Five Predictions for Medtech in 2016

Posted by Brian Chapman on December 16, 2015

The holidays are the perfect time for reflection. It’s time to think about the year and the accomplishments of the past, and especially to contemplate the future. It’s in this spirit that I want to offer my five predictions for medtech in 2016.


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The Word ‘GPO’ Is About to Become an Official Misnomer: Fallout From the Novation MedAssets Deal

Posted by Brian Chapman on November 9, 2015

I was at a conference on medtech key account management, pricing and contracting when the announcement of the Novation MedAssets deal became public. Private-equity firm Pamplona Capital Management will pay $2.7 billion for MedAssets, a group purchasing organization (GPO). No better place to spend a few minutes contemplating the future than in this setting.


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Good Fences Make Good Neighbors—Why Contracting Is Critical to Medtech

Posted by Brian Chapman on October 27, 2015

We spend a lot of time talking about how important it is for key account managers to find areas of mutual value, create tailored solutions, innovate for their important accounts and develop programs that are cutting edge. In fact, this is a really good idea because it explores areas of new value and creates relationships that go well beyond the transactional ones needed to sell a commodity product. We eschew focusing too much on pure rebates and prices because it gives away value. I still believe this, but sometimes a great contract can go a long way. Good fences make good neighbors.


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Hospital As Factory: How Medtech Can Create Value Along the Supply Chain

Posted by Brian Chapman on September 22, 2015

Though deep in the medtech world for long time, I can still remember the impressions I had when I first entered 12 years ago after a nearly a decade in specialty chemicals. I vividly recall in 2004 chasing after a sales rep with whom I was riding as we tried to track down some rental assets lost in the bowels of the hospital. I remember taking little stickers from the box of a pacemaker and pressing them into a logbook while the physician dictated notes into a tape recorder at the end of a case. The rep explained that he needed the stickers for his company to issue an invoice. And I remember climbing out of a massive SUV while the spine rep with whom I was riding explained the concept of “trunk stock.” Feeling a bit bewildered by this new world, and yearning a bit for my old specialty chemicals domain, where suppliers differentiated themselves by making transactions and supply chain simple for their customers, I asked myself:


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Eating the Elephant of Commercial Integration

Posted by Brian Chapman on August 3, 2015

From the moment an integration is announced to approximately a year after Day One when a new status quo is finally settling in, an enormous amount of work needs to get done. Marketing plans, processes, organizational and reporting lines, sales structures, territories, compensation and quotas, branding, international and country reporting, tender and contracting, revenue reporting, rebating and GPO fees, value propositions, metrics, measures and messages … the list is endless. An acquisition made to get a product or intellectual assets is simpler than a full-fledged integration of equals but the to-do list is staggering either way. Like any task that is broad and complex, the approach is always the same—the only way to eat an elephant is one bite at a time. But where to start?


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