The Shakeout of 2020: The Year That Small Changes Emerge From the Big Hype

Posted by Brian Chapman on January 13, 2020

With a new year and a new decade underway, it’s a great time to trot out my latest healthcare predictions. Perhaps one of the areas that healthcare’s transformation will be most evident is in the transfer of power across care settings. In the US, hospitals will lose a high number of orthopedic and cardiac procedures—and their corresponding profits—to ambulatory settings. Headline-grabbing trends like AI, big data and robotics are on the list, too, and although their individual impact on the sector will be meaningful, it likely won’t measure up to the hype. Finally, medtech will take advantage of the decade’s fresh start by modernizing its business approach and finally entering the digital age. Here’s how these five trends will alter the way that medtech companies do business and make decisions in the coming years.


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Has the Amazon Prime of Cancer Genomic Profiling Arrived?

Posted by Pavankumar Anne on January 9, 2020

Jim Adelizzi co-wrote this blog post with Pavankumar Anne. A version of this blog post was originally published on ZS's oncology blog, First Line.

A quarter of a century ago, Jeff Bezos developed a website to sell books online. Now, Amazon has reshaped the retail market by changing people’s expectations for online shopping and the speed of shipping via one-day, two-day and even one-hour shipping for Amazon Prime members. Similarly, precision medicine in oncology is in the midst of an Amazon-like revolution, too. Innovations in next-generation sequencing (NGS) technology have enabled advances in cancer genomic profiling by increasing the speed, accuracy and affordability of sequencing.


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Alternate Sites of Care: The Changing Face of Healthcare Delivery

Posted by Parijat Sharma on December 23, 2019

Matthew Ruple co-authored this post with Parijat Sharma. A version of this blog post was originally published on The Active Ingredient.

A confluence of factors is driving a dramatic shift in healthcare delivery from traditional sites of care such as hospitals and clinics to outpatient and retail care sites such as urgent care clinics and ambulatory surgical centers. Of course, this shift doesn’t just change things for patients and providers. It also greatly affects the go-to-market strategies for pharmaceutical and medical device manufacturers. As the care setting evolves and diversifies, stakeholders throughout the healthcare ecosystem have to evolve in kind.


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Five Ways to Drive Profitability Through Contracting Strategy

Posted by Bhargav Mantha on December 19, 2019

Medtech is facing cost pressures from multiple fronts. There are many levers that Medtech can pull to alleviate these pressures and thrive. One of the most important levers is a robust contracting strategy that ensures optimal implementation of your pricing strategy. A comprehensive contracting strategy helps ensure win-win financial deals for all stakeholders and delivers the right products, services and experiences to customers. So what elements constitute a good contracting strategy?


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How Better Business Development Fuels Medtech M&A

Posted by Tobi Laczkowski on December 16, 2019

As we discussed in a previous post, medtech companies are increasingly using M&A to accelerate growth, complement product portfolios and add talented personnel. In addition to the traditional role of business development as the execution arm of upstream strategy, we’ve seen some of the best business development groups take on a broader mandate, which extends their impact further upstream and coordinates more closely with traditional marketing functions. With that vision, the business development group obtains a solid grasp of market trends, unmet customer needs and emerging companies of interest. To do so, the business development group should work closely with commercial leaders to align on objectives, strategy and opportunity identification. Additionally, the group needs to coordinate with R&D leadership to align on investments and initiatives which complement potential external opportunities.


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