Retail Network Pharmacies
Maintains a national network of nearly 68,000 retail
pharmacies, including its CVS/pharmacy stores.
25M MinuteClinic Patient Visits (as of May 12, 2015)
Its CVS/Minuteclinic nurse practitioners have seen more than
25M patients to date, with a 95% customer satisfaction rating.
70M Active ExtraCare Member Households
Its loyalty card program, ExtraCare, is the largest retail savings
and rewards program with more than 70M active member
households. ExtraCare is also the vehicle for offering its
customers value and a personalized shopping experience.
900 MinuteClinic Locations in the U.S.
CVS/Minuteclinic has more than 900 locations in 31 states
and announced plans to have a total of 1,500 clinics by 2017.
17. How Aligning To Your Brand Purpose
Can Drive New Growth Opportunities
Recasting CVS for Health Care Growth
06.05.2015
Editor's Notes
Good [morning, afternoon].
Today, I’d like to review with you a tangible example of how a company – CVS – can live by its values and align around it’s brand purpose to recast the company for new growth opportunities in health care
TALKING POINTS
CVS grew out of Rye New York retail holding company, the Melville Corporation (which was founded in 1922)
CVS at one point stood for Consumer Value Stores and at another point stood for Convenience, Value and Service.
Today, CVS is a Fortune 50 Company.
Provides integrated pharmacy health care services in the United States. And does that through nearly 8,000 retail drugstores and 900 healthcare clinics.
TALKING POINTS
Starting in 1990, CVS set out on a clear strategic growth framework. Acquiring competitors to extend its retail reach across the country and adjacent health care entities to become a health service provider.
A few key highlights1997 acquires Revco stores, expanding into the Ohio Valley and Southeastern U.S.1999 acquires Soma, the first online pharmacy2000 acquires Stadtlander pharmacy, and become the largest Specialty Pharmacy in the U.S.2004 acquires Eckerd; expanding CVS pharmacy benefit management business, and Health Services
2006 saw more activityAcquires Osco, Sav-On-Drugstores moving into Durable Medical Equipment storesAcquires MinuteClinic and moves into the health services delivery areaMerges with Caremark RX, expanding its PBM business
TALKING POINTS
A merger of two equals
The merger with Caremark was another critical factor in recasting CVS – making CVSCaremark the nation’s largest pharmacy benefit management company.
The next major factor in CVS’ recasting was the passage of the Affordable Care Act
TALKING POINTS
The Affordable Care Act (ACA) made major changes to the health insurance and put more focus on prevention and wellness and ushered in new insurance requirements like:
Individual requirement, with tobacco surcharge. Free Preventive Care that covered exams and wellness, Extending Dependent Coverage to Age 26; Expanding Medicaid to name a few.
Two requirements are key here: the Individual insurance requirement with tobacco surcharge and the Free Preventive Care.
The expansion of healthcare and the new insurance requirements meant more Consumers had access to free prevention and wellness more specifically tobacco cessation programs.
At the time of the ACA, about 45 Million Americans still smoked.
TALKING POINTS
If we take a step back and look at what CVS had assembled and how it changed it’s business.
Clearly moved beyond “your neighborhood drugstore”
Much more than it’s brand purpose: We Strive to Improve the Quality of Human Life
TALKING POINTS
CVSCaremark changes brand purpose to better align around the company’s new focus – health services provider – and its commitment to health care
Previous brand purpose: We strive to improve the quality of human life.”
NEW brand purpose: “Helping people on their path to better health.”
TALKING POINTS
Like a lot of companies, CVSCaremark faced some contradictions and inconsistencies between products it sold, its commitment to bettering health and its new brand purpose, as their CEO points out: ((clip))
TALKING POINTS
CVS’ message – stop selling tobacco products – resonated with Consumers – 81% of surveyed consumers were aware of the action
Message was clear and purposeful.
Message clarified company’s purpose
Message differentiated CVS from the national competitors like Walgreens, RiteAid, Cardinal Health, Target, Walmart and the numerous regional chains.
Message didn’t’ really change Consumer’s shopping behavior
TALKING POINTS
CVS Caremark took another step to align itself to its purposeful mission– guiding people along the path of better health – to CVSHealth.
TALKING POINTS
ACA put more focus on prevention changed health care plans, ushering in free preventive care services for Adults, Women and Children.
A few of free preventive care services include: contraception; Immunizations; Blood Pressure, Cholesterol, Type 2 Diabetes screenings and programs
The ACA’s individual health insurance requirement – and surcharge for tobacco use – is a huge opportunity to provide millions more smokers with the help they need to quit.
On May 2, 2014, the U.S. Departments of Health and Human Services, Labor and Treasury issued guidance on insurance coverage of tobacco cessation as a preventive service:Private group plans (large and small groups)Individual private plans Plans offered through State Health Insurance MarketplacesAlternative Benefit Plans
are ALL required to cover tobacco cessation as a preventive service
TALKING POINTS
CVSHealth saw the opportunity to help the 45 Million Americans who still smoke, quit with their help … and launched their Smoking Cessation program in the fall of 2014.
Their program has been successful (Sept 2014 thru Dec 2014)
CVS pharmacists counseled more than 67,000 patients filling a first prescription for a smoking cessation drug or prescription nicotine replacement therapy (NRT)
CVS pharmacists consulted with thousands more smokers seeking advice about over-the-counter NRT products.
Prescriptions for smoking cessation medications have increased by 63% on a monthly basis in the timeframe
Visits to MinuteClinic for smoking cessation counseling were up 61% compared to the prior eight months.
TALKING POINTS
CVSHealth’s move to give up revenue in the short term – tobacco product sales – for a greater long-term sustainability and success was a good move.
Initially, the move drove a drop in the front-of-store salesBut CVSHealth’s pharmacy business made up for that drop and them some
The move is a clear example of a how a company – CVSHealth – can
carry out the company’s vision to increase the value of the company
live by its values, demonstrate commitment to those values by aligning around it’s purposeful position
And bring about greater synergy with profitable new healthcare opportunities and partners.
TALKING POINTS
CVSHealth continues to expand in the health and medical space.
Through Clinical Affiliations with more than 50 major health systems and providers across the country AND continued acquisitions of companies with adjacent health services, CVSHealth has moved beyond being your neighborhood retail health clinic to Your Neighborhood Medical Clinic, the one place you can go for preventive health services and screenings, health programs – like tobacco cessation – to infusion services.
Just some facts about CVSHealth
Good [morning, afternoon].
Today, I’d like to review with you a tangible example of how a company – CVS -- can live by its values, demonstrate commitment to those values and how that move – aligning around it’s purposeful position -- can bring about a new business model and new growth opportunities.